Contents
Preface ……………………………………………………………………………………. xiii
Acknowledgments …………………………………………………………………. xxiii
About the Authors ……………………………………………………………………xxv
Introduction ……………………………………………………………………………xxxi
Chapter 1 The Traditional Frameworks for Project
Management and Continual Improvement ………………….. 1
Introduction ……………………………………………………………………….1
Traditional Project Management Framework ……………………..2
What’s Wrong with the Traditional Framework for
Project Management? ……………………………………………………..3
Shortcoming #1: The Outdated “Triple
Constraint” and the “Iron Triangle” Concepts ……………4
Shortcoming #2: Two Missing Project
Management Knowledge Areas and 12 Processes ……….5
Shortcoming #3: The Ambiguous
Interrelationships among and Interactions
between the Five Project Management Process
Groups ……………………………………………………………………….6
Traditional Continual Improvement Framework ………………..9
What’s Wrong with the Traditional Framework for
Continual Improvement? ………………………………………………12
Shortcoming #1: Overloaded “Plan” Step ………………….13
Shortcoming #2: Overlooked “Check” Step ………………14
Shortcoming #3: Inadequate “Act” Step …………………….15
Shortcoming #4: Prevention Is Missing—Inadequate
Focus on New Product Design and Performance
Reliability …………………………………………………………………..16
A Better Way …………………………………………………………………….17
References …………………………………………………………………………17
Chapter 2 A Contemporary Framework for Applying Project
Management and Continual Improvement for
Performance Improvement Teams …………………………….. 19
Introduction ……………………………………………………………………..19
Contemporary Project Management Framework …………….. 20
Correcting The Shortcomings of The Tradtional
Framework for Project Management …………………………………21
The Basic Version ………………………………………………………….22
The Expanded Version ………………………………………………….22
Contemporary Continual Improvement
Framework ………………………………………………………………………. 28
Correcting the Shortcomings of the Traditional
Framework for Continual Improvement ……………………….29
Combined Contemporary Framework …………………………….. 30
A Summary of Our Iterative APECC Framework …………32
References …………………………………………………………………………33
Chapter 3 Project Change Management (PCM) …………………………. 35
Introduction ……………………………………………………………………..35
Project Change Management Processes …………………………… 40
Summary ………………………………………………………………………… 54
References ……………………………………………………………………….. 56
Chapter 4 Project Technology Management (PTechM) ………………. 67
Introduction ……………………………………………………………………..67
Project Technology Management Processes ………………………69
Summary ………………………………………………………………………….75
References …………………………………………………………………………76
Chapter 5 Stage #1: Align the Project ………………………………………… 81
Introduction ……………………………………………………………………..81
Align the Project ……………………………………………………………….82
PM4PITs Scalable Approach Options—Full, Lean, or
Hybrid …………………………………………………………………………. 84
Align Stage–Full Approach: Processes, Key Inputs,
Key Steps, and Key Outputs ………………………………………….85
Key Inputs for the Align Stage–Full Approach………….85
Key Iterative Steps for the Align Stage–Full
Approach ………………………………………………………………….85
Key Outputs for the Align Stage–Full Approach …….. 88
Align Stage–Lean Approach: Processes, Key Inputs,
Key Steps, and Key Outputs ………………………………………….89
Key Inputs for the Align Stage–Lean Approach ………. 90
Key Iterative Steps for the Align Stage–Lean
Approach ………………………………………………………………… 90
Key Outputs for the Align Stage–Lean Approach ……..91
Align Stage–Hybrid Approach: Processes, Key Inputs,
Key Steps, and Key Outputs …………………………………………..91
Summary ………………………………………………………………………….92
References …………………………………………………………………………92
Chapter 6 Stage #2: Plan the Project …………………………………………. 97
Introduction ……………………………………………………………………..97
Plan the Project ……………………………………………………………… 100
Plan Stage–Full: Processes, Key Inputs, Key Steps,
and Key Outputs …………………………………………………………101
Key Inputs for the Plan Stage–Full Approach ………….101
Key Iterative Steps for the Plan Stage–Full
Approach ………………………………………………………………..102
Key Outputs for the Plan Stage–Full Approach ………104
Plan Stage–Lean: Processes, Key Inputs, Key Steps,
and Key Outputs …………………………………………………………105
Key Inputs for the Plan Stage–Lean Approach ………..105
Key Iterative Steps for the Plan Stage–Lean
Approach ………………………………………………………………..106
Key Outputs for the Plan Stage–Lean Approach ……..106
Plan Stage–Hybrid Approach: Processes, Key Inputs,
Key Steps, and Key Outputs ………………………………………..106
Summary ………………………………………………………………………..107
Chapter 7 Stage #3: Execute the Project Work ……………………………111
Introduction ……………………………………………………………………111
Execute the Project Work ………………………………………………..111
Execute Stage–Full: Processes, Key Inputs, Key
Steps, and Key Outputs ……………………………………………….112
Key Inputs for the Execute Stage–Full Approach …….114
Key Iterative Steps for the Execute Stage–Full
Approach ………………………………………………………………..115
Key Outputs for the Execute Stage–Full Approach….116
Execute Stage–Lean: Processes, Key Inputs, Key
Steps, and Key Outputs ……………………………………………….116
Key Inputs for the Execute Stage–Lean
Approach ………………………………………………………………..116
Key Iterative Steps for the Execute Stage–Lean
Approach ………………………………………………………………..116
Key Outputs for the Execute Stage–Lean
Approach ………………………………………………………………..118
Execute Stage–Hybrid Approach: Processes, Key
Inputs, Key Steps, and Key Outputs …………………………….118
Summary ………………………………………………………………………..118
Chapter 8 Stage #4: Check/Act on the Latest Performance
Data ………………………………………………………………………. 125
Introduction ……………………………………………………………………125
