1.2.
5 TAILORING
Usually, project managers apply a project management methodology to their work. A methodology is a system of
practices, techniques, procedures, and rules used by those who work in a discipline. This definition makes it clear
that this guide itself is not a methodology.
This guide and The Standard for Project Management [1] are recommended references for tailoring, because these
standard documents identify the subset of the project management body of knowledge that is generally recognized as
good practice. “Good practice” does not mean that the knowledge described should always be applied uniformly to
all projects. Specific methodology recommendations are outside the scope of this guide.
Project management methodologies may be:
Developed by experts within the organization,
Purchased from vendors,
Obtained from professional associations, or
Acquired from government agencies.
The appropriate project management processes, inputs, tools, techniques, outputs, and life cycle phases should be
selected to manage a project. This selection activity is known as tailoring project management to the project. The project
manager collaborates with the project team, sponsor, organizational management, or some combination thereof, in the
tailoring. In some cases, the organization may require specific project management methodologies be used.
Tailoring is necessary because each project is unique; not every process, tool, technique, input, or output identified
in the PMBOK® Guide is required on every project. Tailoring should address the competing constraints of scope,
schedule, cost, resources, quality, and risk. The importance of each constraint is different for each project, and the
project manager tailors the approach for managing these constraints based on the project environment, organizational
culture, stakeholder needs, and other variables.
In tailoring project management, the project manager should also consider the varying levels of governance that may
be required and within which the project will operate, as well as considering the culture of the organization. In addition,
consideration of whether the customer of the project is internal or external to the organization may affect
project management tailoring decisions.
Sound project management methodologies take into account the unique nature of projects and allow tailoring,
to some extent, by the project manager. However, the tailoring that is included in the methodology may still require
additional tailoring for a given project.
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28 Part 1 -
Guide
1.2.6 PROJECT MANAGEMENT BUSINESS DOCUMENTS
The project manager needs to ensure that the project management approach captures the intent of
business documents. These documents are defined in Table 1-5. These two documents are interdependent and
iteratively developed and maintained throughout the life cycle of the project.
Table 1-5. Project Business Documents
Project Business Definition
Documents
Project business case A documented economic feasibility study used to establish the
validity of the benefits of a selected component lacking sufficient
definition and that is used as a basis for the authorization of
further project management activities.
Project benefits management plan The documented explanation defining the processes for creating,
maximizing, and sustaining the benefits provided by a project.
The project sponsor is generally accountable for the development and maintenance of the project business case
document. The project manager is responsible for providing recommendations and oversight to keep the project
business case, project management plan, project charter, and project benefits management plan success measures in
alignment with one another and with the goals and objectives of the organization.
Project managers should appropriately tailor the noted project management documents for their projects. In some
organizations, the business case and benefits management plan are maintained at the program level. Project managers
should work with the appropriate program managers to ensure the project management documents are aligned with
the program documents. Figure 1-8 illustrates the interrelationship of these critical project management business
documents and the needs assessment. Figure 1-8 shows an approximation of the life cycle of these various documents
against the project life cycle.
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29
