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Tailor IT Project Management Processes to Fit Your Projects

Right-size PMBOK for all of your IT projects.

  • Lack of upfront project planning can result in IT projects going over budget and time, resulting in poor stakeholder satisfaction and a widespread perception that IT is not delivering value.
  • While getting better at project management is the key, it’s common for organizations to overshoot and adopt best practices that far exceed their current levels of process maturity. This results in an excessive overhead that time-strapped project managers and teams typically can’t sustain for very long.
  • While it’s important that best practices be understood, it’s equally true that best practices aren’t always the best fit. These frameworks commonly set unrealistic expectations for resource-constrained IT departments, and in their clinical approach, fail to address the day-to-day challenges that project managers face on the frontlines.
  • A right-sized approach to your project management processes works best. Take what you need from those formal frameworks, and then tailor a process that’s going to work for your organization and for the variety of projects that come your way

Our Advice

Critical Insight

  • Lightweight is often just right. A lightweight approach to project management process suffices for the vast majority of IT initiatives. Establish different tiers of PM rigor to ensure that you’re not weighing down potential quick wins in too much process and that you’re applying the right amount of rigor to more complex, high-risk initiatives.
  • Apply the right tools to the job. Your project management processes will succeed or fail based on the quality of your artifacts and how they are applied. Build an actionable project management toolkit that can accommodate projects of all sizes and that will help facilitate optimized communications with project stakeholders.
  • Put your processes in context. Project management doesn’t exist in a vacuum. If your project management practices don’t inform effective decision making, then your investments in process discipline will be all for nothing. Develop processes that provide a gateway to the “big picture” and help facilitate effective portfolio management practices.

Impact and Result

  • The right amount of upfront planning is essential to improving project throughput and closure. Right-sized initiation and planning rigor will provide more reliable scope statements, more well-rounded requirements definition, and increased executive buy-in and engagement.
  • Investing in formal project execution processes is critical for projects of all sizes. Rigorous project execution processes will result in more successful projects that deliver greater value to the organization at a lower cost.
  • Consistent and repeatable processes will not only help reduce errors and inefficiencies during project planning and execution, but they will also improve collaboration and communication between project managers and IT decision makers. This will help facilitate better visibility into the big picture of all the organization’s project activity.

Tailor IT Project Management Processes to Fit Your Projects Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out why you should tailor project management processes to your projects, review Info-Tech’s methodology, and understand the four ways we can support you in completing this project.

2. Build a lightweight project management process for small initiatives

Optimize project management processes for small projects to increase project throughput and the processes’ effort-to-value ratio.


Member Testimonials

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.

9.7/10


Overall Impact

$97,601


Average $ Saved

33


Average Days Saved

Client

Experience

Impact

$ Saved

Days Saved

USAF- Air Combat Command

Workshop

10/10

N/A

N/A

Asia is amazing. She quickly grasped the differences between corporate and Govt. processes and adapted on the spot to what we needed.to be successf... Read More

Pattison Agriculture Limited

Guided Implementation

10/10

N/A

1

I like that I can get some experienced and context-specific advice as well as tools and templates targeted at what I need. This is going to save me... Read More

Piedmont Healthcare, Inc.

Workshop

10/10

$22,749

16

Best part - Matt's facilitation really helped the team to open up and think of our processes from the current state but also the future state. W... Read More

Corvias Group

Workshop

10/10

$51,999

50

Elvis did a fantastic job of customizing the content to fit our situation and our goals, and he clearly spent extra time to understand what would b... Read More

Modesto Irrigation District

Guided Implementation

9/10

$129K

18

Goodwill of Central and Northern Arizona

Guided Implementation

10/10

$32,499

38

Elvis was great to work with, loved his insight, the training, and his ability to help guide us that we were indeed "right-sized". The tool kit of ... Read More

Pima County Community College District

Guided Implementation

10/10

N/A

60

Matt is great! He makes the process easy! We can see the evolution of our PMO right in front of our eyes. The College has tried forever to make ... Read More

Texas Tech University System

Guided Implementation

10/10

$64,999

20

Psac

Workshop

10/10

N/A

N/A

I am happy to state that there were no "worst parts" of our experience. Bill did an excellent job of leading the workshop and providing substance s... Read More

