While project teams own and improve their processes, organizations often require some level of approval and oversight. Many organizations have a project methodology, general management approach, or general development approach that is used as a starting point for their projects. These guides are intended to support such things as repeatable processes, consistent measures of the organization’s project capabilities, and continuous improvement of those capabilities. Organizations that have established process governance need to ensure tailoring is aligned to policy. To demonstrate that the project team’s tailoring decisions do not threaten the organization’s larger strategic or stewardship goals, project teams may need to justify using a tailored approach.
Additional constraints for tailoring for the organization include large, safety-critical projects and projects performed under contract. Large, safety-critical project tailoring suggestions may require additional oversight and approval to help prevent errors, loss, or subsequent issues. Projects that are performed under contract may have contract terms that specify the use of a particular life cycle, delivery approach, or methodology.
The tailoring process shown in Figure 3-3 uses factors such as project size, criticality, organizational maturity, and other considerations.
Figure 3-3. Tailoring the Approach for the Organization
Tailoring for the organization involves adding, removing, and reconfiguring elements of the approach to make it more suitable for the individual organization. This process is shown in Figure 3-4.
Figure 3-4. Assessing the Organizational and Project Factors When Tailoring
Organizations with a project management office (PMO) or value delivery office (VDO) may play a role in reviewing and approving tailored delivery approaches.
Tailoring that only impacts the project team (e.g., when they hold internal meetings, who works where, etc.) requires less oversight than tailoring that impacts external groups (e.g., how and when other departments are engaged, etc.). Therefore, internal project tailoring might be approved by the project manager while tailoring changes that impact external groups may require approval by the PMO or VDO. The PMO or VDO can assist project teams as they tailor their approaches by providing ideas and solutions from other project teams.
A VDO may be found in organizations that use more adaptive delivery approaches. The VDO serves an enabling role, rather than a management or oversight function. It focuses on coaching project teams; building adaptive skills and capabilities throughout the organization; and mentoring sponsors and product owners to be more effective in those roles.
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