Projects vs. Operations: The Model and Framework for Product-Based Project Management.

Mature organizations get stuck to current operations, draining their competitive advantages. In unstable times, right projects are the key to success. But CEOs tend to focus on 'generating current cash flow', avoiding investment and missing the opportunities. The simple yet powerful framework was discovered and implemented, allowing the real organizations to balance and mix their project-based development with current operations, with affordable learning curve and initial resources. The idea is representing an organization as 5 (usual count) specially selected product portfolios, and allocating all the tasks to them. The tasks are categorized as 'reproduction, promotion, development' classes, and gradually grouped to products and projects to reproduce, improve, or promote specific product versions. Permanent and temporary responsibility is assigned. The process similar to P2M 'Vision--Product--Service' cycle is established. Customer expectations are set as the reason and the target for any tasks. This allows for lowering overhead for project management, fully integrating the developmental project management to a decision-making process, and decisions based on total cost of ownership allocation per any product. Subsets of Project Management, Product Management, Demand/Value management, Interaction Design, and Strategic Management were adopted and linked together to form a unified process of decision-making and value delivery through both waterfall and iterative projects. Selected guidance from IPMA ICB, PMAJ P2M, ISO 9241, and Lean was implemented. The framework is being successfully implemented in several pilot organizations to lead 'projectbased development through versioned product portfolios', under the name of 'D3' or 'Demand- Driven Design for Organizations'. [ABSTRACT FROM AUTHOR]