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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
PROJECT MANAGEMENT NEXT GENERATION Strategic guidance on enabling transformational change in the project management landscape In Project Management Next Generation: The Pillars for Organizational Excellence, a team of world-renowned project management leaders delivers an expert discussion on project management implementation in organizations of all kinds. The book explores 10 pillars of project management that will be critical for companies in the coming decade. It offers contributions from industry changemakers and thought leaders that provide the perfect balance between practical experience across a variety of programs, projects, and transformation initiatives. It's a must-have title for practicing project managers who seek hands-on guidance and insightful case studies complete with discussion questions and instruction materials, including PowerPoint lecture slides and a full Instructors Manual on the companion website. In addition to the perspectives of several global commercial organizations on the project management industry's future, readers will find: * Thorough introductions to project management as a strategic competency and corporate project management cultures * Comprehensive explorations of workforce upskilling and defining project success * Practical discussions of flexible project management frameworks and flexible life cycle phases and project governance * In-depth examinations of value-driven project management and metrics, as well as metrics for intangible assets, and strategic metrics Perfect for mid-level corporate, project, and team managers, as well as executives and business consultants, Project Management Next Generation: The Pillars for Organizational Excellence will also earn a place in the libraries of students in courses on advanced project management at the upper-level undergraduate and graduate levels.
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Table of Contents
Cover
Title Page
Copyright
Dedication
Preface
1 Pillar #1: Strategic Delivery Capability
1.0 Setting the Stage
1.1 Background
1.2 Line-of-Sight
1.3 Sustainable Competitive Advantage
1.4 High-Performance Teams
1.5 High-Performance Organizations
1.6 Strategic Competency
1.7 Background to Barriers
1.8 Excellence in Action: Medtronic
1.9 Strategically Improving
1.10 Innovation in Action: Repsol
1.11 Strategic Agility
1.12 Excellence in Action: Merck Kgaa
1.13 Excellence in Action: Cisco
1.14 Excellence in Action: Servicenow
1.15 Excellence in Action: Farm Credit Mid-America
1.16 Excellence in Action: Project Management United
1.17 Letter to Future Project Manager
References
Notes
2 Pillar 2: Applying Project Management in Humanitarian and Social Initiatives
2.0 What Makes Humanitarian Projects Different?
2.1 The Impact of Project Management Practices in Humanitarian Projects
2.2 Excellence IN Action: Ambev: A Humanitarian Approach to Addressing Challenges During the Covid-19 Pandemia
2.3 Excellence in Action: Albert Einstein Hospital: Application of Project Management to Address the Covid-19 Health Crisis and Lessons Learned
