=Paper=
{{Paper
|id=Vol-1684/paper14
|storemode=property
|title=Pattern Repository for Support of Project Management Capabilities
|pdfUrl=https://ceur-ws.org/Vol-1684/paper14.pdf
|volume=Vol-1684
|authors=Solvita Berzisa
|dblpUrl=https://dblp.org/rec/conf/bir/Berzisa16
}}
==Pattern Repository for Support of Project Management Capabilities==
https://ceur-ws.org/Vol-1684/paper14.pdf
Pattern Repository for Support of Project Management
Capabilities
Solvita Berzisa
Information Technology Institute, Riga Technical University, Kalku 1, Riga, Latvia
solvita.berzisa@rtu.lv
Abstract. Project management (PM) capabilities define organizational abilities
of delivering predictable project results in a changing environment. For evalua-
tion and continuous improvement of the organizational PM capabilities, a PM
maturity model is used. This model is a tool to benchmark existing PM process-
es against best practices and to identify the most suitable practices for imple-
mentation in an organization. Patterns are used for collection of the best prac-
tices and reusable solutions. The patterns are stored in the pattern repository,
which allows not only identify the best practice for the implementation of PM
maturity model but also supports proactive adaptation of PM processes accord-
ing to changes in organization’s or project’s environment. This paper introduces
the pattern repository as a support tool to enhance the PM capabilities. Design
of the repository and integration with PM information system are presented as
well as a usage example is provided.
Keywords: Pattern repository, Project management capability, Project man-
agement information system, Knowledge transfer
1 Introduction
Project management (PM) is a complex process of applying right knowledge, skills,
methods, techniques and tools to project activities to meet project requirements [1].
One of the key success criteria is using of right things in appropriate project situa-
tions. Successful PM and success of projects depend on the project manager’s compe-
tencies [2], personal capabilities, organizational PM capabilities [3] and other internal
and external factors [4], [5]. Focus of this paper is the organizational PM capabilities
as one of these factors and their support, evaluation and improvement in particular.
Organizational PM is understood as framework used to align project, program and
portfolio management practices with organizational strategy and objectives, and cus-
tomizing or fitting these practices within organization’s context, situation, or structure
[6]. The organizational PM capabilities represents collection of people, process, and
technology that enables an organization to deliver organizational PM [3]. Quality and
effectiveness of the organizational PM capabilities is evaluated with PM maturity
models (PMMM) [1]. PMMM is a formal tool used to assess, measure and compare
organization’s own practices against best practices with the intention to map out a
structured path to improvement [7], [8].
One of the solutions for collecting and sharing the best practices is the pattern re-
pository. The patterns can thus represent reusable solutions in terms of business pro-
cess, services, resources, roles and supporting IT components for delivering a specific
type of capability in a given context [9]. In the case of the organizational PM capabili-
ties, the pattern repository contains standardized PM processes and recommended
solutions for different organizational PM and project context situations. Patterns also
help to integrate business and PM processes, and IT components (e.g. PM information
systems (PMIS) and other organization management information) [10]. This integra-
tion allows proactive adaption of PM processes according to changes in project con-
text situation.
PMMM are also typically used reactively and not proactively [11], [8]. Application
of the pattern repository enables for proactive usage of PMMM and ensures PM pro-
cess adaption during project execution with target to improve the organizational PM
capabilities. This paper aims to introduce the pattern repository as a support tool to
enhance the PM capabilities. The main contribution of this work is adaptation of the
pattern repository for design of the organizational PM capabilities and increasing
capability maturity. Data items constituting a PM pattern template and application
scenarios of PM pattern have been identified.
Application of the PM pattern repository and the capability modelling helps to un-
derstand interrelation and complexity of organizational PM processes, and easier
choosing and adaptation of the best practices to the organizational PM and project
context situation. The PM patterns supports suitable best practices or solutions for
process standardization to reduce its complexity and increase possibility to use right
things in appropriate situation. All these modelling and standardization activities
summarize to goal of the PM capabilities - deliver predictable project results in a
changing environment.
