The Superior Project Organization: Global Competency Standards and Best Practices PDF
Preview The Superior Project Organization: Global Competency Standards and Best Practices
The Superior Project Organization CENTER FOR BUSINESS PRACTICES Editor James S. Pennypacker Director Center for Business Practices West Chester, Pennsylvania 1. The Superior Project Organization: Global Competency Standards and Best Frank Toney Practices, 2. The Superior Project Manager: Global Competency Standards and Best Frank Toney Practices, ADDITIONAL VOLUMES IN PREPARATION Managing Multiple Projects: Planning, Scheduling, and Allocating Resources for James S. Pennypacker and Lowell Dye Competitive Advantage, J. Kent Crawford Project Management Maturity Model, J. Kent Crawford Deploying Your Project Office, TheS uperioPrr oiecOt rganization GlobalC ompetencyS tandardsa nd Best Practices FrankT oney ExecutIinvieti atIinvset itute ScottsdAalreiz, ona Center tor Business Practices CAPTURINGO, RGANIZINGA, ND TRANSFERRJMNGA NAGEMENKTN OWLEDGE Boca Raton London New York CRC Press is an imprint of the Taylor & Francis Group, an informa business First published 2002 by Marcel Dekker, Inc. Published 2018 by CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2002 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an lnforma business No claim to original U.S. Government works ISBN-13: 978-0-8247-0638-8 (hbk) 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, transmitted, 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 Series Introduction The organizational environment needed for project success is ulti mately created by management. The way that the managers define, structure, and act toward projects is critical to the success or failure of those projects, and consequently the success or failure of the orga nization. An effective project management culture is essential for ef fective project management. This Center for Business Practices 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 for you to consider and then to imple ment in your own organizations. Written with the working prac titioner in mind, the series provides “must have” information on the knowledge, skills, tools, and techniques used in superior project man agement organizations. A culture is a shared set of beliefs, values, and expectations. This culture is embodied in your organization’s policies, practices, proce dures, and routines. Effective cultural change occurs and will be sus tained only by altering (or in some cases creating) these everyday policies, practices, procedures, and routines in order to impact the /V Seríes Introduction beliefs and values that guide employee actions. We can affect the cul ture by changing the work climate, by establishing and implementing project management methodology, by training to that methodology, and by reinforcing and rewarding the changed behavior that results. The Center for Business Practices series focuses on helping you ac complish that cultural change. Having an effective project management culture involves more than implementing the science of project management, however—it involves the art of applying project management skill. It also involves the organizational changes that truly integrate this management phi losophy. These changes are sometimes structural, but they always involve a new approach to managing a business: projects are a natu ral outgrowth of the organization’s mission. 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 en able the organization to effectively compete in the marketplace. We hope this Center for Business Practices series will help you and your organization excel in today’s rapidly changing business world. James S. Pennypacker Preface Large organizations find that implementation of professional project organizations generates sizeable amounts of incremental revenue and reduced costs. Over nearly 10 years, the experiences of the more them 80 companies that participate in the Top 500 Project Manage ment Benchmarking Forum in starting and building project organiza tions have been documented. Compiled from this experience is a list ing of best practices and competencies that lead to organizational success. The conclusions are supported by numerous outside research studies. The best practices and competency standards can be immedi ately applied in organizations to implement project organizations and improve the effectiveness of those already in operation. Improved is capability for project organizations and offices to implement the strat egy of the host organization as well as to support project teams in their efforts to attain project goals through speed, efficiency, and ef fectiveness. Specific organizational performance-improving topics covered include methods of obtaining senior-level support, effective selection and nurturing of project managers, and application of speed-, effi ciency-, and effectiveness-based project methodologies. Project portfo- V vi Preface lio management techniques and practices are detailed. The impact on project success of political issues and practices such as ambassa dorship, impression management, public relations, promotion of and lobbying for project interests and needs is covered. Other topics in clude competency-based training and the application of structured, predictable, and consistent methodologies and tools. The benefits and practices of continually improving project management performance by transferring knowledge from one project to the next and imple menting end-to-end project involvement by the project group are also addressed. Frank Toney Acknowledgments A research effort of this magnitude necessitates the involvement of many participants and contributors—all of whom provided time on a volunteer basis. To date, the work has spanned a period of five years. The author sincerely thanks the following people and the com panies they represent for their contributions in the benchmarking forums and the developments of this document. Aeroquip, Yvette Burton Calpers, Doug McKeever, Michael Alcoa, Alan Kristynik Ogata, Kristen Sawchuck Allied Signal, Tom Booth Capital One, Bob Stanley, Debbie American Airlines, Susan Garcia Adams AMEX, Mary Burgger Caterpillar Inc., Dave Harrison Amway/Access, Ed VanEssendelft Center for Business Practices, Jim Arizona Republic, Larry Lytle Pennypacker Avnet, Julee Rosen CH2M Hill, Starr Dehn Battelle, Steve S. Eschlahta Chase Manhattan Bank, Ruth BellSouth, Ed Prieto Guerroro Cablevision, Dave Steinbuck, Citibank, Warren Marquis, Lou Ri Steve Potter, Cliff Hagen, Jackie vera Ernst Compass Telecom, Ray Powers vii
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