The importance of Project Management tailoring as presented at the Second International Conference on Project Management in the Baltic Countries.

1. Second International Scientific Conference on
Project Management in the Baltic Countries
FROM TAYLOR TO TAILORING
IN PURSUIT OF THE ORGANIZATIONAL FIT
Marisa Silva, PMP PRINCE2
Carlos Jerónimo, Eng. ITIL PMP

2. AGENDA
 Literature Review
 The Fit Challenge
 From Taylor to Tailoring
 The Diamond Approach
 Research Methodology
 Data Analysis and Discussion
 As-Is State
 Proposed Method
 Key Findings
 Conclusions
 QA
Marisa Silva, PMP PRINCE2
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3. The Fit Challenge
Marisa Silva, PMP PRINCE2
Particular practices, structures and
approaches that are most appropriate – that fit
– to a particular organization, in a particular
environment, trying to reach a particular
strategy
Measure that states to what extent did the implementation met
the needs of the organization or enables its success in
delivering projects
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4. From Taylor to Tailoring
Marisa Silva, PMP PRINCE2
You can have any colour as long as it's black. One size doesn’t fit all
The ability to adapt or tailor the Project Management
processes to the characteristics of the project and its
context and ensure that projects are managed with the
proper amount of documentation and control and
related to the project environment and product design
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5. From Taylor to Tailoring
Marisa Silva, PMP PRINCE2
A project
is a project
is a project
syndrome
(Shenhar and Dvir)
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6. From Taylor to Tailoring
Marisa Silva, PMP PRINCE2
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HEROIC
PROJECT
MANAGER
Doesn’t follow any methodology
Few documentation and control
Agile and flexible
Management by exception
Thinks outside-the-box
Project Management as an art
Accidental Project Manager
ROBOTIC
PROJECT
MANAGER
Follows the methodology blindly
Excess of documentation and control
Slow and inflexible
Management by the book
Stuck in-the-box
Project Management as a science
Professional Project Manager

7. The Diamond Approach
Marisa Silva, PMP PRINCE2
Source: Shenhar and Dvir
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8. Research Methodology
Marisa Silva, PMP PRINCE2
Should it be the ORGANIZATION to adapt to the project or
should it be the PROJECT to adapt to the organization?
 IT Business Unit of one of the largest retail companies in Portugal
 >150 people and a portfolio of 110 simultaneous projects
 sample of 44 projects
 2 days a week at the company, during 6 months
 observations, interviews, and studies of written material
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9. As-Is State
Marisa Silva, PMP PRINCE2
I don’t have time for
paperwork! I have a
project to manage!
The methodology has
no use for my project
so I’ve made some
changes!
I’m managing a
simple project and
it is over-burdened
Is there a Project
Management
methodology?
Well, we followed some
of the processes for
this project…
 32 interviews
 Same Project Management artifacts
regardless of project size or complexity
 20% of project total duration was project
management work
 Projects were prioritized based only on its
duration and budget
My project is taking longer just
because the PMO wants me to
comply with the methodology!
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10. Proposed Method
Marisa Silva, PMP PRINCE2
1. Analyse the project’s portfolio and set a set of dimensions and
criteria
2. Define the configurations for each criteria and project types
3. Characterize projects for each criteria to obtain the project type
4. Define which processes and deliverables from the PM methodology
are applicable to different project types
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11. Proposed Method
Marisa Silva, PMP PRINCE2
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12. Proposed Method
Marisa Silva, PMP PRINCE2
Light
Medium
Advanced
Monitoring&Control
Level of Complexity, Innovation, Criticality and Client +
+
-
-
Project Types
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13. Proposed Method
Marisa Silva, PMP PRINCE2
% Tailoring 69%
Project Type Advanced
Methodology Advanced
Project Manager Profile Senior
Priority 86%
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14. Proposed Method
Marisa Silva, PMP PRINCE2
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Light Medium Advanced
Initiation Project Charter Project Charter
Business Case
Project Charter
Planning
Product Breakdown Structure
Project Plan
Kick-off Meeting
Stakeholders Management Matrix
Product Breakdown Structure
Risk Register
Project Plan
Kick-off Meeting
Stakeholders Management Matrix
Risk Register
RACI Matrix
Product Breakdown Structure
Communication Management Plan
Procurement Management Plan
Project Plan
Kick-off Meeting
Capacity Planning
Execution Change Request
Change Request
Intermediate Deliverables
Acceptance
Change Request
Intermediate Deliverables Acceptance
Team Performance Appraisal
Monitoring and Control
Status Report
Change Request
Status Report
Change Request
Status Report
Change Request
Steering Committee
Closing
Final Acceptance
Internal Report
Lessons Learned Report
Final Acceptance
Internal Report
Lessons Learned Report
Final Acceptance Report and Meetingc
Satisfaction Survey
Internal Report
Lessons Learned Report
Project Lifecycle
Project Type
PM Methodology Tailoring Proposal

15. Key Findings
Marisa Silva, PMP PRINCE2
Technical Work
PM Work
100%
80%20%
-5%
-10%
-20%
Technical Work
PM Work
95%
90%5%
Light
Technical Work
PM Work
90%
80%10%
Medium
80%
Technical Work
PM Work
60%20%
Advanced
Pre-Tailoring Post-Tailoring
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16. Key Findings
Marisa Silva, PMP PRINCE2
 Decrease in projects duration (positive variance of 11 days)
 Improvement of quality of information present in Project Management documentation
 Reduced variability in how the processes are performed across the organization
 Defined process for tailoring project management methodology
 Distinguished and clarified priorities based in project classification
 Increased stakeholder’s satisfaction rate
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17. Conclusions
Marisa Silva, PMP PRINCE2
On the other hand…
the project too should adapt to the organization in the way that,
despite the different levels of project management work intensity
related to project type, all projects must follow a pre-defined and
standardized methodology
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On one hand…
the organization should adapt itself to the project by not forcing a
project management methodology but instead define it in concordance
with the project portfolio characteristics

18. Questions & Answers
Marisa Silva, PMP PRINCE2
Marisa Silva
Skype: nine.tales
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