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Copyright of Dr. E.L. Owens, Jr.April 20, 2014
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The Key Project ProcessesThat Drive Project Outcomes
Copyright of Dr. E.L. Owens, Jr.April 20, 2014
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Data
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Data• Sample Statistics
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Data• Sample Statistics
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Data• Sample Statistics
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Data• Sample Statistics
Copyright of Dr. E.L. Owens, Jr.April 20, 2014
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PMDP
Project Management Description Processes
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Initial Screening of PMDP’sNot 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
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Qualtrics AnalysisDimension # Title and Items Cronbach Alpha
1 Team Leadership and DevelopmentPower and influenceProject leadershipTeam managementTeam developmentInformation distributionProblem definitionDecision-making process
.84
2 Project DeliverablesRisk management planProject planLesson learnedDocument managementProject charterStakeholder analysisFeasibility analysisHistorical review
.79
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Qualtrics Analysis
3 Resource AlignmentResource allocationOther management reportsResource redistributionPrioritizing projectsSWOT
.77
4 Scope ManagementScope documentProject descriptionScope management planScope sign-offStatement of work
.77
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Qualtrics Analysis5 Change
Change controlChange management
.83
6 Network InsightCPM/PertGanttPlan varianceWBSProject schedule
.75
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Project Success Groups
Professional PracticingProject Management (P3M)
Project Leadership
Scope Management
Change Management
Change Control
Network Insight
Process Deliverables
Information Distribution Team Development
Project Schedule Plan Variance
Project Charter
Historical Review
Dimensions for Project Success
Resource Alignment
Chronbach Alpha.84 - Leadership.79 - Process.77 - Resource.77 - Scope.83 - Change.75 - Network
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Project success
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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
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Leadership vs. Process
Managing Change
Project Leadership
Resource Alignment
Change Management
Change Control
Network Insight
Process Deliverables
Leadership Outcome
Process Outcome
Anton de Wit
People
Process
Expert Power
Referent Power
Successful Project
Perception Management
Competency Management
Met StakeholdersExpectations ?
ProcessEffectiveness
Dimensions ofSuccess
P3M Fiduciary Role
Legitimate Power
Herzberg - Hygiene
Herzberg - Motivation
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Leadership vs. Process• Project Outcomes
– Consistently show positive results. I must be creative inproposing new solutions. Efficiently manage internal resourcesand costs.
– Follow through on commitments. Small successes that lead tolarger ones. Thorough meeting planning that leads to largerresponsibility.
– Anticipation of issues and communication of those issues.Provide good & bad perspectives on items of concern.
– Exceed expectations when possible; educate whenopportunities present themselves
17Copyright of Dr. E.L. Owens, Jr.April 20, 2014
The Project Manager
Managing Change
Project Leadership
Resource Alignment
Change Management
Change Control
Network Insight
Process Deliverables
Leadership Outcome
Process Outcome
Anton de Wit
People
Process
Expert Power
Referent Power
Successful Project
Perception Management
Competency Management
Met StakeholdersExpectations ?
ProcessEffectiveness
Dimensions ofSuccess
P3M Fiduciary Role
Legitimate Power
Herzberg - Hygiene
Herzberg - Motivation
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The Project Manager• Capabilities
– Open communication. Repetition of relevant agreements andcommitments. Anticipation of questions and information needs.Attempts to clarify roles for both PM and sponsor.
– Honesty, Integrity, Follow-through, Completeness, Can-doattitude, Embrace change Skills demonstration in managing awide array of projects within various functions of the companyover the course of long-term employment (+20 years)
– The way were create trust is by building relationships with ourproject sponsor. We work at trying to define the problem andmaking sure we understand what they want before movingforward.
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The Project Process
Managing Change
Project Leadership
Resource Alignment
Change Management
Change Control
Network Insight
Process Deliverables
Leadership Outcome
Process Outcome
Anton de Wit
People
Process
Expert Power
Referent Power
Successful Project
Perception Management
Competency Management
Met StakeholdersExpectations ?
ProcessEffectiveness
Dimensions ofSuccess
P3M Fiduciary Role
Legitimate Power
Herzberg - Hygiene
Herzberg - Motivation
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The Project Process• Process
– I actively work to improve process through early identification ofissues. I have established an interface between my departmentand Sales in order to produce improved operations.
– Monthly project status meeting, daily email on issues and directuser input into sponsor team
– Report status weekly, Contact via phone or IM once weekly ifavailable, IM helps with this because you can catch themquickly. ….. When I present a problem I always include whatwe believe we can do to mitigate or correct the problem. I neverpresent a problem with some options for resolution.
