How do you integrate PPM maturity with other frameworks and methodologies, such as agile, lean, or PMBOK?

?? In my experience, integrating PPM maturity with other methodologies requires keen insights. ?? Integration Techniques Hybrid approaches blend Agile's responsiveness with PMBOK's structure, creating a cohesive strategy. ?? Agile's Iterative Nature Agile's flexibility enables quick adjustments, enhancing PPM's adaptability to strategic changes. ?? Lean's Efficiency Principles Lean minimizes waste and streamlines processes, optimizing resource usage within PPM. ?? PMBOK's Comprehensive Guidance PMBOK's framework and guidelines fortify PPM's structure and procedural efficiency. ?? Integrating PPM with other methodologies, when done thoughtfully, can supercharge its capabilities.

Remember a recent article mapping on PMI site between PM terminology Vs. Scaled Agile Terminology, good to see the acknowledgment which I want to reflect as an example of viewpoint from on methodology to another with respect to its own context. As a learner, recommend folks to synthesize the outcome with respect to audience. Tools we use for stakeholder management is different from implementation maturity or process maturity, where CMM seem to be well defined. In summary, recommend augmenting learning with associated tools to assist with effectiveness to enable success and also give a line of sight to target audience.

Before the first step, make sure you have executive level buy-in and that this is a funded project, with an Executive Sponsor. This means an initial project plan, schedule, and budget. The senior management team has to understand the quantified costs and benefits of integrating PPM into their business decision-making. Make sure they all know this upfront and agree to proceed. Also make sure that the costs and benefits are front and center on any PPM-related decision by the Executive Sponsor and/or senior management.

The project lead and the Executive Sponsor must decide how PPM can be integrated into the overall business processes, with the least amount of organizational change. As mentioned in this article, this integration process may take several steps. This is the planning step for deciding "how" and "when" PPM is best integrated into the company's processes and senior level decision-making. For example, if your organization already uses Business Cases in your decision-making, perhaps you determine the best fit for integration of PPM into that process, minimizing overall change.

As you implement PPM across the organization, do it with a project objective of minimizing change to the organization. Perhaps this means implementing one process/procedure at a time, into a similar process, as with the Business Case example earlier. Perhaps, this becomes a rollout across the organization with each functional area having an agreed-to schedule for learning PPM tools, processes, applications. Individuals react to and adopt changes to processes and procedures differently. Also, internal political issues trying to block adoption. As the project lead, you must work with you Executive Sponsor to effectively deal with these types of issues (which should have been anticipated and planned for in the initial project plan).

Perhaps, the organization will need to determine where PPM fits within their various functions. Should the PPM practice become part of an EPMO?