Level 3: Singular Methodology Introduction Level 3 is the level at which the organization recognizes that synergism and process control can best be achieved through the development of a singular methodology rather than by using multiple methodologies for the same group or domain of projects. There may exist a separate methodology for new product development and another methodology for information systems. The goal, however, should be to determine the minimum number of domains or groups and have one methodology for each. When companies first start out in project management, the goal is a singular methodology that allows the organization (especially at the senior management levels) to maintain some degree of standardization and control over projects. As companies develop some degree of maturity, the singular approach becomes a flexible approach where each project manager can create their own methodology from the existing forms, guidelines, templates, and checklists to satisfy a client. As organizations progress in the maturity process, flexible methodologies and frameworks, such as with agile and Scrum, appear. However, the assumption made at this level is that the organization may just be starting out in project management. Modifications can be made to this level to account for flexible methodologies. At this level, the organization is totally committed to the concept of project management. The characteristics of Level 3, as shown in Figure 7.1, are as follows: Integrated processes: The organization recognizes that multiple processes can be streamlined into a single integrated process encompassing all other processes. (However, not all companies have the luxury of using a single methodology nor do they desire to do so.) Cultural support: Integrated processes create a singular methodology. It is through this singular methodology that exceptional benefits are achieved. The execution of the methodology is through the corporate culture, which now wholeheartedly supports the project management approach. The culture becomes a cooperative culture. Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition By Harold Kerzner Copyright 2019 by John Wiley & Sons, Inc. Leve l 3: Si ngu l ar Methodo logy 76 Management support: At this level, project management support permeates the organization throughout all layers of management. The support is visible. Each layer or level of management understands its role and the support needed to make the singular methodology work. Informal project management: With management support and a cooperative culture, the singular methodology is based on guidelines and checklists, rather than the expensive development of rigid policies and procedures. Paperwork is minimized. Training and education: With strong cultural support, the organization realizes financial benefits from project management education. The benefits can be described quantitatively and qualitatively. Behavioral excellence: The organization recognizes the behavioral differences between project management and line management. Behavioral training programs are developed to enhance project management skills. Integrated Processes Companies that are relatively immature in project management have multiple processes in place. Figure 7.3 shows the three most common of these separate processes. 77 Integrated pro cesses Concurrent engineering, for those unfamiliar with the term, is similar to fast-tracking a project where activities are overlapping, in order to accelerate the completion date. Why, however, would a company want its processes, its facilities, its resources in general, to be totally uncoupled? The first two processes to be integrated, once an organization understands the advantages, are usually project management and total quality management (TQM) or other quality improvement techniques such as Six Sigma. After all, employees trained in the principles of TQM will realize the similarities between the two processes. All the winners of the prestigious Malcolm Baldrige National Quality Award appear to have excellent project management systems in place. When organizations begin to realize the importance of a singular methodology, project management becomes integrated with quality improvement practices and concurrent engineering to formulate a singular methodology. This integration is shown in Figure 7.4. As companies begin to climb the ladder toward excellence in project management, the initial singular methodology is further enhanced to include risk management and change management, as shown in Figure 7.5. Risks generally require scope changes, which, in turn, create additional risks. Creating a singular, integrated methodology that encompasses all other methodologies leads to organizational efficiency and effectiveness. Culture Project management methodologies must not simply be pieces of paper. The pieces of paper must be converted into a world-class methodology by the way in which the corporate culture executes the methodology. Companies excellent in project management have cooperative cultures where the entire organization supports the singular methodology. Organizational resistance is at a minimum, and everyone pitches in during times of trouble. Cultural transformation is never easy. From a project management perspective, common purposes for a cultural transformation include corporate vision, corporate goals, and the creation of a singular methodology for project management. Although there are a multitude of cultural issues, the four most common fears affecting project management are: The embedded fear of change The fear of having to create a new social group The fear of a change in work