Maturity And Excellence A Definition

Some people contend that maturity and excellence in project management are the same. Unfortunately, this is not the case. Consider the following definition Maturity in project management is the implementation of a standard methodology and accompanying processes such that there exists a high likelihood of repeated successes. This definition is supported by the life-cycle phases shown in Table 2-1. Maturity implies that the proper foundation of tools, techniques, processes, and even culture,...

Pure Product Projectized Organization

The pure product organization, as shown in Figure 3-5, develops as a division within a division. As long as there exists a continuous flow of projects, work is stable and conflicts are at a minimum. The major advantage of this organizational flow is that one individual, the program manager, maintains complete line authority over the entire project. Not only does he assign work, but he also conducts merit reviews. Because each individual reports FIGURE 3-5. Pure product or projectized structure....

Pricing Out The Work

Using logical pricing techniques will help in obtaining detailed estimates. The following thirteen steps provide a logical sequence to help a company control its limited resources. These steps may vary from company to company. Step 1 Provide a complete definition of the work requirements. Step 2 Establish a logic network with checkpoints. Step 3 Develop the work breakdown structure. Step 4 Price out the work breakdown structure. Step 5 Review WBS costs with each functional manager. Step 6...

The Project Management Maturity

All companies desire excellence in project management. Unfortunately, not all companies recognize that the time frame can be shortened by performing strategic planning for project management. The simple use of project management, even for an extended period of time, does not lead to excellence. Instead, it can result in repetitive mistakes and, what's worse, learning from your own mistakes rather than from the mistakes of others. Companies such as Motorola, Nortel, Ericsson, and Compaq perform...

Dr Kerzners Points to Project Management Maturity

Adopt a project management methodology and use it consistently. 2. Implement a philosophy that drives the company toward project management maturity and communicate it to everyone. 3. Commit to developing effective plans at the beginning of each project. 4. Minimize scope changes by committing to realistic objectives. 5. Recognize that cost and schedule management are inseparable. 6. Select the right person as the project manager. 7. Provide executives with project sponsor information, not...

Case Study

By 1970, Jones and Shephard Accountants, Inc. (J& S) was ranked eighteenth in size by the American Association of Accountants. In order to compete with the larger firms, J& S formed an Information Services Division designed primarily for studies and analyses. By 1975, the Information Services Division (ISD) had fifteen employees. In 1977, the ISD purchased three minicomputers. With this increased capacity, J& S expanded its services to help satisfy...

Quality Management Concepts

The project manager has the ultimate responsibility for quality management on the project. Quality management has equal priority with cost and schedule management. However, the direct measurement of quality may be the responsibility of the quality assurance department or the assistant project manager for quality. For a labor-intensive project, management support (i.e., the project office) is typically 12-15 percent of the total labor dollars of the project. Approximately 3-5 percent can be...

Case Studies

Lucent Technologies 855 Elbit Systems Ltd. 857 Seagate Technology 860 Appendix A. Solutions to the Project Management Conflict Exercise 863 Appendix B. Solution to Leadership Exercise 869 As we enter the first decade of the twenty-first century, our perception of project management has changed. Project management, once considered nice to have, is now recognized as a necessity. Organizations that were opponents of project management are now advocates. Management educators of the past, who...

Understanding Project Management

In order to understand project management, one must begin with the definition of a project. A project can be considered to be any series of activities and tasks that Have a specific objective to be completed within certain specifications Have defined start and end dates Have funding limits (if applicable) Consume human and nonhuman resources (i.e., money, people, equipment) Are multifunctional (i.e., cut across several functional lines) Project management, on the other hand, involves project...

Special Problems

There are always special problems that influence the organizational staffing process. For example, the department shown in Figure 4-12 has a departmental matrix. All activities stay within the department. Project X and project Y are managed by line employees who have been temporarily assigned to the projects, whereas project Z is headed by supervisor B. The department's activities involve high-technology engineering as well as R& D. The biggest problem facing the department managers is that...

Performance Measurement

A good project manager will make it immediately clear to all new functional employees that if they perform well in the project, then he (the project manager) will inform the functional manager of their progress and achievements. This assumes that the functional manager is not providing close supervision over the functional employees and is, instead, passing on some of the responsibility to the project manager a common situation in project management organization structures. Many good projects...

Skill Requirements For Program Managers

Managing complex programs represents a challenge requiring skills in team building, leadership, conflict resolution, technical expertise, planning, organization, entrepreneurship, administration, management support, and the allocation of resources. This section examines these skills relative to program management effectiveness. A key factor to good program performance is the program manager's ability to integrate personnel from many disciplines into an effective work team. To get results, the...

