Projects Operations Management Exposed (POME) Beats RUP, PMI, PRINCE2, MSF, ANCSPM, PMA+ (1)

Why POME to be considered? The current situation is that there is no one globally accepted body of knowledge of project management. Each main professional association has a vested interest in maintaining its own body of knowledge, as each case has involved such a big investment in, and commitment to, subsequent certification processes. It is therefore difficult to envisage any situation that might prompt professional associations to voluntarily cooperate to develop a global body of knowledge to which they would commit themselves. Nonetheless, there have been many Global Forums since the mid-1990s, often in association with major project management conferences, which indicates a wide recognition that a globally recognized body of knowledge would be highly desirable. One particular initiative was the coming together of a small group of internationally recognized experts to initiate workshops, beginning in 1998, to work towards a global body of project management knowledge. This group, known as OLCI (Operational Level Coordination Initiative) has recognized that one single document cannot realistically capture the entire body of project management knowledge, particularly emerging practices such as in managing “soft” projects (e.g., some organizational change projects), cutting edge research work, unpublished materials, and implicit as well as explicit knowledge and practice. Rather, there has emerged a shared recognition that the various guides and standards represent different and enriching views of selected aspects of the same overall body of knowledge. Among project managers in the Europe, Prince2, Project Management methodology, particularly in the financial industry, is the standard., the PMP also is the most respected credential in USA of It seems as though there are five major players in the project management methodology arena; PMI, Prince2, Microsoft’s Solution Framework (MSF), Siemens( PMA+), ANCSPM and IBM’s Rational Unified Process (RUP) are the heavyweights and although they are interwoven of each exist, we could use these as a baseline for comparison but make a stern position on reinforcing the concepts, which POME Provides. I think it is important to consider that unless you are working at the organization that gave birth to the methodology, no organization will find one of these methodologies to be “plug and play”. If you are working at IBM you will in fact follow RUP from start to finish – but there is only one IBM. If you work at Microsoft, the MSF will be your Bible. I have found that each has unique tools to offer and personally like to make a mash up of them all on more complex projects. IBM’s Rational Unifed Process (RUP) was designed specifically for software projects, RUP was designed with iterations as specified by what was first called Rational Software and later became part of IBM. The Rational Unified Process is still very well respected and useful within software engineering. Within RUP’s Construction phase, you will find iterations. This is because it is designed for an organization that utilizes such as an Agile, Spiral, or Fountain development lifecycle. The Microsoft Solution Framework originated from Microsoft’s own Best Practices, aimed to help Microsoft Project Managers and developers work with Microsoft tools and projects. It was designed with software in mind, and contains specific entities that are traceable throughout the lifecycle of a project. With the MSF, the software development lifecycle is closely mapped to the project management methodology. They don’t have project phases. They have project tracks. Its an important distinction, indicative of the MSF philosophy, and appealing to me. Still, for simplicity’s sake, let’s call them Phases for now. PMI’s methodology states very early in their master text, called The Project Management Book of Knowledge that the processes detailed within the book are not a methodology in and of themselves. Rather, PMI is not a methodology. It is just a toolkit and a framework for executing projects and covers everything from various stags in the project. It lays out a tremendous amount of tools, processes, and sub processes, but it was designed to be customized. The Prince2 project management methodology found root in the United Kingdom’s standards for IT development and has spread throughout Europe to become the most popular project management methodology among IT professionals. Prince2 is very focused on Project Cases and Project Analysis. It may be partly because it arose from a government standard, but Prince2 enjoys particular popularity within the financial industry. Oddly enough, Prince2 has been deemed a good PM Approach towards MSF projects. I read this. I kind of get it, but not really. Siemens PMA+ evolves around building and industrial sector Projects, emphasizing on the detailed documentation and process orientation biased. It would be wholesome in various construction Projects, rather than the research Projects. Australian National Competency Standards for Project Management(ANCSPM) made Several factors combined to lead AIPM to develop competency standards, including a recognition that the possession of knowledge about a subject does not necessarily mean competence in applying that knowledge in practice. The Australian Government was also very influential, through its Department of Employment, Education, and Training, which very actively promoted the development of national competency standards for the professions. The elements of competency are expressed in action words, such as determine, guide, conduct, implement, assess outcomes, and the like. So I identified few major PM methodologies that been obsolete/ prevalent, but not limited: – RUP – PMI – Prince2 – MSF – PMA+ – ANCSPM But the POME (PROJECT OPERATIONS MANAGEMENT—–EXPOSED), which am illustrated/ illustrating would be the vital basic concepts oriented and the tunneling through the Process orientations in the Projects and its pertinent Operations. After going through the POME, it would be very agile to adopt any of the above methodologies or the others, as your base becomes resurfaced and knows what the entire real environment requires and demands. It is of holy pragmatically approach. Believe me, after you study this Book, you would be more confident and would know from minute to macro level of any project, I made this book for Projects Operations Team, who are working unknowingly. I like to make that unknowing process, which we been using in our daily life in to a streamlined and acquainted process. I made research for this book, since six years for future Project Leaders. The purpose of this POME is to help both our project leaders, and new employees who will be managing projects to start and implement a successful project. This Project Management Users Manual will act as a roadmap to accomplish this goal. Projects are committed to deliver its on time, within the budgeted cost and meeting or exceeding customer expectations with in the guidelines. It is essential that there be a consistent approach to doing projects, a standard set of tools and templates in documenting what is done, guidelines in the use of these tools, and a control process to support the Project Management Team in meeting its objectives. The purpose of this POME handbook is to document this process. “THE PAST CAN NOT BE CHANGED. THE FUTURE IS YET IN YOUR POWER.” Yes, it is indeed true; POME facilitates to make your future planning more and more better in Projects and Operations. Its destiny, to have a copy of POME. The Projects and Operations Management— Exposed(POME), is of to be a uniform reference system for handling Macro, medium and small Project solution business from the Pre Offer stage to the final handover stage inclusive of warrant, defects liability and maintenance period. Assumptions for POME – The various formats have been designed to contain the maximum necessary information for daily operations life in relevance to the Projects life cycle.. – The Standard Procedures are to be used as a reference point at any specified the same. – Regular reviews for all projects are to be done using POC (Percentage of Completion) and finance monthly reports. – It defines the tasks, authorization and responsibilities of all employees related to Bid preparation, order execution, procurement, and other related activities. The POME is made for all the executives, who in turn directly and indirectly dealt with the Projects and Operations. – The purpose of this guideline is to define the tasks and deliverables of Project Management / Controlling in the Projects business in order to strengthen the Project and Operations Controlling. – The intention of the guideline is to ensure, that all projects team gets acquainted with the in depth concepts in a planned common manner to ensure that all project execution issues and risks are under control and supports the common understanding in terms of terminology. – This guideline is applicable for all system & solution business in different sectors especially Building and Industrial sectors and also, protracted even to Information technology, Entertainment Projects. It is incredible that most organizations do not understand their fully absorbed costs and profits by customers and Clients. Most are stuck in the paradigm of products, projects and gross margins. Overheads, indirect trading, compliances, legal matters, intellectual property and other factors are not understood and neither are the true drivers of cost and revenue. Activities (direct and indirect) should be the focal point of Projects and Operations decisions. They drive costs, incur revenue and are consumed by the objects (projects/products/services) that are offered to customers. Organizations which understand this and use it to their advantage will have tremendous advantage over those who do not…. —anonymous