Understanding Project Management: Skills and Insights for Successful Project Delivery PDF
Preview Understanding Project Management: Skills and Insights for Successful Project Delivery
ii Understanding Project Management ii THIS PAGE IS INTENTIONALLY LEFT BLANK iiiiii Understanding Project Management Skills and insights for successful project delivery Gary Straw iivv Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the author. First published in Great Britain and the United States in 2015 by Kogan Page Limited Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 2nd Floor, 45 Gee Street 1518 Walnut Street, Suite 1100 4737/23 Ansari Road London Philadelphia PA 19102 Daryaganj EC1V 3RS USA New Delhi 110002 United Kingdom India www.koganpage.com © Gary Straw, 2015 The right of Gary Straw to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. ISBN 978 0 7494 7055 5 E-ISBN 978 0 7494 7056 2 British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Straw, Gary. Understanding project management : skills and insights for successful project delivery / Gary Straw. pages cm ISBN 978-0-7494-7055-5 (paperback) – ISBN 978-0-7494-7056-2 (ebk) 1. Project management. I. Title. HD69.P75S7733 2015 658.4’04–dc23 2015008798 Typeset by Graphicraft Limited, Hong Kong Print production managed by Jellyfish Printed and bound in Great Britain by CPI Group (UK) Ltd, Croydon CR0 4YY Contents Contents v Preface ix Part One 1 Projects in an ideal world 1 01 3 An introduction to projects and project management 3 Introduction 3 Projects – initial perspectives 4 The project manager and project management 6 Project management is risk management 7 Project processes 14 Projects and lifecycles 18 Projects and gates 20 Projects: ingredients and early insights 21 Projects are complex; stakeholders; change 24 Summary 27 Notes 27 References 28 02 30 Projects at the conceptual phase 30 Introduction 30 v Conceptual phase 31 Entry points 33 Some important questions 43 Who is asking for it? 45 Why do they want it? 50 What do they want? 50 Contents When do they want it? 52 How much will it cost? 52 How will we do it? 52 What assumptions will be needed? What constraints will there be? 53 Summary 53 Note 54 References 54 03 56 Planning within projects 56 Introduction 56 Stakeholder aspects 57 Specification – being clear about what is required 58 Breaking things down 59 Preface ix TRiemsoeu prlcaen pnlianngn ing 6608 Cost planning 71 Acknowledgements xii QPruoajelictty mpalannangienmg ent 7o7rganization 78 Summary 84 Notes 84 References 85 Part Two 87 Part One Projects in an ideal world Projects in a real world 87 1 04 89 After the planning: delivering projects 89 Introduction 89 Delivering: more than plan conversion 90 Working with stakeholders 92 01 An introduction to projects and project management 3 DTiemliev earnindg s tcoh esdpuecleifi mcaatnioange ment 9936 Resource management 100 Learning outcomes 3 CThoes tp aenodp lbeu pdagrett: dmealinvaegreinmge tnhtr ough the str1u0c4ture and team 108 Summary 113 Introduction 3 NReofteerse nces 111134 05 115 Projects – initial perspectives 4 Managing to completion 115 Introduction 115 Managing actively 116 The project manager and project management 6 Completion challenges 129 Summary 136 Notes 137 Project management is risk management 7 References 137 06 138 Project processes 14 RInetvroiedwuicntgio ann d learnin1g3 8in projects 138 What we have learnt about the project so far 139 Projects and lifecycles 18 PWreorjee cwt ere svuiecwce spsrfoucl?e s1se4s6 141 Incentives to succeed 152 Projects and gates 20 Summary 158 Notes 159 References 159 Projects: ingredients and early insights 21 Part Three 161 Projects in a challenging world 161 07 163 Projects are complex; stakeholders; change 24 Projects: a way of thinking 163 Introduction 163 Summary 27 TThhee pcoranctteixtito fnoerr pwroojrelcdt s-based organizatio1n6s4 170 Projects create value 178 Notes 27 SRuemfemreanrcye s 118823 08 185 References 28 Within and outside projects 185 Introduction 185 Aggregation within and outside projects 186 Projects, programmes, portfolios 195 Providing support – project management offices 204 Summary 210 02 Projects at the conceptual phase 30 Note 211 References 211 09 213 Learning outcomes 30 A global stage 213 Introduction 213 Introduction 30 MCualntuyr pe,r ocojemctms uhnavicea itniotenr, ncaotmiomnaoln ealleimtieesn ts2 18 214 Implications for project management 231 Conceptual phase 31 SRuemfemreanrcye s 223355 Part Four 237 Entry points 33 Developing a capability 237 10 239 Managing and leading in project environments 239 Some important questions 43 Introduction 239 Managing and leading; distinct and complementary attributes 240 Summary 259 Who is asking for it? 45 Note 259 References 259 Why do they want it? 50 1A1 s pectrum of projec2t 6m2anagement roles 262 Introduction 262 What do they want? 50 TAe sapmesc tirnu mpr oojfe crot leensv i2r7o4nments 263 Sector-specific project management roles 278 When do they want it? 52 Summary 285 Notes 285 References 286 How much will it cost? 52 12 287 Develop the capability 287 Introduction 287 How will we do it? 52 Context 288 Undertaking projects from a holistic perspective 289 What assumptions will be needed? What constraints will there be? 53 DPreolijvecetr isnugc cpersosj efactcst oinrs a strategic style 229925 What the future holds 298 Summary 53 SNuomtems ary 330000 References 301 Note 54 Index 308 References 54 vi Contents 03 Planning