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Project Management Methodology

The Centre for Project Governance uses the Core Project Management Methodology (Core PMM™) upon which all of its project management training, consulting and services are based. It is also available to our clients through a licensing model.

Core PMM is intended to cover the key ingredients necessary to select projects, develop a basic project plan and provide adequate monitoring and control processes. For that reason it will not necessarily cover every aspect of all of the knowledge areas of the Project Management Body of Knowledge (PMBOK®) published by the Project Management Institute, which has become established as a project management standard. The PMBOK® lays out in great detail what needs to be done on a project in a theoretical sense. Core PMM is best described as a practical and logical method of basic project planning and control based on the 50+ years combined experiences of the authors in the project management field. In essence, Core PMM provides a “how to” guide for the project management practitioner. Organizations that adopt Core PMM will need to decide how best to adapt the methodology to their project environment.

Core PMM will provide organizations with a consistent, yet flexible set of guidelines, processes, tools and techniques to successfully deliver projects on behalf of the sponsoring organization. If organizations are to improve their project management maturity, the consistent application of a project management methodology is a must to overall project environment governance. The methodology should also be integrated with the various technical development processes used in the various types of projects in an organization.

Core PMM has been organized to follow a logical process from the corporate level of project selection through to close out and benefits realization. In doing so, Core PMM provides users with the following capabilities:

  • An integrated project management process covering project initiation, selection, planning, execution, control, monitoring and close out.
  • Detailed sub-processes expanding on the high-level process.
  • Easy to use templates in Microsoft Word and Excel.
  • Detailed resource, scheduling and budgeting techniques at the work package and project levels.
  • Flexibility so that organizations can configure or customize the methodology to their corporate environment and requirements.

Each of these four major phases of the project life cycle are driven primarily by the corporate planning process in all types of organizations and, in addition, in commercial companies, supported by their marketing and sales operation. Core PMM then explodes each of the four major steps two to four levels of further detail as needed.

The first level of the Project Initiation Phase breaks first into two major steps and then further into more detail.

Critically, the Project Definition step provides the initial project charter and an initial key stakeholder identification and analysis. The feasibility study/business case step provides an initial conceptual, high level project plan in addition to the technical study reports upon which senior management can make their go/no go decision.

Once the project initiation is completed and assuming that the feasibility/business case results are accepted by senior management, then detailed project planning commences following the Planning Phase process. In fact, the planning process continues throughout the life of the project as updates are processed and plans are updated periodically. The absolutely key steps of the Project Planning are good product scope definition and good estimating at the work package level. If done well, the remaining schedule and budget assembly steps are largely mechanical. Good scope definition includes clearly defined requirements, an updated project charter and a thorough work breakdown structure to the work package level.

Project Planning Phase Process

Once a project plan is approved and execution commences, the monitoring and control processes kick-in to oversee and control the progress of the project until completed. Following the monitoring and control process model, we see that it constantly feeds the planning updates.

The control processes include change control, issues and actions monitoring and control, risk and assumptions monitoring and control, and quality control. Reporting formatted templates are provided at the work package and project levels. Close control monitoring of the schedule and budget are provided and where desired, Earned Value monitoring is also provided.

Once a project successfully delivers it final product or service then a close out process is completed.

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