Happy Birthday Project Assistants: Reflections on 15 Years of Focused Project Management Consulting
Project Assistants was founded in 1996 with the mission of providing unique, leading edge Project and Portfolio Management (PPM) solutions that enable organizations to deliver better, faster, more cost-effective project-based results. As we look back on 15 years of providing solutions focused on four key dimensions – people, process, technology and organizational structure – we’ve continued to adjust and update our practice based on some significant developments that have occurred in the marketplace, specifically:
- People: The Project Management Institute’s (PMI) introduction of A Guide to the Project Management Body of Knowledge (PMBOK) has provided a foundation for project management training and PMI’s Project Management Professional (PMP) certification has provided a path for improving skills (including the requirement for ongoing experience-based training). Additionally, the training world has changed as web-based training opportunities have become more prevalent.
- Process: Project management methodologies such as PMBOK and PRINCE have provided a foundation for Project Management processes.
These methodologies have been supported by the development and maturation of program and portfolio management methodologies, as well as supporting lifecycle methodologies such as SDLC, drug development, Agile, NPD/PLM (New Product Development/Product Lifecycle Management) and others.
- Technology: We’ve seen a significant transformation in the use of PPM technology as web-based systems are now often deployed across an enterprise rather than solely as stand-alone workstation-based instances. Use of PPM technology throughout the organization supports the need to provide transparency, accountability and timeliness of information.
- Organizational Structure: The concept and use of Project Management Offices (PMOs) has matured to the point that PMOs are now a staple in project-based organizations. Businesses are more apt to invest in PMOs because their value has clearly proven itself over the past 15 years.
So what do these changes in People/Process/Technology/Organizational Structure mean for the future of PPM? Stay tuned for our 2012 newsletters as we explore each of these dimensions individually and discuss what these developments mean for the future.