The Way of Establishment of the Organization’s Project Management Process



By Ipek Sahra Özgüler

Istanbul, Turkey



This paper delineates the way of establishment of an organization’s project management process based on a Guide to the Project Management Body of Knowledge (PMBOK). It begins by introducing the current situation of organizations in today’s changing world. The organizations have to be able to learn to be flexible, adapt quickly to the changing world and survive through achieving organizational strategy and objectives via portfolio management and project management. In order to manage portfolios and projects efficiently and effectively, the organizations should develop their own processes, their own portfolio management process. In the Project Management Institute’s view, the project management process is stated as “the process ensures the effective flow of the project throughout its life cycle. This process encompasses the tools and techniques involved in applying the skills and capabilities.” (PMBOK Guide, 2013, p.47) By developing their own project management process, the organizations take benefits as follows: Enhance the organizational ability to meet organizational strategies and objectives, obtain greater business value, provide a structural way, increase the project success rate, be the outcome significantly better, complete more projects on time and under budget, occur no surprises.

This paper focuses only on project management process. Before explaining it in detail the key terms are defined based on standards such as PMBOK, Projects In Controlled Environments version 2 (PRINCE2) and International Organization for Standardization (ISO). Next it describes the benefits and challenges of developing project management process. Finally, this paper proposes a new way for establishing of an organization’s project management process.


The world has changed rapidly and dramatically due to globalization and advances in technology in the last few years. The world! Everything in the world! To be able to adapt to rapidly change, the organizations have to change themselves in order to survive and thrive in this changing world. They must develop new products, new services and new businesses, improve their business processes, design strategies to enter in the new markets, maximize their market sharing rate, increase their margin, decrease their cost, update their internal technology or be compliant with regulations.

In order to realize these aims, the organizations should select the right works and do the right works. In addition, doing the right work is not enough, doing the right works in the right manner is necessary. The organizations achieve these as using two tools: Portfolio management and project management. The portfolio management, a tool for doing the right works, is defined in the standard for portfolio management as “the coordinated management of one or more portfolios to achieve organizational strategies and objectives.” (The Standard for Portfolio Management, 2013, p.17) The focus of the portfolio management is to assure that the right projects or programs are selected, prioritized and done. According to the standard for portfolio management, the three process groups are defined as follows: Defining, Aligning, Authorizing and Controlling. In addition, there are five knowledge areas: Portfolio Strategic Management, Portfolio Governance Management, Portfolio Performance Management, Portfolio Communication Management and Portfolio Risk Management. (The Standard for Portfolio Management, 2013)


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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 4th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2015. It is republished here with the permission of the author and conference organizers.


About the Author

pmwj34-May2015-Ozguler-IMAGE2Ipek Sahra Özgüler

Istanbul, Tukey



Ipek Sahra Özgüler
, a project portfolio manager in TAV IT PMO, has more than 10 years’ experience in various areas such as portfolio management, program management, project management, software management, business analysis. She has managed a wide-variety of projects across manufacturing, defence, FMCG (Cola Cola), telecommunication, audit (Deloitte), ICT and aviation sectors and gained broad insights.

In addition, she is a contributing writer of the book “A Day In The Life of A Project Manager” which was authored and edited by Frank Saladis and managed by Elaine Jackson in 2013. Her story explained when she decided to develop a multiprocessor project manager’s system.  She holds a master’s degree in Software Management from Middle East Technical University and a Bachelor’s Degree from Istanbul University.  Ipek is a certified project manager (PMP) and Professional Scrum Master I (PSM I). She can be contacted at [email protected].