1. Chapter 10 : Variables for Success
Project Management
Chapter 10 : Variables for Success
Harold Kerzner, Project Management: A Systems Approach To Planning, Scheduling and Control, Tenth Edition, John Wiley & Sons Inc., 2009

2. Chapter 9 Contents Introduction Predicting Project Success
Project Management Effectiveness
Expectations
Lessons Learned
Understanding Best Practices

3. Introduction
Project manager need to analyze variables that lead to success and failure.

4. Predicting project Success
Look not only at the time, cost, and performance parameters.
For out-of-tolerance condition – need to analyze and identify the cause of the problem so that the project is managed correctly.
Project success is measured by the “actions” of three groups:
the project manager and team
the parent organization
the customer’s organization.

5. Actions by Project Manager and team for Success
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.
Seek sufficient authority and a projectized organizational form.
Coordinate and maintain a good relationship with the client, parent, and team.
Seek to enhance the public’s image of the project.
Have key team members assist in decision- making and problem-solving.
Develop realistic cost, schedule, and performance estimates and goals.
Have 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.
Employ a workable set of project planning and control tools.
Use more than one type of control tool.
Always try to meet 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.

6. Project Management Effectiveness
4 key variables to measure effectiveness of Project Manager in dealing with upper-level management.
Credibility
Priority
Accessibility
Visibility

7. Expectations By Project Management towards 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
Give advice and stage-setting support
Define expectations clearly
Provide protection from political infighting
Provide the opportunity for personal and professional growth

8. Expectations By Project Team towards 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
Defend the team against outside pressure
Resist changes
Act as the group spokesperson
Provide representation with higher management

9. Expectations By Project Manager towards Project 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

10. Lesson learned Every project, even a failure provides lesson learned.
Document lessons learned because so that employees do not end up repeating the mistakes that others have made.
Forms of lesson learned documents
Diaries of lessons learned on each airplane project.
Post implementation meeting.
When to hold the post implementation meeting
Can be multiple meetings.
Case studies for training department to prepare future project managers.
Keep project notebooks on all decisions documents with all project correspondence.
Most prefer
Post implementation meetings
Case study documentation.

11. Best Practices
By understanding variable of success – can capture and retain best practices.
What is Best practices:
“best practices are those actions or activities undertaken by the company or individuals that lead to a sustained competitive advantage in project management”

12. Best Practices issues
Best practices can be learned from both successes and failures.
Earlier:
Private industry - focused on best practices from successes.
Government- focused on about best practices from failures.
Now:
Government finally focused on best practices success of their relationships with both their contractors and subcontractors.

13. Common Beliefs Concerning Best Practices
Can be interrelated – Identify one best practice - lead to another best practice
Due to dependencies between best practices - often it is easier to identify categories of best practices.
Best practices for one company may not work for another company.
Some best practices seem simplistic and common sense but constant reminder on use of these best practices lead to excellence and customer satisfaction.
Best practices are not limited exclusively to good companies.

14. Thank you