Process Improvement for Project Environments


We assist you in improving your project management processes by applying Best Practices aligned with a desired maturity level. Our generic Project Life Cycle (PLC) is often used as a guiding mechanism, collecting all necessary information through different workshops. We will preferably document the PLC using our PMTalk Software Solution. There, process flows define the role and responsibilities for your stakeholders.

The introduction or re-inforcement of a project management culture can be done via a few simple steps.

These steps are sequenced in such a way that the benefits a process improvement program can be seen as soon as possible:

  • Alignment of your whole organization towards successful project performance 
  • Improved rate of successful project completion
  • Improved compliance with customer expectations
  • Standard framework allowing for re-utilization of past project experience and for Best Practices
  • Execution of project portfolio at reduced cost
  • Project dashboard for executive management

We recommend the following typical steps

When introducing or reinforcing a project management culture program into your organization, the following elements will be considered by us:

Critical Success and Risk Factors

We have developed extensive experience in setting up Project Management Culture Programs. Besides 3 critical success factors to integrate Project Management Culture, Threon has detected a number of risks which need to be mitigated during these programs:

  • Education of your staff in the discipline of Project Management is a basic requirement to deploy any Best Practice throughout your organization. The project management community hereby consists of the following roles: Project Managers, who need to acquire professional project management skills, but also Project Team Members, who need to understand their role and contribution to the project management processes, and last but not least the Executives, who need to support and to be accountable for the deployment of the culture. For all these groups customized education has to be provided.
  • Installation of a Project/Program Management Office: this role is instrumental for the creation and evolution of the project management methodology, in supporting the project management community with the correct application of methods – both from the perspective of a competence centre, as from the perspective of coaching the guidelines and Best Practices. The Project Management Office acts also in the role of the consolidator for project reporting to the Project Teams and Executives.
  • Setting direction towards project management maturity: from a management perspective it is important to set clear objectives to be reached by the organization: the project management dashboard, indicating the evolution of a proper set of KPI’s towards compliancy on the project management maturity, is the key instrument on the path to improving maturity.

The major risks to be mitigated during the deployment of the Project Management Culture Program are:

  • Are the expectations of your Executives aligned regarding the results of the Project Management Culture Program? Even when the initial alignment has been done at the start of the program, one should be aware that the understanding of Executives on the project management capabilities is growing, when progressing in the program; and their agenda’s are shifting as well. Continuous alignment is required!
  • Are all stakeholders aboard, when defining the Project Life Cycle of the organization? Although this might be an open door, the risk is of particular importance in Project Management Culture Programs, as it frames the management interactions and decisions into the Project Life Cycle, customized to the needs of the organization. The late discovery of a neglected stakeholder implies mostly a return to square one.
  • Has the application of the project management approach and methodology been proven? The evolution towards the practiced Project Management Culture is a step-by-step process; it is not a big bang. Therefore the execution of pilots to verify the application of new processes, key decision points and Best Practices is fundamental.
  • Is there sufficient support in the field during deployment? The project management community should rely on proper documentation of ‘What is the Project Management Culture in the organization’: easy consultation of the guidelines and practices to every member of the project management community is fundamental. During initial deployment of the program the community should be lead by example: coaching of the guidelines and Best Practices is a requisite for successful change towards the common methods.

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