The rest of the paper is structured as follows: Research methodology used in this
paper is shortly explained in Section 2. Section 3 describes theoretical background of
this research. The PM pattern repository design and application scenarios are present-
ed in Section 4. An application example of the PM pattern repository is described in
Section 5. Conclusion and future work are presented at the end of the paper.
2 Research Methodology
Research methodology used for design of the PM pattern repository is based on prin-
ciples of the design science research [12] and consists of the following three steps
(Fig.1):
1. Awareness of the problem of PM capability modelling and complexity of the PM
capability improvement process, and identification of key functional requirement
that need to be supported by the PM pattern repository. The problem analysis is
based on PM capability, maturity models and capability modelling literature re-
view. The result of this step is the list of key requirements to the PM pattern re-
pository;
2. Design of the PM pattern repository according to the identified requirements and
already existing solutions of the capability patterns. The result of this step is arte-
fact “PM pattern repository” including the PM pattern template and application
scenarios;
3. Evaluation of the PM pattern repository will be done empirically based on the PM
pattern usage in case studies with different application scenarios. Completeness of
the PM pattern template and algorithms used in the scenarios are evaluated during
this step. Benefit of the PM pattern repository usage will be evaluated. This paper
includes only initial evaluation of the PM pattern repository using one example and
full evaluation is subject of further research.
Requirements PM pattern
repository
Awareness of
Design Evaluation
problem
Literature
Fig. 1. Overview of research methodology
3 Background
Different types of capabilities are defined in PM literature – project delivery capabili-
ties, personal capabilities and performing organizational capabilities. The PM capabil-
ities also belong to organizational capabilities often evaluated during tenders and
outsourcing together with technical capabilities [1]. As mentioned before the organi-
zational PM capabilities includes people, processes and technologies [3]. This paper
focuses on process (Section 3.1.) and technology (Section 3.2.) aspects. Effective PM
also requires right people with right skills [3] and finding these people is one of or-
ganizational challenges. However, the people aspect of the organizational PM capa-
bilities is out of this paper’s scope.
An organization needs to know what specific PM practices, knowledge, skills,
tools and techniques are necessary for it to successfully achieve the organization
strategy and effective PM [3]. So it is necessary to identify current organizational PM
capabilities, required improvements and establish a roadmap to implement these im-
provement [3]. Different PMMM can be used for this task (Section 3.3.). One of the
options to formalize and evaluate the organizational PM capabilities is to perform a
capability modelling (Section 3.4).
3.1 Project Management Processes
Processes in project-oriented organizations are divided in three groups: PM, product
related and support processes [13]. The PM capability focuses on PM processes but
processes from all three process groups overlap and interact throughout the project
life cycle and should not be ignored. For example, ISO/IEC 12207 [14] standard of
the software life cycle definition includes process description from all groups and ISO
9001 [15] also reviews and evaluates all three process groups.
General project PM processes are integration, stakeholder, scope, resource, time,
cost, risk, quality, procurement and communication processes [13], [1]. The organiza-
tional PM capability requires that all of these general processes are supported but pro-
cess implementation in each organization can differ. From the organizational PM capa-
bility perspective, processes belonging to the organization program and portfolio man-
agement level also need to be reviewed. The general program management processes
are program communications, financial, integration, procurement, quality, resource,
risk, schedule and scope management [16]. The general project portfolio management
processes are portfolio strategic, governance, performance, communication and risk
management [17].
3.2 Project Management Information Systems
The third element of the PM capabilities is technologies available to the organization.
PMIS in many cases is one of IT components with a wide range of functions directly
supporting PM. It is a standardized set of automated tools and techniques used in PM
for planning, execution, management and closing of the project, as well as for collect-
ing, combining and distributing project information [1].
From the PM capabilities view PMIS support implementation of PM processes and
necessary measurements of PM performance and project context situations. Imple-
mentation of PM processes is ensured by configuration on PMIS according to defined
requirements [18].
