1. Management Model
for Project-driven Organizations
K V Ramesh
© 2010 K V Ramesh

2. Structure
Apex
Customers Governing Investors
Body
Business Management
Competency
Projects Resource Pool Enablers
Pool
1. Investors provide the funding/budget
2. Customers provide the projects
3. Projects contract the resources and competencies for successful execution
4. Enablers provide the support in Finance/Admin/IT…
5. Apex Governing Body defines the priorities and regulatory support

3. Staffing the Projects
Project 1 Project 2 Project 3
… Project n
CoE 1
Project Managers contract the required competencies
CoE 2
from the various
CoE 3
Centres of Excellence having the Human Resources
… for the duration of their projects
CoE n

4. Resources for the Projects
Project 1 Project 2 Project 3
… Project n
RP 1
Project Managers contract the required resources
RP 2
from the various
RP 3
Resource Pools having the Hardware Resources
… for the duration of their projects
RP n

5. Project Reviews
Project 1 Project 2 Project 3
… Project n
RC 1
Various Review Committees
RC 2
(Technical & Non-Technical) review
RC 3
the projects with competencies drafted from the
… Centres of Excellence
RC n

6. Centres of Excellence
1. The CoE are formed along the desired competencies
Technical Skills
2. Each CoE is managed by a Coach who is responsible
for ensuring the demand management and viability
Quality &
3. The Coaches develop the competencies in their CoE
Standards
4. The number of CoE is proportional to the desired
Managerial competency bandwidth of the Organization
(Projects) 5. Review Committees are also drafted through a CoE
6. Unviable CoE are candidates for outsourcing
SMEs and
Reviews 7. Outsourcing Co-ordination is a CoE that facilitates
Outsourcing by the Projects
Outsourcing 8. It is desirable to minimize the number of CoE in
Co-ordination
which one is a member

7. CoE Management
Interoperability
Reliability Portability
Competency
Scalability Reusability
Upgradeability
The CoE members should be assessed, developed, and
managed for strengthening their competencies

8. Resource Pools
1. The RPs are formed along the desired asset classes
Infrastructure
2. Each RP is managed by an Asset Manager who is
responsible for ensuring the demand management
Facilities and viability
3. The assets go through the Plan/Acquire/Use/Dispose
life cycle with periodic calibration while in Use
Standard Tools
4. The number of RPs is proportional to the desired
asset class bandwidth of the Organization
Custom Tools 5. Custom tools are built for specific projects and
charged off (may later be available in Standard tools
Contracted class)
Tools
6. Unviable RPs are candidates for contracting

9. Business Management
Apex
Customers Governing Investors
Body
Business Management
Competency
Projects Resource Pool Enablers
Pool
The heads form the think tank to the business management
The Business Management is responsible for the budget
allocations, compliance requirements on corporate governance,
and business performance

10. Build Organizational Knowledge
through timely & thorough
Post-Implementation-Audits
on the Projects
I can be reached at the.kvr@gmail.com