The Project Management Body of Knowledge (PMBOK) presents the guidelines for best practices that can be applied to projects. It also presents a standardised terminology. PMBOK guideline preparation itself follows ANSI standards, so it is natural that it goes for a standardised terminology! Generally, a single word (or phrase) is used to define or describe a process (or element) of project management. Those who have worked on projects can readily appreciate the benefits of standardised terminology in the project management profession. In the real world, we have seen the confusion created by using different words for the same thing.
One of the important phrases that have started appearing from PMBOK Guide Third Edition is tailoring. The usage of this term in the later editions is growing, and there is an even greater emphasis on tailoring in the 6th edition, which emphasises the importance given to tailoring. Project management methodologies/processes are constantly increasing; and real-life projects are becoming ever more diverse and complex! The saying One size does not fit all goes well here. It makes sense now to throw some light on tailoring.
Tailoring is making project methodology fit. There may be different situations warranting different methodologies and the adaptation of different processes. Industry type, environment, organisational experience, kind of project, etc., may lead to different processes being chosen for different projects. Each project is unique with its own set of goals, resources and constraints. Tailoring is the act of adapting different processes to make them suitable for different projects. The standards, guidelines and rules presented in PMBOK may be general and globally applicable. There is a need to design and tailor the processes so that desired goal is achieved in each project.
The project manager along with his/her team is responsible for the process of tailoring. To quote PMBOK,
for any given project, the project manager, in collaboration with the project team, is always responsible for determining which processes are appropriate, and the appropriate degree of rigor for each process. Project managers and their teams should carefully address each process and its constituent inputs and outputs.
When the project manager and his/her team do this they obviously buy into this.
There can be several stages in tailoring. In the initial stage, the PM methodology may be based on the PMBOK Guide. In the second stage it is more geared towards the elements of the project and based on Organisational Project Management Office (PMO) guidance. The third stage of the tailoring can be at the project execution level, depending on how well suited the processes are for achieving the desired outcome. As we can see, tailoring is done throughout the entire life cycle of the project. Another important aspect to remember is the documentation. There is a need to document the tailoring process approach in the project management plan, and then at the execution stage, in terms of how each process was tailored, and why it was added, removed, or revised.
Four key takeaways from this blog post are:
- Tailoring is making project methodology fit.
- The PM and team are responsible for the tailoring process.
- Tailoring is done in three stages.
- Tailoring needs to be documented.
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