Showing papers in "Project Management Journal in 1999"

The Logical Framework Method for Defining Project Success

Abstract: Project success is a core concept of project management but its definition remains elusive. The project team must have a clear understanding of their project success objectives. This paper uses the...

Critical Chain Project Management Improves Project Performance

Abstract: This paper describes the theory and practice of critical chain project management (CCPM). CCPM provides a substantial step in the ongoing improvement to the Project Management Body of Knowledge. Th...

A Learning Framework for Project Management

Abstract: The contribution of this paper is a framework for understanding and practicing learning in a project environment. The framework includes the goals, processes, and tools for learning. The project ma...

An Assessment of Post-Project Reviews:

Abstract: A detailed analysis of post-project reviews was conducted to assess whether such reviews should be conducted, and, if so, how they should be conducted. It was found that post-project reviews are ef...

Decision-Making over the Project Life Cycle: An Analytical Hierarchy Approach

Abstract: Modern project management decisions are made in an environment often characterized by complexity, need for flexibility, and inclusion of a decision-maker's subjectivity. Typical project management,...

Leadership in Project Life Cycle and Team Character Development

Abstract: Project Management Journal June 1999 Successful project leaders are becoming aware of associated links between project life-cycle stage completions and the necessary group virtues that facilitate each project stage. The aggregate set of these virtues shapes the group character of the project team, i.e., their collective readiness to act ethically. At the same time that project leaders are shepherding a project through the life-cycle stages to completion, their professional responsibilities are implicitly expanding to include the identification and reinforcement of the associated sets of team virtues necessary for the success of each stage along the way. The lack of development of team virtues at one stage may well preclude the satisfactory advancement or completion of future project life-cycle stages because the team is not predisposed to complete the prior stage(s) with integrity (Kloppenborg & Petrick, in press; Petrick & Quinn, 1997). In this paper, we identify specific team virtues that are appropriate for the typical activities and closure documents of each project life-cycle stage. After clarifying the theoretical need for team character development, we identify team character development competencies needed by project leaders at each of the project life-cycle stages. We conclude by advocating the simultaneous development of both life-cycle technical competency and team character “behavioral” competency to improve successful project leadership.

Managing International Development Projects—Lessons Learned:

Abstract: This article will discuss lessons learned in managing the implementation of international development projects. First we will define the type of projects we are talking about. Then we will discuss the types of problems commonly encountered on international projects and finally we will compare that list of problems with a similar list from the United States. The basic conclusion is that the problems are almost exactly the same and that the solution is to learn the basics lessons of good project management and to apply them in the specific context of each specific project.

Cross-Functional Project Teams in Functionally Aligned Organizations:

Abstract: Project Management Journal September 1999 In theory, cross-functional teams are the right mechanism to rapidly respond to changing market needs. In practice, most functionally aligned organizations have been less than successful in incorporating crossfunctional project team structures into their hierarchical organizational structure. Through research of publications on similar topics as well as personal experience, I identify characteristics of successful cross-functional project teams and characteristics of typical functionally aligned organizations and show the relationship between them. Areas of concern will be highlighted and recommendations offered for successfully incorporating cross-functional project teams into functionally aligned organizations.

Requirements for an effective project risk management process

Abstract: Requirements, for an effective risk management process carried out by a project participant are associated with the project context and characteristics of the participant. Project context can be characterized by the nature of' the project, the immediate working environment, the identity and actions of other participants, and the progress of the project to date. Characteristics related to a particular project participant include motivation, capability, and perceived responsibilities in undertaking risk management. This paper discuisses how these factors influence the manner in which project risk management processes should be undertaken.

Project Leadership: A Question of Timing:

Abstract: Project managers face a profession coupled with a number of unique challenges. Tasked with the successful implementation of their project, these leaders are given a mandate to operate their project...

Compass: An Assessment Tool for Improving Project Team Communications

Abstract: Research from the Construction Industry Institute (CII) confirms the importance of effective communications to project success. As part of its research into the potential for enhanced project succe...

Optimal Resource Allocation for Projects

Abstract: Out of the opportunities available management must decide which ones will be pursued and how many resources will be assigned to each. Usually, these opportunities (projects) are evaluated for econo...

Echoes of the Silent Language of Project Management

Abstract: Despite business globalization, many U.S. project managers are facing a danger—the inability to operate in multicultural projects. Sensing the danger, companies deploy cross-cultural training progr...

Designing Levels for A/E Consultant Performance Measures

Abstract: Research has identified many success factors that are associated with project performance, but mostly they are conceptually described. They need to be operationally defined to be properly measured ...