habits or comfort zone The uncertain impact on the wage and salary programManagement Support Cooperative cultures require effective management support at all levels. During the execution of the project management methodology, the interface between project management and line management is critical. Effective relationships with line management are based on these factors: Project managers and line managers share accountability for the successful completion of a project. Line managers must keep their promises to project managers. Project managers negotiate with line managers for the accomplishment of deliverables rather than for specific talent. Project managers can request specific talent, but the final decision for staffing belongs to the line manager. Line managers trust their employees enough to empower those employees to make decisions related to their specific functional area without continuously having to run back to their line manager. If a line manager is unable to keep a promise they made to a project, then the project manager must do everything possible to help the line manager develop alternative plans. The relationship between project management and senior management is equally important. A good relationship with executive management, specifically the executive sponsor, includes these factors: The project manager is empowered to make project-related decisions. This is done through decentralization of authority and decision-making. The sponsor is briefed periodically while maintaining a hands-off, but available, position. Roadblocks Figure 7.9 shows the key roadblocks that prevent an organization from completing Level 3. They include: Senior management may have the attitude, Dont fix it if it isnt broken and feel that the organization should continue to use the processes now in place. There will always exist initial resistance to a singular methodology, for fear that it will be accompanied by shifts in the balance of power. Line managers may resist accepting accountability for the promises made to the projects. Shared accountability is often viewed as a high risk for line managers. Organizations with strong, fragmented corporate cultures often resist being converted over to a single, cooperative culture. Some organizations thrive on the belief that what is not on paper has not been said. Overemphasis on documentation is a bad habit that is hard to break. Figure 7.9Roadblocks to completion of Level 3. Singular methodology Level 3 Dont x it if it isnt broken Resistance to a singular integrated methodology (i.e., repeatable process) Resistance to shared accountability Fragmented corporate culture Overemphasis on documentation Process control Advancement Criteria Certain key actions are needed, to advance from Level 3 to Level 4. These key actions are as follows: Integrate all related processes into a single methodology with demonstrated successful execution. Encourage the corporate-wide acceptance of a culture that supports informal project management and multiple-boss reporting. Develop support for shared accountability. Risk The successful completion of Level 3 is accompanied by a high degree of difficulty if the culture of the company must change. Culture shock may result especially if the Leve l 3: Si ngu l ar Methodo logy 84 change is seen as a radical modification that removes people from their comfort zone. The time period to complete Level 3 may be measured in years, based on such factors as: The speed at which the culture will change The acceptance of informal project management The acceptance of a singular methodology The greatest degree of risk in project management is attributed to the corporate culture. Poorly designed methodologies can convert a good, cooperative culture into a combative culture. If an organization develops a singular methodology (or, if necessary, one methodology for each domain), then the organization should strive for corporate-wide acceptance of that methodology for each domain. If the methodology is accepted and used only in pockets of interest, then a fragmented culture will occur. Fragmented cultures generally do not allow the organization to maximize the benefits of project management. Overlapping Levels Generally speaking, Levels 2 and 3 do not overlap. Once a company recognizes the true benefits of project management and the need for a singular methodology, the organization stops developing individual processes and focuses on whats best for the whole. Allowing individual processes to continue without any integration into a singular methodology gives employees a viable excuse to resist change. Employees must be encouraged to make decisions that are in the best interest of the entire company rather than in the best interest of their own department. pportunities for Customizing Level 3 3 Level 3 focuses heavily on the organizations culture and support for project management. Customization for Level 3 is relatively easy as long as the customized questions follow the categories in the Hexagon of Excellence. If customization follows the categories, the grading system may not need to be changed. The amount of customization may be based on the size of the company and whether profit and loss are assigned to each project. If only five of the six categories are needed, then additional questions can be added to the other categories or a completely new category can be introduced. This level may have to go through major changes if the assessments are being done and the firm is a heavy use of the agile or Scrum approach. Modifications for agile and Scrum will be discussed later in this book

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