|Project Management Partners Project Management Culture Model
Project Management Partners uses this model to perform "Culture Assessments" to help your organization evaluate its project management strengths and weaknesses. Please contact us if you are interested in assessing your organization.
Management of the Project Portfolio
- Development of the strategic plan, the annual budget, and the project portfolio is integrated.
- The content of the project portfolio is documented and appropriately distributed.
- The project portfolio includes all independently budgeted projects.
- Project selection criteria are derived from and supportive of the strategic plan.
- Project selection criteria are documented, communicated, objective, and consistently applied.
- Analysis projects receive adequate funding.
- Solution or implementation projects are preceded by analysis projects.
- Project selection decisions are communicated broadly.
- Priorities are consistent across the organization and are resourced accordingly.
- A portfolio change management process is in place and is documented, communicated, and followed.
- Changes to the portfolio are communicated broadly.
- Properly cancelled projects are viewed as successful projects.
Management of the Individual Projects
- The development management approach for building the product of the project is documented, understood, and followed.
- The project management approach for identifying and managing the work of the project is documented, understood, and followed.
- Management approaches are flexible enough to accommodate the needs of different types of projects.
Timely Access to Information
- Project-related information: planning templates, project plan and supporting detail, status information, lessons learned from previous projects, etc.
- Corporate information: project portfolio information, salaries and loading factors, overtime policies and procedures, etc.
Knowledgeable and Skilled Team
- Project management skills: skills that are unique or nearly unique to the management of projects (creating work breakdown structures, developing schedules, measuring project performance, etc.).
- General management skills: skills that also apply to the management of on-going operations (leadership, teamwork, negotiation, conflict resolution, decision-making, problem-solving, financial analysis, etc.).
- Application area skills: skills that may be needed to understand the product of the project (pharmaceuticals, information technology, automotive, etc.).
- The project sponsor provides the necessary financial support and the project champion removes barriers when called upon.
- The project manager and the project team members are committed to project success.
- The project's customer demonstrates their need for the result through visible commitment to the project.
Management of the Organizational Environment
- Project management terms are defined, documented, communicated, and used consistently throughout the organization.
Visible Management Commitment
- Management encourages and insists on development of a viable project plan.
- Management makes it safe for the team to admit that a project is in trouble.
- Management applies the concept of life cycle costing and rewards prudent business decisions.
- Management supports continuous improvement, external benchmarking, and the application of lessons learned.
- Project and functional managers are partners.
- Corporate priorities are reflected in day to day decisions.
Human Resource Practices
- Criteria for project manager selection and promotion are documented, objective, and followed.
- Recognition and reward systems respond to good practice.
- Career opportunities exist for both project management experts and functional experts.
- A project management governance model exists: roles are well-defined, understood, and accepted
- Accounting, budgeting, performance evaluation, time reporting, and other corporate systems readily accommodate the needs of projects.
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