1. 1/22 Project Management The Variables For Success

2. 2/22 Outline Introduction Predicting Project Success Project Management Effectiveness Expectations Lessons Learned Understanding Best Practices Introduction Predicting Project Success Project Management Effectiveness Expectations Lessons Learned Understanding Best Practices

3. 3/22 “Excellence” in Project Management can be defined as a continuous stream of successfully managed projects.

4. 4/22 IMMATURITY MATURITY Company Variables Internal Metrics Culture Work flow Project Variables Time Cost Performance Cust. Relations Project Variables Time Cost Performance Cust. Relations The Road To Maturity: Defining Success

5. 5/22 Variables For Project Success Predicting project success is one of the most difficult tasks facing the project manager. According to Kerzner - most project managers look only at time, cost and performance. These parameters do not necessary identify whether or not the project was successfully managed although the deliverable was achieved. Predicting project success is one of the most difficult tasks facing the project manager. According to Kerzner - most project managers look only at time, cost and performance. These parameters do not necessary identify whether or not the project was successfully managed although the deliverable was achieved.

6. 6/22 Predicting Project Success Project success is often measured by the “actions” of three groups: Project manager and team The parent organization The customer’s organization Project success is often measured by the “actions” of three groups: Project manager and team The parent organization The customer’s organization

7. 7/22 Predicting Project Success -- Successful Actions Insist on the right to select key project team members. Select key team members with proven track records in their fields. Develop commitment and a sense of mission from the outset. Insist on the right to select key project team members. Select key team members with proven track records in their fields. Develop commitment and a sense of mission from the outset.

8. 8/22 Predicting Project Success -- Successful Actions (Continued) Seek sufficient authority and a project organizational form. Coordinate and maintain a good relationship with the client, parent, and team. Seek to enhance the public’s image of the project. Have key team members assist in decision making and problem solving. Develop realistic cost, schedule, and performance estimates and goals. Seek sufficient authority and a project organizational form. Coordinate and maintain a good relationship with the client, parent, and team. Seek to enhance the public’s image of the project. Have key team members assist in decision making and problem solving. Develop realistic cost, schedule, and performance estimates and goals.

9. 9/22 Have key team members assist in decision making and problem solving. Develop realistic cost, schedule, and performance estimates and goals. Have backup strategies in anticipation of potential problems. Provide a team structure that is appropriate, yet flexible and flat. Go beyond formal authority to maximize influence over people and key decisions. Have key team members assist in decision making and problem solving. Develop realistic cost, schedule, and performance estimates and goals. Have backup strategies in anticipation of potential problems. Provide a team structure that is appropriate, yet flexible and flat. Go beyond formal authority to maximize influence over people and key decisions. Predicting Project Success -- Successful Actions (Continued)

10. 10/22 Employ a workable set of project planning and control tools. Avoid over-reliance on one type of control tool. Stress the importance of meeting cost, schedule, and performance goals. Give priority to achieving the mission or function of the end-item. Keep changes under control. Seek to find ways of assuring job security for effective project team members. Employ a workable set of project planning and control tools. Avoid over-reliance on one type of control tool. Stress the importance of meeting cost, schedule, and performance goals. Give priority to achieving the mission or function of the end-item. Keep changes under control. Seek to find ways of assuring job security for effective project team members. Predicting Project Success -- Successful Actions (Continued)

11. 11/22 Predicting Project Success -- The Parent Organization A willingness to coordinate efforts A willingness to maintain structural flexibility A willingness to adapt to change Effective strategic planning Rapport maintenance Proper emphasis on past experience External buffering Prompt and accurate communications A willingness to coordinate efforts A willingness to maintain structural flexibility A willingness to adapt to change Effective strategic planning Rapport maintenance Proper emphasis on past experience External buffering Prompt and accurate communications

12. 12/22 Enthusiastic support Identification to all concerned parties that the project does, in fact, contribute to parent capabilities Enthusiastic support Identification to all concerned parties that the project does, in fact, contribute to parent capabilities Predicting Project Success -- The Parent Organization (Continued)

13. 13/22 Selection of a concept that is not applicable Selection of wrong person as project manager Upper amnagement that is not supportive Inadequately defined tasks Misused management techniques Project termination that is not planned Selection of a concept that is not applicable Selection of wrong person as project manager Upper amnagement that is not supportive Inadequately defined tasks Misused management techniques Project termination that is not planned Causes for Failure of Project Management

14. 14/22 Four key variables in measuring the effectiveness dealing with upper level management Credibility Priority Accessibility Visibility Four key variables in measuring the effectiveness dealing with upper level management Credibility Priority Accessibility Visibility Project management Effectiveness

15. 15/22 Top Management Expectations of Project Managers Assume total accountability for the success or failure to provide results Provide effective reports and information Provide minimum organizational disruption during the execution of a project Present recommendations, not just alternatives Have a capacity to handle most interpersonal problems Assume total accountability for the success or failure to provide results Provide effective reports and information Provide minimum organizational disruption during the execution of a project Present recommendations, not just alternatives Have a capacity to handle most interpersonal problems

16. 16/22 Demonstrate a self-starting capacity Demonstrate growth with each assignment Demonstrate a self-starting capacity Demonstrate growth with each assignment Top Management Expectations of Project Managers (Continued)

17. 17/22 Project Management Expectations of Top Management Provide clearly defined decision channels Take actions on requests Facilitate interfacing with support departments Assist in conflict resolution Provide sufficient resources/charter Provide sufficient strategic/long-range information Provide feedback Provide clearly defined decision channels Take actions on requests Facilitate interfacing with support departments Assist in conflict resolution Provide sufficient resources/charter Provide sufficient strategic/long-range information Provide feedback

18. 18/22 Give advice and stage-setting support Define expectations clearly Provide protection from political infighting Provide the opportunity for personal and professional growth Give advice and stage-setting support Define expectations clearly Provide protection from political infighting Provide the opportunity for personal and professional growth Project Management Expectations of Top Management (continued)

19. 19/22 Project Team Expectations of Their Project Manager Assist in the problem-solving process by coming up with ideas Provide proper direction and leadership Provide a relaxed environment Interact informally with team members Stimulate the group process Facilitate adoption of new members Reduce conflicts Assist in the problem-solving process by coming up with ideas Provide proper direction and leadership Provide a relaxed environment Interact informally with team members Stimulate the group process Facilitate adoption of new members Reduce conflicts

20. 20/22 Defend the team against outside pressure Resist changes Act as the group spokesperson Provide representation with higher management Defend the team against outside pressure Resist changes Act as the group spokesperson Provide representation with higher management Project Team Expectations of Their Project Manager

21. 21/22 Project Manager Expectations of the Team Demonstrate membership self-development Demonstrate the potential for innovative and creative behavior Communicate effectively Be committed to the project Demonstrate the capacity for conflict resolution Be results oriented Be change oriented Interface effectively and with high morale Demonstrate membership self-development Demonstrate the potential for innovative and creative behavior Communicate effectively Be committed to the project Demonstrate the capacity for conflict resolution Be results oriented Be change oriented Interface effectively and with high morale

22. 22/22 A sense of belonging Interest in the work itself Respect for the work being done Protection from political infighting Job security and gob continuity Potential for career growth A sense of belonging Interest in the work itself Respect for the work being done Protection from political infighting Job security and gob continuity Potential for career growth Team Member Expectations of the Project (Continued)