The Key Project Processes That Drive Project Outcomes. Copyright of Dr. E.L. Owens, Jr. April 20,

Transcription

1 The Key Project Processes That Drive Project Outcomes 1

2 Data 2

3 Sample Statistics Data 3

4 Sample Statistics Data 4

5 Sample Statistics Data 5

6 Data Sample Statistics 6

7 PMDP Project Management Description Processes 7

8 Initial Screening of PMDP s Not ranked in column < 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. Project Leadership Decision Making Resource Redistribution Quality Mgmt. SOW Project Mgmt. System Procurement Mgmt. Project Prioritization SWOT Systems Thinking Removed from Study PMO 8

9 Qualtrics Analysis 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 2 Project Deliverables Risk management plan Project plan Lesson learned Document management Project charter Stakeholder analysis Feasibility analysis Historical review

10 Qualtrics Analysis 3 Resource Alignment Resource allocation Other management reports Resource redistribution Prioritizing projects SWOT.77 4 Scope Management Scope document Project description Scope management plan Scope sign-off Statement of work.77 10

11 Qualtrics Analysis 5 Change Change control Change management.83 6 Network Insight CPM/Pert Gantt Plan variance WBS Project schedule.75 11

12 Project Success Groups Dimensions for Project Success Information Distribution Project Leadership Team Development Resource Alignment Scope Management Change Management Change Control Project Schedule Network Insight Plan Variance Professional Practicing Project Management (P 3 M) Process Deliverables Historical Review Chronbach Alpha.84 - Leadership.79 - Process.77 - Resource.77 - Scope.83 - Change.75 - Network Project Charter 12

13 Project success 13

14 Project Success Three things that control project success The Project Definition Scope Strategic Intent The Project Manager Capabilities The Project Process Matched Rigor KISS vs. Mastering Complexity Validity/Credibility System Thinking 14

15 Leadership vs. Process Herzberg - Motivation Referent Power Project Leadership Perception Management Met Stakeholders Expectations? Resource Alignment Leadership Outcome People Change Management Legitimate Power Managing Change Dimensions of Success Anton de Wit Successful Project P 3 M Fiduciary Role Expert Power Change Control Network Insight Process Outcome Process Process Deliverables Competency Management Process Effectiveness Herzberg - Hygiene 15

16 Project Outcomes Leadership vs. Process Consistently show positive results. I must be creative in proposing new solutions. Efficiently manage internal resources and costs. Follow through on commitments. Small successes that lead to larger ones. Thorough meeting planning that leads to larger responsibility. Anticipation of issues and communication of those issues. Provide good & bad perspectives on items of concern. Exceed expectations when possible; educate when opportunities present themselves 16

17 The Project Manager Herzberg - Motivation Referent Power Project Leadership Perception Management Met Stakeholders Expectations? Resource Alignment Leadership Outcome People Change Management Legitimate Power Managing Change Dimensions of Success Anton de Wit Successful Project P 3 M Fiduciary Role Expert Power Change Control Network Insight Process Outcome Process Process Deliverables Competency Management Process Effectiveness Herzberg - Hygiene 17

18 Capabilities The Project Manager Open communication. Repetition of relevant agreements and commitments. Anticipation of questions and information needs. Attempts to clarify roles for both PM and sponsor. Honesty, Integrity, Follow-through, Completeness, Can-do attitude, Embrace change Skills demonstration in managing a wide array of projects within various functions of the company over the course of long-term employment (+20 years) The way were create trust is by building relationships with our project sponsor. We work at trying to define the problem and making sure we understand what they want before moving forward. 18

19 The Project Process Herzberg - Motivation Referent Power Project Leadership Perception Management Met Stakeholders Expectations? Resource Alignment Leadership Outcome People Change Management Legitimate Power Managing Change Dimensions of Success Anton de Wit Successful Project P 3 M Fiduciary Role Expert Power Change Control Network Insight Process Outcome Process Process Deliverables Competency Management Process Effectiveness Herzberg - Hygiene 19

20 Process The Project Process I actively work to improve process through early identification of issues. I have established an interface between my department and Sales in order to produce improved operations. Monthly project status meeting, daily on issues and direct user input into sponsor team Report status weekly, Contact via phone or IM once weekly if available, IM helps with this because you can catch them quickly... When I present a problem I always include what we believe we can do to mitigate or correct the problem. I never present a problem with some options for resolution. 20