2.4 Excellence in Action: United Nations: Program Management for Humanitarian and Development Projects
2.5 16/6 Project in Haiti
2.6 Conclusions
References
Notes
3 Pillar #3: Project Management Is Creating Innovative Cultures
3.0 Background
3.1 Introducing the Innovative Culture Model
3.2 Balanced Alignment and Autonomy
3.3 Excellence in Action: Sunrise UPC
3.4 Innovation Competencies
3.5 Excellence in Action: Bosch
3.6 Blocking Off Time to Think
3.7 Excellence in Action: 3M
3.8 Refreshed Executive Role
3.9 Excellence in Action: General Motors
3.10 The Innovation Culture
3.11 Excellence in Action: Apple
3.12 Projects as Innovation Labs
3.13 Excellence in Action: Samsung
3.14 New Ways of Working
3.15 Excellence in Action: Siemens
3.16 Readying and Sustaining Tomorrow's Excellence Cultures
3.17 A Future (Working) Day in the Life of the Program Manager
3.18 Excellence in Action: Solvo360
3.19 Excellence in Action: Texas Instruments
Notes
4 Pillar #4: Digitalization Is Central to Delivering Projects' Promises
4.0 Background
4.1 Excellence in Action: ASGC
4.2 Digitalization and Projects Framework
4.3 Experimenting Capacity
4.4 Excellence in Action: ServiceNow
4.5 Context-Driven Planning
4.6 Excellence in Action: Progressive Insurance
4.7 Co-Creation
4.8 Growth in Information Warehouses
4.9 Knowledge Repositories
4.10 The Need for Business Intelligence Systems
4.11 Big Data
4.12 Top Seven Things to Consider When Choosing a BI Tool
4.13 Stop Treating Business Intelligence Projects as IT Projects
4.14 Dashboards vs. Reports: Which One Should You Go With?
4.15 Mapping Dashboards to Objectives
4.16 Virtual Teams Engagement
4.17 Excellence in Action: IBM
4.18 Outcomes-Focused Work
4.19 Excellence in Action: Dubai Customs
4.20 Ever-Changing Ways of Working
4.21 Excellence in Action: Wuttke & Team
4.22 Digitalization and Projects Path Forward
Notes
5 Pillar 5: Evolving Project Delivery Skills
5.0 The Changing Landscape
5.1 Problem Solving and Decision-Making
5.2 Brainstorming
5.3 Design Thinking
5.4 Excellence in Action: Disney
References
Notes
6 Pillar 6: New Forms of Project Leadership
6.0 Introduction
6.1 Issues with Leadership Studies
6.2 Selecting the Leader
6.3 Introduction to Leadership Styles
6.4 Project Management Challenges
6.5 Leadership and Cultures
6.6 Excellence in Action: Project Leadership for the Smart Mission
6.7 Leadership and Stakeholder Relations Management
6.8 The Changing Leadership Landscape
6.9 Servant Leadership
6.10 Social Project Management Leadership
6.11 The Growth in Importance of Crisis Leadership
6.12 The Growth in Competency Models
6.13 Project Management Core Competency Models
6.14 Excellence in Action: Eli Lilly
6.15 Conclusions
References
Notes
7 Pillar 7: Organizational Cultural Shift to the Project Way of Working
7.0 Introduction
7.1. The Need for Cultural Shift
7.2 Excellence in Action: GEA Project Management in GEA Process Engineering: Our Vision for the Future
7.3 Excellence in Action: Norte Energia Belo Monte Hydroelectric Power Plant
7.4 Conclusions
References
Notes
8 Pillar 8: Adaptive Frameworks and Life Cycles
8.0 Background
8.1 The Risks of Using a Singular Methodology
8.2 Project Management Landscape Changes
8.3 The Need for Multiple Flexible Methodologies
8.4 Selecting the Right Framework
8.5 Be Careful What You Wish For
8.6 Strategic Selection Implications
8.7 Excellence in Action: ServiceNow
8.8 Excellence in Action: The International Institute for Learning
8.9 The Fuzzy Front End
8.10 Line-of-Sight
8.11 Establishing Gates
8.12 The Future Fuzzy Front Gates
8.13 Excellence in Action: IdeaScale
8.14 Project Selection Criteria
8.15 Excellence in Action: AstraZeneca
8.16 Excellence in Action: Airbus
8.17 Partnership Fuzzy Front Ends
8.18 Excellence in Action: Facebook
8.19 Life-Cycle Phases
8.20 Project Closure
8.21 Excellence in Action: Motorola
8.22 New Causes of Complete or Partial Failure
8.23 Conclusion
References
Notes
9 Pillar 9: Evolving Nature of PMOs and Governance
9.0 Introduction
9.1 How Governance Can Be Applied in an Agile and Volatile World
9.2 Excellence in Action: SITA – Airport Systems Integration Projects Cry for Flexible Governance
9.3 Excellence in Action: ServiceNow – From Project Management to Strategy Realization
9.4 Excellence in Action: PMO Global Alliance – PMOs in Transformation
9.5 Excellence in Action: Determining the Mathematical ROI of a PMO Implementation
9.6 Conclusions
References
Notes
10 Pillar #10: Significant Growth in Value-Driven and Business-Related Metrics
10.0 The Growth of Project Metrics
10.1 The Growth of Metric Measurement Techniques
10.2 Selecting the Right Metrics
10.3 Benefits Realization and Value Management
10.4 Measuring Benefits and Value
10.5 Excellence in Action: Philips Business Group Hospital Patient Monitoring
10.6 Metrics for Measuring Intangibles
10.7 The Need for Strategic Metrics
10.8 Project Health Checks
10.9 Action Items
10.10 Failure of Traditional Metrics and KPIs
10.11 Establishing a Metrics Management Program
10.12 Conclusion
Notes
About the Authors
Index
End User License Agreement
List of Tables
Chapter 1
Table 1-1 How project management supports the HPO
Table 1-2 Summary of key paradoxes in literature (Adapted from Millhollan a...
Table 1-3 Farm Credit Mid-America strategic imperatives
Table 1-4 Farm Credit Mid-America value propositions
Chapter 4
Table 4-1 Digital transformation challenges and solutions
Table 4-2 Sources of knowledge
Chapter 8
Table 8-1 Scope and responsibilities of clinical pharmacology lead and proj...
Table 8-2 Roles and responsibilities of the core and ad hoc teams
Table 8-3 Tools used by the project manager
Table 8-4 Project phases
Table 8-5 Comparison of traditional and agile methodologies
Table 8-6 Analysis of various project management approaches supporting regu...
Table 8-7 Case study
Table 8-8 Typical role for a portfolio PMO
Chapter 10
Table 10-1 Typical Financial Value Metrics
Table 10-2 Problems with Measuring Value Metrics
Table 10-3 Audiences for Various Metrics
Table 10-4 Metrics for Specific Types of PMOs
Table 10-5 Interpretation of the Metrics
Table 10-6 Audits vs. Health Checks
List of Illustrations
Chapter 1
Figure 1-1 PPM Past, Present, and Future
Figure 1-2 Strategy Management Services
Figure 1-3 Services Evolutionary Framework
Figure 1-4 Next-Gen Roadmap
Figure 1-5 Risk with Maintaining the Competitive Advantage
Figure 1-6 The Need for Continuous Improvement
Figure 1-7 Project Management Becomes a Strategic Competency
Figure 1-8 Categories of Barriers
Figure 1-9 Human Resources Management Barrier
Figure 1-10 Legal Barriers
Figure 1-11 Sponsorship Barriers
Figure 1-12 Implementation Barriers
Figure 1-13 Cultural Barriers
Figure 1-14 The PMO Barrier
Figure 1-15 Details of the Actions Accomplished
Figure 1-16 The Cultural Transformation: A Lean Company with New Ways of Wor...
Figure 1-17 Innovation Process Model
Figure 1-18 Repsol's New Ways of Working Elements
Figure 1-19 Main New Ways of Working Roles in Transformation Processes
Figure 1-20 Improvements in Span of Control (SoC) and Lean Index
Figure 1-21 What Is Role Community?
Figure 1-22 Cisco CX Core Customer Facing Roles
Figure 1-23 Global Project Management Council Structure
Figure 1-24 Global Project Management Community – Governance Model
Figure 1-25 Global Project Management – Key Analysis
Figure 1-26 Global Project Management Community – Focus Areas
Figure 1-27 Global Project Management – Transformation Map
Figure 1-28 Moving the PMO Focus from Risk Reduction to Strategic Agility
Figure 1-29 Modern PMO Responsibilities
Figure 1-30 Tri-focal Project Success Lens
Figure 1-31 Farm Credit Mid-America, Our Compass
Figure 1-32 Strategic Project Value Dashboard
Figure 1-33 Strategic Planning Cone of Uncertainty
Figure 1-34 Operational Process Excellence Team Structure
Chapter 2
Figure 2-1 Humanitarian and Social Projects Are Different
Figure 2-2 Bring People Together for a Better World
Figure 2-3 The Squad of Good: Six People Focused on the Same Drive
Figure 2-4 Ambev Used Its Knowledge and Historical Legacy to Develop Many In...
Figure 2-5 The Importance of a Teamwork.
