Project ManagementChapter 10 : Variables for Success

Harold Kerzner, Project Management: A Systems Approach To Planning, Scheduling and Control, Tenth Edition, John Wiley & Sons

Inc., 2009

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

Introduction

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

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.

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.

Project Management Effectiveness

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

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

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

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

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.

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”

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.

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.

Thank you