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Project Management Methodologies

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Research Article This paper will examine how to achieve
program success through an Integrated
Project Management Strategic Project Management Framework
Methodologies (ISPMF), see the comprehensive model
(Exhibit 1). The ISPMF enhances the
𝐌𝐢𝐚 𝐋𝐚𝐯𝐚𝐧𝐚𝟏 strategic planning process to leverage the
𝑆𝑐ℎ𝑜𝑜𝑙 𝑜𝑓 𝐵𝑢𝑠𝑖𝑛𝑒𝑠𝑠 𝐴𝑑𝑚𝑖𝑛𝑖𝑠𝑡𝑟𝑎𝑡𝑖𝑜𝑛, 𝑈𝑛𝑖𝑣𝑒𝑟𝑠𝑖𝑡𝑦
project management to form a strategic
𝑜𝑓 𝐶𝑎𝑙𝑖𝑓𝑜𝑟𝑛𝑖𝑎 − 𝑅𝑖𝑣𝑒𝑟𝑠𝑖𝑑𝑒, 𝐶𝐴, 𝑈𝑛𝑖𝑡𝑒𝑑 𝑆𝑡𝑎𝑡𝑒𝑠1
alignment for addressing the project’s
strategic needs and serves as a bridge for
ABSTRACT—To meet the demands of
connecting the missing link(s) while
projects and markets across the globe,
developing strategic project management
practitioners created PMI.org (Project
alignment (Giri & Lambert, 2009). In
Management Institute). With rigorous
addition to that, “Alignment of the project
standards and ongoing research, people can
earn professional certifications to meet management and business strategy is an
internal collaborative state where project
organizations’ real-world needs. Building on
activities continually support the
Project Management Framework concepts,
achievement of enterprise strategic goals”
under the Project Management Institute
(Shenhar & Dvir, 2007, p. 7).
standards, we'll be examining the Integrated
Strategic Project Management Framework
(ISPMF), evaluating business values and
benefits, key phases, and elements. Next,
based on these findings, this paper also
explores the five steps to delivering business
values, the key phases and elements of the
ISPMF. Finally, the benefits and
requirements to become a Project
Management Professional (PMP) certified by
the globally recognized PMI standards.
Keywords: business values, project management institute, project
manager

1. INTRODUCTION
As project management professionals
take on more mixed, multi-faceted, and
complex initiatives, they must carefully
consider whether a project should be
executed or not. To choose which projects
organizations should undertake, project
managers must observe key aspects of the
portfolio and project management.
Therewith, to avoid making costly mistakes,
project managers must consider the value it
will bring to the customer before
commencing the project (Phillipy, 2014).
Under the Project Management Institute
standards, the framework plays a crucial role.
Exhibit 1. ISPMF Comprehensive Model
2. BUSINESS VALUES AND BENEFITS
After researching several articles and
case studies, the term “business value” does
not have a single, universal definition;
however, in the context of implementing
business value to project management, let’s
acknowledge the following definition
according to Mark Phillipy: “Business value