Figure 2-6 Hospital Construction
Figure 2-7 Oxygen Production Plant
Figure 2-8 Vaccine Production Facility Results
Figure 2-9 Project Value Chain
Figure 2-10 Environmental, Social, and Corporate Governance
Figure 2-11 Demand Curve
Figure 2-12 Map of Critical Actions
Figure 2-13 Results Highlights
Figure 2-14 Pacaembu Field Hospital
Figure 2-15 M'Boi Mirim Hospital
Figure 2-16 Changes in the Health System – Part 1
Figure 2-17 Changes in the Health System – Part 2
Figure 2-18 Disaster Risk and Its Relation to Resilience
Figure 2-19 Complexity of Aid Flow
Figure 2-20 Project numbers and size, 1990–2008
Figure 2-21 Logframe Matrix
Figure 2-22 LIFT Program Governance Structure
Figure 2-23 Program Management Office Organizational Chart
Figure 2-24 Managing the Tranches
Figure 2-25 Activities, Reach, and Impact
Figure 2-26 16/6 Project Rehabilitation
Chapter 3
Figure 3-1 The Innovative Culture Model
Figure 3-2 The Stacey Matrix
Figure 3-3 Entrepreneurial, Leadership, Interpersonal, and Professional Comp...
Figure 3-4 Career Path
Figure 3-5 Corporate PM Training Portfolio
Figure 3-6 PM Service Portfolio
Figure 3-7 PM Organization Structure at Bosch
Figure 3-8 Vision and Mission
Figure 3-9 Accelerating Innovation
Figure 3-10 The Success Pyramid
Chapter 4
Figure 4-1 Digitalization Flow (Author's development)
Figure 4-2 Comparison of Labor Productivity Bet (1995–2014).
Figure 4-3 Digitalization and Projects Framework
Figure 4-4 Digital Capabilities Drive PMO Excellence
Figure 4-5 Align Technology Investments to Value
Figure 4-6 Evolution of Project Management at Progressive
Figure 4-7 Components of a Knowledge Repository
Figure 4-8 Three Critical Intangible Components of Intellectual Capital
Figure 4-9 Customer Experience and Workforce Skills
Figure 4-10 Behavioral Skills as the Most Critical
Figure 4-11 Styles of Work Supported by Automation
Figure 4-12 The Three Dimensions of IBM's Project Management System
Figure 4-13 Using IBM's Method Workspace
Figure 4-14 Using IBM's Garage Methodology for Cloud Applications
Figure 4-15 Validation Process
Figure 4-16 AI Disrupting Project Management
Figure 4-17 Building the AI Model
Figure 4-18 The PMO Global Award.
Source:
PMO Global Alliance.
Figure 4-19 The Digital Transformation Success Model
Chapter 5
Figure 5-1 A Consequence Table
Figure 5-2 Impact Analysis
Figure 5-3 Prioritizing Stakeholder Needs
Chapter 6
Figure 6-1 Micro Level of Stakeholder Relations Management
Figure 6-2 Classification of Stakeholders
Figure 6-3 Stakeholder Mapping
Figure 6-4 Crises Life-Cycle Phases
Figure 6-5 Typical Components in a Project Management Core Competency Model...
Figure 6-6 Major Categories for Identifying Training Courses
Chapter 7
Figure 7-1 Brightline Transformation Compass (PMI, 2019)
Figure 7-2 The Venture: Key Map
Figure 7-3 HPP Main Parts: Key Map
Figure 7-4 Pimental Site. Aerial partial view since downstream in May 2019 (...
Figure 7-5 Diversion Chanel: Aerial View, South to North
Figure 7-6 HPP Main Powerhouse: Key Map
Figure 7-7 Schematic cross-section by one of Generator-Turbine Join Unit (GU...
Figure 7-8 Parts of GU of Main Powerhouse: Schematic perspective view
Figure 7-9 Status of Main Powerhouse in April 2018: Aerial view from upstrea...
Figure 7-10 Status of Main Powerhouse: Inside view since right to left
Figure 7-11 Main Powerhouse: Aerial view in October 2019
Chapter 8
Figure 8-1 Flexible Versus Inflexible Constraints
Figure 8-2 Possible Competing Constraints
Figure 8-3 Flexibility and Inflexibility of Competing Constraints
Figure 8-4 An Approach to Hybrid Project Management: Once projects enter the...
Figure 8-5 Project View by Business Priority: A platform approach gives proj...
Figure 8-6 Typical FFE Gates
Figure 8-7 Categories of Projects
Figure 8-8 Resource Requirements Model
Figure 8-9 Key Milestones in the Regulatory Submission Process
Figure 8-10 Clinical Pharmacology Cross-Functional Data Flow
Figure 8-11 The Lessons Learned Process
Figure 8-12 BDPR Business Driven Programme Roadmap Key Principles
Figure 8-13 Example of BDPR Roadmap at 10 Years
Figure 8-14 Investment Life Cycle
Figure 8-15 Resource Management Activities
Figure 8-16 Benefits Harvesting
Chapter 9
Figure 9-1 Four Competencies for the Modern PMO
Figure 9-2 Strategic Governance via Dashboards
Figure 9-3 Adoption Scorecard
Figure 9-4 Ten Processes to Calculate the Return on Investment of a Project ...
Figure 9-5 Create Portfolio of Projects
Figure 9-6 Example of Basic Project List
Figure 9-7 Example of Project Preliminary Information
Figure 9-8 Calculate Financial Return of Projects in the Portfolio
Figure 9-9 Use of AHP to Estimate the Expected Value of the Project's Benefi...
Figure 9-10 Categorize Projects
Figure 9-11 Categorized List of Projects with the Calculated Benefits Highli...
Figure 9-12 Determine Optimistic, Most Likely, and Pessimistic Profile for S...
Figure 9-13 Probabilistic Forecasting Based on Project Complexity Level. In ...
Figure 9-14 Simulate Portfolio of Projects
Figure 9-15 Simulation Output for Savings in the Total Time of the Projects ...
Figure 9-16 Simulation Output for Savings in the Budget of the Projects for ...
Figure 9-17 Simulation Output for Gains in Financial Results of the Projects...
Figure 9-18 Identify Gains in Schedule, Investment, and Results with the Imp...
Figure 9-19 Gains Based on the Simulation Results (Figures 9.16, 9.17, and 9...
Figure 9-20 Calculate Investment and Operational Costs of the PMO/Project St...
Figure 9-21 Example of a PMO Setup and Operation Cost in a Five-Year Time Fr...
Figure 9-22 Determine the Influence of the PMO on Results
Figure 9-23 Example of AHP Comparing Different Sources of Benefits with Proj...
