Print sufficient color copies of the project methodology for attendees of sessions.

Maintain the necessary electronic files in a centralized repository for easy updates and modification. Provide annual refresher training to introduce and explain new templates.

How Long Is a Typical Implementation?

Each project methodology has its own unique set of challenges and advantages. Certain methodologies are simply straightforward deployments, whereas others designed from scratch may take longer to deploy. For example, a Commercial-Off-The Shelf (COTS) method may be simpler to implement than designing a methodology from scratch.

Project methodology implementation durations can range from 8 to 12 weeks for a standard, commercial off-the-shelf package. For a tailored approach, six months is the minimum period needed. A more complex deployment could take substantially longer (e.g., deploying a project methodology in 20 offices globally). Immediate results of implementation of your methodology become evident after a few projects have been completed, but the metrics should be established as soon as possible (i.e., you want to measure the number of projects that succeed in reducing cost or schedule overruns because of the chosen methodology).

Documenting the Project Methodology

During the pilot project, a technical writer or analyst documents the methodology from the initial launch to the completion of the project. This documentation becomes a formalized document or guideline, which is rolled out together with the methodology after it has been accepted by the organization.

Integration of the Methodology into the Business

Simply implementing the new methodology into an existing environment causes problems. The methodology must be integrated without disrupting existing processes and causing the business to come to a stop. The project manager or executive must be sure the new project methodology will provide staff a better way of managing projects.

Be sure that a procurement process is integrated with the relevant methodology at the time the pilot is rolled out as it is most likely you will need to place orders for project related equipment during this period.

Methodology Infrastructure and Environment

Deciding to implement a project methodology at a moments notice is like going on vacation in peak season without

lodging reservations. Prior planning and upfront confirmation of the environment and infrastructure are essential. Requirements for success include:

Establishment of the proper infrastructure and creation of the necessary environment.

A centrally located facility where the methodology can be managed.

Dedicated software and computer infrastructure to support the needs of the methodology team.

Sufficient facilities to accommodate the implementation/ deployment team during the pilot project and postpilot launch.

Implementation Checklist

At Microsoft Corporation, project managers and team leads meet regularly after regular business hours to discuss key software projects. These meetings include aggressive, decisive assessments of tasks and activities to be performed (either for the next day, week, or month). All attendees determine their project priorities and activities. They also formulate and communicate checklists to the necessary team leads.

The project methodology team should ensure that the following questions are answered before launching the chosen methodology:

Do we have all the project templates available in hard copy and soft copy format? Have we identified all the processes in the organization, and are they relevant? Have we identified the minimum set of documents needed for the project? Are the project templates easy to use and identified for use by project phase? Are templates available online, or are they stored on a server?

Do the templates meet the purpose of the various projects and technology used?

Testing the Success of Your Methodology

Have we communicated our approach and plan to all stakeholders? o

Road shows to the various departments or regions.

Brochures circulated before launch.

Information leaflets circulated to all users.

Presentations to potential users.

Involvement of users and subject matter experts.

Are there areas of the business we have not addressed?

Have we considered legal aspects, such as contract management or failure to address legal issues on projects, which could result in lawsuits?

Have we trained users on the methodology? o

By department.

By selected invitation.

Do we have a technical writer in place to document any changes to the methodology?