WestEd

Guided Implementation

10/10

$2,599

5

Lowe’s Pro Supply

Workshop

10/10

$129K

50

Bill was an absolutely fantastic facilitator. His passion comes over and draws engagement from the participants. This was a project management wo... Read More

(ISSA) International Sports Sciences Association

Guided Implementation

9/10

$97,499

50

This experience is providing me a toolkit, the communication plan, and process to implement a PMO that will assist in taking my organization to the... Read More

City of Goodyear

Workshop

10/10

$103K

10

Having the workshop in person provided the most value and the schedule was laid out just right to not spend too much time on one topic area, while ... Read More

Guilford County

Workshop

8/10

N/A

N/A

I'm not able to quantify time or money saved by implementing this project, sorry. The material was very well organized. Elvis was an expert facil... Read More

Oregon Department of Employment

Guided Implementation

10/10

N/A

N/A

InfoTech provided the necessary time to understand our current state and plans for the future. And suggested a good action plan.

Arizona Department of Environmental Quality

Guided Implementation

10/10

N/A

N/A

Long Dam is an excellent coach and is patient with us. We are still in communication and not done working together.

MicroPort Orthopedics Inc.

Guided Implementation

10/10

N/A

10

Log Dam's presentation was professional and thorough. As a former Program Director, I feel his mastery of the subject matter is well grounded.

Cross Country Mortgage, Inc.

Workshop

10/10

$6,499

50

The best part of the experience was having a stress free and smooth-running workshop where we got the opportunity to hear from Bill who is an indus... Read More

Fernco Inc

Guided Implementation

9/10

$32,499

20

Worst: Discovering a couple of blueprints referenced in the "Tailor IT Project Management Processes to Fit Your Projects "slide deck were no on the... Read More

Yolo County

Workshop

10/10

$32,499

20

Facilitator was great. Listen to the input from the team and also provided valuable input based on experience.

Joseph Ribkoff Inc.

Guided Implementation

10/10

$25,000

35

Advocate Health

Guided Implementation

8/10

$12,999

5

Appreciate the experience and overall knowledge of Matt. He always has an insight that is key to our decision making or next steps. Nothing n... Read More

Somerset Capital Group

Guided Implementation

10/10

N/A

N/A

The expert has great industry and years of experience advice to assist us in our project management needs.

Ministry of Industry, Innovation, Science and Technology

Guided Implementation

10/10

$32,499

110

The best part of the experience is the wealth of knowledge and experience available as we journey together; I am not walking alone. The availabilit... Read More

Lactalis USA

Guided Implementation

9/10

$2,599

2

The best part of the experience was working with Travis & his delivery of the material. Very upbeat, and always tried to keep the conversation movi... Read More

Cross Country Mortgage, Inc.

Guided Implementation

10/10

$30,549

7

Long has been very helpful to work with. Some of the research folders are not easy to follow step with based on the PowerPoints.

State of Hawaii – ETS

Workshop

10/10

$26,649

70

The practical tools and expert advice was wonderful, including how it was tailored to our group's mission and what our short/long term goals are. ... Read More

California Department of Housing & Community Development

Workshop

9/10

N/A

10

Very helpful information in this workshop and Bill Holliday was an excellent instructor and very knowledgeable on the subject. This made the inter... Read More

Brosnan Risk Consultants, LTD

Guided Implementation

10/10

$31,499

44

During our sessions, Teodora always provided insight into how best we could apply tools and process to our PMO which we are trying to build out at ... Read More

Port of Long Beach

Guided Implementation

10/10

$25,000

20


Project Management

Position IT projects to finish on time, on budget, and within scope.
This course makes up part of the PPM & Projects Certificate.

Now Playing:
Academy: Project Management | Executive Brief

An active membership is required to access Info-Tech Academy
  • Course Modules: 6
  • Estimated Completion Time: 2-2.5 hours
  • Featured Analysts:
  • Gord Harrison, Senior Vice President, Research
  • Matt Burton, Research Director, PPM Practice

Workshop: Tailor IT Project Management Processes to Fit Your Projects

Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Lay the Groundwork for Project Management Success

The Purpose

  • Set a governance framework for project management and define what a project is.

Key Benefits Achieved

  • Alignment of project governance to applicable industry best practice.

Activities

Outputs

1.1

Assess current state of project governance and management.

