The document discusses 7 keys to sustaining project excellence: 1) Establishing project management processes; 2) Defining an organizational structure with roles and responsibilities; 3) Selecting project management tools to support processes; 4) Ensuring capable people are in key roles; 5) Establishing involvement and communication guidelines; 6) Implementing project performance management; and 7) Leadership commitment to a high-performing project organization. The article provides examples of how organizations have implemented these keys to improve project success rates and better achieve business results. Sustaining excellence requires a long-term, comprehensive approach rather than a single quick fix.
This document discusses key topics in project management as outlined by the Project Management Institute (PMI). It begins by highlighting the importance of project management and poor track records of project success. It then discusses PMI, their certifications like the PMP, and organizational project management maturity. Finally, it provides an overview of project management principles including defining projects and operational work, and characteristics of project management. The document is meant to illustrate the need for improved project management practices and teachings from PMI.
This document summarizes a presentation on project governance. It introduces key concepts of governance including structure, roles, principles and case studies. It discusses the importance of governance, defines related terms, and outlines the roles of the project sponsor and governance board. Examples are given of both successful and failed governance through case studies. Attendees are encouraged to get involved with the Governance SIG to further their knowledge.
How to implement team communication strategies remotelyOrangescrum
Team communication is the foundation of any project’s success. This especially becomes challenging even for remote teams. Project management software like Orangescrum helps in better team collaboration.
5 benefits of project management trends emerging in 2021Orangescrum
The document discusses emerging trends in project management for 2021, including the rise of remote project teams, rapid adoption of remote collaboration tools, and an increase in agile projects. Some key benefits of these trends are significant cost savings from remote work, improved transparency and accountability with collaboration tools, and greater alignment of projects with strategies through breakdown of goals into granular tasks. The trends emphasize the need for automation, engagement of stakeholders, and linking project deliverables to quantifiable value.
Challenges of Project Management “Communication & Collaboration-VSRVSR *
4th International Convention on Project ManagementOnTarget 2010
PMI Pune Chapter
“Collaboration and Communication” Critical Success Factors for Projects in the Flat World
Challenges of Project Management “Communication & Collaboration
This document discusses the differences between a Project Management Office (PMO) and a Strategic Program Office (SPO), and how an SPO can better enable an organization to execute its business strategy. It notes that while PMOs focus on supporting individual projects, an SPO takes a higher-level approach of identifying, prioritizing, and managing all related work needed to achieve strategic objectives. Effective strategy execution requires addressing organizational culture, capability maturity, project management practices, and the strategy itself in an integrated way. The document will explore models and approaches for assessing an organization's readiness and developing the right implementation approach to position a PMO as an SPO.
A basic prerequisite for a smoothly functioning project team is effective communications within the team, and between the team and other project stakeholders.
The document discusses project governance and defines what it entails. It recommends defining governance levels by identifying who the project reports to and who needs to deliver work for the project. It also recommends defining governance forums like daily scrums, weekly project review board meetings, and monthly executive board meetings. The document advises defining the reporting tools needed to track deliverables, assumptions, risks, issues, changes, milestones, and budget. It stresses the importance of communicating the governance structure to ensure everyone understands their roles and responsibilities.
The document discusses the roles and responsibilities of a project portfolio manager. A portfolio manager typically establishes frameworks and processes for portfolio management, guides the selection and prioritization of portfolio components, and ensures strategic alignment. They provide oversight and governance, communicate with stakeholders, and support senior-level decision making. Effective portfolio managers have expertise in areas like strategic management, methods and techniques, stakeholder engagement, leadership, and risk management.
This document discusses management problems faced by project managers in manufacturing industries. It identifies several key challenges: lack of clarity in project scope, lack of project management skills, unclear roles and responsibilities for project managers, communication deficits, shifting organizational priorities, and poorly managed project changes. The document provides examples and recommends establishing clear scope statements, applying change management processes, providing project management training, and defining project manager roles and authority to help address these issues.
This document discusses setting up Project Management Offices (PMOs) for large project initiatives. It outlines the typical challenges of managing large, complex projects including size, cost, scope, collaboration needs, and increased uncertainty. It proposes that PMOs can help address these challenges by providing operational support, oversight of tactical and strategic activities, and improved performance visibility and reporting. The document then provides a 4-step approach to setting up a PMO for a large project: 1) Evaluate the project's needs, 2) Define the PMO charter, 3) Set up the PMO by staffing roles and implementing processes, and 4) Operate and improve the PMO over the project lifecycle by staying aligned with needs.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the project. Change management is the strategic and structured approach for transitioning individuals, teams and organizations from a current state to a desired future state.
