People drive project delivery. They do so by fulfilling functions necessary for the project to run effectively and efficiently. Functions related to the project can be fulfilled by one person, by a group of people, or combined into defined roles. Coordinating a collective work effort is extremely important to the success of any project. There… Continue reading FUNCTIONS ASSOCIATED WITH PROJECTS
Month: December 2022
ORGANIZATIONAL GOVERNANCE SYSTEMS
The governance system works alongside the value delivery system to enable smooth workflows, manage issues, and support decision making. Governance systems provide a framework with functions and processes that guide activities. A governance framework can include elements of oversight, control, value assessment, integration among components, and decision-making capabilities. Governance systems provide an integrated structure for… Continue reading ORGANIZATIONAL GOVERNANCE SYSTEMS
INFORMATION FLOW
A value delivery system works most effectively when information and feedback are shared consistently among all components, keeping the system aligned with strategy and attuned to the environment. Figure 2-3 shows a model of the flow of information where black arrows represent information from senior leadership to portfolios, portfolios to programs and projects, and then to… Continue reading INFORMATION FLOW
VALUE DELIVERY COMPONENTS
There are various components, such as portfolios, programs, projects, products, and operations, that can be used individually and collectively to create value. Working together, these components comprise a system for delivering value that is aligned with the organization’s strategy. Figure 2-1 shows an example of a system to deliver value that has two portfolios comprised of programs… Continue reading VALUE DELIVERY COMPONENTS
CREATING VALUE
Projects exist within a larger system, such as a governmental agency, organization, or contractual arrangement. For the sake of brevity, this standard uses the term organization when referring to government agencies, enterprises, contractual arrangements, joint ventures, and other arrangements. Organizations create value for stakeholders. Examples of ways that projects produce value include, but are not limited to:
Introduction
The information in this section provides a context for value delivery, governance, project functions, the project environment, and product management.
AUDIENCE FOR THIS STANDARD
This standard provides a foundational reference for stakeholders participating in a project. This includes, but is not limited to, project practitioners, consultants, educators, students, sponsors, stakeholders, and vendors who:
KEY TERMS AND CONCEPTS
The Standard for Project Management reflects the progression of the profession. Organizations expect projects to deliver outcomes in addition to outputs and artifacts. Project managers are expected to deliver projects that create value for the organization and stakeholders within the organization’s system for value delivery. The following terms are defined to provide context for the content… Continue reading KEY TERMS AND CONCEPTS
PURPOSE OF THE STANDARD FOR PROJECT MANAGEMENT
The Standard for Project Management provides a basis for understanding project management and how it enables intended outcomes. This standard applies regardless of industry, location, size, or delivery approach, for example, predictive, hybrid, or adaptive. It describes the system within which projects operate, including governance, possible functions, the project environment, and considerations for the relationship between… Continue reading PURPOSE OF THE STANDARD FOR PROJECT MANAGEMENT
Introduction
The Standard for Project Management identifies project management principles that guide the behaviors and actions of project professionals and other stakeholders who work on or are engaged with projects. This introductory section describes the purpose of this standard, defines key terms and concepts, and identifies the audience for the standard. The Standard for Project Management consists of… Continue reading Introduction