Figure 9-24 Calculate the Return on Investment (ROI) of the PMO
Figure 9-25 Financial Calculation Based on the Simulation Results and the Co...
Figure 9-26 Analyze Final Results
Chapter 10
Figure 10-1 Metrics Growth
Figure 10-2 Healthcare Projects: Different Drivers Influence Complexity
Figure 10-3 Healthcare Projects: Complexity Levels
Figure 10-4 Solution Projects Need Set of Services and Capabilities
Figure 10-5 Integrating Frameworks for Optimal Customer Success
Figure 10-6 Solution Design and Delivery Services Need Set of Capabilities...
Figure 10-7 Solution Services along Customer Lifecycle
Figure 10-8 Continuous Engagement around the Customer
Figure 10-9 Evolution from Provider Centric to Customer Centric KPIs
Figure 10-10 Governance Effectiveness
Figure 10-11 Project Scoring Model
Figure 10-12 Project Scoring Model with Points Assigned
Figure 10-13 Matching Projects to Strategic Business Objectives
Figure 10-14 Periodic Benefits and Value Achieved
Figure 10-15 Open Action Items
Guide
Cover
Table of Contents
Title Page
Copyright
Dedication
Preface
Begin Reading
About the Authors
Index
End User License Agreement
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Project Management Next Generation:The Pillars for Organizational Excellence
Harold Kerzner, PhD, MS, MBA
Al Zeitoun, PhD, PgMP
Ricardo Viana Vargas, PhD, PMP
Copyright © 2022 by John Wiley & Sons, Inc. All rights reserved
Published by John Wiley & Sons, Inc., Hoboken, New Jersey
Published simultaneously in Canada
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor the author shall be liable for damages arising herefrom.
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Library of Congress Cataloging-in-Publication Data
Names: Kerzner, Harold, author. | Zeitoun, Al, author. | Vargas, Ricardo Viana, author.
Title: Project management next generation : the pillars for organizational excellence / Harold Kerzner, PhD, MS, MBA, Al Zeitoun, Phd, PgMP, Ricardo Viana Vargas, PMP.
Description: First edition. | Hoboken, New Jersey : Wiley, 2022. | Includes index.
Identifiers: LCCN 2022017519 (print) | LCCN 2022017520 (ebook) | ISBN 9781119832270 (cloth ; alk. paper) | ISBN 9781119832294 (adobe pdf) | ISBN 9781119832287 (epub)
Subjects: LCSH: Project management. | Organizational change.
Classification: LCC HD69.P75 K4937 2022 (print) | LCC HD69.P75 (ebook) | DDC 658.4/04—dc23/eng/20220411
LC record available at https://lccn.loc.gov/2022017519
LC ebook record available at https://lccn.loc.gov/2022017520
Cover Design: Wiley
Cover Image: © Trademarks are the property of their respective owners
To
our wives – Jo Ellyn, Nicola, and Zelia –
and our kids – Jason B, Lindsey, Andrea, Jacalyn, Jason K,
Adam, Zeyad, Sarah, Ana, and Gabi –
for being our continued source of inspiration
Preface
Executives in both the public and private sectors worldwide are beginning to recognize the full benefits that effective project management can bring to their organizations and are willing to make the necessary changes – especially changes in culture. As such, the landscape for project management is changing, and 10 pillars of project management have emerged. These critical 10 pillars are expected to drive project management for the next decade and to significantly improve the performance of organizations that take the time to understand and implement them.
This book builds on a strong and balanced combination of research and multiple global practical experiences across programs, projects, and transformation initiatives. A critical element of the book are the vast contributions of global companies and organizations throughout the book's chapters. These shed light on the strategic changes and project management capabilities improvements that future organizations and academia will focus on.
This book will enable executives, professionals, and students of project management to be better prepared for the jobs of the future as the project economy takes more of a center stage for organizations aspiring to sustain their excellence.
The book is broken down as follows:
Chapter 1
:
Discusses how project management has matured to a true strategic delivery capability that sets the foundation for organizational excellence and high performance.
Chapter 2
:
Discusses why the humanitarian and social missions provide an excellent example for understanding the true impact project management builds worldwide.
Chapter 3
:
Discusses the importance of creating an innovative culture and introduces a model to help integrate the many ingredients necessary to drive transformative change.
Chapter 4
:
Discusses how digitization is a critical component of delivering projects outcomes and showcases a framework for unifying the digital disruptions with the human element of change.
Chapter 5
:
Discusses how project management skills have been evolving and what the future focus of that role would be requiring of project manages.
Chapter 6
:
Discusses the new forms of leadership necessary for the next decade of organizational excellence and addresses the tight linkages between culture, leadership, and the associated project management implications.
Chapter 7
:
Discusses how the shift to a project way of working is going to dominate the future of work and highlights critical examples of the cultural shifts required for the future mega and complex global projects.
Chapter 8
:
Discusses the changing dynamics of adaptive frameworks and project life cycles and the need for creating a fine balance between alignment and autonomy in organizations seeking sustainable excellence.
Chapter 9
:
Discusses how project management offices will continue to evolve and become a must-have strategic governing body in an agile and volatile world.
Chapter 10
:
Discusses how project management will benefit from the shifting nature of metrics into value and strategic based ones and illustrates how to consider establishing a sustainable metrics management program.
We are indebted to all the professionals and companies that were forthcoming in sharing key information about their Excellence in Action practices and their views of the future of project management. The contributing companies list includes:
Airbus
IdeaScale
Ambev
IIL
ASGC
Medtronic
Astra Zeneca
Merck KGaA
Bosch
Philips
Cisco
PMO Global Alliance
Dubai Customs
Progressive Insurance
Dundas Data Visualization
Project Management United
Eli Lilly
Repsol
Fabio Doehler
ServiceNow
Farm Credit
Siemens
GEA
SITA
GM
Solvo360
Hospital Albert Einstein
Sunrise upc
IBM
Wuttke & Team, a Gita brand
With our sincere gratitude to our followers and readers,
Harold Kerzner,Al Zeitoun,Ricardo Viana Vargas
1Pillar #1: Strategic Delivery Capability
1.0 Setting the Stage
The profession of project management has been changing and fast. This is a different world than the one that has driven the early days of the birth of this discipline. When the authors first came up with the idea behind this book, their driver was to think about and illustrate the next iteration of this profession, which could take us through the remainder of the decade. The more closely we reviewed this ambition and worked with many of the companies around the globe to pulse their views of the future of work, the more we realized that project management is truly at an inflection point and that it is finally ready to be tackled from a wider ecosystem that encompasses the culture, business value, and the sharper focus on co-creating solutions with customers and other stakeholders. The 10 pillars we selected as the foundation for this book cover this wider ecosystem. They allow us to look at where projects are strategically poised to create a distinct way of working into the future.
