Managing Multiple Projects: Planning, Scheduling, and Allocating Resources for Competitive Advantage PDF
Preview Managing Multiple Projects: Planning, Scheduling, and Allocating Resources for Competitive Advantage
This edition published in the Taylor & Francis e-Library, 2005. "To purchase your own copy of this or any of Taylor & Francis or Routledge's collection of thousands of eBooks please go to www.eBookstore. ISBN 0-203-90926-7 Master e-book ISBN ISBN: 0-8247-0680-3 (Print Edition) Headquarters MarcelDekker, Inc. 270 MadisonAvenue,NewYork,NY 10016 tel:212-696-9000; fax:212-685-4540 Eastern HemisphereDistribution MarcelDekkerAG Hutgasse4,Postfach 812,CH-4001 Basel,Switzerland tel:41-61-261-8482;fax:41-61-261-8896 WorldWideWeb http://www.dekker.com Thepublisheroffersdiscountsonthisbookwhenorderedinbulkquantities.Formore information,writetoSpecialSales/ProfessionalMarketingattheheadquartersaddress above. Copyright 2002byMarcelDekker,Inc.AllRightsReserved. Neither this book nor any part may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, microfilming, and re- cording, or by any information storage and retrieval system, without permission in writingfromthepublisher. CENTERFORBUSINESSPRACTICES Editor JamesS.Pennypacker Director CenterforBusinessPractices WestChester,Pennsylvania The Superior Project Organization: Global Competency Standards and Best Practices,FrankToney TheSuperiorProjectManager:GlobalCompetencyStandardsandBestPrac- tices,FrankToney PMPractices TheStrategicProjectOffice:AGuidetoImprovingOrganizationalPerformance, J.KentCrawford ProjectManagementMaturityModel:ProvidingaProvenPathtoProjectManage- mentExcellence,J.KentCrawford ADDITIONALVOLUMESINPREPARATION Managing Multiple Projects: Planning, Scheduling, and Allocating Resources for CompetitiveAdvantage,JamesS.PennypackerandLowellDye Wegratefullyacknowledgetheuseofthefollowingmaterialsasadaptedforthispubli- cation. LewisR. Ireland, ‘‘ManagingMultipleProjects inthe21stCentury.’’ Adaptedfrom theProceedingsoftheProjectManagementInstitute1997SeminarsandSymposium withpermission.Copyright1997ProjectManagementInstitute,Inc.Allrightsre- served. William J. Olford, ‘‘Why Is Multiple-Project Management Hard and How Can We MakeItEasier?’’AdaptedfromtheProceedingsoftheProjectManagementInstitute 1994SeminarsandSymposiumwithpermission.Copyright1994ProjectManage- mentInstitute, Inc.Allrightsreserved. JackMeredithandSamuelJ.Mantel,Jr.,‘‘MultiprojectSchedulingandResourceAllo- cation.’’ Adapted from Project Management: A Managerial Approach with permis- sion.Copyright2000byJohnWiley&Sons,Inc. MichaelMcCauley,AnnBundy,andWilliamSeidman,‘‘EffectiveResourceManage- ment—DebunkingtheMyths.’’AdaptedfromtheProceedingsoftheProjectManage- mentInstitute1999SeminarsandSymposiumwithpermission.Copyright1999Proj- ect ManagementInstitute, Inc.Allrightsreserved. MichelThiry,‘‘ALearningLoopforSuccessfulProgramManagement.’’Adaptedfrom theProceedingsoftheProjectManagementInstitute2000SeminarsandSymposiumwith permission.Copyright2000ProjectManagementInstitute,Inc.Allrightsreserved. GregoryD.Githens,‘‘Programs,Portfolios,andPipelines:HowtoAnticipateExecu- tives’StrategicQuestions.’’AdaptedfromtheProceedingsoftheProjectManagement Institute 1998 Seminars and Symposium with permission. Copyright 1998 Project ManagementInstitute,Inc.Allrights reserved. GeoffReiss,MultiprojectSchedulingandManagement.AdaptedfromTheProgramme ManagementWebSite,www.e-programme.com. Copyright2000HydraDevelop- mentCorporation. NealWhitten,‘‘OrganizingforMultipleProjects.’’AdaptedfromTheEnterPrizeOr- ganizationwithpermission.Copyright2000ProjectManagementInstitute,Inc.All rightsreserved. Nino Levy and Shlomo Globerson, ‘‘Improving Multiproject Management by Using a Queuing TheoryApproach.’’ Adapted from the ProjectManagement Journal with permission.Copyright2000ProjectManagementInstitute,Inc.Allrightsreserved. ProjectManagementInstitute(PMI)Headquarters,FourCampusBoulevard,NewtownSquare, Pennsylvania,U.S.A.19073-2399.PMIistheworld’sleadingprojectmanagementassociation withmorethan70,000membersworldwide.ForfurtherinformationcontactPMIbyphone(610) 356-4600,byfax(610)356-4647,orbyvisitingthewebsiteatwww.pmi.org. ProjectManagementInstitute,Inc.Allrightsreserved.