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Choosing management and development methodologies and practices (realizations sets)

The following article is a sample from the full BVOP™ Ultimate Guide and is part of the preparation for the BVOP™'s modern Agile 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.

The BVOPGM office may rely on project and product management roles and development, quality assurance, operations, 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.

Realizations sets (project management, product management, product development practices, etc.)

Realizations sets may include practices related to:

  • Project management
  • Product management
  • Marketing
  • Design
  • Usability
  • Development
  • Quality assurance
  • Deployment and delivery
  • Support

Requesting support, advises, and knowledge from different professionals assigned to a project or external parties interested in the project increases the transparency and the efficiency of the custom realizations sets and helps filling gaps. Different parties may share valuable information about their specifics of work, problems, and needs. 

Modifying or mixing realizations sets

When realizations sets are already discussed and agreed upon as suitable, the Business Value-Oriented Program Management (BVOPGM) office may need to apply changes and modifications before a project starts. 

Presenting realizations sets

Modified realizations sets need to be clear and understandable by everyone involved in the program. Presenting and discussing the modified realizations sets to all involved parties and teams is a method for their validation. Feedback is expected, and non-efficient topics and potential modifications may need to be discussed.

Training other roles

All changes and modifications of the realizations sets need to be communicated to all involved in the program or project parties and teams. 

For example, if risk management is excluded from the project management practices as a process that is defined to be time-consuming, everyone that would be interested in the project or program risks should be aware of its removal. They need to know why it is removed, what process could replace it, and what are the potential negatives. 

A full understanding of practices and realizations sets may improve the general teams' productivity.

Observing efficiency

Observations of realizations sets and the actual outcomes is an important activity during the realization of the project.

Subjects of observation

Observation needs to be a valuable activity, and waste should be avoided. Definitions of exact subjects of observations are needed.

Subjects of observation may include:

  • Productivity
  • Time-to-market
  • Defects
  • Product feedback
  • Attitude
  • Interactions
  • Third parties


Team productivity is not a fixed and standard value that may be easily measured and tracked, but defining objectives and analyzing results may be a tool for measuring the relative and general teams' productivity.

Defining objectives on a project, teams, and individuals level and comparing the objectives with actual results may reveal topics for analyzing 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 and potential reasons for doing so should report them to management roles.


Time-to-market may reveal organizational and teams' maturity and the efficiency of current realizations sets. 


Fluctuations in defects numbers and types over time may reveal an improvement or downfall in current realization sets.

Product feedback

During approval or acceptance sessions or demonstrations, feedback from clients, end-users, and different stakeholders are collected. These parties are a source of valuable information that may be used for analyzing and inspecting current realizations sets.


The general attitude among people inside the organization is another source of valuable feedback about realizations sets.


Observing the interactions between people inside the organization may provide vision about the general knowledge sharing, operations, speed of the processes, and outcomes. 

Third parties

Observing third parties and their position about the current realizations sets, principles, practices, and culture may be a valuable input.

Adjusting realizations sets

Adjusting realizations sets may be needed after periods of observations, so their efficiency may be improved. Adjusting is based on the results of observations and discussions with all key roles involved in the program or specific projects.

Maintaining knowledge

Valuable information and lessons are collected after every observation, modification, and adjustment of the realizations sets.

The BVOPGM office needs to document, collect, store, analyze, and share valuable lessons learned regularly. 

Spreading knowledge

The BVOP suggests that the lessons learned should not be hidden or private. Still, their sharing with other teams and individuals is recommended, so methodologies, practices, processes, and people are developed together.

Supporting other roles

Supporting other roles may increase the general organizational and program business value. It may be accomplished by answering important questions just on time, providing information, training, educating, coaching, advising, 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 regularly updated issues, concerns about the project, people, tools, and processes. The BVOPGM Office supports the solving of the issues and directs them to other offices, roles, or parties.

Choosing project management and development methodologies and practices
BVOP Community Reviews
  1. Luciana González, BVOP Certified Project Manager

    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.

Comments of our guests
  1. Aniyah Vang
    Hello again. I want to ask another question. If the project manager consults other people in the teams, will they undermine authority and others will see them as incompetent? I would not do that, because even now my authority is very fragile. This is a very sensitive topic.

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