3.3 Project Management Maturity Model
PMMM is used to evaluate current PM capabilities and identify opportunities for
continuous improvements of the PM capabilities (see Fig.2 for the process overview)
[3]. Various PMMM has been developed. Some examples are:
Organization project management maturity model (OPM3) [3] has been developed
by PMI and supports implementation of the best practices defined in PMBOK [1],
program management standard [16] and portfolio management standard [17];
Capability maturity model integration (CMMI) [19].
The most part of the best practices defined in PMMM proposes organizational pro-
cess changes that also includes people and technology aspects of the PM capability.
Basic stages of the process capability improvement are standardize, measure, control
and improve [3] with target to grove in terms of PM maturity (for example CMMI
levels – initial, managed, defined, qualitatively managed and optimizing) and im-
prove organization value realization. Implementation of the best practices is tightly
related to realization of organization’s strategy and increase of business value deliv-
ered by the organizational PM capability [8].
Current PM New PM
capabilities capabilities
Identify the best practices
Analysis of
and integrate with PM
organization
capabilities
Best practices
Fig. 2. Improvements identification process of organizational PM capability
3.4 Capability Modelling
The capabilities are modelled using concepts defined in the capability meta-model
[20] (simplified view to main concepts given in Fig. 3). From the capability modelling
perspective capability is the ability and capacity that enable an enterprise to achieve a
business goal in a certain context [20]. Every capability has goals and achievement of
these goals is measured by indicators or KPI. The context (context set, context ele-
ment range, context element, context element value) defines circumstance affecting
capability delivery and also defines context situations in which the capability being
able to deliver. The capability delivery is supported by a process. The process variants
can be constructed for dealing with specific capability delivery context situations.
Patterns are used to support capability design. The patterns provide reusable solutions
for capability delivery. They are also characterized by their context, which defines
situation when this pattern is applicable.
class Capability metamodel
ContextElement ContextElementRange Indicator KPI
1 1..*
1..* * 1..*
1
has value consists of influences requires
1..* 1 * 1..*
requires requires
Context Element ContextSet Capability Goal
Value 1 0..1 * 1
1 1 0..1 0..1 1..*
1..*
motivates
consists of has requires supported by requires
1..* 1..*
1 0..1
* 1
Context Situation Pattern ProcessVariant Process
1..* 1 1..* 1
Fig. 3. Main concepts of capability modelling
The organizational PM capability consists of many interrelated sub-capabilities
what makes its modelling more difficult. Organization of PM sub-capabilities models
depends of organization. For example, project integration, scope, time and cost man-
agement can be modelled as one PM sub-capability or four separate. Communication
and risk management sub-capabilities can be modelled as one for all levels (project,
program and portfolio) or for each level separately. Summary of the main capability
modelling concepts is given in Table 1.
Table 1. Main capability modelling concepts of organizational PM capabilities
Concept PM capability description
Capability Consists of different interrelated sub-capabilities: integration,
stakeholder, scope, resource (team management), time (sched-
ule), cost (financial), risk, quality, procurement, communica-
tion, strategic, governance, performance, etc.
Goal Increased customer satisfaction, alignment of strategy and exe-
cution, increased productivity, competitive advantage, effective
operations, improved cost control, improved market competi-
tiveness, predictable delivery performance, improved commu-
nications and efficient decision making [6]
Context Related to domain, structure of organization, culture, technolo-
gies, human resources and other characteristics
Process PM processes (Section 3.1)
Pattern PM practices, PMMM best practices (Section 3.3)
4 PM Pattern Repository
The PM pattern repository should collect the PM best practices and solutions (pro-
cesses) that have been used for supporting the PM capabilities. To support this func-
tionality following requirement to the PM pattern repository are identified based on
the background literature review summarized in Section 3:
1. The PM pattern repository needs to contain solutions for different general project,
program and portfolio management process improvements and also solutions for
various project cases. One source of the patterns is PMMM and PM related stand-
ards;
2. The PM pattern description needs to contain:
(a) basic information about pattern – name, problem and solution;
(b) information about context situation in which solution can be used;
(c) classification possibilities of the PM patterns according to PM processes, sub-
processes and activities that help to identify related patterns;
(d) information about process improvement stage for which pattern is used. This
information is need to support sequential PM process capability improvement
because stages cannot be skipped;
(e) information benefit and costs of pattern implementation that can be used for se-
lection and evaluation of solution for implement;
(f) information about source of solution or best practice;
3. The PM pattern solution description needs to be standardized and machine reada-
ble to support easy integration to capability process and reuse in set up of PMIS.
