Russell D. Archibald
PMP, PMI Fellow

PMI-Texas Connection 2001
Sept. 14-15, 2001 Houston, Texas.
Published here March 2002.

Abstract | Challenges | Full Power | Business Strategies | Objectives
Portfolio Management | Process | Principles | Key Roles | Planning & Control
Team Working | Improvement | Integration | Internet | Conclusion

Integrating Project Management Into the Organization

CEO Demands:
30. That the project management discipline and supporting systems be fully integrated will affected parts of the organization.

It is no longer sufficient to treat the project management discipline as an add-on, separate approach to how we handle our projects. It must be fully integrated with all affected business systems. This means effectively linking all project management systems and procedures with those that deal with:

  • Financial and accounting.
  • Resources: people, facilities, equipment.
  • Development of product and services: research, engineering, prototype manufacturing.
  • Operations: manufacturing, production, field service and support.
  • Procurement: purchasing and contracting.
  • Marketing: advertising, sales, distribution.

One of the primary causes of difficulty in planning and scheduling projects has always been how to avoid too much detail in project plans, and how to avoid conflict between project plans and the planning and scheduling systems and methods used in the contributing functional departments. One answer in this area is the establishment of what has been termed an "Project/Operations Planning and Control" function, for want of a better name. Figure 5 illustrates this concept schematically, and shows how projects, whether in portfolios, programs, or stand-alone, and project management systems can be linked and integrated with the overall operations of the organization.

Figure 5: General Illustration of an Integrated Project/Operations Planning

Figure 5: General Illustration of an Integrated Project/Operations Planning and Control System [24]
Continual Improvement in Project Management  Continual Improvement

24. Archibald, 1992, op cit, 148
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