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    Project Management

    The Variables

    For Success

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    OutlineIntroduction

    Predicting Project Success

    Project Management Effectiveness

    Expectations

    Lessons Learned

    Understanding Best Practices

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    Variables For Project Success

    Predicting project success is one of the mostdifficult tasks facing the project manager.

    According to Kerzner - most project managerslook only at time, cost and performance. Theseparameters do not necessary identify whether ornot the project was successfully managedalthough the deliverable was achieved.

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    Predicting Project SuccessProject success is often measured by the

    actions of three groups: Project manager and team

    The parent organization

    The customers organization

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    Predicting Project Success --

    Successful ActionsInsist on the right to select key project team

    members.

    Select key team members with proven trackrecords in their fields.

    Develop commitment and a sense of mission

    from the outset.

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    Predicting Project Success --

    Successful Actions (Continued)Seek sufficient authority and a project

    organizational form.

    Coordinate and maintain a good relationshipwith the client, parent, and team.

    Seek to enhance the publics image of the

    project.Have key team members assist in decision making and

    problem solving.

    Develop realistic cost, schedule, and performance

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    Have key team members assist in decisionmaking and problem solving.

    Develop realistic cost, schedule, and

    performance estimates and goals.Have backup strategies in anticipation of

    potential problems.

    Provide a team structure that is appropriate, yetflexible and flat.

    Go beyond formal authority to maximizeinfluence over people and key decisions.

    Predicting Project Success --Successful Actions (Continued)

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    Employ a workable set of project planning andcontrol tools.

    Avoid over-reliance on one type of control tool.

    Stress the importance of meeting cost, schedule,and performance goals.

    Give priority to achieving the mission or function

    of the end-item.Keep changes under control.

    Seek to find ways of assuring job security foreffective project team members.

    Predicting Project Success --Successful Actions (Continued)

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    Predicting Project Success --The Parent Organization

    A willingness to coordinate efforts

    A willingness to maintain structural flexibility

    A willingness to adapt to change

    Effective strategic planning

    Rapport maintenanceProper emphasis on past experience

    External buffering

    Prompt and accurate communications

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    Enthusiastic support

    Identification to all concerned parties that

    the project does, in fact, contribute to

    parent capabilities

    Predicting Project Success --The Parent Organization (Continued)

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    Selection of a concept that is not applicable

    Selection of wrong person as project

    manager

    Upper amnagement that is not supportive

    Inadequately defined tasks

    Misused management techniques

    Project termination that is not planned

    Causes for Failure of Project

    Management

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    Four key variables in measuring the

    effectiveness dealing with upper level

    management Credibility

    Priority

    Accessibility

    Visibility

    Project management

    Effectiveness

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    Top Management Expectations

    of Project ManagersAssume total accountability for the success or

    failure to provide results

    Provide effective reports and information

    Provide minimum organizational disruption

    during the execution of a project

    Present recommendations, not just alternatives

    Have a capacity to handle most interpersonal

    problems

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    Demonstrate a self-starting capacity

    Demonstrate growth with each assignment

    Top Management Expectations

    of Project Managers (Continued)

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    Project Management Expectations

    of Top ManagementProvide clearly defined decision channels

    Take actions on requests

    Facilitate interfacing with support departments

    Assist in conflict resolution

    Provide sufficient resources/charter

    Provide sufficient strategic/long-rangeinformation

    Provide feedback

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    Give advice and stage-setting support

    Define expectations clearly

    Provide protection from political infighting

    Provide the opportunity for personal and

    professional growth

    Project Management Expectations

    of Top Management (continued)

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    Project Team Expectations of

    Their Project ManagerAssist in the problem-solving process by

    coming up with ideas

    Provide proper direction and leadership

    Provide a relaxed environment

    Interact informally with team members

    Stimulate the group process

    Facilitate adoption of new members

    Reduce conflicts

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    Defend the team against outside pressure

    Resist changes

    Act as the group spokesperson

    Provide representation with higher

    management

    Project Team Expectations of

    Their Project Manager

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    Project Manager Expectations of

    the TeamDemonstrate membership self-development

    Demonstrate the potential for innovative andcreative behavior

    Communicate effectively

    Be committed to the project

    Demonstrate the capacity for conflict resolution

    Be results oriented

    Be change oriented

    Interface effectively and with high morale

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    A sense of belonging

    Interest in the work itself

    Respect for the work being done

    Protection from political infighting

    Job security and gob continuity

    Potential for career growth

    Team Member Expectations of

    the Project (Continued)