The patterns are described according to a pattern template. For the capability de-
sign purposes (Fig. 3), the pattern template includes pattern name, problem, context,
solution, keywords, usage guidelines and adjustment algorithm [9]. The PM pattern
template inherits most of the data items from the aforementioned pattern template and
some additional data items for the PM pattern repository are needed:
The process capability improvement stage (standardize, measure, control and im-
prove) needs to be defined;
Information about business value or benefit and cost of the pattern implementation
that can be expressed as constant or expression. These values are taken into ac-
count when evaluating which patterns are better suited for implementing PM capa-
bility improvements;
Source of solution.
Summary of data items included the PM pattern template is given in Fig. 4 and ac-
tual descriptions of patterns according to the template are given in Section 5.
PM pattern template General data items Name
Problem
Context
Solution
Keywords
Usage guidelines
Adjustment algorithm
Specific data items Stage
Business value
Cost
Source
Fig. 4. Summary of data items in PM pattern template
The patterns from the PM pattern repository can be used within different scenarios:
1. New PM capability design. In this scenarios following steps are performed: 1) de-
fine capability goals, concepts and process; 2) indicate process dependences on
context; 3) search appropriate patterns and 4) evaluate, chose and integrate suitable
patterns. This scenario is demonstrated in Section 5;
2. Existing PM capabilities evaluation and improvement. This scenario follows im-
provement identification process of the organizational PM capabilities (Fig. 2): 1)
according to capability goals, context, stage and other characteristics identify pat-
terns and 2) evaluate, chose and integrate suitable patterns;
3. Proactive PM process tailoring based on changes in context situations. During PM
process execution suitable patterns are identified and proposed according to con-
text situation and indicators.
During these pattern application scenarios PMIS supports implementation of pat-
tern solutions (if it is possible) and context dependent process variability and main
contribution of PMIS is collection of data for the indicator measurements.
5 Example
As an example of the PM pattern repository application the risk management sub-
capability based on general practices of project risk management is elaborated. Risk
management is one of critical and complex processes in PM because of its impact and
interrelates with the most of other processes. A summary description of the risk man-
agement sub-capability is given in Table 2. This example includes only the risk man-
agement process at the project level.
Table 2. Summary description of risk management capability
Concept Description
Capability Risk management
Goal Effective risk management
Indicators Percentage of occurred unidentified risks
Proportion of risk cost (management vs. risk cost)
Context Portfolio characteristics; Program characteristics; Project character-
istics (size, are, type, problem area, priority etc.); Stakeholders’
perspectives; Risk categories; Risk thresholds; Risk mitigation strat-
egy; Risk level in project
Process Base process of project risk management with possible cycles, re-
turn and forward steps
Risk Risk Risk Risk
identification analysis treatment monitoring
Examples of the patterns stored in the pattern repository are given in Table 3 – 7.
The patterns have been defined according to the OPM3 best practices and for demon-
stration purposes only patterns related to risk identification are presented. OPM3 de-
fine only general best practices so different reusable solutions based on a context
situation can be identified and stored according to industry experience. More than one
solution might be available for a single context situation.