‘‘PMI’’andthePMIlogoareservice andtrademarksregisteredintheUnitedStatesandothernations;‘‘PMP’’andthePMPlogoare certificationmarksregisteredintheUnitedStatesandothernations;‘‘PMBOK,’’‘‘PMNetwork,’’ and‘‘PMIToday’’aretrademarksregisteredintheUnitedStatesandothernations;and‘‘Project ManagementJournal’’and‘‘Buildingprofessionalisminprojectmanagement’’aretrademarks oftheProjectManagementInstitute,Inc. iAvdriano De Maio, Roberto Verganti, and Mariano Corso, ‘‘A Multiproject Manage- mentFrameworkforNewProductDevelopment.’’AdaptedfromtheEuropeanJour- nalofOperationalResearch,17(3):178–191.Copyright1994Elsevier Science. Robert K. Wysocki, Robert Beck, Jr., and David B. Crane, ‘‘Extensions to Multiple Projects.’’ Adapted from Effective Project Management with permission. Copyright 2000byJohnWiley&Sons,Inc. FrancisS.Patrick,‘‘ProgramManagement—TurningManyProjectsintoFewPriori- tieswithTheoryofConstraints.’’AdaptedfromtheProceedingsoftheProjectMan- agementInstitute1999SeminarsandSymposiumwithpermission.Copyright1999 ProjectManagementInstitute,Inc. Allrightsreserved. Tony Rizzo, ‘‘Operational Measurements for Product Development Organizations.’’ Adapted from PM Network with permission. 1999 Project Management Institute, Inc. Allrightsreserved. Robert G. Cooper, Scott J. Edgett, and Elko J. Kleinschmidt, ‘‘New Problems, New Solutions:MakingPortfolioManagementMoreEffective.’’AdaptedfromResearch• TechnologyManagement,March–April2000,pp.18–33withpermission.Copyright 2000byIndustrialResearch Institute.Allrightsreserved. Michael Singer Dobson, ‘‘Juggling the Interdependent Project Portfolio.’’ Adapted fromTheJuggler’sGuidetoManagingMultipleProjectswithpermission.Copyright 1999ProjectManagementInstitute,Inc.Allrights reserved. KenJonesandJoleneWeiskittel,‘‘ProgramManagement:AKeyforIntegratedHealth CareDeliverySystems.’’AdaptedfromtheProceedings oftheProjectManagement Institute 1997 Seminars and Symposium with permission. Copyright 1997 Project ManagementInstitute,Inc. Allrightsreserved. Steve Yager, ‘‘Managing Multiple Projects in Large Information Systems Organiza- tions.’’AdaptedfromtheProceedingsoftheProjectManagementInstitute1997Semi- nars andSymposium with permission. Copyright 1997 ProjectManagement Insti- tute,Inc.Allrights reserved. MartienH.A.Hendricks,BasVoeten,andLeonH.Kroep,‘‘HumanResourceAlloca- tioninaMultiprojectResearchandDevelopmentEnvironment.’’AdaptedfromInter- nationalJournalofProjectManagement,Vol.17(3):181–188withpermission.Copy- right 1999Elsevier Science. ClintonWilder,BruceCaldwell,andMartinJ.Garvey,‘‘TheBigPuzzle—Multiproj- ectManagementIsRedefiningtheWayCompaniesHandleTechnology,People,and VendorstoMakeAllthePiecesFit.’’AdaptedfromInformationWeek,3August1998 with permission.Copyright 1998CMPMediaInc.Allrightsreserved. MichaelA.CusumanoandKentaroNobeoka,‘‘TheToyotaBenchmark:Multiproject DevelopmentCenters.’’AdaptedfromThinkingBeyondLean:HowMultiprojectMan- agementIsTransformingProductDevelopmentatToyotaandOtherCompanieswith permission.Copyright 1998TheFreePress. Bradley K. Alston, ‘‘Multiple Projects, Limited Resources: Implementing Effective ProjectManagement.’’AdaptedfromtheProceedingsoftheProjectManagementIn- stitute 1998 Seminars and Symposium with permission. Copyright 1998 Project ManagementInstitute,Inc. Allrightsreserved. Series Introduction The organizational environment needed for project success is ultimately cre- ated by management. The way that the managers define, structure, and act towardprojectsiscriticaltothesuccessorfailureofthoseprojects,andconse- quentlythesuccessorfailureoftheorganization.Aneffectiveprojectmanage- ment culture is essential for effective project management. This Center for Business Practice series of books is designed to help you develop an effective project management culture in your organization. The series presents the best thinking of some of the