What Is POME??
Gautam Koppala VT being the author of POME artcles ( Project Operations Management Exposed ) explains as below about his POME Volumes, which comprises of articles on different aspects of Projects.
“ Among project managers in the Europe, Prince2, Project Management methodology, particularly in the financial industry, is the standard., the PMP also is the most respected credential in USA of It seems as though there are five major players in the project management methodology arena; PMI, Prince2, Microsoft’s Solution Framework (MSF), Siemens( PMA+) and IBM’s Rational Unified Process (RUP) are the heavyweights and although they are interwoven of each exist, we could use these as a baseline for comparison but make a stern position on reinforcing the concepts, which POME Provides.
I think it is important to consider that unless you are working at the organization that gave birth to the methodology, no organization will find one of these methodologies to be “plug and play”. If you are working at IBM you will in fact follow RUP from start to finish - but there is only one IBM. If you work at Microsoft, the MSF will be your Bible. I have found that each has unique tools to offer and personally like to make a mash up of them all on more complex projects.
IBM’s Rational Unifed Process (RUP) was designed specifically for software projects, RUP was designed with iterations as specified by what was first called Rational Software and later became part of IBM. The Rational Unified Process is still very well respected and useful within software engineering. Within RUP’s Construction phase, you will find iterations. This is because it is designed for an organization that utilizes such as an Agile, Spiral, or Fountain development lifecycle.
The Microsoft Solution Framework originated from Microsoft’s own Best Practices, aimed to help Microsoft Project Managers and developers work with Microsoft tools and projects. It was designed with software in mind, and contains specific entities that are traceable throughout the lifecycle of a project. With the MSF, the software development lifecycle is closely mapped to the project management methodology. They don’t have project phases. They have project tracks. Its an important distinction, indicative of the MSF philosophy, and appealing to me. Still, for simplicity’s sake, let’s call them Phases for now.
PMI’s methodology states very early in their master text, called The Project Management Book of Knowledge that the processes detailed within the book are not a methodology in and of themselves. Rather, PMI is not a methodology. It is just a toolkit and a framework for executing projects and covers everything from various stags in the project. It lays out a tremendous amount of tools, processes, and sub processes, but it was designed to be customized.
The Prince2 project management methodology found root in the United Kingdom’s standards for IT development and has spread throughout Europe to become the most popular project management methodology among IT professionals. Prince2 is very focused on Project Cases and Project Analysis. It may be partly because it arose from a government standard, but Prince2 enjoys particular popularity within the financial industry. Oddly enough, Prince2 has been deemed a good PM Approach towards MSF projects. I read this. I kind of get it, but not really.
Siemens PMA+ evolves around building and industrial sector Projects, emphasizing on the detailed documentation and process orientation biased. It would be wholesome in various construction Projects, rather than the research Projects.
So I identified few major PM methodologies that been obsolete/ prevalent, but not limited:
· RUP
· PMI
· Prince2
· MSF
· PMA+
But the POME (PROJECT OPERATIONS MANAGEMENT-----EXPOSED), which am illustrated/ illustrating would be the vital basic concepts oriented and the tunneling through the Process orientations in the Projects and its pertinent Operations.
After going through the POME, it would be very agile to adopt any of the above methodologies or the others, as your base becomes resurfaced and knows what the entire real environment requires and demands. It is of holy pragmatically approach. Believe me, after you study this Book, you would be more confident and would know from minute to macro level of any project, I made this book for Projects Operations Team, who are working unknowingly. I like to make that unknowing process, which we been using in our daily life in to a streamlined and acquainted process. I made research for this book, since six years for future Project Leaders.
The purpose of this POME is to help both our project leaders, and new employees who will be managing projects to start and implement a successful project. This Project Management Users Manual will act as a roadmap to accomplish this goal.
Projects are committed to deliver its on time, within the budgeted cost and meeting or exceeding customer expectations with in the guidelines. It is essential that there be a consistent approach to doing projects, a standard set of tools and templates in documenting what is done, guidelines in the use of these tools, and a control process to support the Project Management Team in meeting its objectives. The purpose of this articles is to document this process.
Highlights of my background include Supply chain, Commercial with a magnificent experience in Project and Operations management, technically oriented towards Automation and Security Systems in Industrial and Building sectors.
My success in the past has stemmed from my strong commitment and sense of professionalism. I keep high standards for my work and am known for my persistent nature and ability to follow through.
If this book facilitates you in getting adjusted and grow in this domain. I would feel really successful.
It is incredible that most organizations do not understand their fully absorbed costs and profits by customers and Clients. Most are stuck in the paradigm of products, projects and gross margins. Overheads, indirect trading, compliances, legal matters, intellectual property and other factors are not understood and neither are the true drivers of cost and revenue. Activities (direct and indirect) should be the focal point of Projects and Operations decisions. They drive costs, incur revenue and are consumed by the objects (projects/products/services) that are offered to customers. Organizations which understand this and use it to their advantage will have tremendous advantage over those who do not....
This Book, based upon the above theism, is the outcome of my observations of countless dealers, vendors, projects, colleagues, We found that the Project stake holders have little or no time in invest in the Basic concepts of the Projects and Operations, and there, it goes wrong.
Some people are too process oriented, lacking the basics. The Process in the Organization is for the outcomes of the Deliverables and for transparency, but not for the excuses.
Hence, the thoughts given in this book are likely to capture your imagination and might propel you to something to manage your Projects and Operations in a more effective manner, and make you as a mentor for your team.
“A Blind Man will not thank you for a looking glass.”
I remember my young colleague that I met after four Years in an Operations Convocation; He was telling me how impossible it was going to be succeeding his Boss in managing the Projects. I tried to tell him that success did not mean matching What his Boss had done, but it means to learn from his strengths and start building on the accomplishments, but still he start shaking his head saying:
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