B

Backward integration, 40 Baselines, 16-17 Behavioral excellence, 78, 84-85 Behavioral issues, 111-112 Benchmarking (level 4 of PMMM), 42-45, 97-108 assessment instrument for, 104-108 characteristics of, 98-99 "Code of Conduct" for, 98 competitive benchmarking, 101-102 and establishment of project office/center of excellence, 99-100 improvement in, 112 information involved in, 97 key actions required for, 103-104 process improvement benchmarking, 101-102 risk associated with, 46 roadblocks to institution of, 103

Blue Spider Project, 212-223 Board of directors, responsibilities of, 35

Boeing, 36 Brand names, 37 Budweiser, 34

Canceled projects, 127 Capabilities, identification of, 18-21 Capacity planning, 126 Capacity planning models, 22,

122-123 Capital projects, 69 Career ladders, 138

Centers of excellence (COEs), 98-100, 109

CEOs, see Chief executive officers Certification training courses, 48 Champion, executive, see Executive champion Change:

resistance to, 17-18, 49, 71, 103 Change management, 79, 80, 151, 158-162 and economic conditions, 11 scope changes, 22, 23 time frames for, 38 Charge numbers, 135 Chief executive officers (CEOs), 35, 38 Choices, 21

Clark Faucet Company, 187-199 Code of Conduct (for benchmarking), 98

COEs, see Centers of excellence Coke, 34 Color printers, 82 Common language (level 1 of PMMM), 42-45, 47-66 assessment instrument for, 50-66 characteristics of, 47-48 key actions required for, 49-50 and project management certification training courses, 48 risks associated with, 46, 50 roadblocks to establishment of, 48-49

time period for reaching, 50

Common processes (level 2 of PMMM), 42-45, 67-76 assessment instrument for, 73-76 characteristics of, 67-68 embryonic phase of, 68-70 growth phase of, 70-71 initial maturity phase of, 71 key actions required for, 72 management acceptance of, 70 overlap of, with level 1, 73 phases in development of, 68-71 risks associated with, 46 roadblocks to development of, 71-72 time period for completion of, 72-73 Communication, of goals, 17-18 Como Tool and Die, 200-202, 204-205 Compaq, 41, 120 Competency models, 123-125 Competitive advantage. See also

Sustainable competitive advantage and availability of nonhuman resources, 36-37 and continuous improvement, 121 and intangible resources, 37 Competitive benchmarking, 101 Competitive focus, 146 Competitiveness, 3 and gap analysis, 5-8 internal, 69

project management, 148-149 Competitive situation analysis, 18, 19 Concurrent engineering process, 22,

23, 78-80 Continuous improvement (level 5 of PMMM), 43-44, 109-141 areas for, 110-112 assessment instrument for, 138-141 benefits of, 112 in capacity planning, 122-123 and career ladders, 138 characteristics of, 109-110 and competency models vs. job descriptions, 123-125 and end-of-phase review meetings, 127

horizontal accounting for, 134-136 and multiple project management,

125-127 need for, 120-121

and organizational restructuring, 136-138

and portfolio classification matrix selection process, 128-131 in procedural documentation,

114-119 in project management methodologies, 120 in repetitive cycle, 112-113 risk associated with, 46 for sustainable competitive advantage, 147-148 and use of project portfolios, 131-134 Contradictory choices, 21 Core competencies:

competency models, 123-125 integration management, 16 project management as, 1 Core purpose, 145-146 Core values, 145, 146 Corporate acceptance, 101-102 Corporate culture, 111-112 as advancement criterion, 72 as cooperative culture, 77 fragmented, 86

and resistance to change, 8531 support for singular methodology by, 81

temporary subcultures to, 30 Corwin Corporation, 225-233 Cost account codes, 135 Cost control, 21, 68

and horizontal accounting,

134-136 and TQM, 23 Cost gaps, 6-8

Cost of project management, 2 Critical success factors: for benchmarking, 97 organizational, 30-32 qualitative, 29-30 quantitative, 32-33 Culture, see Corporate culture Customer expectations, 7, 8, 69 Customer involvement, in risk analysis, 24

Customer management, 23 Customer relations, 2

Decision-making, 18-21 data for, 117

and discontinuous/contradictory choices, 21 Demographic factors, 26 Discontinuous choices, 21 Documentation:

lessons learned files, 110 overemphasis on, 85 procedural, see Procedural documentation Driving forces for project management, 69-70, 72

Earned value measurement techniques, 135

Economic conditions, impact of, 11-14 Economic environment, 27 Education, see Training and education Effectiveness: data on, 22-23 of organizations, 15, 69 Efficiency: data on, 22-23 of organizations, 69 Eli Lilly, 124

Embryonic phase (common processes), 68-70

End-of-phase review meetings, 127 Engineering staff, resistance to change by, 159, 160 Enhanced benchmarking, 102 Enhancement projects, 23 Environment(s):

demographic segment of, 26 economic segment of, 27 macroenvironment of business, 24 political/legal segment of, 27 responsiveness to, 15, 25 sociocultural segment of, 27 for strategic planning/project management, 26-28 technological segment of, 28 Environmental situation analysis, 18 Ericsson, 41, 120

Excellence:

behavioral, 84-85 critical success factors in achievement of, 28-33 definition of, 112-113 PMMM as foundation for, 42 strategic factors in achievement of, 14

and use of project management, 41 Executives, see Senior management Executive champion, 25, 26 Existing process improvements, 111

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