Most project managers follow established project management methodologies in order to achieve success. However, some degree of failure is evident in most projects worldwide. One important reason for this failure, is that projects often implement change, and in its turn change may introduce new risk parameters.
This document provides an overview of IT project management. It discusses that project management follows the PMBOK guide and involves planning, organizing, and controlling resources to meet objectives for scope, time, cost and quality. IT projects have a poor success rate, completing only 16% on time and on budget, demonstrating the need for formal project management practices. Project management involves knowledge in areas like integration, scope, time, cost, quality, risk, and procurement management.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
Research Report: Strategies for Project RecoveryPM Solutions
New research on "Strategies for Project Recovery," released in February 2011 by PM Solutions Research, shows that, despite a long history of doom and gloom around project failures, successful project recoveries are actually quite common.
The document discusses project portfolio management. It begins with defining a portfolio as a collection of projects or programs grouped together to meet strategic objectives, though the individual projects may not be directly related. It then discusses portfolio, program, and project management and how they interact and align with organizational strategy. Specifically, it notes that portfolio management facilitates resource allocation and measuring performance against strategy, while program and project management focus on more tactical delivery and ensuring benefits. Finally, it emphasizes that portfolio, program, and project management are about people and stakeholder management across all levels of the organization.
World Class organizations capture workload distribution across multiple project and programs to identify capacity gaps and review the most efficient process for managing capacity. During this webinar I will discuss how to:
• Create a pull resource planning process
• Develop a systematic capacity process
• Implemented a principles resource center decision framework
To learn more: http://developingaculturethatworks.com/
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
Top Project Management Best Practices.pdfOrangescrum
Project management best practices will enable you to deliver your projects successfully. Through effective project management practices, businesses can improve the performance of the team to become faster, better and more efficient when compared to their previous results.
This document provides an overview of project management. It discusses the advantages of formal project management, defines what a project is, and outlines key project attributes such as having a unique purpose and being temporary. It also discusses project constraints like time, scope and cost. The document then covers topics like project stakeholders, knowledge areas, tools and techniques, success factors, and the importance of organizational support and culture for projects.
Travis Barker, MPA GCPM
Innovate Vancouver
https://innovatevancouver.org
Consulting@innovatevancouver.org
Download a copy of the playbook at http://innovatevancouver.org
"Project Management Generator"
This document provides an overview of software project management. It discusses key topics like the project life cycle, stakeholders, tools and techniques, and challenges of software projects. Several studies found that 31-53% of IT projects were cancelled or over budget. Effective project managers balance scope, time and costs, use proven techniques, and have both technical and soft skills. Projects require defining goals, planning, execution, closure and evaluation to deliver value.
This document provides an overview of project management concepts including the Project Management Institute (PMI), the Project Management Professional (PMP) certification, the project management framework, project life cycles, organizational structures that influence projects, and the five project management process groups. It defines key terms like projects, programs, portfolios, stakeholders, and enterprise environmental factors. It also describes tools and techniques used in project management.
The document discusses project management, defining a project as a temporary endeavor to create a unique product or service. It explains that project management involves planning, organizing, staffing, directing, monitoring, controlling, and innovating to meet goals related to scope, time, and cost. The document also outlines various tools, techniques, and knowledge areas involved in project management.
Performing Proficient Portfolio Management Against All OddsAggregage
In this webinar, Global Program Manager, Scrum Master, and Educator Ordonna Sargeant will provide you with key takeaways to apply when managing a complex portfolio!
IT projects often fail to meet goals for scope, time and cost. A 1995 study found that only 16.2% of projects met all goals, while over 31% were cancelled. More recent studies show improvements, with the number of successful projects doubling to 35% and cancelled projects decreasing. This is due to factors like better tools, more skilled project managers using improved processes, and projects with smaller scopes. Project success requires meeting scope, time and cost goals, satisfying stakeholders, and achieving intended benefits.
The document discusses modern project management. It defines a project as a temporary endeavor with a defined start and end, involving multiple teams to create a unique product or service. Projects have established objectives, timelines, budgets and performance requirements. The document outlines the typical project life cycle of planning, execution, and delivery. It emphasizes that project management is important for organizations to improve communication, manage risks, and align projects with strategic goals.
