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Home > Executive Report > Case Studies
To help manage the ambitious project to simultaneously update its four standards, the Project Management Institute created a new position: the content integration analyst. Beth Ouellette was chosen to fill the role, and here she shares a first-hand account of the effort to “harmonize” the standards.
Beth Ouellette, managing director of the New Jersey-based consultancy firm The Ouellette Group, worked with David Ross and Paul Shaltry, the project manager and deputy project manager, on the first publication of the 2006 Program Management Standards and Portfolio Management Standards of The Project Management Institute. She co-led the portfolio side of the team with Claude Emond and served as a core team member for both standards. That core team recommended that any future standards updated or created simultaneously, be run with a Program Management Organizational approach, and with a key focus on integration management requirements. The standards’ update was set for 2008 and in late spring of 2006, Ouellette was asked to participate on a new team to update four key standards, PMBOK, Program, Portfolio and OPM3. It was an aggressive timeline — the typical cycle for the standard is three years, she says. But the goal was accomplished and on December 31, 2008, PMI announced the results of all that hard work: Four updated standards that, for the first time, form what Ouellette calls a cohesive, “un-siloed” approach.
Ouellette picks up the story from here:
At a core-team meeting in Denver, I presented a ‘compare and contrast’ of the current iterations of three of the four standards to the initial core team.
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