Additionally, support costs should be variable based on the priority set by the client demanding the support. This can take many forms, but most often it means that if a client ignores the project methodology guidelines and assigns a higher priority for his or her concern, some cost possibly an internal charge-back must be associated.

Auditing the Project Methodology

What are the measures of project success? What are the critical factors that cause projects to be successful or to fail? How useful a measure is project overrun? What contribution has project management made to business performance?

Organization and human issues continue to cause major challenges to the effective implementation of projects. How much new theoretically based research is still to be accomplished is questionable. Organizational learning is an example, however, of genuinely new theoretical ground to explore in the following areas:

Use of tight internal controls to meet goals and objectives. Use of best practices to ensure success throughout the entire project life cycle. Delegation of responsibilities, which should be assigned for the duration of the project. Involvement of cross-functional activities.

Monitoring, evaluating, and controlling progress against project plans.

Achieving Organizational Support

Project managers must be aware that after a project methodology has been implemented, continued support is required from across functional departments in an organization. The project manager in charge of managing the methodology must ensure that a balance exists between the internal and external organizations. Users say that everything is fine until the moment you change their environment (e.g., changing their computer screen). It is, therefore, essential to obtain organizational support from day one.

For example, a large pharmaceutical company such as Johnson & Johnson has many operating companies that require project management services. Cross-functional support and communication is effectively managed on a continuous basis to ensure that no duplication and confusion exists between any operating company project needs. In addition, Johnson & Johnsons project life cycle methodologies are consolidated at all times, and knowledge sharing is encouraged throughout the organization. For this reason, Johnson & Johnson truly stands out as one of the most

successful health care companies in the world.

Studies have shown that a clear relationship exists between the number of people-oriented activities and the size of the company, and, more importantly, its organizational culture. This suggests that implementation methodology needs to be based on the characteristics of an organization.

Support Agreements

It is likely that many project offices have integrated tools that are used by all project managers for managing their projects on a daily basis. Companies cannot afford downtime if the software fails. Therefore, it is important that the vendors support the methodology. The support agreements between the support team (i.e., PMO or vendors) should include the following:

Minimum call-back times (e.g., two hours, one day).

Minimum time for the resolution of issues.

Types of resources responding to the types of problems.

Support Infrastructure and Resources

A project methodology and its associated processes, tools, and techniques should be managed from a centralized location in the company. That location should include:

Computing support.

Remote access support (networking).

Facilities (offices).

Administration offices.

Training facility.

Support Checklist

The project manager should ensure that documentation or deliverables are checked after the company has accepted the project methodology. Be sure that:

Service level agreements of all vendors that have systems linked to the methodology are in place.

All project templates are in a single repository.

A backup exists for all project templates and data.

A schedule is in place for regular backups and that the staff is trained to perform the backup procedures.

All PMO staff has been trained to answer any questions from project managers in the field (i.e., off-site) or in-house.

An escalation process has been communicated to all project managers for problems they may have with the project methodology.

A contact list of all project managers and users of the methodology exists.