Do You Think Organizations Should Adopt a Single Project Management Methodology for All Their Projects?
Different project management methodologies have their own pros and cons for different project types. Some are geared for speed, some for comprehensiveness.
It’s a great way to keep everyone on the same page, so to speak, and offers a clear definition of how a project is managed. Another use is that is creates a standardized method to keep working methods consistent across different companies. It is also the basis for PMP certification, which is the gold-standard among project managers, and recognized all over the world. PMBOK is a great traditional framework to run a project.
Another key finding emerging from this research study is the significant role of the organization's culture in determining the implementation of project management practices and the value, which can be realized. Thomas and Mullaly (2008) stated, “The degree of value that organizations realize is determined by how well what is implemented meets the needs of the organization” (p. 360). During the last ten years, organizations are facing increased competition, increased rates of product, service, and process innovation, and an increasing emphasis on time to market. As part of the response to the new challenges and to increase both the number and the strategic importance of projects, many organizations have implemented a new organizational entity, often called the project management office (PMO). Dai and Wells (2004) showed that the number of organizations with PMOs has increased sharply since 1994, and 76% of the executives surveyed are saying they have created a PMO within the past three years. The PMO is clearly an important part of project management practice today.
Choosing the right project approach involves selecting which project management practices the project management team should perform based on the specific, high-level project characteristics gathered from the project charter and other related environmental factors to adequately plan and execute the project.
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Dai, C., & Wells, W. (2004). An exploration of project management office features and their relationship to project performance. International Journal of Project Management, 22(7), 523–532.