9 variables for success
TRANSCRIPT
Project Management
The VariablesFor Success
Project Management
The VariablesFor Success
OutlineOutlineIntroductionPredicting Project SuccessProject Management EffectivenessExpectationsLessons LearnedUnderstanding Best Practices
IntroductionPredicting Project SuccessProject Management EffectivenessExpectationsLessons LearnedUnderstanding Best Practices
“Excellence” in Project Management can be defined as a continuous stream of successfully managed projects.
IMMATURITY MATURITY
Company Variables• Internal Metrics• Culture• Work flow
Project Variables• Time• Cost• Performance• Cust. Relations
Project Variables• Time• Cost• Performance• Cust. Relations
The Road To Maturity: Defining Success
Variables For Project SuccessVariables For Project Success
Predicting project success is one of the most difficult tasks facing the project manager.
According to Kerzner - most project managers look only at time, cost and performance. These parameters do not necessary identify whether or not the project was successfully managed although the deliverable was achieved.
Predicting project success is one of the most difficult tasks facing the project manager.
According to Kerzner - most project managers look only at time, cost and performance. These parameters do not necessary identify whether or not the project was successfully managed although the deliverable was achieved.
Predicting Project Success Predicting Project Success Project success is often measured by the
“actions” of three groups: Project manager and team The parent organization The customer’s organization
Project success is often measured by the “actions” of three groups: Project manager and team The parent organization The customer’s organization
Predicting Project Success -- Successful ActionsPredicting Project Success -- Successful Actions
Insist on the right to select key project team members.
Select key team members with proven track records in their fields.
Develop commitment and a sense of mission from the outset.
Insist on the right to select key project team members.
Select key team members with proven track records in their fields.
Develop commitment and a sense of mission from the outset.
Predicting Project Success -- Successful Actions (Continued)Predicting Project Success -- Successful Actions (Continued)
Seek sufficient authority and a project organizational form.
Coordinate and maintain a good relationship with the client, parent, and team.
Seek to enhance the public’s image of the project.
Have key team members assist in decision making and problem solving.
Develop realistic cost, schedule, and performance estimates and goals.
Seek sufficient authority and a project organizational form.
Coordinate and maintain a good relationship with the client, parent, and team.
Seek to enhance the public’s image of the project.
Have key team members assist in decision making and problem solving.
Develop realistic cost, schedule, and performance estimates and goals.
Have key team members assist in decision making 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, yet flexible and flat.
Go beyond formal authority to maximize influence over people and key decisions.
Have key team members assist in decision making 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, yet flexible and flat.
Go beyond formal authority to maximize influence over people and key decisions.
Predicting Project Success -- Successful Actions (Continued)Predicting Project Success -- Successful Actions (Continued)
Employ a workable set of project planning and control 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 for
effective project team members.
Employ a workable set of project planning and control 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 for
effective project team members.
Predicting Project Success -- Successful Actions (Continued)Predicting Project Success -- Successful Actions (Continued)
Predicting Project Success -- The Parent OrganizationPredicting Project Success -- The Parent Organization
A willingness to coordinate effortsA willingness to maintain structural flexibilityA willingness to adapt to changeEffective strategic planningRapport maintenanceProper emphasis on past experienceExternal bufferingPrompt and accurate communications
A willingness to coordinate effortsA willingness to maintain structural flexibilityA willingness to adapt to changeEffective strategic planningRapport maintenanceProper emphasis on past experienceExternal bufferingPrompt and accurate communications
Enthusiastic supportIdentification to all concerned parties that
the project does, in fact, contribute to parent capabilities
Enthusiastic supportIdentification to all concerned parties that
the project does, in fact, contribute to parent capabilities
Predicting Project Success -- The Parent Organization (Continued)Predicting Project Success -- The Parent Organization (Continued)
Selection of a concept that is not applicableSelection of wrong person as project
managerUpper amnagement that is not supportiveInadequately defined tasksMisused management techniquesProject termination that is not planned
Selection of a concept that is not applicableSelection of wrong person as project
managerUpper amnagement that is not supportiveInadequately defined tasksMisused management techniquesProject termination that is not planned
Causes for Failure of Project Management Causes for Failure of Project Management
Four key variables in measuring the effectiveness dealing with upper level management Credibility Priority Accessibility Visibility
Four key variables in measuring the effectiveness dealing with upper level management Credibility Priority Accessibility Visibility
Project management EffectivenessProject management Effectiveness
Top Management Expectations of Project ManagersTop Management Expectations of Project ManagersAssume total accountability for the success or
failure to provide results Provide effective reports and informationProvide minimum organizational disruption
during the execution of a projectPresent recommendations, not just alternativesHave a capacity to handle most interpersonal
problems
Assume total accountability for the success or failure to provide results
Provide effective reports and informationProvide minimum organizational disruption
during the execution of a projectPresent recommendations, not just alternativesHave a capacity to handle most interpersonal
problems
Demonstrate a self-starting capacityDemonstrate growth with each assignment
Demonstrate a self-starting capacityDemonstrate growth with each assignment
Top Management Expectations of Project Managers (Continued)
Top Management Expectations of Project Managers (Continued)
Project Management Expectations of Top ManagementProject Management Expectations of Top ManagementProvide clearly defined decision channelsTake actions on requestsFacilitate interfacing with support departmentsAssist in conflict resolutionProvide sufficient resources/charterProvide sufficient strategic/long-range
informationProvide feedback
Provide clearly defined decision channelsTake actions on requestsFacilitate interfacing with support departmentsAssist in conflict resolutionProvide sufficient resources/charterProvide sufficient strategic/long-range
informationProvide feedback
Give advice and stage-setting supportDefine expectations clearlyProvide protection from political infightingProvide the opportunity for personal and
professional growth
Give advice and stage-setting supportDefine expectations clearlyProvide protection from political infightingProvide the opportunity for personal and
professional growth
Project Management Expectations of Top Management (continued)
Project Management Expectations of Top Management (continued)
Project Team Expectations of Their Project ManagerProject Team Expectations of Their Project Manager
Assist in the problem-solving process by coming up with ideas
Provide proper direction and leadershipProvide a relaxed environmentInteract informally with team membersStimulate the group processFacilitate adoption of new membersReduce conflicts
Assist in the problem-solving process by coming up with ideas
Provide proper direction and leadershipProvide a relaxed environmentInteract informally with team membersStimulate the group processFacilitate adoption of new membersReduce conflicts
Defend the team against outside pressureResist changesAct as the group spokespersonProvide representation with higher
management
Defend the team against outside pressureResist changesAct as the group spokespersonProvide representation with higher
management
Project Team Expectations of Their Project ManagerProject Team Expectations of Their Project Manager
Project Manager Expectations of the TeamProject Manager Expectations of the TeamDemonstrate membership self-developmentDemonstrate the potential for innovative and
creative behaviorCommunicate effectivelyBe committed to the projectDemonstrate the capacity for conflict resolutionBe results orientedBe change orientedInterface effectively and with high morale
Demonstrate membership self-developmentDemonstrate the potential for innovative and
creative behaviorCommunicate effectivelyBe committed to the projectDemonstrate the capacity for conflict resolutionBe results orientedBe change orientedInterface effectively and with high morale
A sense of belongingInterest in the work itselfRespect for the work being doneProtection from political infightingJob security and gob continuityPotential for career growth
A sense of belongingInterest in the work itselfRespect for the work being doneProtection from political infightingJob security and gob continuityPotential for career growth
Project Manager Expectations of the Team (Continued)
Project Manager Expectations of the Team (Continued)