Project Manager's Handbook: Applying Best Practices Across Global Industries

574 Pages·2007·7.99 MB·English

by  David Cleland

PROJECT MANAGER’S
HANDBOOK
ABOUT THE EDITORS
DAVID I. CLELAND, PH.D., is currently Professor Emeritus in the School of
Engineering at the University of Pittsburgh. Internationally known as the “Father of
Project Management,” he is a Fellow of the Project Management Institute and the
author or editor of 38 books in the fields of project management and engineering
management, including Project Management: Strategic Design & Implementation,
now in its Fifth Edition; Project Manager’s Portable Handbook,now in its Second
Edition (both with Lewis R. Ireland); and Global Project Management Handbook,
all published by McGraw-Hill.
LEWISR. IRELAND, PH.D.,currently serves as President of the American Society
for the Advancement of Project Management. He is a Fellow of the Project
Management Institute and has over three decades of experience in the field of
project management. Dr. Ireland is the author of Quality Management for Projects
and Programs and coauthor (with David I. Cleland) of Project Management:
Strategic Design & Implementation, now in its Fifth Edition, and Project
Manager’s Portable Handbook,now in its Second Edition.
Copyright © 2008 by The McGraw-Hill Companies, Inc. Click here for terms of use.
PROJECT MANAGER’S
HANDBOOK
Applying Best Practices across Global Industries
David I. Cleland,
Ph.D. Editor
Professor Emeritus, School of Engineering
University of Pittsburgh
Pittsburgh, Pennsylvania
Lewis R. Ireland,
Ph.D. Editor
President
American Society for the Advancement of Project Management
Clarksville, Tennessee
New York Chicago San Francisco Lisbon London Madrid
Mexico City Milan New Delhi San Juan Seoul
Singapore Sydney Toronto
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DOI: 10.1036/0071484426
For more information about this title, click here
CONTENTS
Preface xv
Acknowledgments xvii
Introduction xix
Part 1 Examples of Projects Found in Specific Countries
Chapter 1. Software and Other Project Management Practices in India
S.Srinivasan,Chinmay Jain and Bopaya Bidanda 3
1.1. Introduction / 3
1.2. Mini Projects in the Corporate Sector / 4
1.3. Small and Medium-Sized Projects in the Government and Public Sectors / 5
1.4. Major Projects in the Corporate and Public Sectors / 6
1.5. Indian Venture Capital Industry / 8
1.6. Future Problems in Public Projects Execution / 11
1.7. Organizational Aspects in Indian Practice / 11
1.8. Project Management Practices and Issues in the Indian Software Industry / 12
1.9. Project Management Education in India / 20
1.10. Conclusion / 20
1.11. Acknowledgments / 21
Chapter 2. The Sydney 2000 Olympic Games Brian R.Kooyman and
Jonathan A.Shahady 23
2.1. Preamble / 23
2.2. History of Sydney’s Successful Bid for the 2000 Summer Olympics / 25
2.3. Objectives and Commitment of the Sydney 2000 Games / 26
2.4. The Early Days of Organizing the Games / 26
2.5. The Various Elements of the Project / 31
2.6. The Progression of Games Preparation and Managing Change / 36
2.7. Testing the Planning Theories, Commissioning, and Moving to Shutdown / 39
2.8. The Application of Project Management Principles to Delivering the Games / 41
2.9. The Outcome: A Successful Games! / 44
2.10. References / 44
Chapter 3. Project Management in Aotearoa (New Zealand) Stephen Harrison 47
3.1. National Heritage / 47
3.2. Cultural Roadblocks to Project Management / 48
3.3. Practical Earned Value / 48
3.4. Stakeholder Management / 54
3.5. Results of Implementation / 59
3.6. Conclusion / 60
3.7. References / 60
v