Duck Alignment Theory: Going beyond Classic Project Management to Maximize Project Success:

Abstract: Project Management Journal December 1999 Most project management texts and training programs imply that any project can be successful as long as certain guidelines for defining, planning, and implementing the project are followed. I have a radical proposition to make: classic project management doesn’t work—mainly because it doesn’t go far enough. Not only does classic project management not ensure success, but it also fails to define success realistically and overlooks several elements that are critical to achieving it. Moreover, classic project management ignores the reality that some projects may not succeed no matter how well defined, planned, and implemented. For example, most competitive exercises won’t succeed (since someone has to lose in order for the victor to win) yet winning Super Bowl games and attaining elective offices are perfectly acceptable project goals. Projects that require technologies or capabilities that either do not exist or are, for one reason or another, unavailable also belong in this category. How can success be planned or measured in situations such as these? What criteria can we use for evaluating competitive projects such as team sports and political campaigns or high-risk projects such as space exploration and searches for cures for disease? Unfortunately, classic project management does not address this issue. As chief executive of an international manufacturing firm that trains its managers and sales force in classic project management, I have more than a passing interest in the success of my company’s projects. I initially became aware of classic project management theory’s limitations following a late-night meeting in the summer of 1989. A project manager at our plant in Italy was having difficulty installing a new product evaluation system. Like most of my company’s projects, this effort had been defined and planned and was being implemented according to a classic project management model (Kepner-Tregoe 1993; Pinto & Kharbanda 1995). Unfortunately, like far too many of our projects of that time, it had run into such serious trouble that my immediate on-site intervention was required. The plant manager’s SOS was a wake-up call for me in more ways than one. As we reviewed the situation together, I realized that while the problems he described were specific to his project, they bore a generic resemblance to difficulties that I’d encountered with other endeavors elsewhere at International Rectifier (IR) locations. Through a subsequent companywide review of disappointing project results, my management team and I discovered that if a project was going to go awry, it would do so because of a problem or problems in one or more of the following five areas: comprehension, motivation, skills, resources, and communication. In connection with this discovery, we also determined that the kinds of difficulties we had been experiencing could have been prevented—or, at least, anticipated and provided for—had we taken certain actions in each of these areas prior to launching our projects. Moreover, we recognized that there was a natural, logical sequence to these actions. Just as shoes can be laced most successfully from the bottom up and baby ducks line up behind their mothers to go for a swim, the success and ease of execution of our projects seemed to require that these actions be taken in sequence. Thus, the genesis of IR’s Duck Alignment Theory—a process to maximize project success. The word maximize is used rather than ensure because no system or process will guarantee the success of all projects. Some projects—such as product and technology development programs—are inherently risky. Similarly, projects that are based on forecasts and statistical probabilities are unlikely to succeed if the conditions on which they are predicated fail to materialize. Finally, every competitive situation requires that there be a loser. In these instances, the best that Duck Alignment can do is minimize the risks and maximize the chances for project success. I do not know of any system or process that can do these things better. In fact, at IR we have found that noncompetitive projects in which the “Ducks” have been lined up and kept in alignment are virtually assured of achieving their objectives, while those that follow classic project management guidelines fail at least half the time. For this reason, we consider our five Ducks to be prerequisites for the project management process. Finally, I want to point out that Duck Alignment can be applied to projects of all sizes and types because this theory recognizes that the essence of managing a project successfully lies in creating the right conditions for the desired change. With this benefit in mind, Duck Alignment users often refer to the Ducks as preconditions even though, strictly speaking, they are specific actions taken to establish these conditions. FROM MY EXPERIENCE

Improving Resource-Constrained Project Schedules with Look-Ahead Techniques

Abstract: A method, referred to as “look-ahead,” has been developed that can provide an improved sequence in which to perform the activities of a resource-constrained project schedule. In particular, this me...

Fuzzy Operations and Petri Nets: Techniques for Resource Substitution in Projects

Abstract: This paper discusses the linguistic labels that an expert would use to describe the effects of different types of resource substitutions and shows how a simple fuzzy aggregation method can be used to assess the net effect of the substitutions. A Petri net model, which can accommodate multiple resources and dynamically generate activity schedules taking into consideration resource availability and substitution, is used for illustration. The simple example presented brings out the usefulness of fuzzy operations and Petri net techniques for real-time project activity scheduling by monitoring quantity and quality of multiple resources in a resource-constrained project environment. The methodology can be equally effectively extended to incorporate other external factors such as weather conditions, changes in work specifications, changed conditions in contracts and cash flow.

Management of Modular Projects: A Templating Approach:

Abstract: The concept of a modular project is developed and a strategy for managing such projects is presented. A modular project is one that consists of several similar entities, or modules, which are the o...

Automated Cost Estimating System Using Neural Networks

Abstract: This paper presents an automated cost estimating (ACE) system for low-rise structural steel buildings. ACE is developed and coded using Borland C++ 5.0 in a Windows '95 environment. An efficient us...

The Value of the System Engineering Function in Configuration Control of a Major Technology Project

Abstract: The discipline of system engineering (SE) has developed over recent years as a significant benefit in conducting major projects, especially in technological fields. In aeronautics, space, and weapo...

A Quality Management Case Study: Defects in Spacecraft Electronics Components

Abstract: Production of spacecraft components presents a management challenge in that the systems are complex, costly to build and launch, and once a spacecraft is launched, it is extremely difficult and exp...