The Key Project Processes That Drive Project Outcomesmydlc.com/pmi-mn/PRES/2014D2014_KeyProjProc_1.pdf · Team Mgmt. Gantt Chart Problem Definition Make vs. Buy Resource Leveling

Copyright of Dr. E.L. Owens, Jr.April 20, 2014

1

The Key Project ProcessesThat Drive Project Outcomes


2

Data

3Copyright of Dr. E.L. Owens, Jr.April 20, 2014

Data• Sample Statistics








7

PMDP

Project Management Description Processes


Initial Screening of PMDP’sNot ranked in column

< 70 Percent < 60 Percent < 50 Percent < 25 Percent > 25 percent

Project Charter Stakeholder Analysis Project Feasibility Resource Allocation Earned Value

Scope Document Project Description Historical Review PERT/CPM SPI/CPI

Other Mgmt. Reports Scope Mgmt. Plan Power/ Influence Team Development Project Audit

Project Plan Scope Verification Risk Mgmt. Plan Change Mgmt. RACI/RASIC

Team Mgmt. Gantt Chart Problem Definition Make vs. Buy Resource Leveling

Information Distribution Document Process Actual vs. Plan Progress Payment

Project Schedule WBS Lessons Learned Control Mgmt.

Project Leadership Decision Making Resource Redistribution Quality Mgmt.

SOW Project Mgmt. System Procurement Mgmt.

Project Prioritization

SWOT

Systems Thinking

Removed from Study PMO


Qualtrics AnalysisDimension # Title and Items Cronbach Alpha

1 Team Leadership and DevelopmentPower and influenceProject leadershipTeam managementTeam developmentInformation distributionProblem definitionDecision-making process

.84

2 Project DeliverablesRisk management planProject planLesson learnedDocument managementProject charterStakeholder analysisFeasibility analysisHistorical review

.79


Qualtrics Analysis

3 Resource AlignmentResource allocationOther management reportsResource redistributionPrioritizing projectsSWOT

.77

4 Scope ManagementScope documentProject descriptionScope management planScope sign-offStatement of work

.77


Qualtrics Analysis5 Change

Change controlChange management

.83

6 Network InsightCPM/PertGanttPlan varianceWBSProject schedule

.75


Project Success Groups

Professional PracticingProject Management (P3M)

Project Leadership

Scope Management

Change Management

Change Control

Network Insight

Process Deliverables

Information Distribution Team Development

Project Schedule Plan Variance

Project Charter

Historical Review

Dimensions for Project Success

Resource Alignment

Chronbach Alpha.84 - Leadership.79 - Process.77 - Resource.77 - Scope.83 - Change.75 - Network


13

Project success


Project Success• Three things that control project success

– The Project• Definition• Scope• Strategic Intent

– The Project Manager• Capabilities

– The Project Process• Matched Rigor

– KISS vs. Mastering Complexity

• Validity/Credibility• System Thinking


Leadership vs. Process

Managing Change

Project Leadership

Resource Alignment

Change Management

Change Control

Network Insight


Leadership Outcome

Process Outcome

Anton de Wit

People

Process

Expert Power

Referent Power

Successful Project

Perception Management

Competency Management

Met StakeholdersExpectations ?

ProcessEffectiveness

Dimensions ofSuccess

P3M Fiduciary Role

Legitimate Power

Herzberg - Hygiene

Herzberg - Motivation


Leadership vs. Process• Project Outcomes

– Consistently show positive results. I must be creative inproposing new solutions. Efficiently manage internal resourcesand costs.

– Follow through on commitments. Small successes that lead tolarger ones. Thorough meeting planning that leads to largerresponsibility.

– Anticipation of issues and communication of those issues.Provide good & bad perspectives on items of concern.

– Exceed expectations when possible; educate whenopportunities present themselves


The Project Manager

Managing Change

Project Leadership

Resource Alignment

Change Management

Change Control

Network Insight


Leadership Outcome

Process Outcome

Anton de Wit

People

Process

Expert Power

Referent Power

Successful Project






P3M Fiduciary Role

Legitimate Power

Herzberg - Hygiene



The Project Manager• Capabilities

– Open communication. Repetition of relevant agreements andcommitments. Anticipation of questions and information needs.Attempts to clarify roles for both PM and sponsor.

– Honesty, Integrity, Follow-through, Completeness, Can-doattitude, Embrace change Skills demonstration in managing awide array of projects within various functions of the companyover the course of long-term employment (+20 years)

– The way were create trust is by building relationships with ourproject sponsor. We work at trying to define the problem andmaking sure we understand what they want before movingforward.


