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PMSelect March 2006 |
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Welcome to the March 2006 PM Select.
A selection of the latest articles from across the international project management literature, to keep you up-to-date with the newest research in the profession. This months issue contains 7 topical papers from a variety of sources.
Subjects this month cover: Project Critical Success Factors - Models for predicting PM performance - Assessing Organisational Maturity - Complexity and Change - Team and client behaviour management - Soft skills in PM - Establishing PM Competency - Overview of Roles in Program and Portfolio Management.
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Doc Number: 03/06 - 1
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Title: Framing of project critical success factors by a systems model
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Author/s: Joyce Fortune, Diana White
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Citation: International Journal of Project Management, v.24, n.1 (2006) pp. 53-65
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Abstract: Perhaps the best known approach for tackling the human and organisational aspects of projects is through the use of critical
success factors but although the approach has very many champions it is not without its critics. This paper sets out the findings
of a major review of the sets of factors that are available and outlines the main reservations that have been expressed about the
approach. It then shows how a systems model, the Formal Systems Model, can be used as a framing device to deliver the benefits
of taking account of critical success factors whilst at the same time avoiding the problems associated with critical success factors
that give rise to the criticisms.
Two IS projects are used to demonstrate use of this framing devise. When observation began at the start of the projects they
looked very similar and equally likely to succeed. In the event, one of the projects was largely successful across the whole of the
range of measures normally used to judge success whilst the other exhibited most of the characteristics of failure. Analysis using
the framing device is well able to demonstrate the marked differences in the ways the two projects were managed and to account
for stark contrast in the levels of success achieved. The paper concludes that the Formal System Model allows the underlying benefits
of critical success factors to be secured whilst overcoming most of the problems associated with a checklist approach.
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Doc Number: PMS-06-03-2
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Title: Competency-Based Model for Predicting Construction
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Author/s: Andrew R. J. Dainty; Mei-I Cheng; and David R. Moore
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Citation: Journal of Management in Engineering, Jan 2005, pp. 2-9
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Abstract: Using behavioral competencies to influence human resource management decisions is gaining popularity in business organizations.
This study identifies the core competencies associated with the construction management role and, further, develops a predictive
model to inform human resource selection and development decisions within large construction organizations. A range of construction
managers took part in behavioral event interviews where staff were asked to recount critical management incidents, decisions, and actions
from which their key competencies could be identified. By delineating the sample according to their levels of performance measured
against a range of role-specific performance criteria, the competencies defining superior management performance could be determined.
These were then used to construct a logistic regression model from which a project manager's performance can be predicated. The
validated results reveal that 'self-control' and 'team leadership' are the most predictive behaviors of effective project management
performance within the framework of the model. The paper explores the potential role and application of the framework to underpin
human resource management decision making with regards to recruitment, performance management, succession planning, and resource
allocation.
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Doc Number: PMS-06-03-3
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Title: Assessment & improvement in Organization Project Management Maturity
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Author/s: Angyan Jagathnarayanan
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Citation: 19th IPMA World Congress; New Delhi, India 13-16 November 2005.
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Abstract: This paper explores the benefits/ possibilities of using OPM3™ in business enterprises to assess
and plan for improvement in Organizational Project Management Maturity. OPM3™ or Organizational
Project Management Maturity Model is the standard introduced by the PMI®, Project Management Institute,
USA .in Dec 2003. By reading this paper one may gain a clearer idea about Portfolio, Program and Project
Management working toward the enterprise project management maturity. OPM3™ is a standard that explains
excellent business practices in the area of Organizational project management or enterprise project
management. It emphasizes two main concepts that will help organizations to measure and improve practices.
The first point is choosing the right projects to execute organizational strategies and the second is
implementing the processes required to manage a project to achieve success continuously and predictably.
OPM3™ will help organizations to reexamine their pursuit of strategic objectives via best practices and
capabilities in achieving these within the organization frame work.
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Doc Number: PMS-06-03-4
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Title: Mastering complexity and changes in Projects, Economy and Society by Project Management 2nd order (PM-2)
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Author/s: Manfred Saynisch
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Citation: 19th IPMA World Congress; New Delhi, India 13-16 November 2005.