How Project Management Office (PMO) Can Revolutionize Your Business.pdfPMOGlobalInstitute
The document discusses how a Project Management Office (PMO) can revolutionize businesses. A PMO provides centralized support for project management to help ensure alignment with strategic goals and maximize productivity. It discusses the different types of PMOs and how they improve project success rates, enhance decision making, optimize resources, and promote standardization. Key components for an effective PMO include governance structure, strategic alignment, resource management, methodologies, and performance measurement. The document also outlines challenges to implementing a PMO and how the role of PMOs is evolving to be more agile, data-driven, and strategic.
Why projects fail avoiding the classic pitfallsTa Ngoc
This document discusses common reasons why projects fail and how to avoid failures. It identifies six major pitfalls: lack of constituent alignment, inadequate risk management, poor performance measurement, unclear project scope, insufficient communication, and failure to follow a project methodology. To improve success rates, the document recommends clearly defining objectives and goals, proactively managing risks, establishing baselines and metrics to track progress, gaining full agreement on scope, creating detailed communication plans, and strictly adhering to a project management methodology. Automation and project management tools can also help by providing oversight and reporting to catch issues early.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
The document discusses various approaches to project management including PMBOK, PRINCE2, and Six Sigma. It provides details on:
1) The five process groups and ten knowledge areas that PMBOK recognizes as typical for almost all projects.
2) The key aspects that PRINCE2 emphasizes such as organizing/planning before starting work and controlling a project once started.
3) How Six Sigma uses green belts and black belts for projects and that these typically last 4 months, with management control through goals rather than formal project management.
The document provides an overview of a Project Management Centre of Excellence (PMCE). It defines a PMCE as an organizational resource that ensures better project performance through consistent processes, expertise, tools, and support. It then outlines the structure, objectives, roles and benefits of establishing a PMCE. Key points include establishing standard project management processes, providing training and coaching, tracking project metrics, and acting as an advocate for project management in the organization. Financial considerations around establishing a sustainable PMCE are also discussed.
The document discusses the challenges of modern project management. It begins by defining a project and the key characteristics. It then discusses project management processes according to PMI, including the five process groups. It outlines the typical project life cycle and what constitutes project success. Common reasons for project failure are listed, such as poor requirements, unrealistic timelines, and scope creep. The document then discusses project management maturity models from ad-hoc to optimized. Finally, it provides best practices for project management, such as managing stakeholders, risks, issues, and change, and the benefits of PMP certification.
The document provides an overview of a PMP training session for Golis Team on the role of a project manager. It includes an agenda for the day's session covering topics like the PM's scope of influence, basic PM skills, PM qualifications and competencies, and the differences between leadership and management. It also presents a case study about an automotive company that hired project managers to turn around a troubled HR transformation program consisting of 15 projects, helping to complete it on schedule and budget and reducing costs significantly.
Running Head PROJECT MANAGEMENT METHODOLOGIES & TOOLS1PROJE.docxtodd581
Running Head: PROJECT MANAGEMENT METHODOLOGIES & TOOLS 1
PROJECT MANAGEMENT METHODOLOGIES & TOOLS 5
PROJECT MANAGEMENT METHODOLOGIES & TOOLS
Mekdes Asaminew
Rasmussen College
05/16/2020
FAQ document
What are project management tools?
These are the instruments which project managers use to plan, execute as well as manage plans in one centralized virtual location. These tools vary from team to team depending on the tasks to be performed in the project. The project management tools include; project management software, real-time instant messaging tool, knowledge base tool and file sharing tool.
What is project management software?
This is computer software which helps the project team members to collaborate during the project, plan all their activities as well as to record all the collected data.
What is a real-time instant messaging tool?
It is a tool that allows team members of a particular project to talk and video call with colleagues in real time. This tool helps improve collaboration of the team members and allows all people to collectively provide their opinions on different matters during carrying out the project.
What is knowledge base tool?
It involves a search database that allows individual to store the combined wisdom of the team members and ensures that the information is accessible to all members
What is a file sharing tool?
It is a tool which allows people to save sync and share files. It ensures that all the documents provided by team members are well stored and easily retrievable for future reference. (Bilal.et.al, 2017)
What are project management methodologies?
Project management methodologies are basically the different techniques which are used to approach a given project; every methodology of project management has its unique process and workflow. They are classified into “traditional or sequential methodologies, agile methodologies, the change management methodologies and process-based methodologies.”
What are the traditional or sequential methodologies?
These are the methods of managing a project which involve a sequence of tasks which lead to the final deliverables and project managers are required to ensure that the tasks are worked on them in a given order. The methodologies classified under this category include;
· Waterfall project management methodology; involves completing a certain task before beginning another task in a linked sequence of objects which adds up to the general goal. It is used in projects that create physical objects like building a computer.