  • PM assessment report and maturity
1.2

Set a governance framework.

  • Project governance COBIT alignment
1.3

Differentiate project from non-project.

1.4

Set project levels.

  • Project Level Definition Matrix

Module 2: Right-Size PM for Small Projects

The Purpose

  • Optimize project management processes for small projects.

Key Benefits Achieved

  • Increased project throughput and effort-to-value ratio of project management processes for small projects.

Activities

Outputs

2.1

Set expectations for managing small projects.

2.2

Adapt Info-Tech's PM approach for small projects to managing your small projects.

  • Level 1 Project Management SOP and artifact templates

Module 3: Develop a Fully-Featured PM for Larger Projects

The Purpose

  • Create fully featured project management processes for larger projects.

Key Benefits Achieved

  • Injection of standardized, rigorous project management methodologies for large projects with high risks.

Activities

Outputs

3.1

Create initiation processes.

3.2

Create planning processes.

3.3

Create execution processes.

3.4

Create closing processes.

  • Level 2 & 3 Project Management SOP and artifact templates

Module 4: Implement Project Management SOP

The Purpose

  • Develop a rollout plan for the new project management methodologies.

Key Benefits Achieved

  • Implementation of the new process that will realize the benefits of tailored, right-sized project management.

Activities

Outputs

4.1

Create a rollout plan for new PM methodology.

  • Project management process roadmap
4.2

Create training material for staff.

  • Project management staff training material
4.3

Develop an implementation timeline.

  • Project Management Process Implementation Timeline

Tailor IT Project Management Processes to Fit Your Projects

Right-size PMBOK for all of your IT projects.

ANALYST PERSPECTIVE

If the process doesn’t fit your projects, change the process.

"Over the past two decades, the project management industry has become increasingly rife with best practices and formal frameworks for achieving project success. However, this proliferation hasn’t changed the fact that most organizations continue to struggle at projects. Indeed, statistics around project failure—especially IT projects—have remained consistently high since at least the mid-1990s, a time that coincides with the rise of the ‘best practices’ industry itself. While it’s important that best practices be understood, it’s equally true that best practices aren’t always the best fit. These frameworks commonly set unrealistic expectations for resource-constrained IT departments, and in their clinical approach, fail to address the day-to-day challenges that project managers face on the front lines. In my experience, I’ve found that a right-sized approach to your project management processes works best. Take what you need from those formal frameworks, and then tailor a process that’s going to work for your organization and for the variety of projects that come your way."

Matt Burton,

Research Director, Project Portfolio Management

Info-Tech Research Group

Our understanding of the problem

This Research Is Designed For:

  • PMO directors looking to standardize project management processes and get more consistent and reliable data from project teams to help increase visibility.
  • IT managers who need to encourage skills development in their project managers and team leads.

This Research Will Help You:

  • Develop a standardized project management process to help ensure that all project managers are feeding the portfolio with the appropriate KPIs and status updates.
  • Develop an ongoing project management training curriculum to help experienced project managers keep their skills fresh and new project leads build up their capabilities.

This Research Will Also Assist:

  • New or experienced project managers looking to follow industry best practices and who require a comprehensive set of project management tools and templates.
  • CIOs or other C-suite executives who need to improve the throughput and value of the organization’s project work.

This Research Will Help Them:

  • Follow COBIT and PMBOK informed project management processes—and pull from a project management toolkit—that can scale to projects of all sizes.
  • Provide organizationally appropriate project management standards to help minimize waste and improve project outcomes.

Executive summary

Situation

  • As an organization, you need to improve project success. Your current project management processes are poorly defined, and projects are commonly plagued by cost and scheduling overruns.
  • This lack of project management discipline contributes to stakeholder dissatisfaction and fuels the perception that IT does not deliver value.

Complication

  • You have access to formal project management frameworks and advice, but you’re not sure what to do with them all. Their advice isn’t immediately tactical, and there aren’t enough hours in the day to implement everything they suggest.
  • Your team is resource constrained, and for the most part, members lack any formal project management certification or experience.