within projects 56 Learning outcomes 56 Introduction 56 Stakeholder aspects 57 Specification – being clear about what is required 58 Breaking things down 59 Time planning 60 Resource planning 68 Cost planning 71 Quality planning 77 Project management organization 78 Summary 84 Notes 84 References 85 Part twO Projects in a real world 87 04 After the planning: delivering projects 89 Learning outcomes 89 Introduction 89 Delivering: more than plan conversion 90 Working with stakeholders 92 Delivering to specification 93 Time and schedule management 96 Resource management 100 Cost and budget management 104 The people part: delivering through the structure and team 108 Summary 113 Notes 113 References 114 05 Managing to completion 115 Learning outcomes 115 Introduction 115 Managing actively 116 Completion challenges 129 Summary 136 Notes 137 References 137 Contents vii 06 Reviewing and learning in projects 138 Learning outcomes 138 Introduction 138 What we have learnt about the project so far 139 Project review processes 141 Were we successful? 146 Incentives to succeed 152 Summary 158 Notes 159 References 159 Part three Projects in a challenging world 161 07 Projects: a way of thinking 163 Learning outcomes 163 Introduction 163 The practitioner world 164 The context for projects-based organizations 170 Projects create value 178 Summary 182 References 183 08 Within and outside projects 185 Learning outcomes 185 Introduction 185 Aggregation within and outside projects 186 Projects, programmes, portfolios 195 Providing support – project management offices 204 Summary 210 Note 211 References 211 09 A global stage 213 Learning outcomes 213 Introduction 213 Many projects have international elements 214 Culture, communication, commonalities 218 Implications for project management 231 Summary 235 References 235 viii Contents Part FOur Developing a capability 237 10 Managing and leading in project environments 239 Learning outcomes 239 Introduction 239 Managing and leading; distinct and complementary attributes 240 Summary 259 Note 259 References 259 11 A spectrum of project management roles 262 Learning outcomes 262 Introduction 262 Teams in project environments 263 A spectrum of roles 274 Sector-specific project management roles 278 Summary 285 Notes 285 References 286 12 Develop the capability 287 Learning outcomes 287 Introduction 287 Context 288 Undertaking projects from a holistic perspective 289 Delivering projects in a strategic style 292 Project success factors 295 What the future holds 298 Summary 300 Notes 300 References 301 Glossary 302 Index 308 ix PRefACe this is a generalist textbook for people involved (intentionally and unintention- ally) in the delivery of projects, as non-experts or experts. It is aimed to support learning in MBA, management and management-related master’s degrees, and also for executives or management pursuing continuing professional development (CPD) schemes. It will also be suitable to support appropriate executive education schemes associated with projects, programmes or indeed portfolio management. The book aims to provide an understanding of project management, help develop perspectives in application and enable the development of project management capability, at an individual, organization or project level. While retaining the rigour required within the higher education domain, content has been guided by practice. The author has provided project-management-based courses for over a decade. This followed periods spent delivering projects in a variety of private- and public- sector markets. Within large multinational corporations and small businesses, whether managing the project or providing one part of a delivery solution, the challenges are often very similar; a set of generic principles underpin many of the project management activities and roles. Working with international students has provided additional insights into the challenges presented by learning style, person- ality and cultural basis. It has also provided significant motivation and inspiration. Recent decades have seen some balancing in the content used as a platform for project management learning; the accumulation of a significant volume of technical knowledge and analytical techniques has been accompanied by a greater awareness of the need for approaches that are contingent upon the environment of the project and for insights into the appropriate deployment of soft skills. One example of this has been the increasing awareness of the significant influence of the stakeholder. It is important to provide a depth of insight appropriate for a generalist course. While opportunities within project environments to apply techniques are potentially quite high, many students will need to understand why (and when) it is important to deploy a particular technique; they need to build knowledge and judgement rather than (or as well as) becoming subject experts. Conveying such accumulated insights presents some challenges; if we introduced all the important project management topics in the first chapter, it would be the first and only one in the book. In order to manage projects effectively, we have to know lots of things; with an appropriate emphasis on practice and reflection within a real-world environment, topics are introduced in a layered-learning sequence. An analogy might be the playing of a game of cards. It may take time to understand
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