As we start tackling the 10 pillars, we are reminded that predicting the next generation of project management is a complex topic. Strategy is hard and to find the patterns that connect the pillars to how organizations excel in working in the future is not an exact science anymore. The chaos that the world encounters that combines a multitude of attributes of uncertainty is immense. It is finally resting upon the project managers of the future to take on the leading role of change making that we had been predicting over the past years. The system-wide mindset that these future leaders will bring has reached the right moment of being highly valued. It is our hope that this book and its pillars serve as a critical guidepost that the organizations of the future would follow in driving their focus, investing in the right skills, in recreating how their work is done, and deciding on what data truly matters.
With the increasing vast demands for complex infrastructure programs, green energy, and the number of organizations that are committing to ambitious goals on their journey to climate neutrality, and to possibly achieving net zero emissions by 2050 while they hit some intermediate targets by 2030, the role of strategic projects that are effectively delivered will only multiply. Based on industry trends, the authors' experiences, and the multiple studies that still indicate the large gap between envisioned goals and the executed outcomes, this book is focusing on the excellence practices that will enhance the opportunities for this world to see what project management principles could help us achieve.
Before getting into some of the background and barriers behind the first pillar that sets the tone for the set of critical shifts we see into the next generation of project management, namely project management being a true strategic competency, let us start with one of the Excellence in Action sections that support the move in that direction. Throughout the book, we will demonstrate the next generation trending we see around the selected guiding 10 pillars with examples of world class organizations that have managed to show great evidence of excellence in their operations, nicely coupled with the maturing of the principles of project management.
In this first one, a dedicated professional to driving and changing the project management profession has gone through a clear maturity path in her leading strategic work with the Mayo Clinic. As a certified Portfolio Management Professional by the Project Management Institute (PMI), she has tackled the critical transformation objectives required to get project management to a strategic competency via orchestrating a set of interconnected change initiatives as part of her portfolio responsibility.
Excellence in Action: Strategy Management Services, Mayo Clinic1
One thing that is certain in all aspects of our lives is that “things will change.” Regardless of how much planning, preparation, and project management we do; change will continue to occur in both expected and often very unexpected ways. While this is evident in our professional and personal lives, it's also very relevant to the project management profession as well.
Past, Present, and Future
Many of us who have been involved in project management for many years, or many decades as in my case, may remember the days when project management wasn't really “a thing” and it definitely was not a career to be aspired to. People typically got assigned to “get something done” and would use whatever means they could to get people together, figure it out, and use “project heroics” to accomplish it. These early days of basic project management techniques had several successes, but more than likely ended in failures with long project timelines, the need for additional resources, and a variety of unanticipated surprises.
Fortunately, some really smart people figured that there had to be better ways of doing projects and created a series of methodologies, standards, and tools and templates. This began the era of formalized project management when organizations, such as the Project Management Institute (PMI), became known for sharing their knowledge, providing education, certifying practitioners, and establishing the project management profession.
This was particularly important as projects were becoming larger, more complex, and more costly. Project management gained worldwide recognition and adoption as the rate of project success increased and organizations realized the necessity and value of project management. During this time, hundreds of thousands of people became certified Project Management Offices (PMOs) were formed, and the term project management became part of standard business terminology.
As the years passed by and things continue to change there is a need for project management to adapt again as we enter “The Next Generation.” This iteration has an increase in technology, business agility, and accelerated deliverables that is requiring project management approaches to pivot and adapt to meet the new needs and challenges for our organizations more quickly than ever before. As Dr. Kerzner has noted, “More project managers are expected to manage strategic projects rather than just traditional or operational projects.” With this occurring over the past few years, it was time to introduce this next generation within my organization and move forward in establishing “Strategy Management Services” (SMS) (Figure 1-1).
After establishing and leading the Enterprise Portfolio Management (EPMO) at my organization for 10 years, it was time to move onto the next level, and fortunately I had the opportunity to pursue my SMS vision by taking a new position within a large, innovative department in my organization. In this role, I've been empowered to create the next generation of project management with an established PMO team that was needing a new direction. While it took a few months to formulate, reorganize, and introduce the new approaches; after only two years we are now a well-established high-performing team, have strong business partnerships, and are fully recognized as SMS.
Spectrum of Strategy Management Services
The vision of SMS began with the desire to move beyond the historical perspectives related to project management and a PMO by fully recognizing the critical importance of focusing on Strategic Execution and Value Delivery. While many of the services provided by SMS are based on the foundation provided by project management, business analysis, change management, and other standards, SMS recognizes that the ultimate goal is to deliver the value directed by the strategic vision of the organization.
Figure 1-1 PPM Past, Present, and Future
Figure 1-2 Strategy Management Services
Although there are dozens of books on strategic planning and execution, very few actually bring all the pieces together. Most of us fully realize that all the best strategic planning in the world gets you nowhere if you can't execute it successfully. The SMS “full spectrum of strategic services” is focused on using a logical approach, recognizing the interrelationships across the roles, and beginning with strategy and ending with successful results. This model allows all project stakeholders to recognize their specific roles and clearly understand how all phases need to work together to get the desired outcomes.
The stages of the SMS model are defined as follows (Figure 1-2):
01 – Develop Strategy.
Partner with business areas to develop approaches to deliver the strategic goals and objectives.
02 – Architect Changes.
Assess business and system capabilities to determine competencies, weaknesses, and gaps to highlight changes needed.
03 – Plan Initiatives.
