OVERVIEW

Can you define the value proposition of project management to the organization? How about the value proposition of the organization? Why should businesses everywhere seek to utilize project management rigor and discipline? What happens if they do not?

Measurement and management have gone hand in hand for years. As the old adage goes, "if you can't measure, you can't control." And "if you can't control, you can't manage." Thus, "if you can't measure, you can't manage very well" stills rings true in many situations today. It is also true that all the measures in the world without management will not get anything done.

This is where the 3Ms is a highly integrated and "seamless" process. Again, by owning the metrics that define the three standards of success Satisfactory, Very Good, and Excellent the project team has already agreed to the metrics that define its value. The project team also is aligning with the corporate objectives that define the value of the organization. Thus, the 3Ms answers the first two questions in the first paragraph above.

In the Manage phase, the project team and/or business governance/Project Management Organization (PMO) corporate executives are aligning hierarchically all of the resources and variables that will help (or hinder) the accomplishment of all the objectives at every level of the business governance/PMO hierarchy. As the organization, from top to bottom and bottom to top, moves through the Manage phase, it will necessarily have to reconsider the metrics, weightings, and...