The example patterns defined in Table 3 – 7 have been described according the PM
pattern template including:
General information:
─ Name;
─ Problem describes a problem or goal that proposed solution solves;
─ Keywords help to identify and classify patterns. In the case of the PM repository
they help to identify related PM processes, sub-processes and activities;
─ Context elements used in this example are:
o Project priority (possible values – normal and critical) that is used for charac-
terization for risk identification patterns in the standardize stage;
o Risk level in portfolio (possible values – high, normal, low) that is actual for
the risk identification patterns in the measure stage;
─ Solution includes a proposed process defined using the BPMN notation;
─ Usage guidelines shortly describe planned implementation of the solution;
Specific information for the PM patterns:
─ Stage of the capability process improvement that needs to be addressed with
possible values: standardize, measure, control and improve;
─ Business value is a coefficient that characterizes benefit of solution implementa-
tion to PM capability. It is based on expert assessment and is comparable be-
tween similar patterns belonging to the same stage. Similarity of patterns has
been evaluated according to the keywords;
─ Cost in this example is a coefficient (not money expression) representing cost of
solution implementation. It also is based on expert assessment;
─ Source includes a reference to the best practice from OPM3.
Table 3. Pattern 1
Data item Value
Name Pattern 1
Problem Standardize risk identification for low priority project
Context Project priority = normal
Keywords Risk management; Risk identification
Business value 0.8
Cost 0.7
Stage Standardize
Solution
Organize project
Review risk
team meeting for
checklist
risk identification
Source OPM3: Standards are established
Usage guideline Detailed activities for project risk identification
Table 4. Pattern 2
Data item Value
Name Pattern 2
Problem Standardize risk identification for critical project
Context Project priority = critical
Keywords Risk management; Risk identification
Business value 1
Cost 1
Stage Standardize
Solution
Analyze Review risk
assumptions checklist
Develop cause Organize portfolio
and effect level meeting for
diagrams risk identification
Source OPM3: Standards are established
Usage guideline Detailed activities for project risk identification
Table 5. Pattern 3
Data item Value
Name Pattern 3
Problem Standardize risk identification for critical project
Context Project priority = critical
Keywords Risk management; Risk identification
Business value 1.1
Cost 1.2
Stage Standardize
Solution
Analyze Review risk
assumptions checklist
Organize portfolio level root
cause analyze for risk
identification
Source OPM3: Standards are established
Usage guideline Detailed activities for project risk identification
Table 6. Pattern 4
Data item Value
Name Pattern 4
Problem Measure risk identification for high risk level portfolio
Context Risk level in portfolio = high
Keywords Risk management; Risk identification
Business value 0.3
Cost 0.5
Stage Measure
Solution
Compare number of identified risk
with average number of total risks in
other portfolio projects
Compare number of risk identified
with same causes as risks ocured in
other portfolio projects
Source OPM3: Measurement are established, assembled and analyzed
Usage guideline Addition activities after risk identification and documentation
Table 7. Pattern 5
Data item Values
Name Pattern 5
Problem Measure risk identification for normal and low risk level portfolio
Context Risk level in portfolio = {normal, low}
Keywords Risk management; Risk identification
Business value 0.2
Cost 0.3
Stage Measure
Solution
Compare number of identified risk
with average number of total risks in
similar projects
Source OPM3: Measurement are established, assembled and analyzed
Usage guideline Addition activities after risk identification and documentation
The patterns can be used to design context dependent variations of the risk identifi-
cation sub-process described in Table 2. The risk identification sub-process consists
of two basic activities - identify and document risks (Fig. 5.). During analysis of the
process dependences on context it has been identified that variations of this sub-
process occur due to two context elements – project priority in portfolio and risk level
of portfolio. The project priority impacts the risk identification process and the risk
level in portfolio affects measurement of the risk identification process. Process varia-
tion design has been performed in two step to achieve first two stages of the process
capability improvement – standardize and measure.
