What Executives Need to Know About Project Management E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: The IIL/Wiley Series in Project Management
• Sprache: Englisch

Seitenzahl: 121

Veröffentlichungsjahr: 2011

Beschreibung

As project management has evolved and matured, so has the executive's role in project management. To ensure the success of individual projects and the organization as a whole, today's executives are increasingly involved in activities such as capacity planning, portfolio management, prioritization, and strategic planning specifically for project management. In fact, more and more executives are becoming certified Project Management Professionals (PMPs). What Executives Need to Know About Project Management offers executives a guide to project management, focusing on what they need to know and what they need to do. It provides step-by-step guidance to help executives get effective, well-resourced project management teams in place and ensure the success of any individual project. The book begins with basic principles, including a detailed discussion of the three best practices that enable executives to ensure effective project management: * Developing an environment where project management is viewed as a profession * Securing key personnel for project management positions * Creating opportunities for rewards and advancement through successful project management Next, the book explores how executives serve as executive sponsors in project management teams, setting forth solutions to the many problems and challenges they face in this role, including managing disagreements, delegating authority, and accelerating projects. The authors explain how the role of the executive sponsor changes depending upon the life-cycle phase of the project. For example, during the project initiation and planning phases, the sponsor may take on a very active role, ensuring that proper objectives are established and that the project plan satisfies the needs of the business as well as the needs of the client. During the execution phase, the sponsor may take on a less active role; however, the book shows how executive sponsors need to become involved when roadblocks appear, crises occur, and conflicts arise over priorities among projects. Throughout the book, helpful illustrations clarify complex concepts and processes.

Leseprobe

Table of Contents

Cover

Title page

Copyright page

PREFACE

ACKNOWLEDGMENTS

INTERNATIONAL INSTITUTE FOR LEARNING, INC. (IIL)

Chapter 1 PROJECT MANAGEMENT PRINCIPLES

THE TRIPLE CONSTRAINT

TYPES OF PROJECT RESOURCES

Chapter 2 THE EVOLUTION OF PROJECT MANAGEMENT

EVOLUTION

PROJECT OBJECTIVES

DEFINITION OF SUCCESS

VELOCITY OF CHANGE

AUTHORITY AND JOB DESCRIPTIONS

EVALUATION OF TEAM MEMBERS

ACCOUNTABILITY

PROJECT MANAGEMENT SKILLS

MANAGEMENT STYLE

PROJECT SPONSORSHIP

PROJECT FAILURES

IMPROVEMENT OPPORTUNITIES

RESISTANCE TO CHANGE

Chapter 3 THE BENEFITS OF PROJECT MANAGEMENT

BENEFITS

QUANTIFYING THE BENEFITS

Chapter 4 THREE CORE BEST PRACTICES

THE FIRST BEST PRACTICE

THE SECOND BEST PRACTICE

THE THIRD BEST PRACTICE

Chapter 5 ROLE OF THE EXECUTIVE AS A PROJECT SPONSOR

HOW EXECUTIVES INTERFACE PROJECTS

THE EXECUTIVE SPONSOR’S ROLE

Chapter 6 SPECIAL PROBLEMS FACING EXECUTIVES

PUSHING SPONSORSHIP DOWN

COMMITTEE SPONSORSHIP

HANDLING DISAGREEMENTS WITH THE SPONSOR

KNOWING WHEN TO SEEK OUT THE PROJECT SPONSOR FOR HELP

TYPES OF SPONSOR INVOLVEMENT

PLACATING THE (EXTERNAL) CUSTOMERS

GATE REVIEW MEETINGS

SPONSORSHIP PROBLEMS

THE EXIT CHAMPION

SHOULD A SPONSOR HAVE A VESTED INTEREST?

PROJECT CHAMPIONS VERSUS EXIT CHAMPIONS

THE COLLECTIVE BELIEF

ADVERTISING SPONSORSHIP

WORKING WITH THE ON-SITE REPRESENTATIVES

KICKOFF MEETING FOR PROJECTS

TAKING THE LEAD

REWARDING PROJECT TEAMS

ENTERPRISE PROJECT MANAGEMENT

EXECUTIVE INVOLVEMENT (WITH TRADE-OFFS)

Chapter 7 NEW CHALLENGES FACING SENIOR MANAGEMENT

MEASURING PROJECT MANAGEMENT SUCCESS AFTER IMPLEMENTATION

SUCCESS

TYPES OF VALUES

FOUR CORNERSTONES OF SUCCESS

SUCCESS VERSUS FAILURE

HIGH-LEVEL PROGRESS REPORTING

VALIDATING THE ASSUMPTIONS

ACCELERATING PROJECTS

PROJECT MANAGER SELECTION

DELEGATION OF AUTHORITY

VISIBLE SUPPORT

CHANNELS OF COMMUNICATION

AVOID BUY-INS

BUDGETING

WORKING RELATIONSHIPS

Chapter 8 ADDITIONAL RESPONSIBILITIES FOR EXECUTIVES

THE NEW ROLE FOR EXECUTIVES

ACTIVITIES FOR A PROJECT MANAGEMENT OFFICE

THE EXECUTIVE INTERFACE

EXPECTATIONS

A STRUCTURED PATH TO MATURITY

AN UNSTRUCTURED PATH TO MATURITY

CONCLUSIONS

Index

This book is printed on acid-free paper.