The Project Process

Managing Change

Project Leadership

Resource Alignment

Change Management

Change Control

Network Insight


Leadership Outcome

Process Outcome

Anton de Wit

People

Process

Expert Power

Referent Power

Successful Project






P3M Fiduciary Role

Legitimate Power

Herzberg - Hygiene



The Project Process• Process

– I actively work to improve process through early identification ofissues. I have established an interface between my departmentand Sales in order to produce improved operations.

– Monthly project status meeting, daily email on issues and directuser input into sponsor team

– Report status weekly, Contact via phone or IM once weekly ifavailable, IM helps with this because you can catch themquickly. ….. When I present a problem I always include whatwe believe we can do to mitigate or correct the problem. I neverpresent a problem with some options for resolution.


The Project

Managing Change

Project Leadership

Resource Alignment

Change Management

Change Control

Network Insight


Leadership Outcome

Process Outcome

Anton de Wit

People

Process

Expert Power

Referent Power

Successful Project






P3M Fiduciary Role

Legitimate Power

Herzberg - Hygiene



The Project• Strategic Intent

– As a PM for a small company in the construction industry myduties are substantially different from the PMI standards. In myrole, establishing & maintaining a professional relationship withopen communication lines is essential to earn trust.

– Being real with the project issues, timeline, budget, and quality.Offering "what can we do" solutions. Keeping the ball movingforward, showing progress. Having the courage to put thebrakes on when the risk is too great. Regular communication,reporting...honesty


23

Synthesis


Ranking of PMDP’s

PM CoordinatorProject Plan 93.6Project Schedule 91.5Scope Document 88.9Information Distribution 84.5Project Charter 83.8Project Leadership 83.4Team Management 82.1Scope Management Plan 81.6

PM Level 1 - includes aboveProject Description 79.8Scope Sign-off 78.3Risk Management Plan 78.0Document Management 77.4Gantt Chart 77.4Stakeholder Analysis 75.5WBS 73.7Power and Influence 72.7

PM Level 2 - includes aboveLesson Learned 71.5Change Management Process 70.2Plan Variance Analysis 70.1Problem Definition 69.1Change Control Process 69.0Other Mgmt Reports 67.1Decision Making Process 66.7Feasibility Analysis 63.1

PM Level 3 - includes aboveStatement of Work 62.2Resource Allocation 62.1CPM/PERT Scheduling 60.3Historical Review 55.4Team Development 54.5SWOT 48.7Resource Redistribution 41.0Project Prioritization 38.0


PMI Project Phases PMBOK 5th ed.

P3M Effort

Process GroupInitiating4.1 Project Charter13.1 Identify Stakeholders

Process GroupPlanning4.2 Develop Project Mgmt Plan5.1 Scope Management5.3 Define Scope5.4 WBS6.1 Plan Schedule Mgmt6.6 Develop Schedule11.1 Plan Risk Mgmt

Process GroupExecuting9.3 Develop Teams9.4 Manage Project Team10.2 Manage communications

Process GroupMonitoring and Controlling5.5 Validate Scope10.3 Control Communications

Process GroupClosing

Framing

Scheduling/RiskTeam Management

Controlling

Learning

Strategic to Project




Project System View

Environment

History

Resource

Inputs

StrategicChoice

Work

InformalOrganization

People

FormalOrganization Outputs

Systems

Process

Capabilities

DesiredOutcomes

Congruence Model

(Nadler, 1999)

Risk management planProject planLesson learnedDocument managementProject charterStakeholder analysisFeasibility analysisHistorical review

Resource AlignmentResource allocationOther management reportsResource redistributionPrioritizing projectsSWOT

Scope ManagementScope documentProject descriptionScope management planScope sign-offStatement of work

ChangeChange controlChange management

Network InsightCPM/PertGanttPlan varianceWBSProject schedule

Team Leadership and DevelopmentPower and influenceProject leadershipTeam managementTeam developmentInformation distributionProblem definitionDecision-making process

Chronbach Alpha.84 - Leadership.79 - Process.77 - Resource.77 - Scope.83 - Change.75 - Network



Documents

The Key Project Processes That Drive Project Outcomesmydlc.com/pmi-mn/PRES/2014D2014_KeyProjProc_1.pdf · Team Mgmt. Gantt Chart Problem Definition Make vs. Buy Resource Leveling