Fit Matters with Projects, PMI Research reveals

PUNE, INDIA: Handling projects is as dynamic a ball game as the industry itself. And of the recent trends in the changing scenario with respect to project management, company 'fit' and leadership of change have come up as the key highlights in a research conducted by PMI, Project Management Institute.

Steve L Fahrenkrog, VP, Regional Development from PMI who was sharing some of the key findings of a three year, $2.5 Million research conducted by PMI on the Value of Project Management here, pointed out that in introduction of project management, the ability to capture value depends on the 'fit'.

"Organizational culture, both internal and external, and the kind of business environment it operates in, the nature of industry (services or manufacturing, commoditised or innovative) dramatically determines the value of project management. No one project management approach can be implemented everywhere."

The second key research observation was the leadership of change and its implications on projects.

"Of the 60 companies we researched, 58 were able to identify the value directly attributable to project management. It ranges from increased revenues, cost efficiencies, attainment of strategic objectives to increased reputation," he said.

PMI is also going to introduce its second edition of OPM 3 (Organization Project Management Maturity Model) by this year's end, told Fahrenkrog during a chat with CyberMedia News later.

Commenting on its uniqueness vis-à-vis other standards like CMM, he explained, "Our model doesn't have levels. The part about going to the next level brings perceptions of huge investments and paralyses action. Our model doesn't prescribe when, after or before what to do something. Organizations can decide when and what is important."

This time, the focus would be on trying to make the assessment model a little easier to use and understand, with less complexity, he adds.

"Developing a standard the first time is easy, which is not the case with the second or third edition. When you really have the will and commitment then you can really do it."

As he refers to the initial version of 2003, he candidly shares that while there was a lot of interest at the onset, organizations found implementation a different ballgame.

"There is no cook book approach and lack of levels sometimes got in the way. Giving a lot of options can be both good news and bad news. Prescription and easy answers come in that category. So, we are trying to make the model a little easier."

The adoption of the model has been global and encouraging, he tells.

PMI was founded in 1969 and is a global project management membership association that facilitates sharing of project management theories, best practices and experiences.