Create plans to address business needs by indicating project goals, leaders, resources, costs, schedule, metrics, and other attributes.
04 – Execute Solutions.
Successfully deliver business solutions through a multi-disciplinary team comprised of skilled resources committed to achieving business needs.
05 – Measure Success.
Provide tangible and visible measures of progress toward meeting business goals and objectives.
Project management has typically focused heavily on the model's stages 3 and 4. Providing this full spectrum of services emphasizes the need for the SMS team to be engaged in all stages – both “upstream” and “downstream.” Developing abilities in these other stages occurs naturally over time, as SMS staff become viewed as business partners in strategic delivery and recognized for the skills they bring to development of the strategy, architecting changes, and delivering results.
SMS Evolution
Transitioning to strategic management services requires executive-level support, experienced leadership, and an engaged team willing to adapt to this next generation. Just like the last generation and our transition into project and portfolio management, SMS is a journey with a various steps and phases that evolve over time. To be successful, it is beneficial to have a plan that outlines an intentional path and the development stages along the way (Figure 1-3). The following are the five stages created by our SMS leadership team based on a typical maturity model:
Figure 1-3 Services Evolutionary Framework
Initiate.
The transition begins with the “Initiate” phase by introducing the new strategy management concepts to leaders, the team, and stakeholders. This includes educating the staff on new approaches, along with infusing some of the basics of PPM to emphasize its ongoing importance. Another major component of this phase is the need for organizational alignment to the strategy to ensure clear business relationships with each of the strategic pillars.
Establish.
Once organizationally aligned, the next phase is for the leaders and members of each team to create strong and trusting relationships with their strategic business partners. This provides full engagement and involvement with the business leaders and teams as an active and accountable member that is fully available to assist, support, and respond to business needs.
Accelerate.
With a solid business partnership and a high-performing team in place, you are ready for the level stage by building the ability of your team to respond and adapt quickly to changing business needs. This includes being involved in strategic ideation discussions, providing business analysis, assessing options for decision-making, and planning and execution.
Advance.
Continual improvement and advancement is an integral part of any high-performing team and is the next phase of evolution as the SMS staff continues to develop new skills, build business capabilities, utilize new tools and technologies, and create innovative solutions across the SMS spectrum.
Optimize.
The pinnacle of success is reaching the level of optimization where the SMS team are fully engaged in all aspects of strategic management, are valued members of the business team, and are consistently successful in delivering on strategic and business needs.
Next-Generation Roadmap
Once you decide to begin your journey toward strategy management services, a detailed roadmap is beneficial in highlighting some of the twists and turns along the way. This isn't an easy journey, and everyone's experiences are different along the way – depending on the organization, the leadership support, the team, and you. You as a leader in this journey are critically important as you bring a high level of knowledge, a wide range of experiences, your credibility as a strategic leader, and your unwavering commitment to lead the way to the next generation of project management.
The journey begins with the basics of project and portfolio management that many of us have obtained over the years through our education and experiences (Figure 1-4). The intermediate level is the next one that most mature organizations have used in recent years and focuses on robust resource and capacity management practices.
As the journey continues, the “climb” gets more difficult and complex as you enter the advanced phase with strategic alignment, capability models, business agility, and executive dashboards. Once you've achieved these levels, you have what you need to take the next big step and optimize your strategic management practices with modeling, roadmaps, portfolio balancing, and full benefit realization.
The ultimate “prize” for achieving this final level is one that is shared by your organization, by your business stakeholders, and by your SMS team. This is the strategic value from the results you and your team have delivered, the lessons learned and relationships built along the way, and the satisfaction that you have accomplished the full spectrum of strategic services. Best wishes on your journey!
Let us now start introducing the journey that this project management revolutionary move toward a strategic competency has taken and then we will follow with a few more diverse and concrete examples of excellence stories that contribute to the practices across the 10 pillars.
1.1 Background
Project managers are now managing strategic as well as operational or traditional projects. Executive management appears to recognize and appreciate the contributions that the project managers are making to the growth of the business. This has increased the recognition that effective project management practices can bring to a company.
The benefits of effective project management have been known for some time. Some of the benefits include:
Performing more work in less time and with fewer resources
An increase in profitability and customer satisfaction
An increase in organizational effectiveness and efficiency
An increase in competitiveness
Improvements in quality
Better control of scope changes and scope creep
Application to all business units and all types of projects
Better approach to problem-solving and decision-making
Decision-making in the best interest of the company rather than its business units
Delivering solutions to customers rather than just products and deliverables
Figure 1-4 Next-Gen Roadmap
As more organizations recognize the benefits, project managers are now seen as managing part of a business rather than just projects. The challenge facing companies is in determining the best way that the company can scale and expand the required diverse project management skills.
1.2 Line-of-Sight
Trust in asking project managers to manage strategic projects has resulted in the establishment of a line-of-sight from project teams to senior management such that the teams are kept informed about strategic business objectives to ensure that strategic projects are aligned correctly. Line-of-sight not only creates the correct decision-making mindset for the workers but also provides the workers with more knowledge about the organization, thus reducing the chance for ineffective behavior. Line-of-sight can also make it easier to develop the proper risk management mindset. The notion that “information is power” is disappearing in the project management landscape as strategic information is widely shared.
1.3 Sustainable Competitive Advantage
Companies that thrive on competitive bidding for a large portion of their revenue stream, such as with project-driven organizations, promote their delivery system as well as the outcomes or deliverables. Companies are recognizing that excellence in project management can lead to a sustainable competitive advantage. Achieving excellence is not that difficult, but maintaining and continuously improving for excellence is a challenge. Maintaining excellence is a never-ending journey.
All too often, organizations that have reached some degree of excellence in project management become complacent, and then they realize too late that they have lost their competitive advantage. This occurs when organizations fail to recognize the importance of continuous improvement to maintain the competitive advantage.
Figure 1-5 illustrates the risk and why there is a need for continuous improvement. As companies begin to mature in project management and reach some degree of excellence, they achieve a competitive advantage. The competitive advantage might very well be the single most important strategic objective of the firm if it chooses to exploit this advantage.
