Enablers of World-Class Performance

The concept of "Organizational Project Management Readiness" is based on two principles. First, it acknowledges that the outcome and success of any specific project depends on individual factors which cannot totally be controlled and predicted. Second, it uses multiple dimensions to analyze and measure 45 process cubes. This prepares an organization to significantly increase its probability of consistent project success.

OPMR looks at 7 dimensions of organizational project management readiness, overall and for each of the 45 process cubes. Our value and contribution is to support organizations in moving up to higher levels of performance. We do so in a measurable way. Cube by cube. 

1 - Software Applications.

Most complex organizations have huge budgets for their business software applications. Usually, they run a powerful back-end ERP business application, with some project management capabilities, and often additional stand-alone or integrated project management applications. The most widely used ERP system for complex organizations still is SAP, with its project mangement modules of PS, RPM, cProjects, IM, and PM. The most frequently used standalone applications are MS Project and Oracle/Primavera. The maturity of project management applications can be gauged by evaluating the project management functionality used, and their seamless integration and effectiveness.

2 - Education.

Formal education in principles of project management is a key enabler of world-class project management. It can be measured by evaluating training and certifications of project management team members. Project management education needs to be aligned with the software applications used, and linked to overall business processes of the organization.

3 - Technology.

In the 21st century, it is impossible to implement world-class project management enablers without having a well-thought out and well-architected technology basis. Key aspects include integration and collaboration capabilities, openness to new developments and to third party applications, and supportability.

4 - Horizontal Process Integration.

Project management processes do not exist in isolation. They are part of an organization's business ecosystem. This is valid for complex organizations - but aren't they all nowadays? Therefore, project processes need to be integrated with corporate processes for procurement, accounting, corporate budgeting and controlling, materials management, and human resources.

5 - Vertical Process Integration.

Ideally, all enterprise projects execute organizational strategies. Projects are a function of corporate strategies, usually linked through portfolio management tools. This can be seen as limiting the flexibility of project managers, but the flip side of that equation is that projects directly contribute to corporate performance.

6 - Supply Chain Integration.

Almost all projects use external resources in the form of materials or services. Often, they also link to customers, for example when the results of a project is a sold product. Sometimes, important project phases or WBS elements are outsourced. In all these aspects, the seamless process integration with customers and vendors along the supply chain is required to maximize project success and deliver results in the most efficient and effective manner.

7 - Organizational Infrastructure.

To ensure that the above 6 enablers of world-class project management are consistently applied, coordinating and supporting organizational structures need to be established. Such organizational standards range from training and a consistent use of terminology to WBS standards, certification standards, and a knowledge base of tool-sets and lessons learned. Typical organizational infrastructure elements are Project Management Offices (PMO), or Centers of Excellence (COE).