· Critical path method; it involves prioritizing and allocating available raw materials to ensure the most crucial task is done as well as rescheduling lower priority task.
· Critical chain project management; involves a technique for putting main concentration on the needed materials.
What are agile methodologies?
These are project management methodologies which prioritize on shorter iterative cycles and flexibility. They are categorized .
The document discusses project management and provides information on key concepts. It begins by defining a project and the goals of project management. It then covers the project life cycle, knowledge areas, and reasons for project failure. The document emphasizes that project management ensures projects are delivered on time, within budget, and meet requirements to provide value. It summarizes several approaches, methodologies, and principles for effective project management.
The document provides an overview of a Project Management Centre of Excellence (PMCE). It defines a PMCE as an organizational resource that ensures better project performance through consistent processes, expertise, tools, and support. It then outlines the structure, objectives, roles and responsibilities of the PMCE. These include establishing standard project management processes, providing training and consulting services, conducting research, and supporting organizations in effectively implementing project management. The document also discusses issues organizations face with project management and the need for a PMCE to address these challenges and help improve overall project success rates.
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...Philip M Caputo
As explained by Philip M Caputo, Tom's River New Jersey, is rapidly emerging as a vibrant hub of innovation and entrepreneurship. With its strategic location, supportive community, and rich history of resilience, this town is transforming into a beacon for entrepreneurial endeavors. Toms River fosters a dynamic environment where ideas flourish, and businesses thrive, from tech startups to creative enterprises.
A complete step-by-step guide on how to start,scale and monetize YouTube channels to start earning decent money online. This guide gives brief information on everything you need to know to get started with YouTube automation and scale it up as soon as possible.
The Matatag Curriculum of the Philippines for the School Year 2024-2025
The Matatag Curriculum is designed to strengthen and enhance the educational system in the Philippines, aiming to address existing challenges and better prepare students for the future. "Matatag" means "strong" or "resilient" in Filipino, reflecting the curriculum's focus on building a solid and adaptable foundation for students.
The curriculum is structured for elementary (Grades 1-6), junior high (Grades 7-10), and senior high school (Grades 11-12) levels, with a focus on foundational skills, specialized tracks, and real-world learning experiences. Overseen by the Department of Education (DepEd), the Matatag Curriculum aims to improve academic performance, equip students with 21st-century skills, and foster responsible citizenship.
The Matatag Curriculum of the Philippines for the School Year 2024-2025 focuses on strengthening and enhancing the educational system with the following key features:
Holistic Development: Addresses intellectual, emotional, social, and physical growth.
Learner-Centered Approach: Promotes active learning, critical thinking, and problem-solving skills.
Revised Content and Competencies: Updates subject matter to align with global standards.
Technology Integration: Incorporates digital literacy and technology in education.
Sustainability and Global Citizenship: Introduces environmental sustainability and responsible citizenship concepts.
Indigenous Knowledge and Culture: Integrates and respects indigenous practices.
Teacher Training and Development: Provides continuous professional development for educators.
Assessment and Evaluation: Utilizes various assessment methods to measure student progress.
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...kevinkariuki227
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Edition By William Messier Jr, Steven Glover, Verified
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Edition By William Messier Jr, Steven Glover, Verified
Network Observability – 5 Best Platforms for ObservabilityGauriKale30
Constant changes in network traffic and configurations require understanding the IT network for reliability. Network observability with telemetry, AI/ML, and AIOps gathers and analyzes data, predicts issues, and automates responses
How Do Flange Adapters Work and Why Are They Essential?Texas Flange
Discover how flange adapters work and why they are essential for seamless pipe connections. Enhance efficiency and ensure leak-free operations with top-quality flange adapters.
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...grouphirani24
Structural engineering forms the bedrock of resilient communities, especially in the face of natural disasters and unforeseen crises. At Hirani Group, our commitment to excellence in structural engineering services is rooted in the belief that robust infrastructure is fundamental to disaster preparedness and long-term resilience. Our team of dedicated professionals specializes in both residential and commercial structural engineering services, ensuring that every project is fortified against potential hazards and stands the test of time. In today’s unpredictable world, the role of structural engineering in disaster preparedness cannot be overstated.
