Dimensions for Project Success Enabled by the Sponsor / P 3 M Relationship

Transcription

1 Dimensions for Project Success Enabled by the Sponsor / P 3 M Relationship

2 Agenda Literature Review Resource Method Transformational Role between Sponsor and P 3 M Standards Dimensions Implications

3 Resource Method Grounded Study Initial Study Qualtrics Survey Likert Analysis Cronbach Alpha

4 Autonomy Authority Control Costing In Service Trust Voice of the PM Literature Review

5 Ownership Process Control System Interface Sponsor Role

6 P 3 M Role Authority Competencies Negotiation Scheduling Leading Reporting Ownership Intrepreneuer

7 Transformational Role between Sponsor and P 3 M

8 Standards PMBOK th Ed. Impacts Dialectical vs. Polemic

9 Withdrawn PMDP Earned Value Contract Management Procurement Management Project Systems Analysis Quality Analysis

10 Withdrawn PMDP s < 25 percent > 70 Percent >60 Percent >50 Percent >25 Percent < 25 percent Project Charter Stakeholder Analysis Project Feasibility Resource Allocation Earned Value Scope Document Project Description Historical Review PERT/CPM SPI/CPI Other Mgmt Reports Scope Mgmt Plan Power/ Influence Team Development Project Audit Project Plan Scope Verification Risk Mgmt Plan Change Mgmt RACI/RASIC Team Mgmt Gantt Chart Problem Definition Make vs. Buy Resource Leveling Information Distribution Document Process Actual vs. Plan Progress Payment Project Schedule WBS Lessons Learned Control Mgmt Decision Making Resource Redistribution Quality Mgmt SOW Project Mgmt System Procurement Mgmt Project Prioritization SWOT Systems Thinking PMO Socio-Cultural

11 Dimensions

12 Dimensions Dimension # Title and Items Cronbach Alpha 1 Team Leadership and Development Power and influence Project leadership Team management Team development Information distribution Problem definition Decision-making process.84 It is necessary for the project leader to convince the sponsor and project team that he or she has control of the processes and project deliverables.

13 Dimensions Dimension # Title and Items Cronbach Alpha 2 Project Deliverables Risk management plan Project plan Lesson learned Document management Project charter Stakeholder analysis Feasibility analysis Historical review.79 The sponsor and project manager must define what procedures and reports will be appropriate for the project.

14 Dimensions Dimension # Title and Items Cronbach Alpha 3 Resource Alignment Resource allocation Other management reports Resource redistribution Prioritizing projects SWOT.77 Understanding the underlining resource issues is essential for the project manager who enters into a contract with the sponsor in order to understand the strength, weaknesses, threats, and opportunities of resource analysis.

15 Dimensions Dimension # Title and Items Cronbach Alpha 4 Scope Management Scope document Project description Scope management plan Scope sign-off Statement of work.77 Understanding the key elements that inform the project s purpose or opportunity will allow the project manager more insight into stakeholders wants, organizational issues, approaches to project execution, and preliminary project requirements.

16 Dimensions Dimension # Title and Items Cronbach Alpha 5 Change Change control Change management.83 Change control is not, however, change management, which consists of the stages of acceptance predicated on a change. For a project to move smoothly, the sponsor and project managers must understand that people do not come to a project with the same agendas and needs.

17 Dimensions

18 Dimensions Dimension # Title and Items Cronbach Alpha 6 Network Insight CPM/Pert Gantt Plan variance WBS Project schedule.75 Many projects appear to be managed well, yet still come in over budget, time, and scope. Creating a usable WBS requires knowledge of the underlining process being managed by a project

19 Implications Not all PMDPs seen relevant by practitioners Strong relationship needed between Sponsor and P 3 M Follow on studies Process vs. project outcomes P 3 M Domestic vs. International