We have looked at the areas of activity that are essential To Effectively Deliver Project Results. We have defined "eight project performance areas" and identified how each of these should ideally be faced and, as a result, effectively performed.
By the way, is it always a good idea to face these "performance areas" with the same perspective and depth for projects of any size or severity?
For example, spending two days on stakeholder engagement on a project that can be completed in three days with one person working and allowed to fail is probably a waste of time. An agile product development for a 10-person team cannot release an app without a defined lifecycle and delivery.
In short, it is the application of a methodology to the nature of a project. In project management, this is called tailoring, and the PMBOK 7th edition has a chapter devoted to tailoring.
In tailoring, the various demands surrounding the project must be balanced. For example, speed, affordability, better value, better quality, compliance with laws and regulations, and the demands and changes of the various stakeholders. We need to create a practical working environment while balancing all of these.
Let's look at why tailoring, what to tailor, and how to tailor.
It is easy to imagine that the process and the rigor required for a high severity project such as the construction of a nuclear power plant, for example, is much greater than that required for the construction of a new office building.
Similarly, the work processes required for a 10-person project team are not sufficient to be applied directly to a 200-person project team.
Too few processes may omit important activities that should be required, but employing more processes than necessary is costly and wasteful. Therefore, tailoring requires appropriate management to match the work environment and project needs.
Let's start with tailoring. The following is a guide to what to tailor.
You can also tailor the work associated with the performance areas of the project. The nature of the project will determine whether some of the process can be simplified or focused on in each performance area.
Tailoring is carried out through the following process
First, an initial development approach is selected. Let the project team consider which of the predictive, adaptive, or hybrid approaches is best suited to the characteristics of the project.
Next, tailoring to the organization. Project teams will need to implement the team's own processes, as well as require approval from their organization and adhere to its rules and regulations. In the case of large, safety-sensitive projects or projects that require compliance with regulations, etc., additional approvals and supervision may be necessary.
Next, tailor the tailoring to the project. This affects the product, deliverables, project team, and culture. We gather the right information about the product, team, and culture, and select the process, approach, lifecycle, and tools and methods to be used.
We then implement continuous improvement. The tailoring process does not end once. As we conduct project activities, we will identify areas that could be improved through tailoring. Continuous improvement also leads to a sense of responsibility on the part of the project team and a mindset of innovation and improvement that does not settle for the status quo.
We have looked at what tailoring is, its necessity and procedures. Tailoring allows you to create a process and work environment that fits the nature of your project. The results of tailoring will vary depending on what kind of organization, what kind of project, what kind of team members, and what kind of culture you want for the project. It must be carefully adapted along the tailoring process.
In addition, project tailoring is often conducted by the project team, but is usually influenced by the organization to which the project belongs or by another project. It is also important that overall communication is normal so that the project and the organization can be properly harmonized.