Unfortunately, competitive advantage is usually short-lived. The competition does not sit by, idly watching you exploit your competitive advantage. As the competition begins to counterattack, you may lose a large portion, if not all, of your competitive advantage. To remain effective and competitive, the organization must recognize the need for continuous improvement in project management, as shown in Figure 1-6. Continuous improvement allows a firm to maintain its competitive advantage even when the competitors counterattack. It is through continuous improvement efforts that the competitive advantage becomes sustainable.
Figure 1-5 Risk with Maintaining the Competitive Advantage
Figure 1-6 The Need for Continuous Improvement
1.4 High-Performance Teams
When discussing continuous project management improvement efforts, companies usually look at enhancements to the processes, tools, and techniques. What is often bypassed is the need for high-performance teams that include enhancements to people skills. Not all companies need high-performance teams, and the definition of high performance can change within each company. But by providing proper education and training with an emphasis on people skills and leadership, high-performance teams can contribute significantly to a firm's sustainable competitive advantage and frequently outperform similar teams.
There does not exist a clearly defined list of characteristics of high-performance teams. Academia and researchers focus on specific industries and types of projects. Warrick (2014) identified the following characteristics of high-performance teams:
Effective leadership
Team members that are competent, compatible, and committed to the success of the team
Strong commitment by the leader and the team members to excellence
Clearly understood mission and goals that team members are committed to achieving
Clearly understood member roles and responsibilities
Effective planning procedures
Effective follow-up procedures and control
Flexibility to respond quickly to needed change
Other characteristics that are often identified include effective collaboration, high levels of trust among team members, and rapid response to environmental changes.
1.5 High-Performance Organizations
What companies are now realizing is that the strategic focus should be on creating a high-performance organization (HPO) rather than just high-performance teams. The rationalization is as follows: If we believe that we are managing our entire business by projects, then the organization rather than individual teams should be driven to high-performance outcomes. This will then lead to a potential sustainable competitive advantage.
HPOs can eliminate barriers that may hinder the achievement of strategic goals by responding and adjusting quickly to environmental changes. High levels of mutual trust and clear and open communications exist, allowing for cross-functional collaboration and the flattening of organizational hierarchies.
HPOs have cultures that focus on knowledge, collaboration, shared visions, and the right worker skillsets. Workers are empowered, asked for their opinions, and willingly accept responsibility and accountability. They are provided with the necessary information to meet customer and stakeholder needs to ensure business success.
There's no universally accepted definition of a high-performance organization. Akdemir et al. (2010) identified 26 characteristics of HPOs, as shown in Column 1 in Table 1-1. Column 2 shows typical project management practices that help support the high-performance organization characteristics. Column 3 identifies project management pillars discussed in this book that will also support the HPO characteristics.
Table 1-1 How project management supports the HPO
HPO Characteristic
Project Management Contribution to an HPO
Pillar #
Well-understood vision and values
Executives provide a clear vision and goals to project teams by establishing a line-of-sight
1
Proper use of discipline
A nonthreatening environment where teams can speak their mind without punishment and acceptance that some projects may fail due to the risks
3
Clear set of specific goals
Line-of-sight provides goals and strategic objectives to project teams
1
Strong communication
Effective social leadership and a cooperative culture promote clear and open communications
3
Trust and confidence
Effective social leadership and a cooperative culture is promoted; empowerment leads to high levels of mutual trust between team members
6
Fun
Effective servant and social leadership allow the team members to see the fruits of their efforts and make the work challenging and enjoyable
6
Decision-making at the lowest level
Effective social leadership and empowerment allows team members, even at the lowest levels, to participate in decisions
5
Effective training
The company is committed to life-long project management education
2
Performance feedback
Company believes in capturing lessons learned and best practices from performance feedback
10
Customer focus
Fosters high levels of customer and stakeholder collaboration and interaction
Measurement techniques
Continuous exploration of new tangible and intangible metrics for performance measurement
10
Strategic change management
Clearly understands and supports the need for change management when necessary
Encourage innovation
Encourages team members to use brainstorming techniques, design thinking and creative problem solving
4
Team-based effort
Effective social leadership practices reenforce the team concept and establishes high levels of collaboration and cooperation; roles and responsibilities are clearly defined and understood
8
Participative leadership
Social leadership techniques encourage team members to participate in idea generation and decision-making; emphasis is on participative rather than individual leadership
8
Incentives and recognition
Team members are recognized and rewarded for contributions to a successful outcome
3
Recruiting and hiring best talent
Recognizing the contribution of project teams to the company's success helps create a pipeline for attracting talented project management personnel
9
Work-life balance
Effective social leadership encourages an understanding of the work-life balance
9
Managing diversity
The globalization of project management fosters a better understanding of how to manage and control diversity on project teams
2
Motivation
Effective social leadership focuses on motivation through empowerment
6
Compensation and performance appraisal
360° performance appraisal techniques are used, and rewards are provided either through compensation or recognition
6
Knowledge management
Company maintains a knowledge management system
4
Meaningful job
Social leadership and empowerment encourage recognition of a meaningful job
3
Effective succession planning
Project team members are usually qualified to fill more than just one critical position on a project team
7
Effective planning
The organization maintains several frameworks that support effective planning practices including ways to eliminate barriers in achieving strategic goals
8
Maintain ethical standards
Effective social leadership is based on high ethical standards
6
1.6 Strategic Competency
Column 2 in Table 1-1 clearly indicates that project management practices have a significant impact in helping companies become a high-performance organization. As shown in Figure 1-7, project management knowledge and expertise are now a critical competency in companies.
Many companies today conduct a study every year or two to identify the four or five strategic career paths in the company that must be cultivated so that the growth of the firm is sustainable. Project management makes the short list of these four or five career path slots. As such, project management is now treated as a “strategic competency,” rather just another career path position for the workers.
Figure 1-7 Project Management Becomes a Strategic Competency
Part of this is evident by looking at to whom project managers now report project status and make presentations. Historically, PMs conducted briefings for the project sponsors and occasionally senior management. Now, with the responsibility to manage strategic projects that may impact the future of the firm, project managers may be conducting briefings for all senior management, and even the board of directors.
By understanding and identifying the barriers prior to implementation, the chances of successful implementation will improve as with the recognition as a strategic competency.