Working With Executives

Success in project management is like a three-legged stool. The first leg is the project manager, the second leg is the line manager, and the third leg is senior management. If any of the three legs fail, then even delicate balancing may not prevent the stool from toppling. The critical node in project management is the project manager-line manager interface. At this interface, the project and line managers must view each other as equals and be willing to share authority, responsibility, and...

Estimating Total Program Time

In order to calculate the probability of completing the project on time, the standard deviations of each activity must be known. This can be found from the expression 7. It is assumed that the functional manager performs all of the estimating. The reader should be aware that there are exceptions where the program or project office would do their own estimating. 8. See F. S. Hillier and G. J. Lieberman, Introduction to Operations Research (San Francisco Holden-Day, 1967), p. 229. MOST OPTIMISTIC...

Should A Functional Manager Assign His Best People To You On A Long-term Project

Apple (When Two Bosses Are Better Than One, Machine Design, January 1975, pp. 84-87) People trained in single-line-of-command organizations find it hard to serve more than one boss. People may give lip service to teamwork, but not really know how to develop and maintain a good working team. Project and functional managers sometimes tend to compete rather than cooperate with each other. Individuals must learn to do more managing of themselves. The authors...

Defining The Functional Employees Role

Once the line managers commit to the deliverables, it is the responsibility of the assigned functional employees to achieve the functional deliverables. For years the functional employees were called subordinates. Although this term still exists in textbooks, industry prefers to regard the assigned employees as associates rather than subordinates. The reason for this is that in project management the associates can be a higher pay grade than the project manager. The associates can even be a...

Special Cases In Project Manager Selection

Thus far we have assumed that the project is large enough for a full-time project manager to be appointed. This is not always the case. There are four major problem areas in staffing projects Part-time versus full-time assignments Several projects assigned to one project manager Projects assigned to functional managers The project manager role retained by the general manager The first problem is generally related to the size of the project. If the project is small (in time duration or cost), a...

Work Breakdown Structure

The successful accomplishment of both contract and corporate objectives requires a plan that defines all effort to be expended, assigns responsibility to a specially identified organizational element, and establishes schedules and budgets for the accomplishment of the work. The preparation of this plan is the responsibility of the program manager, who is assisted by the program team assigned in accordance with program management system directives. The detailed planning is also established in...

Project Manager Defines Problem Shares Decisionmaking Responsibility With Subordinates

The Project Your company has just won a contract for an outside customer. The con tract is for one year, broken down as follows R& D six months prototype testing one month manufacturing five months. In addition to the risks involved in the R& D stage, both your management and the customer have stated that there will be absolutely no trade-offs on time, cost, or performance. When you prepared the proposal six months ago, you planned and budgeted for a full-time staff of five people, in...

1

There are several psychological approaches that the project manager can use during the recruitment and staffing process. Consider the following Line managers often receive no visibility or credit for a job well done. Be willing to introduce line managers to the customer. Be sure to show people how they can benefit by working for you or on your project. Any promises made during recruitment should be documented. The functional organization will remember them long after your project terminates. As...

Info

Develop the linear responsibility chart. This chart identifies the work breakdown structure and assigns specific authority responsibility to various individuals as groups in order to be sure that all WBS elements are accounted for. The linear responsibility chart can be prepared with either the titles or names of individuals. Assume that this is prepared after you negotiate for qualified personnel, so that you know either the names or capabilities of those individuals who will be assigned. 2....

Task I System Overview

Work breakdown structure. 11-46 When to bring the project manager on board has always been a problem. For each of the following situations, identify the advantages and disadvantages. a. The project manager is brought on board at the beginning of the conceptual phase but acts only as an observer. The project manager neither answers questions nor provides his ideas until the brainstorming session is completed. b. When brainstorming is completed during the conceptual phase, senior...

Problems

10-1 Should age have a bearing on how long it takes an executive to accept project management 10-2 You have been called in by the executive management of a major utility company and asked to give a selling speech on why the company should go to project management. What are you going to say What areas will you stress What questions would you expect the executives to ask What fears do you think the executives might have 10-3 Some executives would prefer to have their project managers become...

Handling Disagreements With The Sponsor

For years, we believed that the project sponsor had the final say on all decisions affecting the project. The sponsor usually had a vested interest in the project and was responsible for obtaining funding for the project. But what if the project manager believes that the sponsor has made the wrong decision Should the project manager have a path for recourse action in such a situation There are several reasons why disagreements between the project manager and project sponsor will occur. First,...

