We have drunk the Project Management Kool-Aid and are trying to get our PMO (Project Management Office) off the ground. A recent article in CIO Magazine ("When Failure Is Not An Option") describes A.G. Edwards' implementation journey.
Some key ideas from the article which are germane for us:
- "Project management is the number-one success factor for getting anything done in an organization. A firm's ability to execute its strategy lies within its ability to manage projects." Sam Lawler, director of GlassHouse Technologies' project management practice.
- "A PMO or a formal project management methodology (such as PMI or ITIL) doesn't guarantee success."
- "Projects remain challenged for two reasons. First, implementing formal methodologies requires a change management effort not just in IT but across the business. Second, PMOs often become minibureaucracies that fail to address the problems that dog projects, such as a lack of shared accountability between functional and project managers."
The most interesting aspect of A.G. Edwards' approach is their emphasis on establishing a standard plan framework, or a consistent and repeatable set of steps that govern all projects: "The framework lists 25 activities for managers to track during a project's lifecycle, such as developing architecture specifications, performing requirements analysis and building test plans."