The following article is part of the self-preparation for the modern BVOP® Certified Project Manager program.
The BVOPGM office chooses management and development methodologies and practices (realization sets). Choosing realization sets is collaboratively consulted with stakeholders, project management roles, and project team members.
- Realization sets (project management, product management, product development practices, etc.)
The BVOPGM office may rely on project and product management roles and development, quality assurance, operations, as well as and other teams to choose realization sets. In such a scenario, the BVOPGM and BVOPM offices, all teams, departments, and parties involved in the projects need to agree and understand the benefits of the decisions.
Different projects may follow different realization sets if this does not harm the goals and strategies of the BVOPGM office.
Realization sets may include practices related to:
- Project management
- Product management
- Quality assurance
- Deployment and delivery
Requesting support, advice, and knowledge from different professionals assigned to a project or from external parties interested in the project increases the transparency and the efficiency of the custom realization sets and helps to fill in gaps. Different parties may share valuable information about their work, problems, and needs.
When realization sets are discussed and agreed upon, the Business Value-Oriented Program Management (BVOPGM) office needs to apply changes before the project starts.
Modified realization sets need to be clear and comprehensible to everyone involved in the program. Presenting and discussing the modified realization sets to all involved parties and teams is a method for their validation. Feedback is expected, and non-efficient topics and potential modifications need to be discussed.
All changes and modifications of the realization sets need to be shared with all involved parties and teams.
For example, if risk management is excluded from the project management practices because it is defined as time-consuming, everyone that might be affected should be aware of its removal. They need to know why this is done, what process could replace it, and what are the potential negatives.
Full understanding of practices and realization sets may improve the overall teams' productivity.
Observations of realization sets and the actual outcomes are important activities during the realization of the project.
Observation needs to be a valuable activity, and waste should be avoided. The exact subjects of observation need to be defined.
Subjects of observation may include:
- Product feedback
- Third parties
Team productivity is not a fixed and standard value that may be easily measured and tracked. Setting objectives and analyzing results may be an approach for measuring the relative and general teams' productivity.
Setting objectives for projects, teams, and individuals and comparing them to actual results may reveal topics for analysis and discussions.
The amount of completed work for a defined period of time may be a simple approach for tracking teams' productivity.
Team members who encounter issues with their productivity should report the potential reasons to management roles.
Time-to-market may reveal organizational and teams' maturity and the efficiency of current realization sets.
Fluctuations in the number of defects and their types over time may reveal an improvement or downfall in current realization sets.
During approval sessions or demonstrations, feedback from clients, end-users, and different stakeholders is collected. These parties are a source of valuable information that may be used for analyzing and inspecting current realization sets.
The general attitude among people inside the organization is another source of valuable feedback about realization sets.
Observing the interactions between people inside the organization may provide information about general knowledge sharing, operations, speed of processes, and outcomes.
Observing third parties and their position on the current realization sets, principles, practices, and culture may be a valuable asset.
Adjusting realization sets after certain periods of observations may be needed in order for their efficiency to improve. Adjustments are based on the results from observations and discussions with all key roles involved in the program or in specific projects.
Valuable information and lessons are collected after every observation, modification, and adjustment of the realization sets.
The BVOPGM office needs to document, collect, store, analyze, and share valuable lessons regularly.
The BVOP suggests that the lessons learned should not be withheld. Sharing them with all teams and individuals is necessary, so that methodologies, practices, processes, and people evolve together.
Supporting other roles may increase the general organizational and program’s business value. That may be accomplished by answering important questions on time, by providing information, training, education, coaching, advise, or any other activity that may have a positive impact on teams, processes, and projects.
The BVOPGM Office regularly monitors the transparent board of project issues that is accessible to all project members and contains regular updates on issues, people, tools, and processes. The BVOPGM Office supports the solutions for the issues and directs them to other offices, roles, or parties.
The following issues related to chapter "Choosing management and development methodologies and practices (realization sets)" are included in the certification exam. The sequence of questions is presented in the table.
The data is current as of May 5, 2021, 2:44 pm
|0||Supporting other roles||60 sec||PGM, PM|
|1||Subjects of observation||60 sec||PGM, PM|
|2||Attitude||60 sec||PGM, PM|
|3||Productivity||60 sec||PGM, PM|
|4||Time-to-market||60 sec||PGM, PM|
|5||Modifying or mixing realizations sets||60 sec||PGM, PM|
|6||Training other roles||60 sec||PGM, PM|
|7||Adjusting realization sets||60 sec||PGM, PM|
|8||Spreading knowledge||60 sec||PGM, PM|
|9||Presenting realizations sets||60 sec||PGM, PM|
|10||Defects||60 sec||PGM, PM|
|11||Observing efficiency||60 sec||PGM, PM|
|12||Maintaining knowledge||60 sec||PGM, PM|
|13||Third parties||60 sec||PGM, PM|
|14||Product feedback||60 sec||PGM, PM|
|15||Interactions||60 sec||PGM, PM|
Comments from the BVOP™ community
Choosing and making modifications to development and management methodologies is a topic that has not been sufficiently discussed in recent decades. That's why BVOP probably provokes project management professionals to come out of the comfort zone. Everyone simply follows methodologies, understood or not understood. But adapting methodologies and practices to your own needs is a view that goes beyond the current understanding of project management.
For many, it will be difficult, even impossible. But it will only be at the beginning. Fear of change is at the root of the same methodologies, whether they are practical or not. BVOP offers adaptation whenever you have doubts that your processes are not good enough. Change them and watch. Let everyone in the teams participate in these improvements.
Many companies and their senior management staff will resist new insights.