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Abstract: • PM-2 is based on new insights and perception in natural and social science (evolutionary and chaos theory, selforganization,
synergetic, brain-research, social systems theory, theory of complex systems, etc.)
• PM-2 is an integrated approach of the two cybernetic cycles with several processes and techniques. The architecture of
the systemic structure consists of four WORLDs. The model represents a reference model.
• Principles, Methods and Processes in PM-2 will be explained. The practical use will be demonstrated.
• PM-2 will be the concept on Project Management for the next decades in this century
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Doc Number: PMS-06-03-5
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Title: Project Member behaviour and client service expectations - a case study in implementation
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Author/s: Dorothea Hall
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Citation: Clients Driving Innovation: Moving Ideas into Practice, 2nd International Conference of the CRC for Construction Innovation, 12-14 March 2006, Gold Coast, Australia.
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Abstract: As the rate of change continues to speed up and people need to form teams 'on the run'
techniques that enable more rapid team formation, provide for enhanced productivity and
shared responsibility for outcomes are of interest to innovative organizations.
The Queensland Team Management Systems Team Profile diagnostic and communication
model work well in a wide-range of situations. It has been developed following world-wide
research and has successfully been applied in improving communication in Alliance teams and
many other situations. The case study to be included in this paper provides a practical
illustration of the process and activities used to help the team identify and improve/enhance
communication.
Service Delivery and Meeting Client expectations
The intangible nature of many aspects of client service make it difficult to define and articulate
why some clients are satisfied and others continually seem to find fault. The SERVQUAL model
of client expectations provides a relatively simple and yet informative model against which client
expectations can be understood. This model combined with a robust stakeholder analysis
makes it provides providers with a more comprehensive approach to building teams that
understand and join together to meet all stakeholder requirements.
No longer are teams built around a stable set of resources - many organizations work together
to build a team to deliver services and outcomes. The organization often has mixed cultures,
behaviours and expectations - and yet they need to have a shared view of client service and
satisfaction for the project to be successful. The challenge is to ensure that all personnel have
a clear view of success and client service and can identify how their role fits into the bigger
picture. Readiness to partner diagnostics, stakeholder analysis and an understanding of the
SERVQUAL model combine together to provide a set of tools and frameworks which are
valuable across industries.
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Doc Number: PMS-06-03-6
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Title: Human Side of Project Management
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Author/s: Madhu P Pillai
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Citation: 2006 PMI Global Congress Proceedings - Bangkok, Thailand
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Abstract: Today's project manager faces multiple issues beyond juggling scope, schedule and cost. Every area of project
management is constrained with one or more human element. The project manager has to cope up with variety of
conflicts every day. A good majority of project failures, if analyzed carefully, would lead into the failure to
recognize, prevent and address one or more human issues. However, many of these would be superficially looking
like other issues, and project managers try to address them without identifying the exact human issue behind it.
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Doc Number: PMS-06-03-7
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Title: Bridging the Gap Between the Classroom and the Job
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Author/s: J. LeRoy Ward
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Citation: 2006 PMI Global Congress Proceedings - Bangkok, Thailand.
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Abstract: 'Why won't they let me do this stuff when I get back to the job?' If I had a Sing Dollar, a Malaysian Ringgit, or a
Thai Baht for every time I heard this question from a project manager, I'd be as rich as Li Ka-shing. To be sure,
project managers want to improve their skills and when they return to the job from the classroom they expect their
managers to reinforce the practices and methods they learned. But according to many project managers, their
managers don't, electing instead to conduct business 'the same old way.'
Project managers complain that they can't implement the best practices because, they allege, managers won't let
them. But is this really the case? Would a manager really prohibit a project manager from developing a WBS, or a
schedule, or a risk plan? I hardly think so. The problem is simple: because the manager does not encourage the
project manager to provide these deliverables, and because the manager does not ask to review them, the project
manager believes that the manager is not interested in adopting a new approach. The project manager thus
complains to everyone it seems but the very manager who needs to hear their concerns. In short, it does little good
for the project manager to act as a helpless victim.
In this paper I will address the challenges of transferring the project management best practices learned in the
classroom to the day-to-day execution of projects and how to gain management support in the effort. The examples
and research presented will provide business justifications for applying project management tools and techniques
that can be shared with peers and managers.
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