Conclusion

The goal of this book is to introduce and describe a new methodology for hybrid project and program management. Projects and programs are treated similarly based on the assumption that their distinction is artificial in the first place. What constitutes a project or program is defined by work and how it is organized. The functional processes (following HybridP3M) and life cycle phases (adopted from, e.g., PRINCE2) that apply to this organization are identical for projects and programs. Only the work itself is defined differently, resulting in different project and program types. In the name of HybridP3M, there is also a reference to P3M, not to provide a solution for hybrid portfolio management but to stress the non-standalone character of projects. Projects are situated and subject to various external factors. A better understanding of the environment of projects is critical in order to predict success or failure.

One way to better understand the environment and external factors is by maturity assessment. In this book, a new maturity framework was introduced, namely “Maturity Alignment In Dimensions of Enterprise Origin,” in short MAIDEO. Recall that MAIDEO consists of five aspects or organizational dimensions: (1) strategy and policy, (2) organization and process, (3) monitoring and control, (4) people and culture, and (5) IT. Scheper (2002) has found that better organizational performance depends on not only higher maturity levels but also alignment across the five dimensions, a unique insight from business and IT alignment literature. Together with the specific maturity requirements provided in each process chapter, this book provides guidance and helps to define a roadmap for improvement. Developing the organization toward higher maturity levels while seeking alignment is called capability maturity management, a cross-functional area targeting various organizational stakeholders, and unmistakably a P3M challenge.

Knowledge-based project management, advocated in this book, requires process support in the area of knowledge management. In HybridP3M, this support consists of a designated process called “integrating knowledge management” and a number of principles. Focusing on the role of specialist knowledge managers, integrating knowledge management is complex as it aligns with the ProwLO methodology, which is an advanced work in the field of project knowledge management. The profound Knowmadic steps technique for knowledge integration, part of it, is also challenging due to its complexity and abstract concepts. The associated learning curve depends on an effective use of KnowledgePlace, companion software. In the light of project excellence, it is advocated that knowledge management is part of the overall project management process. Like ProwLO itself, it involves many actors. However, the functional achievement of integrating knowledge management mainly depends on a proficient project knowledge manager and a knowledgeable project manager.

HybridP3M is a hybrid methodology for project and program management. What makes it hybrid is mainly the combination of Agile product delivery with more traditional processes, as reflected by implicit, traditional process goals (implicit because they depend on project definition, that is, actual implementation of the method in practice). Effectively the traditional processes form an overarching framework for Agile delivery (at lower level), just as happened with PRINCE2-Agile but with a different implementation. Hybrid project management is not a hybrid form of delivery mode, which remains a binary option: predictive or Agile. Delivery basically depends on the required solution, project characteristics, and the management environment in general. HybridP3M favors agile delivery for the sake of agile benefits and has organized Agile product delivery accordingly. HybridP3M’s Agile product delivery is characterized by a work package process for greater management control (aligned with PRINCE2), focuses on system engineering, and is inspired by Extreme Programming. Furthermore, HybridP3M promotes a joint responsibility for project processes. This is arguably an Agile approach, lessening the management overhead for project managers. Finally, in terms of principles, HybridP3M promotes an agile mindset while complementing a culture of management control. Although it is difficult to categorize principles along the Agile–traditional dichotomy, the latter principle captures the very essence of hybrid.

Part of HybridP3M are three matrices. Matrices 1 and 3 are part of project definition (see Chapter 3). Matrix 1 consolidates project roles in relation to processes, based on a joint process responsibility. Matrix 3 is a project management exercise in which functional processes are mapped with life cycle processes. Basically, it is a mapping between HybridP3M and PRINCE2 or an alternative life cycle management approach. Creating Matrix 3 is an act of (personal) knowledge mastery. On Insight Intranet there is a section (HybridP3M Matrix 3) that enables users to relate process knowledge via the medium of transfers (max. 500 character posts, derived from the notion of “Knowledge Transfer”) to “entries” in which functional processes come together with PRINCE2 life cycle processes (i.e., phases) in a two-dimensional grid. These entries are project-specific, that is, unique for actual projects in which the user is engaged in, and user-specific (private knowledge). It should be noted that the practical implementation of HybridP3M may differ per project (due to tailoring, scaling, or simply more focus in certain areas) and thus drives unique insights and other knowledge (one specific example is the combined process goals). Finally, Matrix 2 is a solution for corporate resource management taking into account a portfolio of projects and project roles, combined with the knowledge that roles can be combined by single actors, notwithstanding some exceptions.

In the Introduction, it was stated that agility is a variable, depending on management overhead and flexible delivery (or anticipated change in programs). This means it is a trade-off. Generally, it can be argued that traditional methods lack flexible delivery, while agile methods lack management overhead (and thus lack control). HybridP3M lies somewhere in the golden middle, depending on its practical implementation. The selected delivery mode, either predictive or agile, as part of the Project Approach, reinforces this trade-off. Accordingly, hybrid project management always seeks to find the right balance between control and flexibility given the presented situation, including unique project characteristics. Therefore, hybrid project management is above all a very pragmatic approach using the best of what already exists, blending traditional management with agile traditions, in an innovative way.

..................Content has been hidden....................

You can't read the all page of ebook, please click here login for view all page.
Reset
3.235.22.225