Survival of the fittest


OREN INBAR is CEO of Magic Software Enterprises Inc. in Laguna Hills, Calif., USA, as well as its consulting arm, CoreTech Consulting LLC, in King of Prussia, Pa., USA.



Organizational fitness has never been more crucial to enterprise survival, and organizations often are defined by their core competencies. As a consulting company engaged in offering project office gap analysis and implementation services, CoreTech's project management capability and structured methodology are endemic to the workings of all of the engagements we deliver. As CEO, I am constantly aware that project management is, in reality, a combination of applying discipline and methodology to guide a project to a successful conclusion. Project management is an art and a science, as well as part mindset and part discipline. And it is vital to enterprise fitness and survival.

We often are surprised to discover that many enterprises still fail to differentiate effectively between projects and operations, frequently stretching resources for critical operations to the breaking point in pursuit of equally important project objectives. Many organizations would be well served to reduce risks by implementing or expanding the capabilities of the PMO or project office. A project management office not only enables more efficient resource utilization and synchronization across all projects, it mitigates risks by avoiding project silos.

photography by NICK SOUZAM

In virtually all of the PMOs we have analyzed, project management infrastructure, education and mentoring have been provided with varying degrees of success. We have seen greater differentiation in the degree to which the project office takes a role in the centralized management of the projects within its domain. Executive leadership empowers the project office to act as a communications hub as well as an organization for meta-level management. Typically, PMOs treat project management as a business process to be protected and nurtured.

Our analysis has found that project managers with domain expertise perform better on the whole in avoiding risks and adhering to regulations and standards. Perhaps it is not surprising that experience pays. But we find an even stronger correlation to success when domain experience coincides with general management experience and knowledge.

Well-supported and experienced project managers alone are not enough, however, to account for breakthrough performance in enterprisewide project management. The project office can most effectively serve the enterprise when it takes a serious and systematic role managing project portfolios. This authority can be delegated by business units only with the buy-in of executive management. Therefore, the project management office constantly must market its value and mission internally within the organization. The benefit to the organization may be nothing less than enterprise survival. PM

A project management office not only enables more
efficient resource utilization
and synchronization across all projects, it mitigates risks by avoiding project silos.

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