Development of project management systems

The purpose of this paper is to highlight the need for organizations to synchronize the development of the complete project management system.

The paper concentrates on the three key areas of development for the project management system, “what we do”, “when we do it” and “how we do it”. The paper further looks at these key elements in conjunction with an organization's project management maturity, defines the typical components of the project management system and how organizations can measure improved project management effectiveness to their bottom line performance. The paper concludes with a high level prescription for developing a project management system.

The paper identifies the cost of not synchronizing efforts in developing the project management system. It demonstrates how large investments are not maximized when individual elements of the project management system are developed separately.

The is paper highlights the need to establish near, mid and long term change plans, or road maps, which under the control of senior management define the development of all aspects of the project management system.

This paper looks at the organization support required to develop successful project management systems and relates this with measuring project management maturity and the impact to bottom line performance. This paper has relevance to CEO's, CFO's, HR directors and senior executives who have responsibility for developing project management who need to transition their organizations project based.