world’s leading project management professionals, who identify a broad spectrum of best practices foryoutoconsiderandthentoimplementinyourownorganizations.Written withtheworkingpractitionerinmind,theseriesprovides‘‘musthave’’infor- mationontheknowledge,skills,tools,andtechniquesusedinsuperiorproject management organizations. Acultureisasharedsetofbeliefs,values,andexpectations.Thisculture is embodied in your organization’s policies, practices, procedures, and rou- tines. Effective cultural change occurs and will be sustained only by altering (orinsomecasescreating)theseeverydaypolicies,practices,procedures,and routinesinordertoimpactthebeliefsandvaluesthatguideemployeeactions. We can affect the culture by changing the work climate, by establishing and v vi SeriesIntroduction implementingprojectmanagementmethodology,bytrainingtothatmethodol- ogy,andbyreinforcingandrewardingthechangedbehaviorthatresults.The Center for Business Practices series focuses on helping you accomplish that cultural change. Havinganeffectiveprojectmanagementcultureinvolvesmorethanim- plementing the science of project management, however—it involves the art of applying project management skills. It also involves the organizational changes that truly integrate this management philosophy. These changes are sometimesstructural,buttheyalwaysinvolveanewapproachtomanaginga business:projectsareanaturaloutgrowthoftheorganization’smission.They are the way in which the organization puts in place the processes that carry out the mission. They are the way in which changes will be effected that enable the organization to effectively compete in the marketplace. WehopethisCenterforBusinessPracticesserieswillhelpyouandyour organization excel in today’s rapidly changing business world. James S. Pennypacker Preface Managerswhoareresponsibleforconcurrentlyexecutingseveralprojectsfeel the need for better methods to manage the resources that are often shared acrossseveralprojects.ManagingMultipleProjectsisacollectionofarticles fromleadersinthefieldthatdemonstratemultiprojectmanagementtools,tech- niques,andmethodstoshowhowotherssuccessfullymanagetheirportfolios. Managing Multiple Projects captures multiproject management prac- ticesinaformatthatisbothinformativeandpractical.Youwilldiscoverhow successfulbusinessesmanagetheirprojectswithintheirportfolio—howthey set up multiproject management processes, what technologies are effective, and how they allocate their resources across various projects. This reference detailstime-efficientandcost-effectivestrategiestoevaluate,select,prioritize, plan, and manage multiple projects while effectively utilizing resources and reinforcing organizational goals—presenting proven methods and practical applications that you can put intopractice in order to achieve more effective multiproject management in your organization. Thepurposeofthis volumeisnotto tellyouhowto manageaproject, nor is it to evaluate and recommend a specific approach or tool. Its purpose is to provide you with a variety of ideas, present proven methods, and share vii viii Preface some lessons learned from a cross-section of industries. The major sections of the book—‘‘Overview,’’ ‘‘Time, Cost, and Other Management Issues,’’ ‘‘Tools, Techniques, and Methods,’’ and ‘‘Best Practices and Applica- tions’’—reflectthebreadthofthesubject.Thechaptersreflectthedepthwith whichthesetopicsareexploredandtheirpracticalsignificance.Itisthiscom- binationofthebroadscopeofthefield,theimportantconceptsandfindingsof thewriters,andtheorientationtowardthepracticalproblemsoftopmanagers, projectmanagers,andotherdecisionmakersthatexplainstheimpactandac- ceptance of multiproject management. Withcontributionsfrom40seasonedexperts,ManagingMultipleProj- ects is an authoritative source for project leaders, managers, and team mem- bers; cost engineers; analysts; and upper-level undergraduate, graduate, and continuing-education seminars in project management and planning. James S. Pennypacker Lowell D. Dye
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