Development of a corporate project management methodology

<p>In current economic situation in order to stay competitive and to keep leading positions in the market, organizations need to be flexible, be able to react quickly to changes in business environment, as well as to find innovative solutions and to see new possibilities. Therefore, the idea of project management implementation becomes more popular among the companies every year.</p><p>In the long run for successful performance project-oriented organizations need corporate project management methodology (CPMM) which would clearly describe the principles and processes of project management, roles and responsibilities of project participants and would also include document templates with job and competencies description.</p><p>However, the development of the CPMM within an organization is a complex and time-consuming process, which requires careful elaboration of the implementation plan. Unfortunately, the methodological aspect of this subject is poorly covered in the foreign and Russian literature.</p><p>As it is clear from above the success in achieving the strategic goals of such companies and the improvement of their effectiveness indicators are in many respects determined by properly chosen project management methodology. The main difficulty is to select the most suitable set of project management procedures, tools and techniques by taking into account individual characteristics of the enterprise. To achieve this it is necessary to examine a wide range of methodological sources: international standards, private models, concepts and approaches, publications in scientific journals.</p><p>Consequently, the<em> <strong>purpose</strong> </em>of this research was to develop a corporate project management methodology model by taking into account specific characteristics of a company and using a set of diverse methodological knowledge. In this regard, <strong><em>particular</em> <em>tasks </em></strong>of the paper included the following:</p><p style="margin-left:38.5pt;">&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; to observe the existing methodological elements and their sources;</p><p style="margin-left:38.5pt;">&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; to examine and compare the approaches to project management maturity;</p><p style="margin-left:38.5pt;">&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; to develop a questionnaire and to conduct a survey of employees of the Russian companies with different levels of maturity, in order to analyze the set of project management procedures, tools and techniques they use;</p><p style="margin-left:38.5pt;">&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;to design a model of corporate project management methodology development, which would boost the efficiency of projects realization.</p><p>As a result, the author invented his own mechanism of the CPMM development. The structural-functional model of the CPMM development for Russian companies is illustrative, comprehensive and consistent. Its uniqueness lies in the fact that it examines methodological elements through the prism of the maturity levels of an enterprise. The advantages of this model are the following: firstly, it is based on a wide range of standards, private models and concepts; secondly, it places great emphasis on specific characteristics of an organization; thirdly, it allows the company to compare its project management tools and techniques with those, used by other organizations, thereby measuring its competitiveness; fourthly, due to three dimensions (maturity, knowledge areas and frequency of tools and techniques usage) contained in the table of the methodological elements, this model facilitates the selection process of &nbsp;components to an enterprise&rsquo;s CPMM structure.</p><p>The author believes that the structural-functional model of the CPMM development can find its application in consulting companies dealing with project management issues.</p>