Project Management World Today Featured Papers
March -April 2005
What CEOs Must Demand To Compete and Collaborate in 2005
Russell D. Archibald, PMP, PMI Fellow
This paper is intended to provide chief executive officers (CEOs) and other senior executives with the understanding of what they must demand regarding project management within their organizations, today and in coming years, to compete and collaborate effectively within the realities of the Internet Age. It is also intended for use by project management professionals at all levels to communicate with their senior managers and convey to them the direction that the development of the project management discipline should be headed. The need is explored to simultaneously compete and collaborate in response to the challenges posed by the phenomena of the Internet and World Wide Web, together with ways that are open to the CEO to unleash the full power of project management to satisfy that need. The important linkage is illustrated between the organization’s mission, its business strategies, and the execution of those strategies through effective management of both the project portfolios and individual programs and projects. The underlying principles and practices of modern, integrated project management are presented in a manner that hopefully makes sense to CEOs and other senior executives, and the performance level that can be demanded for each of these principles and practices is presented as bench marks for the CEO to measure against.
This insightful paper by Russ Archibald will be published in three parts. Read the full text of part 1 at What CEOs Must Demand To Compete and Collaborate in 2005 – Part 1
Parts 2 and 3 will be published in the May-June and July-August editions of PM World Today.
About the Author:
Russell
D. Archibald , PMP, Fellow PMI and APM/IPMA, M.Sc. has held engineering
and executive positions in the defense, aerospace, refinery construction
and operations, automotive manufacturing and telecommunications industries.
He has consulted in project management to companies and agencies in twelve
countries on four continents, and has taught project management principles
and practices to thousands of managers and specialists around the world.
Russell is one of five founding PMI Trustees, PMI member number 6; author of Managing High-Technology Programs and Projects, 3rd ed, Wiley 2003 (to be published in Russian, Italian and Chinese in 2004); co-author of Network-Based Management Systems (PERT/CPM), Wiley 1967. Contact: russell_archibald@yahoo.com or http://www.russarchibald.com
The Changing Landscape of Project Management
Hiroshi Tanaka, MJPMF, PMP, FENAA, FPMA, MIPMA, MAIPM, MPMCC, MSPM
President, Japan Project Management Forum
Chair Global Project Management Forum
This paper discusses the historical development of project management models based on the author’s analysis and offers views on project management opportunities and challenges into the future.
Project management models can be classified into seven models over the four generations. From the original “Classical” model, project management has developed into the “Modern” model which is divided into three sub-models bearing characteristics particular to relevant areas of applications as well as the “Neo-Classical” model which is a global operation adaptation of the Classical model, and then into the “Strategic” model expected as a project management model of this century. A hypothesis is that the “Versatile” model is forthcoming in the future in which traditional general management will have been replaced by or merged into project management.
With such evolution of project management that satisfies the diversified needs of application areas with a variety of models and such a demography of project management practitioners as an estimated population of 16.5 million practitioners in the world, 160,000 members in the project management associations and 95,000 certified by project management associations for qualifications, project management is considered to have reached a certain level of maturity as an industrial management discipline and a profession.
Nevertheless, project management has yet to validate its value in such aspects as organizational project management to deliver on organizational business strategy; project management expanded to upstream value proposition and downstream value utilization; project management encompassing global operations; and project management in public sector and society as well as to overcome such challenges as the establishment of project management as a firm, testable academic and professional discipline; harmonization of project management bodies of knowledge, competency standards and certification systems now owned and administered independently; and further popularization of project management in those areas remaining to be cultivated.
Read the full text at The Changing Landscape of Project Management
Best Practices: An Administrative Checklist For a Multi-Organization Project Structure
Dana Knop, Business Analyst, EDS Canada
When a project is to be delivered by a consortium partnership, typically at the location of one of the partners, certain situations and dilemmas arise in the Project Management Office (PMO) that can sidetrack the day to day activities.
The idea for this article is based on experience taken from a project which included private and public sector partners. The article highlights issues from an organizational perspective that could occur without proper administrative planning. It poses questions that may need to be answered and recommends possible solutions. It identifies possibilities to better utilize resources and to keep lines of communication open. In planning for these scenarios, time and money can be saved. A written guide that is agreed to by all consortium partners from the onset is recommended, to be available to all staff at the beginning of the project.
Read the full text of: An Administrative Checklist for a Multi-Organization Project Structure
About the Author:
A
graduate of Ryerson University with certification in Information Systems
Management, Dana Knop is currently a Business Analyst with EDS Canada. Based
in Toronto, Ontario. She has worked in numerous aspects of the IT industry
since 1989. Serving a wide variety of clients, ranging from the financial
services sector to the provincial government, her experience has touched
upon all aspects of project management. Her expertise has been applied to
deliverables in projects ranging from multi-million dollar systems integration
to customized server security and data management. Dana can be contacted
via email at
dana.knop@eds.com.
Effective People Management in Global Industry – An Overview
Sujit Mishra, PMP
Project Manager, IBM Global Services India
Human Resource Management is key to success in any Project. A team can make or break the project. Effective Project Managers must possess strong organizational skills. They can motivate others to work on a low-grade work, they can energize them to work harder and put more effort in work, they inspire others to invent new things, they build job satisfaction for others and help them reach self-actualization. Human Resource Management is serious business. Low team morale is a hindrance to success in any project and it is the Manager’s sole responsibility not only to ensure that the project is successful but also see that the team is satisfied.
So it is important to look at the Leadership, Staffing, Project Organization and Teaming in any Project based on varying priorities and attributes. Based on my experience in different countries like US, UK, Germany, Thailand and India I have described what is needed to have a good, effective team.
Read the full text at Effective People Management in Global Industry – An Overview
About the Author:
Sujit
Mishra, PMP working as a Project Manager in IBM Global Services India. He
has 13 years of industry experience. Prior to this he had several technical
publications in leading International Journals including IDUG. He is also
a faculty member in Project Management Institute, Bangalore Chapter
Project Levers and Gauges
© 2005 by Stacy Goff,
PMP; President of ProjectExperts®,
and asapm Vice President
Editor’s note: This paper was originally published by asapm, the American Society for the Advancement of Project Management (http://www.asapm.org/). It is being republished here with permission of the author.
Government and Enterprises are trying to do more with less. Faster and Cheaper is an attractive theme, but can result in poor project performance without agreement about the priorities, and competent project management to achieve them. This article points out the flaws of mistakenly attempting to control project gauges, and the benefits of more effectively managing the project levers, so project managers and teams achieve their targets.
Read the full text at Project Levers and Gauges
About the Author:
Stacy
Goff is the owner of ProjectExperts®, a provider of project management
training, consulting and products, and Vice President and Director of Education
for asapm. Stacy has trained (directly and through licensees) 40,000+ people
in project management.