Project capability
Project capability[edit]
Project capability is the ability to effectively and efficiently run the right projects given the threats and opportunities of an organization. Project capability can be broken down into strategic, tactical and operational project capability.
Strategic project capability is the ability to define project proposals, select the best ones, prioritize them according to business value and urgency, authorize working on them including the allocation of strategic resources.
Tactical project capability is the ability of an organization to sequence projects based on dependencies, initiate projects at the right time, and see to it that maximum and timely benefits are achieved. This includes resource scheduling across projects and deconfliction with the production, delivery and maintenance plans from the business as usual part of the organization. An important aspect is to address structural problems that affect all projects, or resolve issues that are outside the mandate or ability of the individual project to tackle.
Operational project capability is the ability to run the project on a day to day basis, in order to achieve the expected result in an effective and efficient manner, while maximizing the benefits. Running projects requires control and creation capability. Creation capability provides the project results; control capability ensures that this takes place within pre-agreed limits such as time and cost.
Using a Capability Breakdown Structure, creation capability can be broken down into: 1. Analysis capability; 2. Design capability; 3. Realization capability; 4. Test capability; 5. Documenting capability; 6. Delivery capability
Control capability can be broken down into the sub-capabilities: 1. Estimation capability; 2. Planning capability; 3. Direction capability; 4. Tracking capability; 5. Evaluation capability; 6. Reporting capability.
Note that capabilities are not phases or stages, for example, estimation and planning capability are used both in the preparation and executing stage of a project, for example, the need for re-planning based on new information or emerging requirements.
Also, note that control and creation are dualities and that operational project capability is about striking a balance between the creation and the control effort. The control effort does not produce the required project results but merely influences how they are being created. Control can potentially save time and money but also costs time and money. All hours spent on planning goes at the expense of the hours available for creation, as they come from the same budget. [1]
References[edit]
- ↑ Cuypers, Paul. The Project Capability Handbook (First ed.). The HYVES Project. ISBN 978-82-690490-3-9. Search this book on
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