21Copyright of Dr. E.L. Owens, Jr.April 20, 2014
The Project
Managing Change
Project Leadership
Resource Alignment
Change Management
Change Control
Network Insight
Process Deliverables
Leadership Outcome
Process Outcome
Anton de Wit
People
Process
Expert Power
Referent Power
Successful Project
Perception Management
Competency Management
Met StakeholdersExpectations ?
ProcessEffectiveness
Dimensions ofSuccess
P3M Fiduciary Role
Legitimate Power
Herzberg - Hygiene
Herzberg - Motivation
22Copyright of Dr. E.L. Owens, Jr.April 20, 2014
The Project• Strategic Intent
– As a PM for a small company in the construction industry myduties are substantially different from the PMI standards. In myrole, establishing & maintaining a professional relationship withopen 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 movingforward, showing progress. Having the courage to put thebrakes on when the risk is too great. Regular communication,reporting...honesty
Copyright of Dr. E.L. Owens, Jr.April 20, 2014
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Synthesis
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Ranking of PMDP’s
PM CoordinatorProject Plan 93.6Project Schedule 91.5Scope Document 88.9Information Distribution 84.5Project Charter 83.8Project Leadership 83.4Team Management 82.1Scope Management Plan 81.6
PM Level 1 - includes aboveProject Description 79.8Scope Sign-off 78.3Risk Management Plan 78.0Document Management 77.4Gantt Chart 77.4Stakeholder Analysis 75.5WBS 73.7Power and Influence 72.7
PM Level 2 - includes aboveLesson Learned 71.5Change Management Process 70.2Plan Variance Analysis 70.1Problem Definition 69.1Change Control Process 69.0Other Mgmt Reports 67.1Decision Making Process 66.7Feasibility Analysis 63.1
PM Level 3 - includes aboveStatement of Work 62.2Resource Allocation 62.1CPM/PERT Scheduling 60.3Historical Review 55.4Team Development 54.5SWOT 48.7Resource Redistribution 41.0Project Prioritization 38.0
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PMI Project Phases PMBOK 5th ed.
P3M Effort
Process GroupInitiating4.1 Project Charter13.1 Identify Stakeholders
Process GroupPlanning4.2 Develop Project Mgmt Plan5.1 Scope Management5.3 Define Scope5.4 WBS6.1 Plan Schedule Mgmt6.6 Develop Schedule11.1 Plan Risk Mgmt
Process GroupExecuting9.3 Develop Teams9.4 Manage Project Team10.2 Manage communications
Process GroupMonitoring and Controlling5.5 Validate Scope10.3 Control Communications
Process GroupClosing
Framing
Scheduling/RiskTeam Management
Controlling
Learning
Strategic to Project
PM CoordinatorProject Plan 93.6Project Schedule 91.5Scope Document 88.9Information Distribution 84.5Project Charter 83.8Project Leadership 83.4Team Management 82.1Scope Management Plan 81.6
PM Level 1 - includes aboveProject Description 79.8Scope Sign-off 78.3Risk Management Plan 78.0Document Management 77.4Gantt Chart 77.4Stakeholder Analysis 75.5WBS 73.7Power and Influence 72.7
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Project System View
Environment
History
Resource
Inputs
StrategicChoice
Work
InformalOrganization
People
FormalOrganization Outputs
Systems
Process
Capabilities
DesiredOutcomes
Congruence Model
(Nadler, 1999)
Risk management planProject planLesson learnedDocument managementProject charterStakeholder analysisFeasibility analysisHistorical review
Resource AlignmentResource allocationOther management reportsResource redistributionPrioritizing projectsSWOT
Scope ManagementScope documentProject descriptionScope management planScope sign-offStatement of work
ChangeChange controlChange management
Network InsightCPM/PertGanttPlan varianceWBSProject schedule
Team Leadership and DevelopmentPower and influenceProject leadershipTeam managementTeam developmentInformation distributionProblem definitionDecision-making process
Chronbach Alpha.84 - Leadership.79 - Process.77 - Resource.77 - Scope.83 - Change.75 - Network
PM CoordinatorProject Plan 93.6Project Schedule 91.5Scope Document 88.9Information Distribution 84.5Project Charter 83.8Project Leadership 83.4Team Management 82.1Scope Management Plan 81.6
PM Level 1 - includes aboveProject Description 79.8Scope Sign-off 78.3Risk Management Plan 78.0Document Management 77.4Gantt Chart 77.4Stakeholder Analysis 75.5WBS 73.7Power and Influence 72.7
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