Organizational Methodology and Development Approach Tailoring

PMBOK v8 Definition

Organizations can provide methodologies and development approaches as starting points for projects requiring oversight. These guides support repeatable processes, consistent capability measurement, and continuous improvement. Tailoring for the organization involves adding, removing, and reconfiguring elements of the approach to make it more suitable for the individual organization, while ensuring alignment with established process governance and policy.

Why It Matters for the Exam

This concept appears frequently in PMI exam questions about tailoring, governance alignment, and organizational process assets. Questions test your understanding that methodologies are starting points—not rigid mandates—and that tailoring must consider organizational structure, culture, capability, and the program/portfolio context. Expect situational questions where you must select the appropriate tailoring action based on organizational variables.

Key Points to Remember (for the exam)

• Core Principle: Methodologies and development approaches are starting points, not fixed requirements—tailoring makes them suitable for the organization
• Tailoring Actions: Adding, removing, and reconfiguring elements of the approach
• Governance Constraint: Tailoring must be aligned to organizational policy when process governance exists
• Organizational Context: Tailoring must consider the program and/or portfolio within which the project operates
• Organizational Variables Influencing Approach: Organizational structure, culture, capability, project team size, and location
• Structure Impact: Fixed functional structures → predictive approach; network-oriented structures → adaptive or hybrid approaches
• Culture Impact: Managing/directing culture → predictive approach; uncertainty-embracing culture → adaptive approach

Typical PMI Exam Example

A project manager is assigned to a project within a large organization that has established process governance and a fixed functional structure. The organization provides a standard predictive methodology as a starting point. The project team determines that certain governance procedures are excessive for their small, co-located team. What should the project manager do?

Correct answer: Tailor the methodology by removing unnecessary governance elements while ensuring alignment with organizational policy and governance requirements.

PMI Exam Traps

• Trap: Thinking methodologies are mandatory and cannot be changed

  • Reality: Methodologies are starting points; tailoring is expected and encouraged

• Trap: Confusing organizational tailoring with project-level tailoring

  • Reality: Organizational tailoring involves adding/removing/reconfiguring for the organization; project tailoring further adapts for specific project needs

• Trap: Assuming all organizations should use the same development approach

  • Reality: Organizational structure, culture, and capability determine which approach fits best

• Trap: Ignoring governance when tailoring

  • Reality: Tailoring must always be aligned with established organizational policy and governance artifacts

Important PMI Connections

Quick Review Questions

1. When an organization has established process governance, what must tailoring be aligned to?

2. What three actions are involved in tailoring a development approach for an organization?

3. Which organizational structure type is more inclined to select a predictive approach?

4. What organizational culture characteristic favors adaptive approaches?

5. How does project team size influence the choice of development approach?

PMBOK v8 Reference

Section 3.3 - Tailoring for the Organization (within the context of Organizational Governance and Development Approaches)