AI and Best Use Cases for Your Personal Life.pptxBrian Frerichs
THIS SLIDE PROVIDES A BRIEF OVERVIEW OF THE TOPIC AND THE KEY AREAS THAT WILL BE COVERED IN THE PRESENTATION ON HOW AI CAN BE LEVERAGED FOR PERSONAL LIFE APPLICATIONS.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions. 𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢2024 GROUNDBREAKING CEREMONY OF SK LEAVEO PLANT
➢2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢2024 CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
➢ Daewon Pharm Year End Party
➢ Giant Lantern Festival in Ha Noi with Gamuda Land
➢ Light Festival 2019 in HCMC with Phu My Hung Corp
(etc)
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Virtual Production Tool Set and Technologies Redefining Cinema.pdfvirtualproduction38
Discover how Virtual Production Tools and cutting-edge tech are revolutionizing filmmaking! Unleash creative freedom with virtual sets and in-camera VFX.
Virtual Production Tool Set and Technologies Redefining Cinema.pdf
7 keys
1. Published in PM World Today - Spetember 2008 (Vol. X, Issue IX)
PM WORLD TODAY – PM TIPS & TECHNIQUES – SEPTEMBER 2008
7 Keys for Sustaining Project Excellence
By Douglas R. Gaspardo, PMP
Senior Consultant, Kepner-Tregoe, Inc.
“Sustaining Project Excellence” – easy to say, tough to achieve. Everyone knows the end
goal – consistently finishing projects on time, within budget and meeting desired business
results. And everyone has seen the impact of not having project excellence. Some
examples include:
• Capital equipment installations late, over budget with problems that created
equipment inefficiencies and lost production;
• New products that do not meet target windows and fail to deliver on revenue
expectations;
• Major system upgrades that have significant cost overruns and still do not meet
customer expectations;
• Cross-functional project teams have poor morale with resources finding a multitude of
reasons to not support projects they are assigned to support;
But how does an organization achieve and sustain project excellence? Is purchasing project
management software the answer? Should everyone get project management training?
How about an organizational mandate to be a high-performing project organization?
Too often organizations fall into the trap of a Silver Bullet approach—one simple, fast, low-
cost activity that will take care of what is really a major change—when what is really needed
is a planned, long-term, comprehensive approach.
There is more to achieving and sustaining project excellence. The seven critical components
that are necessary for sustainable project success are:
1. Project Management Processes
2. Organization Structure
3. Project Management Tools
4. Capable People
5. Involvement and Communication
6. Project Performance Management
7. Leadership.
PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net Page 1
2. Published in PM World Today - Spetember 2008 (Vol. X, Issue IX)
1. Project Management Processes
Organizations typically have a hodgepodge of project management practices with no
common processes. Everyone has a personal approach leading to inefficiencies, confusion
and conflict.
Two fundamental processes need to be established: Project Portfolio Management and
Project Management. Project Portfolio Management is the linchpin between management
initiatives for strategic and organizational change. A scalable Project Management process
creates a common approach for managing individual projects. With both Project Portfolio
Management and Project Management processes in place the organization has repeatable
approaches for identifying the right projects within the organization’s resource capacity and
executing projects effectively.
Using project portfolio management, a billion dollar airport expansion project easily
received a realistic increase in funding that was needed to meet project goals.
2. Project Management Tools
Project management software without project management process understanding is asking
for the automation of poor project management information. Project management software
selection should follow the establishment of project management processes. In addition, a
rational decision-making process should be used that includes establishing criteria,
evaluating software alternatives including the risks associated with alternatives. This will
avoid an expensive software decision that does not deliver desired results. Software doesn’t
manage projects—people do!
Project managers struggled to use a widely used software program, relying on only
some of the robust features offered. After completing project management training,
they were able to make better use of the program and eventually selected project
management software specifically designed for their business.
3. Capable People
Capable people in the right positions will support project success. This means more than
assigning people to roles. Roles and role descriptions establish selection criteria for key roles
such as Project Manager, Resource Manager, Sponsor and Sub-project Manager and set
clear expectations for performance. The role descriptions should include required
competencies which can be used for individual development. Just because someone is
available does not mean they are capable. Based on the roles, development plans can be
established and executed to build any needed capabilities.
When a natural resource company began experiencing rapid growth, demand for
project work skyrocketed. Project teams combined training and actual project work to
skill up while meeting the demands of growth.
PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net Page 2
3. Published in PM World Today - Spetember 2008 (Vol. X, Issue IX)
4. Involvement and Communication
Death by Meetings – a common affliction to project management creates meeting avoidance
and meeting non-attendance. Wasted time, personal frustration, and confusion are all
symptoms of this affliction. When questions of who and how people should be involved (both
individually and in meetings) go unanswered, project managers end up driving projects alone
rather than in a team, striving together to achieve results. An established structure and
guidelines for involvement support the flow of information and the necessary commitment to
the project.
