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The Benefits of Tailoring: Making a Project Management Methodology FitTable of ContentsIntroduction........................................................................ 3Project Management Methodologies and Tailoring...................................... 4How to Tailor a Project Management Methodology...................................... 6Initial tailoring ................................................................................... 7Pre-project tailoring ............................................................................. 11Intra-project tailoring. ........................................................................... 11Observations From the Field........................................................ 12Summary......................................................................... 18References........................................................................ 19Appendix 1 - Project Management Methodology Checklist.............................. 20Appendix 2 - Methodology Process Flow Chart........................................ 21Appendix 3 - Data Collection........................................................ 222©2014 Project Management Institute, Inc.
September 2014IntroductionWith Implementing Organizational Project Management: A Practice Guide (PMI, 2014), practitioners have a broadand general introduction to ways an organization can integrate its portfolio, program and project managementpractices into its overall organizational management. A key part of this publication, chapter 5, How to Developa Tailored Organizational Project Management Methodology, presents a process to enable practitioners andorganizations to develop their own tailored methodology.Many organizations have unsuccessfully tried to implement an off-the-shelf, or ready-made, projectmanagement methodology and found that it was unsuitable for their particular projects, their organization, andtheir level of organizational project management maturity. This often results in a lot of money, time and effortspent with little return. While the original intent was an increase in successful projects, the actual outcome wasthe opposite—often accompanied with a decrease in staff morale.Before committing to any initiative to introduce a project management methodology, it is important to answerthe question, “Why have a methodology at all?” Furthermore, if an organization chooses to have a definedmethodology, why a tailored methodology and not an off-the-shelf methodology? Answering these questionswill reveal the link to more successful projects; and delivering projects more successfully is the goal of anyprofessional project management practitioner.The PMI (2013a) Pulse of the Profession® report found that “organizations with developed project managementpractices, benefits realization processes, portfolio management practices and program management practicesand those with high organizational agility all have significantly better project outcomes than their counterpartswho are less advanced in their project management practices” (p.11). This paper spotlights project managementmethodologies tailored for organizational fit and examines how they are a key component of those effectiveproject management practices.This paper proposes a model and process for the initial and ongoing tailoring of a project managementmethodology. The goal is to enable organizations and project management practitioners to develop and tailortheir own project management methodologies to improve efficiency, effectiveness and the likelihood of projectsuccess.A secondary goal of this paper is to explore the links between project management methodologies and projectsuccess. We conducted research that invited project management practitioners from a range of industriesto provide accounts of their experience with project management methodologies, project success andorganizational project management maturity. The second part of this paper presents the findings of this researchand reveals a link between a tailored project management methodology and the successful delivery of a project.©2014 Project Management Institute, Inc.3
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Page 19 and 20: September 2014ReferencesAPQC. (2013
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