The More Process, the Less Methodology
Our strategy is more about the process and less methodology
Are detailed methodologies and complex processes necessary for every business process? Not necessarily. By adopting a more process-oriented mode of thinking, you can simplify many actions while still achieving the desired result. Learn how to put this approach into practice and avoid overcomplicating things!
The key to having a useful and usable approach for managing projects is to think process, not methodology. For many people methodology is a good thing. It presents a formalized way to manage projects and it demonstrates a level of project management capability and skill that is an order of magnitude better than the skill associated with managing projects informally and by ad hoc best efforts. For other people, however, a methodology is not normally viewed positively. It represents everything that is wrong with organization and bureaucracy and, rather than being a help to project management, it is a hindrance.
Methodology-oriented can have a negative impact on the PMO and all those involved in projects. Some of the many differences between a methodology-oriented and process-oriented mindset are shown below
Define Your Objectives.
The first step in leveraging a process-oriented approach is to clearly define your objectives. For every business process, figure out what the desired outcome should be and how it needs to be obtained. This objective-based thinking will then establish the framework for how you should design your processes. It is important to remember that focusing on objectives does not mean cutting corners or leaving tasks unfinished – it simply means that you are streamlining procedures for a specific purpose.
Assess Your Current Situation & Needs.
After you have clearly defined your objectives, the next step is to assess your current situation and needs. This may require an analysis of both internal and external factors, such as customer demand, market trends, available resources, personnel capabilities, and any potential obstacles that may arise. These factors will help inform the framework for setting up the processes that you need in order to achieve the desired outcome. The goal is to create clear pathways of how tasks should be executed so that they match up with your overall goals.
Create a Process Map of the System.
Creating a process map is a great way to visualize the flow of your business and identify areas for potential improvement. It allows you to see which tasks are connected, and how they interact with other parts of the organization. This helps you determine any gaps or redundancies that may exist in order to create a more efficient system. Additionally, it offers insight into where resources could be better allocated or when alternative methods might be employed for a smoother implementation.
Identify Weaknesses & Areas for Improvement.
To further optimize your process, look for commonalities between operations and determine which processes can run more efficiently with less effort. Identifying weaknesses or opportunities for improvement will help you to create new workflows that are better suited to the specific goals of your business. It's a good idea to document the changes in order to track any improvements over time and note where there is still room for growth.
Develop Standard Operating Procedures (SOPs).
It's important to have a standard operating procedure (SOP) in place for any process you create. An SOP will provide precise steps of how to execute the job, what resources and materials are needed and how to achieve success. Additionally, it will help ensure that each task is done consistently over time while reducing mistakes and confusion among staff members.
Process vs Methodology
In methodology-oriented PMO. The focus is placed on the methods as an end rather than as a means. In a process-oriented mindset, on the other hand, the core basis of thinking is always centered on the outcome.
Those with a process-oriented mindset put the achievement of the outcome first and construct the requisite processes to ensure the outcome.
Traditionally, methodologies do not address the complete end-to-end work effort that an organization such as a PMO must undertake to select a project, deliver the product of the project, and to perform the post-project activities required to ensure continued improvement.
Methodologies typically address the project work, starting with the project charter document and ending with some kind of end-of-project document such as lessons learned. Depending upon the phases of the methodology, this starting point takes place in the first phase of the project methodology and the ending point occurs in the last phase of the project methodology such as the initiating and closing phases of the PMBOK® initiating, planning, executing, controlling, and closing processes.
Methodology Oriented & Process Oriented Mindset
Hence, methodologies are like a cookbook that tells you how to make eggs. Processes, on the other hand, are focused on the outcome; they tell you how to make breakfast.
Project management approaches created with a methodology-oriented focus primarily on aligning to standards. However, approaches for project management that are created from a process-oriented mindset do answer these questions. By design, they focus on the needs of the business and seek to employ, optimize, and streamline available standards.
It is understood that methodology is not a series of templates. It is a process that needs to be adapted to suit each situation. Feedback is also important. The methodology will not stand still. It will evolve and become more applicable to the organization.
Besides project management process is not a set of static, unchanging documents; rather it is a living and managed process resource, a best practice framework, which requires as well as enables constant care-taking and improvement.
Methodology-oriented offer an initial value and are short-lived, whereas process-oriented approaches evolve with usage and offer lasting value.
Process-oriented frameworks for project management, on the other hand, do not become outdated, are collaborative and frequently updated.
Building a best set of processes and methodologies also involves taking advantage of the lessons project managers learn while engaged in projects.” Lessons learned documents do not get filed away and forgotten rather they get acted upon and applied to the process framework.
Although methodology-oriented thinking stops at the production documents that are rarely updated, process-oriented thinking only begins its journey at that point with frequent updating points along the way.
Continuous improvement is perhaps one of the most significant differences between the methodology-oriented mindset that produces static documents and the process-oriented mindset that provides a managed framework and it offers a compelling reason for PMOs to adopt a process-oriented mindset in the form of longevity of use and value.
The More Process, Less Methodology Principle is a new approach for product teams aiming to get things done faster. It combines the traditional product development process with agile methodology techniques - ensuring maximum value from investments in both.
Features:
- Combines traditional and agile methodologies
- Allows teams to build in more processes while reducing process overhead
- Tailored to the needs of each team and product
- Supports objectively measured success criteria
Benefits:
- Improve speed and accuracy of delivery by trimming redundant steps and tasks
- Increase productivity and efficiency throughout the entire organization
- Simplify decision-making and reduce complexity
- Ensure repeatable results with consistent measurement across projects
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