The experience shows that successful implementation of methods for project management goes beyond simply enable project managers to work. For the organizations success, processes, technology, policies and project, program and portfolio management standards are needed, and they must be aligned with other management systems in order to have them working in synergy.
Macrosolutions’ worldwide experience in project, programs and portfolios management will support your organization to diagnose the current situation in managing your projects and plan the growth of capabilities to better execute them.
Key issues addressed
- Lack of comparative parameters to compare the projects executed by other organizations and by the market
- Low capacity perception of the effectiveness of the existing processes
- Low success rate in meeting the deadlines
Scope of work
- Current situation diagnosis using structured methods (OPM3/P3M3)
- Current competencies mapping
- Projects Management Office’s (PMO) Processes mapping
- Interviews with stakeholders
- Preparation of the proposals for improvements aimed the maturity increase
- Client's team (minimum required) [?]
- 1 Project Analyst
- Client's team allocation x Macrosolutions team allocation [?]
- 5% Client's Team
95% Macrosolutions' Team
- Organizational level of coverage [?]
- Corporate: ★★
- Language(s) [?]
- Portuguese, English, Spanish
Supported standards and methodologies
Project Management Institute (PMI) PMBOK Guide — PMI Practice Standard for Estimating — PMI Practice Standard for Earned Value Management — PMI Practice Standard for Configuration Management — PMI Practice Standard for Risk Management — PMI Practice Standard for Work Breakdown Structure — PMI Practice Standard for Scheduling — PMI Standard for Portfolio Management — PMI Standard for Program Management — PMI Project Manager Development Competency Framework Yes Organizational Project Management Maturity Model (OPM3®) Yes UK Office of Government Commerce (OGC) PRINCE2 (Projects in Controlled Environments) — MSP (Managing Successful Programmes) — M_O_R (Management of Risks) — P3M3 (Portfolio, Programme, and Project Management Maturity Model) Yes P3O (Portfolio, Programme and Project Offices) — MoP (Management of Portfolios) — MoV (Management of Value) — Scrum Alliance Scrum Methodology — International Project Management Association (IPMA) ICB® IPMA Competence Baseline Yes
Areas: approach comprehensiveness
Area Comprehensiveness Integration ★★★★ Scope ★★★★ Time ★★★★ Cost ★★★★ Quality ★★★★ Human Resource ★★★★ Communications ★★★★ Risk ★★★★ Procurement ★★★★ EHS Optional Strategic Planning Optional
Additional Information Top ↑
The project management offices have many characteristics that determine its strategic role within each unit of the organization depending on its area of expertise and the reached level of maturity. Its main contribution is the maximization of the project results to the general welfare and success of the corporation ensuring their goals.
"Understanding the current maturity and planning progressive improvements on project work means to directly increase the projects’ success rate and profitability." - Ricardo Vargas
But if the companies plan and execute the projects very badly, this clearly will result in waste of money, time, materials and people. So the next question would be: What is the contribution that the best management practices can bring?
The Price Waterhouse Coopers conducted a study widely recognized and very revealing called "Boosting Business Performance through Program and Project Management". This study concluded that 90% of the successful projects have a project manager trained on the best practices in the project management and 46% of the successful projects have created a methodology considering the specific characteristics of the organization.