Check the Latest Performance to Date …………………………….127
Check/Act Stage–Full: Processes, Key Inputs,
Key Steps, and Key Outputs ………………………………………..127
Key Inputs for the Check/Act Stage–Full
Approach ………………………………………………………………..127
Key Iterative Steps for the Check/Act Stage–Full
Approach ………………………………………………………………..129
Key Outputs for Check/Act Stage–Full Approach …..131
Check/Act Stage-Lean: Processes, Key Inputs, Key
Steps, and Key Outputs ……………………………………………….131
Key Inputs for the Check/Act Stage–Lean
Approach ………………………………………………………………..131
Key Iterative Steps for the Check/Act Stage–Lean
Approach ………………………………………………………………..132
Key Outputs for Check/Act Stage–Lean
Approach ………………………………………………………………..133
Check/Act Stage–Hybrid Approach: Processes, Key
Inputs, Key Steps, and Key Outputs …………………………….133
Summary ………………………………………………………………………..133
Chapter 9 Stage #5: Confirm the Results (Iterate?) …………………… 137
Introduction ……………………………………………………………………137
Confirm the Results ………………………………………………………..138
Confirm Stage–Full: Processes, Key Inputs, Key
Steps, and Key Outputs ……………………………………………….138
Key Inputs for the Confirm Stage–Full Approach …..140
Key Iterative Steps for the Confirm Stage–Full
Approach ………………………………………………………………..140
Key Confirm Stage–Full Approach Outputs ……………140
Confirm Stage–Lean: Processes, Key Inputs, Key
Steps, and Key Outputs ……………………………………………….141
Key Inputs for the Confirm Stage–Lean Approach ……141
Key Iterative Steps for the Confirm Stage–Full
Approach ………………………………………………………………..142
Key Confirm Stage Outputs–Lean Approach ………….142
Confirm Stage–Hybrid Approach: Processes, Key
Inputs, Key Steps, and Key Outputs …………………………….143
Summary ………………………………………………………………………..143
Chapter 10 Sustaining the Gains and Realizing the Benefits ……… 149
Introduction …………………………………………………………………..149
Project Benefits Management Plan …………………………………149
Sustain-The-Change Management Plan ………………………….151
Implementation Plan………………………………………………………151
Summary ……………………………………………………………………….151
References ………………………………………………………………………152
Chapter 11 Connecting with the Organization’s PMO ………………. 153
Introduction …………………………………………………………………..153
References ………………………………………………………………………156
Epilogue ………………………………………………………………………………….. 157
Glossary of Terms ……………………………………………………………………. 161
Index ………………………………………………………………………………………. 181
Preface
Welcome to the latest addition to the Little Big Book series: Project Management for Performance Improvement Teams (PM4PITs). In another book in this series entitled Effective Portfolio Management Systems, the co-authors wrote that “one of the biggest organizational wastes occurring today in both private and public organizations is the high percentage of failed projects and programs.” A “failed” project/program is one that does not meet one or more of its value-added objectives in terms of scope, quality, schedule, budget, or risk. While that earlier book in the series focuses on how Portfolio Leaders and PMO Directors can “do the right projects” in the strategic context of an organizational project portfolio, this book lays out how Project and Program Managers and their teams can “do those right projects the right way,” one project at a time. If this is what you are looking for, you have found the ideal book in the ideal series!
Before delving into a summary of the scalable, innovative, and practical ideas you’ll encounter in this book, there are four other books you should know about since they are directly related to much of the content covered in this one, providing in-depth treatment of four related topics: Performance Acceleration Management, Value Propositions, Business Cases, and Organizational Portfolio Management Systems. Let’s take a brief look at what each one of those four books focuses on.
First, there is Performance Acceleration Management (PAM): Rapid Improvement to Your Key Performance Drivers by H. James Harrington, which is also the first book to be published in this series. Dr. Harrington found that organizations around the world have been rating their improvement efforts as failing to produce the desired long-term results. His research indicates that this occurs because organizations are NOT using the latest improvement tools and Approaches properly. They are trying to wield them without first defining how they want to change their organization’s culture, environment, and key performance drivers. Proof-positive that a “Fool with a tool is still just a fool!” since 90% of a successful initiative is based on human factors, not technology! (Authors’ note: Yet, having said that, we will cover Project Technology Management in Chapter 4 of this book.) ness results: the key performance drivers. Then, they must define how they want to change these key performance drivers and behavioral patterns. Only then can they select a customized set of tools and approaches that will bring about the desired transformation.
The next book in the series is Maximizing Value Propositions to Increase Project Success Rates by H. James Harrington and Brett Trusko. These co-authors found that a Value Proposition, while being an old concept, is taking on new significance in today’s innovation-driven environment. Business focus has shifted from developing many creative ideas to developing only those that will successfully flow through the product cycle and fulfill a customer need. This requires a crystal-clear value proposition.