Project Systems

One thing I've learned from managing a large number of vastly different projects is that creating the appropriate project system is one of the ways a project manager adds value. The project system is made up of the relationships, methods and tools for the project. The components of the system are what provide the structure for the project. The interdependence of the relationships, methods and tools provide the boundaries inside which the project team can achieve the objectives of the project. Without these components, project teams struggle to know how to work together, which usually contributes to project failure.

Project systems are evolutionary. The reasons for this evolution are rooted in the fact that most projects are designed to make money, to save money, or to avoid spending more money than necessary. It wouldn't be necessary to have any form of project structure except one type if it weren't for money. The newer structures are designed to enhance the projects' ability to deliver value sooner. The project system is a value proposition and there will continue to be growth and evolution to provide value at the earliest possible moment based on the project. Project management will evolve in conjunction with the project systems to continue adding value to project delivery.

Projects aren't conducted in a vacuum. Every organization has multiple active projects at any given time, which suggests that, as project systems evolve, an organization must evolve their program and portfolio management. This dynamic suggests that project managers must be knowledgeable about more than just project management. Project managers must understand how the organization handles the programs and portfolios since the methods used will impact the types of project structures that will work best for an individual project.

The simple truth is that each project is unique, which causes each project system to be selected based on the unique qualities of the project. Which structure to use for a project is determined by the following factors (not a complete list):

The level of experience and competency of the team members

The size and complexity of the project

The maturity of the Project, Program and Portfolio Management

The culture of the organization

The risk tolerance of the customer

The number of stakeholders

When we view projects as systems acting within a portfolio management system it becomes easier to identify the best structure for the project. Employing predictive, adaptive or extreme methods to achieve value quickly is only possible by considering the entire system. Creating the right project system allows team members to work at the highest level possible, allows adaptation to change occur, and support the customer in the right way. No method is the best method for all projects, there is a "good, better, best" selection that, when made, enables success.

Ride On, Manage On