Copyright © 2009 by International Institute for Learning, Inc., New York, New York. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

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Photo credits— Figures 2.1, 2.2, 2.3, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.9, 3.10, 4.2, 4.3, 5.5, 5.8, 5.10, 5.15, 5.16, 5.17, 5.18, 5.21, 5.23, 5.28, 5.49, 5.52, 5.54, 6.1, 7.8, 7.13, 7.14—PhotoDisc/Getty Images; Figures 2.6, 2.8, 2.10, 3.8, 5.2, 5.7, 5.9, 5.19, 5.20, 5.24, 5.27, 5.30, 5.35, 5.47, 5.51, 7.9, 7.12, 7.15—Digital Vision; Figures 3.1, 5.12, 5.29, 6.12, 7.11—Artville/Getty Images; Figures 3.11, 3.12, 4.1, 5.31, 5.55, 7.7—Corbis Digital Stock; Figures 5.4, 5.53—ImageState; Figures 5.6, 5.11, 5.22, 5.32, 5.48, 5.50, 5.56, 6.2, 6.3, 6.7, 6.10, 6.11, 8.1, 8.2, 8.3, 8.4—Purestock; Figures 5.33—StockByte/Getty Images; Figures 7.10—IT Stock

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Library of Congress Cataloging-in-Publication Data:

Kerzner, Harold.

What executives need to know about project management / Harold Kerzner, Frank Saladis.

p. cm.—(The IIL/Wiley series in project management)

Includes index.

ISBN 978-0-470-50081-1 (cloth)

ISBN 978-1-118-27663-1 (epub)

ISBN 978-1-118-27671-6 (mobi)

1. Project management. 2. Management. I. Saladis, Frank P. II. Title.

 HD69.P75K497 2009

 658.4’04—dc22

2009018605

PREFACE

In the early years of what we refer to today as modern project management, executives had apprehensions about accepting changes to what they believed was an effective approach to organizational management and leadership. The apprehensions revolved mainly around how much authority should be delegated to project managers and whether project managers would then be asked to make decisions that were normally decisions reserved for senior management. A primary customer of the outputs of formal project management, the Department of Defense, wanted project managers to be capable of answering any and all questions about a project, especially technical questions. This mandated that the project managers possess a solid and reliable command of technology. Engineers with advanced degrees and a reputation as technical experts were assigned as project managers. The decision to utilize technical experts created some concern and even made some executives fearful that the highly technical project managers would make decisions without first consulting with senior management.

Project management was treated by executives in many organizations as a part-time assignment and not an actual occupation. There was no organization support structure and methodology, and at the completion of a project, the project manager would return to his or her previous line or operations function. Executives tried to manage most aspects of the project from the executive levels and treated the project managers more or less as coordinators or administrative resources with very little formal authority. But all of this was about to change.

Military officers who awarded the contracts and had the responsibility for monitoring the performance of the contractors after the contract go-ahead decision considered their hierarchical equals in the contractor’s firm to be the executives, not the project managers. Executives now had to be more visibly involved in the projects, and thus the role of the executive project sponsor appeared. The question then becomes, “Would the role of the executive as a sponsor be more than just executive-client contact?”

The majority of the contracts were yearly renewable-type contracts, and project management was beginning to emerge as a profession. The first challenge facing the executives was to determine whether the project manager position should be placed on the management career path ladder, the technical career ladder, or an entirely new career ladder entitled Project Management. The eventual series of decisions resulted in the creation of a project management as a career path with its own ladder of professional development.

Most of the engineers who were assigned as project managers had strong technical skills and a command of the technology involved, but had a limited knowledge of the business and, in some cases, even the industry they were in. The project sponsor or executive had the responsibility to make sure that the project team and the project manager understood the business need for the project, the company’s objectives in accepting the contract, and the business risks associated with the project. The engineers also had a reputation for being highly confident and optimistic in their planning and often did not see any reason for developing contingency plans. It was necessary for the sponsor to be actively involved in the initiation phase of the project to make sure that planning was done correctly and in compliance with the customer’s requirements and to meet organizational goals.

The engineering project managers were highly trained in technology but generally lacked training in human resource–type skills,which we commonly refer to as “soft skills” or interpersonal skills. When behavioral issues and interpersonal conflicts occurred during project implementation, the project sponsor had to step in and resolve the problems.