Resolution

  • When it’s right, keep it light. A lightweight approach to project management process suffices for the vast majority of IT initiatives. Establish different tiers of PM rigor to ensure that you’re not weighing down potential quick wins in too much process, and to ensure that you’re applying the right amount of rigor to more complex, high-risk initiatives.
  • Apply the right tools to the job. Your project management processes will succeed or fail depending on the quality of your artifacts and how they are applied. Build an actionable project management toolkit that can accommodate projects of all sizes and that will help facilitate optimized communications with project stakeholders.
  • Put your processes in context. Project management doesn’t exist in a vacuum. If your project management practices don’t inform effective decision making, then your investments in process discipline will be all for nothing. Develop processes that provide a gateway to the “big picture” and help facilitate effective portfolio management practices.

Info-Tech Insight

  1. Tailor a project management framework to fit your organization. Best practices aren’t always the best fit. Take what you can use from formal frameworks and define a right-sized approach to your project management processes.
  2. Make it about project outcomes, not processes. Project management success doesn’t equal project success. Project management processes should be a means to an end (i.e. successful project outcomes), and not an end in themselves.

Successful projects are the #1 driver of satisfaction with IT

Info-Tech’s CIO Business Vision Survey (N=21,367) has identified a direct correlation between IT project success and overall business satisfaction with IT.

An image is shown that has two columns with listed projects. The left column is labelled: Reported Importance and the Right column is labelled: Actual Importance. Arrows are included in the image to show the IT services changing their rank from the reported list to the actual importance list.

Reported Importance: Initially, when asked to rank the importance of IT services, respondents ranked “projects” low on the list—10 out of a possible 12.

Actual Importance: Despite this low “reported importance,” of those organizations that were “satisfied” to “fully satisfied” with IT, the service that had the strongest correlation to this high satisfaction was “projects,” i.e. IT’s ability to help plan, support, and execute initiatives that help the business achieve its strategic goals.

Successful project outcomes depend on effective project management

There’s no getting around it: if you want consistently successful project results, then you need to invest in project management discipline.

Project management (PM) is a methodical approach to planning and guiding project processes from start to finish. Implementing PM processes helps establish repeatable steps and controls that enable project success. Documentation of PM processes leads to consistent results and dependable delivery on expectations. While an investment in PM discipline isn’t free, the time and money spent in developing repeatable processes will pay off in terms of improved project success rates and greater stakeholder satisfaction.

A double bar graph is shown to compare low and high performances that occurred in companies using project management discipline.

Data from the Project Management Institute (PMI) shows that organizations that have developed cultures around project management discipline are significantly better situated to succeed at projects.

Project management is the primary discipline separating top IT performers from the rest of the pack

Info-Tech’s research shows that the ability to effectively plan and execute projects is among the top activities that correlate with high IT performance.

A graph is shown to demonstrate the relationship with project management and high IT performance.

Our data shows that the ability to right-size project initiation and governance based on capacity forecasts, as well as the ability to drive throughput through project execution, are two of the top three activities that separate top IT performers from average performers.

Despite its importance, project management remains an Achilles’ heel for the vast majority of organizations

The statistics around project failure – especially IT projects – have remained consistently high for the last two decades, despite a proliferation of project management best practices.

29%: Only 29% of projects were delivered on time, on budget, and with a satisfactory results in 2015.

Hass and Fulmer

60%: On average, 2015 statistics show that 60% of projects are not aligned with organizational strategy.

Wrike

75%: 75% of IT executive stakeholders and business leaders believe their projects are “doomed from the start.”

Geneca

17%: 17% of large IT projects fail so badly they threaten the organization’s survival.

McKinsey & Co.

56%: Only 56% of strategic projects meet their original business goals.

PMI

$50-$150 billion: The US economy loses $50-$150 billion per year due to failed IT projects.

Gallup

While it’s true that project management failures are common and well reported year-after-year, Info-Tech finds that the barriers to project management success are relatively straightforward to diagnose and – with the right measures – surmountable with just a few tweaks to processes.

The biggest barrier to project success is often project management itself

Best practices aren’t always the best fit.

Formal project management frameworks like PMBOK and COBIT provide comprehensive approaches to planning, executing, and monitoring projects. While these frameworks can provide the right amount of rigor and controls for large, complex projects in environments that are optimally funded and resourced, they can prove to be less actionable when applied to medium-to-small initiatives—especially in resource-constrained project environments, like small enterprises or IT departments. When these formal methodologies are applied without specific tactics, they can lead to quick wins being weighed down by too much process or to project ROI being depleted by excessive PM administrative burdens.

