Volume IX - Issue VI - June 2007
Featured Papers
Churchill Sets up a Governance Framework
By Mark Kozak-Holland Most people are very familiar with Winston Churchill but may not be familiar with his “agile” approach to project management and his skills as a PM in summer of 1940. Part 10 looked at how Churchill laid out a strategy with short and long term objectives. This article discusses how he set up a Governance Framework to transform the U.K. The term governance* as used in industry (especially in the information technology (IT) sector) describes the processes that need to exist for a successful project. When Churchill became PM he faced insistent criticism that there was no central direction of the economic effort. This was down to the flawed governance framework he inherited which consisted of disparate government, military, and civilian organizations. These were well-organized and highly institutionalized structures, with unique cultures, that acted autonomously, and were used to working in their own ways. For example, the armed forces had evolved independently, without a need to interface with each other, often jockeying for resources, and even had their own lexicons. The Royal Navy with a 500 year history considered itself the veteran, and was reluctant to closely cooperate or share resources with the British Army or its junior partner the Royal Air Force with a 5 year history. *Source: http://en.wikipedia.org/wiki/Governance
Managing Programs to Success: By Russ Martinelli and Jim Waddell Introduction Once an organization becomes more proficient and consistent in achieving its business objectives through effective use of program management processes, program management tools should be employed to help the program teams work more efficiently (better, faster, cheaper). It should be remembered, however, that tools follow the establishment of good methods and processes, and are support mechanisms for becoming more efficient in performing program management practices - but, they are not a panacea. As one of our colleagues recently stated, “A fool with a tool is still a fool”. In this paper, we describe the difference between strategic and operational program management tools, provide examples of each type of tool that are used by practicing program managers, and describe their use in managing programs to success. A more extensive set of tools can be found in our book titled Program Management for Improved Business Results. Read complete paper in English
Read earlier papers in the series. Program Management: It's About the Business! (Part 1) Conquering Complexity with Program Management (Part 2) The Program Management Maturity Model TM: A Framework for Change (Part 3) Power, Politics and Program Management (Part 4) Managing Programs to Success: Key Program Management Processes (Part 5)
Online Project Diagnostics: A Tool for Management of Project Complexities By Professor A. Jaafari, ME, MSc, PhD, CPEng, FIEA There is evidence that the current project management models and practices do not work well. McKenna, Wilczynski & VanderSchee (2006) report the results of a recent survey posted online by Booz.Allen & Hamilton. This study revealed widespread dissatisfaction with project performance amongst the top executives of 20 companies – including super majors, independents, and EPC firms, as well as some heavy industrial companies from the United States, Europe, and Asia. The companies surveyed had a combined capital spending of more than US$100 billion. More than 40% of the projects had experienced significant schedule and cost overruns due to inadequacies in performance and risk management, initial project planning and problems with human resources. More significantly, the failures are so widespread that they pose the question as to whether they can be attributed to situational factors or an overall failure of models and practices applied to plan and manage projects. The above study is by no means an isolated example. There has been an explosion in the volume of published textbooks and papers in this field in recent years, coupled with introduction of sophisticated tools for information and communication management. In addition, many organisations worldwide have spent considerable sums to train their managers in accordance with known standards and contemporary project management bodies of knowledge. Have we got it wrong? Is there a fundamental flaw in the way we model, plan, resource and deliver projects? The answer is yes, even though it might shock many seasoned project managers around the world.
Read complete paper in English
To Take Away Traditional Processes The following lines will make us think about those traditional and non-efficient processes that we have in some organizations and we are not decided to change, convinced that they are a needed bad habit. Aversion to change Through years, companies have build bureaucratic processes for managing projects that, in some cases, are not applicable any more in the modern times that we live. However, since these processes are rooted in the company and they are working “fine”, nobody has the intention of changing them. As you have noticed, the word “fine” has been quoted, since these antique processes could be improved to achieve an efficient company.
Read complete paper in English | Spanish
Taking OPM3 to the Next Level By John Schlichter Have you ever been riding on an elevator and overheard one executive say to another that his or her company is working on maturity level 3, 4, or 5? In any maturity model, whether the Project Management Institute’s (PMI) OPM3 or the Software Engineering Institute’s (SEI) CMMI or any number of other models, a maturity level is a set of performance requirements with rules regarding how those requirements are met in order to achieve higher distinctions of maturity or performance. Levels signify compelling improvement goals and milestones in the journey to excellence. Each maturity model describes maturity or advanced capabilities in a specific domain (like software development, or human resource management, or project management), and each maturity model contrives maturity levels in a way that makes sense for its intended use and audience.
Read complete paper in English
|
PM World Today™ is a trademark of pmforum.org, Inc.
PMWT™ is a trademark of pmforum.org, Inc.
The information on this web site was checked for accuracy and authenticity when last updated. If there is any accidental infringement of copyright, the publisher of this site apologize for their actions, and would like to be notified. In addition, the publisher of this site cannot bear responsibility for the actions or the results of action of individuals or companies arising from use of information and advice contained within it.
PM World Today Privacy Policy Terms and Conditions.
© Copyright 2007 PM World Today