The Department of Defense mandated that project management methods should be used on projects that exceeded a certain dollar threshold limit. Contractors began developing project management methodologies designed for projects that exceeded the threshold limit. It soon became apparent that project management, as a methodology, could be used effectively on any and all projects, not merely those that exceeded the threshold limit. Sponsors were now required for all projects, and templates describing the role of the project sponsors became a part of the methodology. Several types of project sponsorships were required to manage the needs of the organization, and templates for these sponsorships were created. The main reason for the variety of sponsor types was the fact that executives could not act as sponsors for every project. The demands of the organization were too great and required their attention in many other areas. It was determined that some projects could be overseen by sponsors from lower and middle levels of management, depending on the type of project and its relationship to and impact on the organization.

As project management matured, so did the executive’s role in project management. Executives became actively involved in activities such as capacity planning for projects, portfolio management, prioritization, and strategic planning for project management. Many executives today are certified Project Management Professionals® (PMP®s) and identify themselves as such in proposals during competitive bidding activities. Executives in today’s business environment are now active participants and visible supporters of project management as a factor in organizational success.

HAROLD KERZNER, PH.D.

FRANK P. SALADIS, PMP

INTERNATIONAL INSTITUTE FOR LEARNING, INC., 2009

ACKNOWLEDGMENTS

Some of the material in this book has been either extracted or adapted from Harold Kerzner’s Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 10th edition; Advanced Project Management: Best Practices on Implementation, 2nd edition; Strategic Planning for Project Management Using a Project Management Maturity Model; Project Management Best Practices: Achieving Global Excellence, 1st edition (all published by John Wiley & Sons, Inc.).

Reproduced by permission of Harold Kerzner and John Wiley & Sons, Inc.

We would like to sincerely thank the dedicated people assigned to this project, especially the International Institute for Learning, Inc. (IIL) staff and John Wiley staff for their patience, professionalism, and guidance during the development of this book.

We would also like to thank E. LaVerne Johnson, Founder, President & CEO, IIL, for her vision and continued support of the project management profession, Judith W. Umlas, Senior Vice President, Learning Innovations, IIL and John Kenneth White, MA, PMP, Senior Consultant, IIL for their diligence and valuable insight.

In addition, we would like to acknowledge the many project managers whose ideas, thoughts, and observations inspired us to initiate this project.

HAROLD KERZNER, PH.D., AND FRANK P. SALADIS, PMP

INTERNATIONAL INSTITUTE FOR LEARNING, INC. (IIL)

International Institute for Learning, Inc. (IIL) specializes in professional training and comprehensive consulting services that improve the effectiveness and productivity of individuals and organizations.

As a recognized global leader, IIL offers comprehensive learning solutions in hard and soft skills for individuals, as well as training in enterprise-wide Project, Program, and Portfolio Management; PRINCE2®*; Lean Six Sigma; Microsoft® Office Project and Project Server**; and Business Analysis.

After you have completed What Executives Need To Know About Project Management, IIL invites you to explore our supplementary course offerings. Through an interactive, instructor-led environment, these virtual courses will provide you with even more tools and skills for delivering the value that your customers and stakeholders have come to expect.

For more information, visit www.iil.com or call 1-212-758-0177.

Notes

* PRINCE2® is a registered trademark of the Office of Government Commerce in the United Kingdom and other countries.

** Microsoft Office Project and Microsoft Office Project Server are registered trademarks of the Microsoft Corporation.

Chapter 1

PROJECT MANAGEMENT PRINCIPLES

THE TRIPLE CONSTRAINT

Effective project management is an attempt to improve the efficiency and effectiveness of an organization by arranging for work to flow multidirectionally through the organization. Project management was developed to focus on organizational activities that had the following characteristics:

Unique or one-of-a-kind deliverablesA well-defined objectivePredetermined constraints regarding time, cost, and performance/technology/qualityRequires the use of human and nonhuman resourcesHas a multidirectional work flow

From an executive perspective, the figure illustrates the basic goal of project management, namely, meeting the objectives associated with the triple constraint of time, cost, and performance while maintaining good customer relations. Unfortunately, because most projects have some unique characteristics, highly accurate estimating may not be possible and trade-offs between the triple constraint may be necessary. Executive management must be involved in almost all of the trade-off discussions to make sure that the final decision is made in the best interest of both the project and the company. Project managers may possess sufficient technical knowledge to deal with many day-to-day decisions regarding project performance but may not have sufficient business knowledge to adequately address and care for the higher-level, broader interests of the company.

TYPES OF PROJECT RESOURCES

This illustration shows the various project resources that project managers may or may not have under their direct control. Some of these resources require additional comment.

Money. Once budgets are established and charge numbers are opened, project managers focus more on project monitoring of the budget rather than management of the budget. Once the charge numbers are approved and opened, the respective line managers or functional managers control the budgets for each work package.Resources. The human resources required for the project are usually assigned by the line managers, and these resources may be under the direct control of the line managers for the duration of the project. Also, even though the employees are assigned to a project team, their line managers may not authorize them to make decisions that affect the functional group without first obtaining approval from the line managers.Business knowledge. Project managers are expected to make decisions that will benefit the business as well as the project. This is why executives must interface with projects—to provide project managers with the necessary business information for decision making.

Chapter 2