"[PMBOK] offers a vast body of knowledge to Project Managers, but without the specific guidance to distil the knowledge into practical and actionable methods tailored to different situations. This has resulted in failures and practitioners spending too much time translating the knowledge and not enough time executing and delivering it."

—Lisa Hodges

When applied as a universal standard, PM best practices can stand in the way of the effective standardization of process

"PM started as a planning and scheduling tool and PM standards were limited to those areas. Planning and scheduling has since been built into step-wise models, providing an apparently perfect path to follow. That may be troublesome enough but the problem escalated further when new areas, such as people skills, human resources, and ways of dealing with complexity were added to the standards. When the developers of standards were directed to become more comprehensive and more up to date in terms of their practices, they added issues that were less easy to standardise. This trend was exacerbated when the application of the standard was expanded from covering a few industries in a few countries to all industries in all countries, and from large and complex systems development projects to all types of projects."

—Hällgren et al. “Relevance Lost! A critical review of project management standardisation”

With this history in mind, IT project managers should approach formal frameworks asking, “what can I take from these that will benefit my projects and my team?” rather than attempting to apply them verbatim, at all costs, when and where they might not be applicable.

The ability to right-size project planning and controls contributes significantly to IT project throughput

Find project management success by walking a middle path between too little and too much PM formality.

Project management planning and controls are necessary for all projects—they just shouldn’t look the same for all types of projects. Right-sized project management discipline will help you straddle the divide between two equally destructive poles of project chaos:

No PM Processes

This pole, common in small IT departments, is essentially the wild west of project execution, lacking a standardization of project management KPIs, tools, and reporting, and without communication and portfolio visibility.

Right-Sized PM Processes

Excessive PM Processes

This pole applies a standard methodology to all projects, regardless of type or size, leading to challenges around adoption and adherence, especially when applied to small projects or to a group of leads who lack PM experience.

"The trick to implementing sustainable project management is to tune process to the needs of the organization (right fit – which depends on culture and maturity) and to the needs of all projects (right scalability – which depends on differences in project scale and complexity)."

—Howard Vaughn

Use Info-Tech’s project management framework to tailor processes to fit your projects

This blueprint will help you build right-sized PM processes by defining different levels of projects and determining the right amount of rigor to apply at each level.

Our approach to right-sizing project management centers on five distinct phases:

  1. Lay the groundwork for PM success
  2. Build a lightweight PM process for small initiatives
  3. Establish a standard process for initiating and planning medium-to-large projects
  4. Establish a standard process for executing and closing medium-to-large projects
  5. Implement your project management SOP

Info-Tech’s five-phase framework is geared toward applying the right amount of rigor, as project risk and complexity dictate. Project throughput benefits from letting quick wins be quick wins and getting ROI out of planning activities by applying rigor only where it’s needed.

Our approach provides project managers with tailor-to-fit solutions to help them drive quality project results

Project management success doesn’t equal project success.

While formal methodologies can be a key ingredient to success for some projects and for some organizations, the fact is that the vast majority of projects in IT departments do not require such rigid and detailed processes. Our approach gives project managers the option to run with a lightweight method when it’s applicable, freeing them from a considerable administrative burden to focus on getting projects done. Then, as project level dictates, our framework provides options to apply more rigor to help mitigate risk and complexity.

  1. Lay the groundwork
  2. Results

    • A current state analysis
    • Definition of project levels and categories
  3. Build a lightweight process
  4. Results

    • Info-Tech’s PM approach for small projects
    • Lightweight templates
  5. Initiate and plan larger projects
  6. Results

    • Comprehensive project execution and closing processes
    • Fully-featured tools & templates
  7. Implement your PM SOP
  8. Results

    • A PM training plan to help standardize processes
    • Implementation roadmap

"Making the projects simpler is a worthwhile endeavor because complexity causes only confusion and increased cost."

—The Standish Group (quoted in Karch)

Info-Tech’s framework blends leading schools of thought with practical, tactical insider research

Our method allows you to customize an approach, taking as much or as little from PMBOK and COBIT as required to drive successful project throughput.