vi CONTENTS
Chapter 4. An Evaluation of Major Infrastructure Projects in France:
A “Project Finance”Perspective Professor Christophe N.Bredillet 61
Abstract / 61
4.1. Setting Up the Project Finance Scene / 61
4.2. Complexity of Project Finance / 62
4.3. Project Finance Categorizations / 65
4.4. A Case Study: The Eiffel Tower, One of the First Modern BOT/PPP / 68
4.5. BOT: A Trendy Model / 69
4.6. Two Different Approaches: French and Anglo-Saxon Models / 70
4.7. Delegation of Public Utility in France from the Middle Ages to the Present / 73
4.8. Conclusion: The Tent Metaphor / 74
4.9. Acknowledgments / 75
4.10. References / 75
Chapter 5. The Role of Project Management in Spanish Projects Alfonso Bucero 77
5.1. Project Management in Spain / 77
5.2. The CG Project / 78
5.3. Customer Background / 78
5.4. Why Change was Needed / 78
5.5. The Project / 80
5.6. Difficulties / 82
5.7. The Process / 82
5.8. The Team / 86
5.9. The Results / 90
5.10. Summary / 92
5.11. References / 93
Part 2 Examples of Projects from Specific Environments
Chapter 6. Managing Projects Financed by International
Lending Agencies Robert Youker 97
6.1. Introduction / 97
6.2. What are International Development (ID) Projects? / 98
6.3. Problems in Managing ID Projects / 102
6.4. Conclusion / 105
6.5. References / 105
Chapter 7. Managing Transnational Projects Miles Shepherd 107
7.1. Introduction / 107
7.2. Outline of Issues / 108
7.3. Culture / 108
7.4. Leadership / 113
7.5. Communications / 116
7.6. Physical Aspects / 119
7.7. Conclusion / 122
7.8. Further Readings / 122
7.9. Web References / 122
CONTENTS vii
Chapter 8. Managing Projects in Health Systems Beaufort B.Longest 123
8.1. Key Definitions and Concepts / 123
8.2. The Core Activities in Project Management / 126
8.3. Summary / 138
8.4. References / 139
Chapter 9. Managing International Project Management Training
Clayman C.Myers 141
9.1. Overview / 141
9.2. Bosnia and Herzegovina / 141
9.3. The Occupied Territories (Palestine) / 143
9.4. Ukraine / 146
9.5. Russian TOT Course / 147
9.6. Peoples Republic of China / 148
9.7. Macedonia / 149
9.8. Summary / 150
Chapter 10. Cross-Cultural Project Management on Major-Sized
Global Oil and Gas Plant Projects Hiroshi Tanaka 151
10.1. Introduction / 151
10.2. Value Chain of Oil and Gas Plant Projects / 152
10.3. Rationale of Joint Venture Project Organizations / 153
10.4. JV Management Structure / 156
10.5. Project Management Features / 160
10.6. Lessons Learned / 163
10.7. Acknowledgments / 165
10.8. References / 165
Part 3 Project Management Government Organizations
Chapter 11. Elements of Successful Project Management at the National
Institute of Standards and Technology Thomas R.Rhodes 169
11.1. Introduction / 169
11.2. Nature of NIST Projects and Programs / 171
11.3. NIST Management and Projects / 173
11.4. Practical Considerations and Guidance for Effective Project Management / 175
11.5. Choosing and Justifying a Project / 180
11.6. Key Ingredients and Practices for Successful Projects / 181
11.7. Summary / 187
Chapter 12. Project Management Success at the Central
Intelligence Agency Sean E.O’Hara 189
12.1. A Quick Overview of the Central Intelligence Agency / 189
12.2. Project Management Experience and Expertise / 192
12.3. Effective Stakeholder Management / 192
12.4. “Briefing Up”: Project Review Boards / 194
12.5. The Budget Cycle / 196
viii CONTENTS
12.6. Leadership and the Project Manager / 196
12.7. Communications / 197
12.8. Managing with a Project Schedule / 198
12.9. Lessons Learned / 199
12.10. Project Management Methodology / 200
12.11. Project Management Training and Certification / 201