Volume 1—Number 1 1
is the net benefit that will be realized by the
customer of a project, and can be measured in
either monetary or non-monetary terms”
(2014). According to A Guide to the Project
Management Body of Knowledge (PMBOK®
Guide), suggests that a project is “undertaken
to create a unique product, service, or result”
(PMI, 2013). A real-work application of how
business value works is Amazon; consumers
wanted an online marketplace, so Amazon
built a unique service accommodating their
wants and needs with an e-commerce
website. Many successful companies
establish a robust emphasis on developing
business values alongside creating customer-
value. In some cases, if a company doesn’t
establish innovative business values quickly
enough, a competitor will find ways to fill
those consumer needs. Therefore, a company
must continuously be looking for different
avenues to add value for its customers, or it
will become obsolete and go out of business
(Phillipy, 2014). In five steps, project
managers can implement and deliver
business value, as seen in exhibit 2.
Exhibit 2. Steps to Delivering Business Value
Thus, we have the following five steps for
delivering business value:
• (Step 1) Understand the Vision: The
vision identifies the project's charter,
but if not, it becomes the project
manager's responsibility to obtain
clarity. Typically, the project
manager sits down with the client and
documents the vision, similar to a
Volume 1—Number 1
business plan's mission statement.
Then, most importantly, the project
manager must deeply internalize the
vision. The project manager must
completely believe in the project's
purpose and feel that it is worthy and
deserving of the efforts (Phillipy,
2014).
• (Step 2) Be Clear About the Business
Value of the Project: This step is
turning something intangible into
something tangible. Understanding
how that vision translates into real
business value is critical. The project
manager must develop the project's
intrinsic value and understand how
the progress will be measured during
the project.
• (Step 3) Evangelize the Vision and
Business Value to the Project Team:
Simply put, preach the vision to the
project team so that they can
understand the projects' vision and
business value.
• (Step 4) Foster a Team Environment
to Effectively Deliver Value: The
project manager must create an
environment that will allow the team
to deliver efficiently. For example,
the team comprehends its
responsibilities, and the project
manager must remove any roadblocks
in their way, so that team efficiency
thrives (Phillipy, 2014).
• (Step 5) Measure the realization of
the business value: Throughout the
project, measuring progress plays an
essential aspect when estimating the
delivery of business value
completion.
In summary, the project manager's focus is on
delivering business value to increase
customer value. The most crucial task for
project managers is to ensure true business
growth.
2
3. KEY PHASES AND ELEMENTS
Within the program management
office (PMO), the project management team
developed the ISPMF. This framework
solves feasible solutions for common
hurdles, including budget forecasting,
scheduling, scoping, communicating with
stakeholders, reporting program progress,
making informed decisions, prioritizing
project portfolios, and allocating resources
within and across projects. The ISPMF plays
an important role towards managing a project
because it aims to bridge the process gap and
ensure overall program success.
The key phases and elements of using such a
framework is the combination of three main
processes:
• Project management process: This
process results in initiating, planning,
executing, monitoring, controlling,
and closing.
• Strategic planning process: the
process of formulating and
implementing decisions about an
organization's future direction. This
process results in the organization
doing the right thing by producing
goods or services for which there is a
demand or need in the external
environment (Kerzner, 2004).
• Learning & professional
development process: This process
involves continuous learning,
training, mentoring, and coaching to
improve the knowledge, skills, and
abilities of the workforce and the
program that are required to perform
the projects effectively and efficiently
(Giri & Lambert, 2009).
In summary, the ISPMF facilitates the
strategic plan’s execution process through
project management methodology and can
result in producing quality goods and
services (Giri & Lambert, 2009).
Volume 1—Number 1
4. PROJECT MANAGEMENT
PROFESSIONAL BENEFITS &
REQUIREMENTS
The Project Management Institute
(PMI) is globally recognized. It is well
respected for its certified Project
Management Professional (PMP) credentials,
which can be applied in many public and
private sectors. PMP is deemed essential for
project managers, especially those who want
to take their career to the next level. Thus the
following, requirements to become a certified
PMP, according to PMI website:
• Fulfill Eligibility Criteria: Before
applying, all applicants must meet
experience levels for PMI
certifications. Applicants will need to
provide PMI details of this experience
and/or education.
• Complete Application: Next, it's time
to apply. Applicants will fill out their
contact information, education
attained, domain experience, domain
education. Note: Once an application
opens, it will remain active for 90
days, after which it will close.
• Application Review: Once PMI
receives applications, it will verify
that applicants meet the eligibility
criteria and validate education and/or
experience credentials with PMI
standards. According to PMI,
"Typically, the application review
period will take 5–10 days, depending
on the certification. Once it’s
complete, we’ll email you to move on
to the next step." In addition, "For
each certification, a specified
percentage of applications are
randomly selected for audit. PMI
conducts application audits to
confirm the experience and/or
education documented on
certification applications. The
purpose of the audit is to enhance the
credibility of the certification
3
 program and of the certification
holders" (PMI, n.d.).
• Payment: Once payment is received,
PMI will email applicants an
eligibility number to schedule an
exam appointment. Note: available
for one year and may take the exam
three times during that year (PMI,
n.d.).
• Schedule Exam Appointment: PMI
will email applicants exam
scheduling instructions with an
eligibility code. Applicants can
schedule online or over the phone.
In summary, before taking the exam,
applicants are suggested to review the
certification handbook and exam content
outline for topics that will be covered.
Acknowledgments—The author thanks Kan
Wang, Brittney Agoncillo, and three
anonymous reviewers for their constructive
comments. The author also wants to
acknowledge the support of the University of
California, Riverside (UCR) for its research
services and database.
Kerzner, H. (2004). Advanced project
management: Best practices on
implementation.Second ed. New
York: John Wiley & Sons.
[Electronic Version].
Available: http://common.books24x7
.com/book/id_17176/book.asp
Phillipy, M. A. (2014). Delivering business
value: The most important aspect of
project management. Paper presented
at PMI® Global Congress 2014—
North America, Phoenix, AZ.
Newtown Square, PA: Project
Management Institute.
Shenhar, A., & Dvir, D. (2007). Reinventing
project management: The diamond
approach to successful growth and
innovation. Boston: Harvard
Business School Press.
Stuckenbruck, L. C. (1986). Project
management framework (an
overview of the Project Management
Body of Knowledge) Project
Management Journal, 17(3), 25–30.

REFERENCES

Certification Process. (n.d.). Retrieved from

https://www.pmi.org/certifications/cert
ification-resources/process

Durrenberger, M. R. (1996). Using modern

project management tools to build a
project team. PM Network, 10(3),
34–38.
Giri, J. & Lambert, L. (2009). Achieving
program success through an
integrated strategic project
management framework. Paper
presented at PMI® Global Congress
2009—North America, Orlando, FL.
Newtown Square, PA: Project
Management Institute.

Volume 1—Number 1 4

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