What we take from…
…PMBOK …COBIT …Insider research
  • An approach to projects that is based on the PMI’s conceptual framework of the project lifecycle and five process groups.
  • A toolkit informed by the 42 project management processes in PMBOK, including the required inputs and outputs for each process.
  • The ability to standardize planning and control processes across the organization to help ensure that all projects come in on-time, on-budget, and in-scope, and meet an acceptable level of quality.
  • A project framework that is structured upon the governance and management processes identified in COBIT BAI01.
  • A game plan to achieve project outcomes that are aligned with COBIT’s IT-related goals and metrics.
  • An approach to planning that will help ensure project management practices are informed by the right inputs, structured by the right activities, and governed by the appropriate organizational accountabilities and responsibilities.
  • A sensitivity to the capacity and appetites of project managers and teams to take on and effectively adopt more process.
  • An archive of harvested deliverables and practitioner advice, allowing us to craft a best-of-breed toolkit with proven results.
  • An approach to mastering planning and control mechanisms, as well as standardization of processes, that is informed by practitioner advice and lessons learned on the front lines.

Our approach is complemented by our diagnostic tools that measure your success in project management

Key performance indicators of project management methodologies
Desired Outcome Increase success of project outcome Increase on-time and on-budget project delivery Improve project managers’ adherence to standard processes Increase business / project stakeholder satisfaction with IT
Metric Project resources used for analyzing, fixing & redeploying Average schedule and cost overruns Team satisfaction with IT’s ability to manage projects Customer satisfaction with IT’s ability to execute projects
Method

Current State Scorecard

Screenshot of Info-Tech's Current State Scorecard.

Project Management Assessment

Screenshot of Info-Tech's Project Management Assessment.

Customer Satisfaction Report

Screenshot of Info-Tech's Customer Satisfaction Report.

Start measuring your PM success with Info-Tech’s Project Portfolio Management Diagnostic Program.

Our approach is rounded-out by a comprehensive and easy-to-customize project management toolkit

Success depends on using the right tools for the job.

Your project management processes will succeed or fail depending on the quality of your artifacts and tools and how they are applied. Each phase and project level in this blueprint is accompanied by a best-of-breed toolkit to help support your PM processes and ensure you develop the appropriate protocol for monitoring and controlling your projects.

Sample Toolkit options*:

Small Projects Medium Projects Large Projects
Project Charter Required Required Required
Stakeholder register Unnecessary Required Required
Risk management workbook Unnecessary Recommended Required
Status report Required Required Required
Change impact register Unnecessary Recommended Required
Benefits plan Unnecessary Required Required

In the spirit of right-sizing your efforts, the blueprint provides clear criteria for the artifacts that should be employed for different levels of projects, so your team of PMs will be clear at each stage what artifacts are required, what artifacts are strongly recommended, and what artifacts are unnecessary.

*Full toolkit requirements are developed in the standard operating procedure (SOP) template for this blueprint.

Put your project management processes in context

Project management doesn’t exist in a vacuum. Ultimately, the tools and processes you develop need to inform effective decision making at the executive layer.

Info-Tech takes a holistic approach to project management, putting PM processes in the context of strong project governance and effective portfolio management practices. Whether your department reports into a formal portfolio management function (i.e. a PMO or portfolio manager) or there’s simply someone doing ad hoc tracking of a project list, this blueprint will help you capture a more accurate and reliable view of the big picture. This big-picture view will in turn set your project managers up for more consistent project success.

A flowchart is displayed to see the levels in the Project Portfolio Management and its relationship with Project Management

"Project managers… are accountable for executing the processes necessary for successful portfolio management, and for providing accurate and unbiased information. Portfolio management can enable the project manager to reduce project failures, overruns, and redundancies—all of which are fundamental project management goals."

—PMI, 2015

Info-Tech helps a government agency find the right balance of project governance and process efficiency for its IT projects

CASE STUDY

Industry: Government

Source: Info-Tech Client

Situation

An IT department within a state agency was going through a period of rapid transition. While the former administration had required little governance and controls on the state’s projects, a new administration was demanding increased governance into how large IT projects were planned and executed.

Complication

The PMO was having trouble reconciling the old “low governance” culture with the new “heavy governance” one. Project managers were used to wearing multiple hats within the organization, and didn’t necessarily have the time to devote to rigorous processes or to focus on one project at a time. New contracting laws are very stringent, requiring the project manager to be involved at the project’s onset, specifically for statement of work and timeline design.

