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Client: Unitied Nations Office for Project Serrvices, Jerusalem Country Office
Problem: In early 2013, JRS project managers were experts in delivering projects in conflict-affected environments, yet they were working in silos. These silos meant that: no knowledge-sharing culture existed; there was no standard governance and management process; and most importantly there was no real desire to change this office culture. Projects were not consistently successfully delivered since success depended on the project manager’s motivation to perform and they did not have solid support for their projects from the office. Additionally, the JRS Director was unable to see the aggregated risk of its projects and therefore when issues occurred most of the times it was too late for it to implement effective risk responses.
Background: To contribute to UNOPS’ Strategic Plan, the JRS senior management chose to adopt and embed PRINCE2® (PRojects IN Controlled Environments) and MSP® (Managing Successful Programmes) as the standard project and programme management methodology to be used throughout the office. This objective was included in the JRS Business Plan for 2014, and the newly established Project Management Office (PMO) was assigned to achieve the task.
Method: To achieve this mission, JRS decided to undertake an internal assessment of the projects through a maturity assessment based on P3M3® (Project, Programme and Portfolio Maturity Management Model). See section 5 for an overview of P3M3. Table 2.1 shows the projects in progress at the time of the assessment.
Result: “This is not about having a certificate on a wall, it is about enabling project teams to work in a uniform approach and to a consistently high standard in delivering our partner’s projects to serve people in need. It is about providing access to information for management to make the timely and informed decisions that teams need to deliver effective projects. It is about providing confidence to corporate and our partners that risks are managed well, and liabilities are minimized so that teams are empowered through greater responsibilities. It is about passing on expert knowledge and experience to our national counterparts as part of our state building commitments. Most importantly, it is about delivering truly sustainable solutions for the most important people in our work, the beneficiaries.”