1.7 Background to Barriers2
The Project Management Institute (PMI) recently celebrated its fiftieth anniversary. Even though most of the core concepts of project management have been recognized and used successfully for decades, there is still resistance in the form of barriers that can prevent successful implementation of all or specific components of project management. As new techniques begin being used in the project management environment, such as the impact of digitalization, artificial intelligence, the internet of things (IOT), big data, blockchain, and disruptive project management practices, new barriers are expected to appear. An understanding of the barriers can help us prevent or diminish their impact.
Up until about 10 years ago, there appeared to be limited published research on the identification and impact of these barriers. Part of the problem was that the literature at that time seemed to focus heavily on successes rather than failures because nobody wants to admit to having made a mistake. Today, we recognize that we may discover more opportunities for continuous improvement efforts from failures and mistakes rather than from best practices and lessons learned.
In an early paper by Kerzner and Zeitoun (2008), the authors focused heavily on the barriers that existed primarily in emerging markets. The authors stated:
Growth in computer technology and virtual teams has made the world smaller. Developed nations are flocking to emerging market nations to get access to the abundance of highly qualified and relatively inexpensive human capital who want to participate in virtual project management teams.
A multi-national virtual project management team, however, may come with headaches. Because of the growth of project management worldwide, many executives openly provide lip service to its acceptance, yet behind the scenes, they erect meaningful barriers to prevent it from working properly. This creates significant hardships for those portions of the virtual team that must rely upon their team members in emerging market nations for support.
Barriers to effective project management implementation exist worldwide, but in emerging market nations, the barriers are more apparent. To be aware of the possible barriers and their impact on project management implementation allows us proactively to begin to surmount them.
Today, many of the barriers that previously appeared in primarily emerging markets are now quite apparent in developed nations and within areas of companies that may have been using project management for decades. Barriers are no longer restricted just to specific countries or nations. Some barriers may be industry-specific, appear in certain functional disciplines of a company, or occur because of the personal whims of some managers and executives. Barriers can appear anywhere and at any time.
Some industries appear to be more prone to project management implementation barrier than others. The barriers in the IT industry have been discussed in the literature by Johansen & Gillard (2005), Khan et al. (2011), Khan & Keung (2016), Marly Monteiro de Carvalho (2014), Niazi et al. (2010), Polak & Wójcik (2015), and Terlizzi et al. (2016). Research and development barriers have been addressed by Sakellariou et al. (2014), Santos et al. (2012), and Sommer et al. (2014). Recently, there has also been research in public sector barriers, as described by Blixt & Kirytopoulos (2017).
Another industry commonly discussed is the construction industry, as indicated by Arnold & Javernick-Will (2013), Hwang and Tan (2012), Loushine et al. (2006), Moore & Dainty (2001), and Senesi et al. (2015). Some authors focus on barriers in specific countries. As examples, Wenzhe et al. (2007) looked at the Chinese construction industry whereas Hwang et al. (2014) researched small construction projects in Singapore. Magnier-Watanabe & Benton examined barriers facing Japanese engineers.
There has also been research in barriers that can affect certain PMBOK® Guide Areas of Knowledge or specific project management processes, tools, and techniques. Kutsch & Hall (2009 & 2010) and Paterson & Andrews (1995) looked at the barriers that impact risk management. Ambekar & Hudnurkar (2017) focused on the use of Six Sigma. Ali & Kidd (2014) examined configuration management activities, and Hwang et al. (2017) investigated barriers affecting sustainability efforts.
Figure 1-8 Categories of Barriers
Figure 1-9 Human Resources Management Barrier
There are numerous possibilities for classifying the different barriers affecting project management. This paper briefly discusses some of the more prominent barriers in the categories identified in Figure 1-8.
The authors solicited feedback concerning the barriers from almost all the PMI chapters outside of North America. The authors are indebted to those PMI chapters that took the time and effort to respond to our requests.
Human Resources Barriers
Whenever we change or introduce new management processes, whether it is for project management, Agile, Scrum, Six Sigma, or other practices, we must consider the impact on the wage and salary administration program. Workers expect to be recognized, or even rewarded, for good performance. Unfortunately, we often introduce new programs without considering employee performance review implications until some damage occurs and barriers form to prevent the new processes from being implemented correctly.
Sometimes human resources barriers are created that can cause a conflict between what appears to be in the best interest of the project and the best interest of the worker. It is not uncommon for the project team to fail to realize the impact of the barrier or even that it exists until the project is over. In most cases, as shown in Figure 1-9, the result may be limited project success, or possibly even failure, based on when the barrier is recognized.
Situation 1 (Co-Location Barrier)
A project manager working for a government agency was placed in charge of a two-year project and wanted a co-located team. The PM was fearful that, if the team members were to remain in their functional areas, the functional managers might use the workers frequently on other projects, thus impacting the schedule of his project. During project staffing, the PM also demanded the best resources, knowing full well that many of the workers would be overqualified for the tasks and therefore underutilized. Although the demand for the best resources benefited this project manager's assignment, other projects that required workers with these specific skills were short-handed and struggled. The project manager's decision may have benefited the project but not necessarily the entire company.
The project manager found a vacant floor in a government building and all the workers were relocated to this location on a full-time basis, even though the assignment did not necessarily mandate full-time workers. However, even though the workers were removed from their functional organizations, their functional managers were still responsible for their performance reviews.
At the end of the two years, the project was deemed as a success. However, many of the workers were quite upset because:
Most of the workers were given mediocre performance reviews during the two-year period because their functional managers were unaware of their performance.
When given the choice of who deserved a promotion during the two-year period, the functional managers promoted those workers first who resided in the functional area and benefited from a multitude of functional area projects.
Some of the workers discovered that their functional managers filled their vacated position with other workers and that these now-displaced team members had to find positions elsewhere, and possibly lose some seniority.
In Situation 1, which occurred in a developed nation, the project was a success and the project manager received a promotion. Unfortunately, the workers did not see any benefits to their career goals by working on this project and stated that they had no desire to work for this PM again. The organization had to rethink the benefits of using a co-located team approach. Barriers can exist anywhere.