When the project manager for an annual trade show used the work breakdown
structure to determine the agenda and attendees for meetings, project meeting times
were halved.
5. Organizational Structure
Living in a resource jungle, scarce resources, the life blood of projects, are fought over and
may the best project manager win. Because most organizations cannot justify the cost of
totally dedicated resources for each project, they use a matrix approach to resourcing.
People, the key resource, are pulled from multiple parts of the organization. They report to
various functional managers with a dotted line support to various project managers. In
addition to their functional responsibilities, they are expected to deliver above their normal
workload to the project. What results is free-for-all battle for limited project resources.
Another key structural decision is whether or not to establish a Project Management Office
(PMO) to support project performance at an organizational level. To create a functional PMO,
organizations need to set clear objectives, structure PMOs to address project needs, and
build credibility for the function. To build this credibility, the PMO should provide project
management, advisory, and support functions (e.g. software administration, training, etc.)
The increasingly flat organizational structure at a software company had resulted in a
lot of projects vying for scarce resources. A PMO provided the structure needed to
make the best use of people and focus funding on critical projects.
6. Project Performance Management
The lack of project performance accountability is a barrier to achieving results and creates a
culture of blame. Performance measures and standards are critical both at the project and
individual level and they must by backed by mechanisms for meaningful consequences and
feedback. Finally, project performance needs ongoing management to provide a project
environment with the information, resources and tools that project teams and individuals
need for success.
During an annual shutdown for maintenance at a manufacturing facility, project
performance is closely monitored on a daily basis, actions are quickly taken to ensure
project progress if problems develop. Close monitoring and risk management were
credited for reducing the time the plant was offline by 30%.
PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net Page 3
4. Published in PM World Today - Spetember 2008 (Vol. X, Issue IX)
7. Leadership
Leaders must step up and support a high performance project organization by walking the
talk. Critical behaviors include funding the necessary support activities and tools (e.g.
training, software, PMO structure, etc.) and reinforcing the use of critical project management
behaviors performed by Project Managers, Project Sponsors, Project Resource Managers,
Portfolio Managers, Project Resources. Key activities include:
• Focusing on the right projects
• Controlling the volume of projects
• Improving the project support structure
• Maintaining a supportive project environment
• Managing involvement (broadened to include stakeholder
management/engagement)
• Ensuring a project and portfolio management common language
• Monitoring and reporting in an efficient and effective manner
• Practicing patience
A senior manager at a major beverage company established a project stage/gate
process as well as training for his entire group of project managers and their
leadership. This senior manager actively participates in the stage/gate process
review meetings and attended both a three day project management workshop as
well as a one-day overview for his direct reports. As a result, better decisions are
made about which projects are implemented and there has been improved project
execution – projects meeting their time, cost and performance requirements.
Sustaining Success
One final thought—the road to project success is a journey not a single step. It takes
leadership commitment, a vision with a plan as well as a concentrated effort over time to
achieve.
REFERENCES
Implementation: How to Transform Strategic Initiatives into Blockbuster Results, Alan P.
Brache and Sam Bodley-Scott, McGraw-Hill, 2006
The Rational Project Manager: A Thinking Team’s Guide to Getting Work Done, Andrew
Longman and Jim Mullins, John Wiley & Sons, Inc., 2005
PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net Page 4
5. Published in PM World Today - Spetember 2008 (Vol. X, Issue IX)
About the Author:
Doug Gaspardo
Author
DOUG GASPARDO, a senior consultant with Kepner-
Tregoe, Inc., is certified as a Project Management
Professional by the Project Management Institute. His other areas of expertise include
skill development, organizational assessment, quality improvement, strategy
formulation, process improvement and change management. He has served in both
chapter and regional leadership positions in the American Society for Training and
Development.
KEPNER-TREGOE (KT) provides consulting and training services to organizations of all
sizes including many of the Fortune 1000. KT helps clients implement their strategies by
embedding problem-solving, decision-making, and project execution methods through
individual and team skill development, issue resolution, and process improvement.
Founded in 1958, KT collaborates with many of the most successful companies in the
world, helping them build competitive advantage by using the systematic KT methods.
Organizations benefit from using KT’s common-logic, common-process approach to set
priority, resolve key issues, and achieve strategic and operational improvements. KT
offices and affiliated organizations are located throughout the world.
www.kepner-tregoe.com
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