Project categorization systems : aligning capability with by DBA Crawford Lynn, J. Brian Hobbs, J. Rodney, Professor

By DBA Crawford Lynn, J. Brian Hobbs, J. Rodney, Professor Turner

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Example text

If seen at all, it may be perceived as irrelevant. This issue was discussed in Chapter 2. Confusion at the Customer Interface Customers typically appreciate having a stable interface, that is to say always dealing with the supplier organization through the same department and the same people. The supplier organizations in our sample had organizational structures and project categorization systems that were based on stable relationships through which the customer organizations, whether they were internal to the overall organization or outside the organization, acquire similar products and services over long periods of time.

These systems described all the organizations’ many diverse projects in one system. The system took some time to describe because of all the detail, but was clear and well understood by the participants. Parallel or Overlaid Systems Once this hierarchical system had been described to the researchers, the participants added that they also used other attributes to categorize. These additional attributes were overlaid on the primary system in a complementary fashion. Each of the ‘‘additional attributes’’ dealt with an important aspect of the projects and their management.

In addition to the two important, high level organizational purposes under which most other uses can be grouped, another perspective was identified that was best dealt with separately. This is the third branch of the map: promoting a project management approach in the organization. None of the organizations undertook to implement a project categorization system primarily for this purpose. However, several organizations implemented a project categorization system as a part of a larger initiative to implement or reinforce a project management approach in the organization.

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