Working of EPM within the model
The replica of the enterprise functions provides the foundation for implementing a rigorous move to selecting projects that have both strategic and operational fit to provide the most benefits for the organisation and its stakeholders. From the top down, the model works from all- purpose, organisational guidance to project-specific implementation. The nodes are connected in some way to ensure consistency of purpose and predictable outcomes. The ensuing outcome for the organisation is that every project makes a positive contribution to the enterprise in support of the mission. Some items that must be incorporated in the policies and procedures are the following.
Project selection: Each project selected must meet criteria that confidently point out a contribution to the success of the organisation and that each project must be within the scope of the organisation's objectives and goals. Projects must be accepted and implemented for specific reasons such as R&D, building a product or service for sale, creating a product for a client, and initiating organisational change. Choice of a project that does not directly contribute to organisational success is a consumption of resources that detracts from the business.
Project planning: Every project needs some point of planning to set up goals that are to be met, to design a roadmap for the implementation of the project, to establish controls over the project's implementation, and to design the means for finishing the project. Huge projects necessitate more planning to describe the work and visualise the overall concept of operation. Small projects, on the other side, require considerably adequate planning.
Project termination: Projects are frequently selected and become unsuccessful in the early stages. These projects do not provide evidence to be beneficial to the organisation. Other projects advance with some difficulty or little difficulty. It is vital in EPM to know about when a project has the potential to deliver the promised benefits or whether there should be early termination. Pre mature termination and harvesting of the work that has been completed may be the most excellent solution for projects that cannot deliver all the promised benefits. Projects that are victorious also need to have a plan for termination following the products and services are delivered to the client. The termination of successful projects is basically closing out all activities in an orderly manner.
Project controls: A source for measuring the progress of projects not in favour of the plan must be in place. Project growth requires information from the project plan (the roadmap) and points inside the project to obtain information that objectively shows the forward movement. The system that collects the appropriate information from the right points within the project will give the best indication of the project's rate of accomplishment. It should be observed that "project status" is a snapshot of where the project is at a given time whereas "project progress" is the disparity between the plan and the actual work accomplishment.