21 The Project Herzberg - Motivation Referent Power Project Leadership Perception Management Met Stakeholders Expectations? Resource Alignment Leadership Outcome People Change Management Legitimate Power Managing Change Dimensions of Success Anton de Wit Successful Project P 3 M Fiduciary Role Expert Power Change Control Network Insight Process Outcome Process Process Deliverables Competency Management Process Effectiveness Herzberg - Hygiene 21

22 Strategic Intent The Project As a PM for a small company in the construction industry my duties are substantially different from the PMI standards. In my role, establishing & maintaining a professional relationship with open communication lines is essential to earn trust. Being real with the project issues, timeline, budget, and quality. Offering "what can we do" solutions. Keeping the ball moving forward, showing progress. Having the courage to put the brakes on when the risk is too great. Regular communication, reporting...honesty 22

23 Synthesis 23

24 Ranking of PMDP s PM Coordinator Project Plan 93.6 Project Schedule 91.5 Scope Document 88.9 Information Distribution 84.5 Project Charter 83.8 Project Leadership 83.4 Team Management 82.1 Scope Management Plan 81.6 PM Level 1 - includes above Project Description 79.8 Scope Sign-off 78.3 Risk Management Plan 78.0 Document Management 77.4 Gantt Chart 77.4 Stakeholder Analysis 75.5 WBS 73.7 Power and Influence 72.7 PM Level 2 - includes above Lesson Learned 71.5 Change Management Process 70.2 Plan Variance Analysis 70.1 Problem Definition 69.1 Change Control Process 69.0 Other Mgmt Reports 67.1 Decision Making Process 66.7 Feasibility Analysis 63.1 PM Level 3 - includes above Statement of Work 62.2 Resource Allocation 62.1 CPM/PERT Scheduling 60.3 Historical Review 55.4 Team Development 54.5 SWOT 48.7 Resource Redistribution 41.0 Project Prioritization

25 Strategic to Project PMI Project Phases PMBOK 5 th ed. Framing Scheduling/Risk Team Management Controlling P 3 M Effort Learning Process Group Initiating 4.1 Project Charter 13.1 Identify Stakeholders Process Group Executing 9.3 Develop Teams 9.4 Manage Project Team 10.2 Manage communications Process Group Closing Process Group Planning 4.2 Develop Project Mgmt Plan 5.1 Scope Management 5.3 Define Scope 5.4 WBS 6.1 Plan Schedule Mgmt 6.6 Develop Schedule 11.1 Plan Risk Mgmt Process Group Monitoring and Controlling 5.5 Validate Scope 10.3 Control Communications PM Coordinator Project Plan 93.6 Project Schedule 91.5 Scope Document 88.9 Information Distribution 84.5 Project Charter 83.8 Project Leadership 83.4 Team Management 82.1 Scope Management Plan 81.6 PM Level 1 - includes above Project Description 79.8 Scope Sign-off 78.3 Risk Management Plan 78.0 Document Management 77.4 Gantt Chart 77.4 Stakeholder Analysis 75.5 WBS 73.7 Power and Influence

26 Chronbach Alpha.84 - Leadership.79 - Process.77 - Resource.77 - Scope.83 - Change.75 - Network Environment History Inputs Resource Risk management plan Project plan Lesson learned Document management Project charter Stakeholder analysis Feasibility analysis Historical review Scope Management Scope document Project description Scope management plan Scope sign-off Statement of work Strategic Choice Project System View Work Network Insight CPM/Pert Gantt Plan variance WBS Project schedule Congruence Model Informal Organization Team Leadership and Development Power and influence Project leadership Team management Team development Information distribution Problem definition Decision-making process People Resource Alignment Resource allocation Other management reports Resource redistribution Prioritizing projects SWOT Formal Organization Change Change control Change management Outputs (Nadler, 1999) PM Coordinator Project Plan 93.6 Project Schedule 91.5 Scope Document 88.9 Information Distribution 84.5 Project Charter 83.8 Project Leadership 83.4 Team Management 82.1 Scope Management Plan 81.6 PM Level 1 - includes above Project Description 79.8 Scope Sign-off 78.3 Risk Management Plan 78.0 Document Management 77.4 Gantt Chart 77.4 Stakeholder Desired Analysis 75.5 WBS 73.7 Power and Influence 72.7 Outcomes Systems Process Capabilities 26