Resolution

Info-Tech came onsite and helped develop a right-sized governance structure. Analysts helped IT develop appropriate project levels, which helped increase PM consistency while minimizing the overhead of PM effort. An SOP was developed that gave IT best-practice processes and tools to aid in better upfront project planning and execution.

Case Study Highlights

Right-sized: Info-Tech introduced a right-sized PM governance framework based on effective project leveling in order to increase project management consistency while minimizing the overhead of project management effort.

PPM: Info-Tech identified the need for improved project portfolio management practices to assist with project outcomes and create more even project workloads.

$40,000: Info-Tech analysts received more than $40,000 in measured value for their work in developing a project management framework for the agency.

Info-Tech offers various levels of support to best suit your needs

DIY Toolkit

“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”

Guided Implementation.”

"Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”

Workshop

“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”

Consulting

“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”

Diagnostics and consistent frameworks used throughout all four options

Tailor IT Project Management Processes to Fit Your Projects (Phases 1 and 2)

1. Lay the groundwork for project management success

2. Build a lightweight PM process for small initiatives

Best-Practice Toolkit

  • 1.1 Assess the current state of your project management processes
  • 1.2 Set a governance framework for project activity
  • 1.3 Define project levels and categories
  • 2.1 Define a minimum-viable project management process to drive the throughput of small initiatives

Guided Implementations

  • Scoping call
  • Determine your current level of PM process maturity
  • Right-size your project governance structure
  • Differentiate between a project and a non-project for your organization
  • Set different levels of projects
  • Discover opportunities for streamlining PM for small, low-risk projects
  • Tailor Info-Tech’s PM approach for small projects to your organization

Onsite Workshop

Module 1: Lay the Groundwork for PM Success

Module 2: Right-Size PM for Small Projects

Phase 1 Outcome:

  • Project governance alignment with COBIT
  • Definition of project levels

Phase 2 Outcome:

  • Lightweight standard operating procedure (SOP) and artifact templates for managing small projects
Tailor IT Project Management Processes to Fit Your Projects preview picture

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

MEMBER RATING

9.7/10
Overall Impact

$97,601
Average $ Saved

33
Average Days Saved

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve.

Read what our members are saying

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

Need Extra Help?
Speak With An Analyst

Get the help you need in this 5-phase advisory process. You'll receive 14 touchpoints with our researchers, all included in your membership.

Guided Implementation 1: Lay the groundwork for PM success
  • Call 1: Determine your current level of PM process maturity
  • Call 2: Right-size your project governance structure
  • Call 3: Differentiate between a project and a non-project for your organization
  • Call 4: Set different levels of projects

Guided Implementation 2: Build a lightweight PM process for small initiatives
  • Call 1: Discover opportunities for streamlining PM for small, low-risk projects
  • Call 2: Tailor Info-Tech’s PM approach for small projects to your organization

Guided Implementation 3: Establish initiation and planning protocols for medium-to-large projects
  • Call 1: Learn about Info-Tech’s recommended best practices for project initiation and planning
  • Call 2: Tailor Info-Tech’s fully featured PM approach for medium-to-large projects to your organization

Guided Implementation 4: Develop execution and closing procedures for medium-to-large projects
  • Call 1: Learn about Info-Tech’s recommended best practices for project execution and closing
  • Call 2: Tailor Info-Tech’s fully featured PM approach for medium-to-large projects to your organization

Guided Implementation 5: Implement your PM SOP
  • Call 1: Create a single document for planning a medium-sized project
  • Call 2: Estimate PM overhead cost
  • Call 3: Develop a training plan for project managers
  • Call 4: Build an implementation roadmap

Author

Barry Cousins

Contributors

  • Lindsay Scott, Director, Arras People
  • Ron Rosenhead, CEO, Project Agency
  • Sean Whitaker, CEO/Consultant, Crystal
  • Matt Brudzynski, Founder, Next Insight
  • Rick Morris, President, R2 Consulting, LLC
  • Terry Jones, Senior IT Manager, State of Oregon
  • Juan Riesgo, EMEA SAP Service Delivery Manager, El Dupont De Nemours and Company
  • Jeremy Clement, Director of Finance, College of Charleston
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