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Project Leadership: Creating Value with an Adaptive Project Organization PDF

214 Pages·2014·3.2 MB·English
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Project Management C Project r o s “Barry and Kathryn, through their knowledge and experience, offer a very s effective and practical way to understand and manage a culture of project • management. As one of their former students and a senior executive with a B r wide range of experience in project management in the federal government, o Leadership h I can confirm with certainty that numerous best practices presented in this m book will help organizations optimize organizational capabilities that will a n help projects meet strategic objectives.” —Stephane Cousineau, Deputy Director and Chief Information Officer, FINTRAC, Government of Canada P “This book offers a balance of logical and persuasive content with experience R Creating Value with an Adaptive Project Organization and observations of real-life examples of effective project leadership. … The result is a book that is not only very insightful but also an interesting read.” O —Jim McSheffrey, Vice President, Greater China Area and President, J 3M China E C “I highly recommend this book for all leaders involved in project strategy T and delivery. Throughout this book, Professor Cross and Professor Brohman have offered exceptional insight into real-world project delivery complexities L that organizations often face. Effective project leadership is the key ingredient E behind successful project launches and the authors have provided an invaluable framework that will enable leaders to be more effective.” A —Farshad Kajouii, Director, Project Delivery, D Bell Canada E R S H I P K22050 6000 Broken Sound Parkway, NW Suite 300, Boca Raton, FL 33487 ISBN: 978-1-4822-1630-1 711 Third Avenue 90000 an informa business New York, NY 10017 Barry L. Cross 2 Park Square, Milton Park www.crcpress.com Abingdon, Oxon OX14 4RN, UK 9 781482 216301 M. Kathryn Brohman w w w. c r c p r e s s . c o m K22050 cvr mech.indd 1 5/29/14 10:09 AM Project Leadership Creating Value with an Adaptive Project Organization Barry L. Cross M. Kathryn Brohman CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2015 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Version Date: 20140508 International Standard Book Number-13: 978-1-4822-1631-8 (eBook - PDF) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint. Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmit- ted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers. For permission to photocopy or use material electronically from this work, please access www.copyright. com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc. (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400. CCC is a not-for-profit organization that provides licenses and registration for a variety of users. For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com Contents Acknowledgements vii Introduction ix About the Authors xv Chapter 1 The Project Environment 1 Cooking with Campbell’s: DuPont Goes Downstream in the Le Menu Dinner 16 Chapter 2 Why Projects Fail 21 The England– France Channel Tunnel (Chunnel) Project 25 Why Projects Fail 28 Chapter 3 The Case for Project Leadership 37 The Adaptive Project Leadership Model 39 Responsive Leadership 42 Responsible Leadership 42 Systematic Leadership 43 Adaptive Project Leadership 45 Why Project Leadership Is Important: Redux 46 Assessing the Need for Project Leadership 48 Symptom 1: Unclear Ownership for Project Delivery 48 iii iv • Contents Symptom 2: A Lack of Project Leadership Competence 48 Symptom 3: Incomplete Goal Definition 49 The 92nd Grey Cup (2004): A Case in Project Leadership 51 Chapter 4 Project Oversight and Visibility 55 Leadership through the Intersection Points 58 Leadership through Effective Oversight and Visibility 60 Steering Implementation with Oversight 61 Enabling Strategy with Visibility 66 Oversight and Visibility at Access Copyright 71 Chapter 5 The Paradox of Project Control 75 The Need for Control 79 The Project Leadership Gap and the Paradox of Control 81 Establishing Effective Project Control 85 Institutionalization: Moving from Leadership to Organizational Control 87 Four Systems of Organizational Control 90 Effective Decision Control 91 Managing the Paradox: IT Project Delivery in the Canadian Government 93 Chapter 6 Risk and Crisis Management 99 The Steps in Risk Management 107 Step 1: Risk Identification 108 Step 2: Risk Assessment 109 Step 3: Risk Response 110 Crisis Management 113 Chapter 7 Project Timing and Acceleration 119 Barriers to Effective Project Estimates 123 Increasing Estimate Accuracy 127 Project Acceleration 129 Chapter 8 Strategy, Execution, and the Operating Plan 135 Project Visibility and Reinforcing Strategy: The Operating Plan 143 Contents • v Chapter 9 Building an Adaptive Project Organization 153 What Is an Adaptive Organization? 155 Moving from Order to Adaptive 158 The Anatomy of an Adaptive Project Organization 160 The Heart: Fostering Commitment 161 The Lungs: Building Momentum 163 The Brain: Establishing Resilience 167 Building an Adaptive Project Organization at Bright Star 169 Appendix A: Project Leadership Organizational Self-Assessment 175 Project Leadership Assessment 177 Analyzing Your Results 177 Appendix B: Failure Mode and Effects Analysis 181 Endnotes 189 Acknowledgements A number of colleagues have been instrumental in this book’s evo- lution. First and foremost are the program directors at the Queen’s School of Business who allowed us to go beyond the traditional proj- ect management curriculum to develop and deliver the concepts now recognized as project leadership. Specifically, Gloria Saccon, Tom Anger, and Shannon Goodspeed supported our initiatives and gave us creative latitude and support during the years it took to develop and test the relevance of many of the concepts introduced in this book. Our work has also been supported by a remarkable set of col- leagues, friends, and students. Stephane Cousineau at the govern- ment of Canada was one of our first students in the executive MBA program at the Queen’s School of Business and kindly agrees to speak each year at our summer project leadership seminar and share his current ideas and practices in leading major IT projects. Other students from programs who regularly stay in touch and share their ideas and challenges with regard to effective project delivery include Perry Doody, Farshad Kajouii, Allan Nixon, and others. Their enthusiasm, creativity, and energy were a constant source of insight and inspiration. vii viii • Acknowledgements Jeff Potter, Katrina Cross, Trevor Braun, and Jim McSheffry read early versions of the manuscript and provided us with impor- tant input and feedback. Thank you for the hours associated with that work. Our participants in the Queen’s Executive Development Program have also been constant supporters and challengers of our ideas. Without great students, the concepts and models introduced in this book would certainly be less fruitful and interesting. Institutional support has also been crucial in our work. Without the Queen’s School of Business’s long- term support for both of us, this book could not have been written. Thank you to Jason Bonin, for always asking the questions that needed asking. Most of the illustrations in the book are the work of Chelsea McKillop, our graphic artist. Thank you, Chelsea. At Taylor & Francis, we were encouraged and supported by a team of creative and competent professionals—our editor, Lara Zoble, project coordinator, Laurie Schlags, and the whole Taylor & Francis team were terrific. Finally, we thank the most fundamental leaders behind this book, our families. There are many who think an academic’s life is blessed with freedom and flexibility; it is only the people who live with us day- in and day- out that know the challenges. Sean McKillop’s profes- sional insight, emotional support, love, and encouragement provided Kathryn with the space and support to both write this book and aspire to always find the deeper meaning behind her work. Charles and Mary Brohman raised Kathryn with the confidence to challenge ideas and taught her the true meaning of responsibility. Barry’s family, Katrina, Regan, and Declan, have grown accus- tomed to his long periods of banishment to his den as these books take shape. Their support is unwavering, and who they are as indi- viduals and a family continues to inspire (even as he talks about a third book). Thank you all.

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Today’s organizations need to introduce new products and enhance existing services faster in order to remain competitive. The common cause of project failure is that leadership fails to appreciate the extent of uncertainty and complexity in a project and therefore doesn’t adapt their management
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Most books are stored in the elastic cloud where traffic is expensive. For this reason, we have a limit on daily download.