Project Management Methodologies A Definition

Achieving project management excellence, or maturity, is more likely with a repetitive process that can be used on each and every project. This repetitive process is referred to as the project management methodology. If possible, companies should maintain and support a single methodology for project management. Good methodologies integrate other processes into the project management methodology, as shown in Figure 2-24. Companies such as Nortel, Ericsson, and Johnson Controls Automotive have...

Handling Conflict In Project Management

The next several pages contain a six-part case study in conflict management. Read the instructions carefully on how to keep score and use the boxes in the table on page 301 as the worksheet for recording your choice and the group's choice after the case study has been completed, your instructor will provide you with the proper grading system for recording your scores. Part 1 Facing the Conflict As part of his first official duties, the new department manager informs you by memo that he has...

Project Management Usl Vs

Looking at Figure 20-31, CP is the relative spread of the process width within the specification width. Unfortunately, the spread of the process capability, even for very good values, could be poorly positioned within the specification width. The process width could easily be hugging either the USL or LSL. Today, process capability is measured by both CP and CPk, where CPk is the capability index with correction (k) for noncentrality. According to Dr. Frank Anbari, the formula for CPk can be...

Lre Project Manage

The estimate at completion identifies either the dollars or hours that represent a realistic appraisal of the work when performed. It is the sum of all direct and indirect costs to date plus the estimate of all authorized work remaining (EAC cumulative actuals + the estimate-to-complete). Using the above definitions, we can calculate the variance at completion (VAC) The estimate at completion (EAC) is the best estimate of the total cost at the completion of the project. The EAC is a periodic...

Matrix Organizational Form

The matrix organizational form is an attempt to combine the advantages of the pure functional structure and the product organizational structure. This form is ideally suited for companies, such as construction, that are project-driven. Figure 3-6 shows a typical matrix structure. Each project manager reports directly to the vice president and general manager. Since each project represents a potential profit center, the power and authority used by the project manager come directly from the...

The Project Managerline Manager Interface

We have stated that the project manager must control company resources within time, cost, and performance. Most companies have six resources Actually, the project manager does not control any of these resources directly, except perhaps money (i.e., the project budget).1 Resources are controlled by the line managers, functional managers, or, as they are often called, resources managers. Project managers must, therefore, negotiate with line managers for all project resources. When we say that...

Selecting The Wrong Project Manager

Even though executives know the personal characteristics and traits that project managers should possess, and even though job descriptions are often clearly defined, management may still select the wrong person because they base their decision on the following criteria. Maturity Some executives consider gray hair to be a sure indication of maturity, but this is not the type of maturity needed for project management. Maturity in project management generally comes from exposure to several types...

Project Management Growth Concepts and Definitions

Project Mgmt Concepts

Related Case Studies (from Kerzner Project Management Case Studies) Related Workbook Exercises and Case Studies (from Kerzner Project Management Workbook to Accompany Project Management, 8th Edition) PMBOK Reference Section for the PMP Certification Exam MIS Project Management 1 at First National Bank Haller Specialty Manufacturing Blue Diamond of Northeast 1 Ohio

Differing Views Of Project Management

Many companies, especially those with project-driven organizations, have differing views of project management. Some people view project management as an excellent means to achieving objectives, while others view it as a threat. In project-driven organizations, there are three career paths that lead to executive management Through project engineering In project-driven organizations, the fast-track position is in project management, whereas in a non-project-driven organization, it would be line...

Modification Of Matrix Structures

The matrix can take many forms, but there are basically three common varieties. Each type represents a different degree of authority attributed to the program manager and indirectly identifies the relative size of the company. As an example, in the matrix of Figure 3-6, all program managers report directly to the general manager. This type of arrangement works best for small companies that have few projects and assumes that the general manager has sufficient time to coordinate activities...

Project Management Growth Concepts And Definitions Ss

2.1 General Systems Management 34 2.2 Project Management 1945-1960 34 2.3 Project Management 1960-1985 35 2.4 Project Management 1985-2003 47 2.6 Systems, Programs, and Projects A Definition 55 2.7 Product versus Project Management A Definition 58 2.8 Maturity and Excellence A Definition 59 2.9 Informal Project Management A Definition 60 2.10 The Many Faces of Success 61 2.11 The Many Faces of Failure 64 2.14 Project Management Methodologies A Definition 75 2.15 Change Management and Corporate...

Grinnell And Apple The Matrix Structure

3-1 Much has been written about how to identify and interpret signs that indicate that a new organizational form is needed. Grinnell and Apple have identified five signs in addition to those previously described in Section 3.630 Management is satisfied with its technical skills, but projects are not meeting time, cost, and other project requirements. There is a high commitment to getting project work done, but great fluctuation in how well performance specifications are met. Highly talented...