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Russell D. Archibald
PMP, PMI Fellow
PMI-Texas Connection 2001
Sept. 14-15, 2001 Houston, Texas.
Published here March 2002.
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The OrganizationÍs Project Management Process
CEO
Demands:
4. That the project management process of the organization be documented in a
coherent, easily understood manner.
5. That all projects be managed within their appropriate, defined portfolios. |
In order to achieve the full benefits of modern project management each company
or agency must have a documented picture of its overall project management process.
This process
- Describes how the organization's project
portfolios are related to the organization's growth strategies,
- Identifies the basic types or categories
of projects that exist or are planned,
- Defines the project life cycle for each
project category,
- Defines, for each project category, the
corporate guidelines for project risk analysis and planning and control, with
provision for appropriate adaptation for specific situations,
- Specifies the documents and related levels
of approval authority for initiating and authorizing new projects and major
changes to authorized projects,
- Identifies the key roles and defines their
responsibilities and authority as related to project and functional management,
and
- Specifies the procedures for escalating
the inevitable conflicts (for scarce resources, priorities between projects
and others) to the appropriate level for their prompt resolution.
This process is often documented as an overall flow chart with supporting narrative
descriptions, together with appropriate references to pertinent corporate policies,
procedures and forms. When this is done properly the result is integrated
project management.
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Project
Portfolio Management