Identify risks Document risks
Fig. 5. Risk identification sub-process (initial process)
Step 1.: During the standardize stage, three patterns form the pattern repository
have been extracted (search criterion was Stage = standardize AND Keywords = risk
identification) – one for normal priority projects (Pattern 1) and two for critical pro-
jects (Pattern 2 and Pattern 3). In the case when more than one solution is available
for the context situation, the selection is made according to the business value to cost
relation or expert judgement. In this example, one should choose between Pattern 2 or
Pattern 3). Based on the business value to cost relation Pattern 2 has been selected
because its relation value is greater (Pattern 2: 1/1 = 1 and Pattern 3: 1.1/1.2 = 0.92).
Following the usage guidelines of Pattern 1 and Pattern 2, these identified patterns
replaces activity “identify risks” (Fig. 5.) with a set of more specific tasks. The risk
identification process after the standardization is shown in Fig. 6.
Pattern 1
Organize project
Review risk
Normal team meeting for Document risks
checklist
risk identification
Pattern2
Review risk
checklist
Critical Develop cause Organize portfolio
and effect level meeting for
diagrams risk identification
Analyze
Context:
Project priority assumptions
Fig. 6. Risk identification sub-process after Step 1
Step 2.: The measure stage adds performance measurements and analyze activities
of the risk identification process. Two patterns have been extracted from the pattern
repository at this stage (search criterion was Stage = measure AND Keywords = risk
identification). One of the retrieved patterns is for high (Pattern 4) and another is for
low risk level (Pattern 5) in portfolio. According to the usage guidelines, the identi-
fied solution processes are added after activity “document risks” (Fig. 6.). The risk
identification process after adding the measurement activities is shown in Fig. 7.
The result after these two steps is a risk identification process in the second stage
of process capability improvement. A part of this process implementation is possible
to set up in PMIS that can also support process adjustment according to changes in
context situation.
The illustrative example shows that the proposed PM pattern repository supports
the defined requirements. One of the first conclusions is that correct keywords usage
in the pattern description and search are important for effective usage of the PM pat-
tern repository.
Organize project
Review risk
Normal team meeting for
checklist
risk identification
Document risks
Review risk
checklist
Critical Develop cause Organize portfolio
and effect level meeting for
diagrams risk identification
Analyze
Context:
Project priority assumptions
Pattern 5
Compare number of identified risk
Low with average number of total risks in
similar projects
Pattern 4
Compare number of identified risk
with average number of total risks in
High other portfolio projects
Compare number of risk identified
Context: with same causes as risks occured in
Portfolio risk
other portfolio projects
level
Fig. 7. Risk identification sub-process after Step 2
6 Conclusions and Future Work
This paper introduces possibilities of applying PM patterns from the PM pattern re-
pository for design and improvement of the PM capabilities. Design of the PM pattern
repository ensures collection of PM practices and reusable solutions.
Structured PM capability design using PMMM and the pattern repository helps to
manage complexity of the PM domain. For example, that allows to set up PMIS ac-
cording to the defined PM capabilities and development of context adaptive PMIS
that will ensure automatization of PM processes and context dependent decision. Us-
age of the PM patterns helps to identify better solutions for different multi-contextual
situations. Iterative process improvement by adding the patterns to PM processes step
by step makes the process capability improvement easier to understand and manage.
PM process capability improvement ensures more standardized processes that de-
crease overall complexity of PM and makes them more manageable and predictable.
Problems related to the PM pattern repository design are: 1) collection of best prac-
tices and reusable solutions because PMMM gives general guidelines but context
situation related solutions need to be identified from industry case studies; 2) evalua-
tion of the pattern quality, 3) formalization of pattern business value and cost evalua-
tion because currently it based on expert assessment.
Future work includes creation of the comprehensive PM pattern repository accord-
ing to PMMM (e.g. OPM3) best practices, detailed analysis of proactive usage of
PMMM based on possibilities of the pattern repository and modelling of different PM
sub-capabilities. Case studies of the organization PM capabilities and the pattern re-
pository usage also will be performed. That will ensure empirical evaluation of the
PM pattern repository according to the research methodology described in Section 2.
Acknowledgement. Support for this work was provided by the Riga Technical Uni-
versity through the Scientific Research Project Competition for Young Researchers
No. ZP-2016/24.
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