The following article is part of the self-preparation for the modern BVOP® Project Management Certification program.
Business Value-Oriented Project Management (BVOPM) is a set of activities and a style of project management with a focus on adding business value to the project management processes and practices, general productivity, outcomes, and waste reduction.
The BVOPM office may be independent, part of the BVOPGM office, or both may be considered as one, depending on the organizational structure and strategy.
BVOPM accentuate on the following major activities:
- Documentations management
- Product management
- Scope management
- Project risk management
- Time estimation
- Waste management
- Decisions making
- Business value points measurement
- Attitude management
- Defects analysis
- Observation and optimization
- Program management participation
- Project closure
- Management of the Transparent board of project issues
Comments from the BVOP™ community
It's amazing how many new activities are in BVOP's project management practices and how logical and necessary they are in day-to-day motions of the teams involved in the projects.
All activities are truly designed to optimize processes and achieve a balance between management and development, where teamwork, support from management roles, and focus on losses and problem solving quickly and responsibly is a key factor of the success of every project.
With so many activities, the modern project manager needs to be adequate, flexible, to carefully assess every activity, action, investment on time and effort. The most optimal use of BVOP's entire knowledge is a key factor in productive and conducive modern project management.
I recommend all beginners in project management to understand the real recommendations of BVOP - optimizing time, resources, nerves and quick, flexible and adaptive management.
As opposed to all old project management training, BVOP implements decision-making as project manager activity. So far, project management has been based on well-defined and standardized steps and processes. In real life, however, projects cannot follow such controlled rules because they do not involve machines but people.
Working with people cannot be automated and controlled. There are many attempts to do so, but all are unsuccessful. People make spontaneous decisions. And this is not always bad. In most cases, decisions are taken at an intuitive level. The experience and the context of the situation is the most important element on which the project manager's action depends.
As a project manager, I work with people all the time. In my company, this is the nature of my work because our projects depend on many people. Before I worked as a marketing coordinator and again everything was up to my communication with people. We all had to make decisions every day. And these solutions were not based on standards and data. This is a completely different topic.