12.12. Project Management Services / 202
12.13. Parting Words / 203
12.14. Acknowledgments / 204
Chapter 13. Strategies and Results in the Design and Implementation
of a Project Management Program for a State Government
Tim Jaques and Jonathan Weinstein 205
13.1. Introduction / 206
13.2. Leadership: Project Management Success Starts Here / 207
13.3. Project Management Organization and Structure / 211
13.4. Standards and Processes / 215
13.5. Training, Mentoring, and Certification / 219
13.6. Planning and Execution / 221
13.7. Summary / 225
13.8. Acknowledgments / 225
Chapter 14. Evaluating Project Management Effectiveness
of Boston Big Dig and Three Gorges Dam in China Young Hoon Kwak 227
Abstract / 227
14.1. Boston Central/Artery Tunnel Project / 227
14.2. Three Gorges Dam in China / 231
14.3. Acknowledgments / 235
14.4. References / 235
Chapter 15. Project Risk Management for Alaska Oil
and Gas Capital Projects Mike Fisher and Jang W.Ra 237
Abstract / 237
15.1. Introduction / 238
15.2. Sources of Project Risk / 240
15.3. Risk Analysis and Methodology / 242
15.4. Risk Management Planning / 242
15.5. Risk Identification / 246
15.6. Qualitative Risk Analysis / 248
15.7. Risk Response Planning / 253
15.8. Risk Register / 254
15.9. Conclusion / 264
15.10. References / 265
Part 4 Project Management Organizational Functions
Chapter 16. Legal Considerations in Managing a Nuclear Plant
Decommissioning Randall L.Speck 269
16.1. Introduction / 269
16.2. Background on Connecticut Yankee / 270
16.3. Project Characteristics and Legal Framework / 271
CONTENTS ix
16.4. Connecticut Yankee’s Reaction to Its Legal Framework / 274
16.5. Lessons Learned / 280
16.6. Conclusion / 282
16.7. References / 282
Chapter 17. Using Integrated Project Management to Improve
Outsourcing Strategy and Business Results Gregory A.Garrett 283
Abstract / 283
17.1. Introduction / 284
17.2. Integrated Project Management (IPM) Life Cycle (5 Phases) / 284
17.3. Case Study: NCR / 287
17.4. Case Study: Hewlett-Packard / 288
17.5. Case Study: Lockheed Martin / 288
17.6. Integrated Project Management (IPM) Life Cycle: Lessons Learned / 289
17.7. First Project Element: Customers’Outsourcing Needs and Goals / 289
17.8. Second Project Element: Supplier Value Chain / 291
17.9. Third Project Element: Project Communications / 293
17.10. Fourth Project Element: Project Teamwork / 294
17.11. Fifth Project Element: Integrated PM Discipline / 295
17.12. The Integrated Project Management (IPM) Life Cycle and Model / 296
17.13. References / 296
Chapter 18. Connecting Projects to Corporate Strategy
Paul Varella and Kam Jugdev 297
18.1. Overview / 297
18.2. Introduction / 298
18.3. Strategic Management Process / 299
18.4. Crafting Winning Strategies / 301
18.5. Project Management Resources / 304
18.6. Project Management as a Core Competence / 308
18.7. Conclusion / 309
18.8. Bibliography / 310
Chapter 19. PMO Creation within Financial Services Companies Robert Chaves 313
19.1. Introduction / 313
19.2. Genesis / 314
19.3. Mission / 316
19.4. Organizational Design / 317
19.5. Bricks and Mortar / 320
19.6. Professionalization of the PM Staff / 328
19.7. Project and Portfolio Optimization / 329
Chapter 20. The Evolution of Project Office and Portfolio Management
at American Modern Insurance Group,Cincinnati,Ohio
Mark Heitkamp and Lee Pinkerton 331
20.1. Overview of American Modern Insurance Group / 332
20.2. Project Management Office Objective / 333
20.3. Project Office Certification / 335
20.4. Strategic Planning and the Project Portfolio / 335
20.5. Project Management Office Evolution / 336