The Variables For Success

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The VariablesFor Success
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Excellence in Project Management can be defined
as a continuous stream of successfully managed
projects.
Source Harold Kerzner Project Management
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Project management cannot succeed unless the
project manager is willing to employ the systems
approach to project management by analyzing those
variables that lead to success and failure.
Source Harold Kerzner Project Management
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The Road To Maturity Defining Success
IMMATURITY
MATURITY

• Company Variables
• Internal Metrics
• Culture
• Work flow

• Project Variables
• Time
• Cost
• Performance
• Cust. Relations

Source Harold Kerzner Project Management
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Matrix for Project Managers and Mentors/Coaches
Resource Network
Source Curtiss Peck, Assessment Systems
International, Inc., Milwaukee, Wisconsin
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Successful Actions

• Insist on the right to select key project team
  members.
• Select key team members with proven track records
  in their fields.
• Develop commitment and a sense of mission from
  the outset.
• Seek sufficient authority and a project
  organizational form.
• Coordinate and maintain a good relationship with
  the client, parent company, and team.
• Seek to enhance the publics image of the project.

Source Harold Kerzner Project Management
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Successful Actions (Continued)

• Have key team members assist in decision making
  and problem solving.
• Develop realistic cost, schedule, and performance
  estimates and goals.
• Have backup strategies in anticipation of
  potential problems.
• Provide a team structure that is appropriate, yet
  flexible and flat.
• Go beyond formal authority to maximize influence
  over people and key decisions.
• Employ a workable set of project planning and
  control tools.

Source Harold Kerzner Project Management
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Successful Actions (Continued)

• Avoid over-reliance on one type of control tool.
• Stress the importance of meeting cost, schedule,
  and performance goals.
• Give priority to achieving the mission or
  function of the end-item.
• Keep changes under control.
• Seek to find ways of ensuring job security for
  effective project team members.

Source Harold Kerzner Project Management
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Variables For Project Success

• Predicting project success is one of the most
  difficult tasks facing the project manager.
• According to Harold Kerzner - most project
  managers look only at time, cost and performance.
  These parameters do not necessary identify
  whether or not the project was successfully
  managed although the deliverable was achieved.
• Internal project success is often measured by the
  actionsof three groups
• - the project manager and team
• - the parent organization
• - the client organization

Source Harold Kerzner Project Management
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The Parent Organization

• A willingness to coordinate efforts
• A willingness to maintain structural flexibility
• A willingness to adapt to change
• Effective strategic planning
• Rapport maintenance
• Proper emphasis on past experience
• External buffering
• Prompt and accurate communications

Source Harold Kerzner Project Management
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The Parent Organization (Continued)

• Enthusiastic support
• Identification to all concerned parties that the
  project does, in fact, contribute to parent
  capabilities

Source Harold Kerzner Project Management
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4 Key Variables

• There are four key variables in measuring the
  effectiveness of dealing with upper management
• Credibility
• Priority
• Accessibility
• Visibility

Source Harold Kerzner Project Management
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Top Management Expectations
(Of Project Managers)

• Assume total accountability for the success or
  failure to provide results
• Provide effective reports and information
• Provide minimum organizational disruption during
  the execution of a project

Source Harold Kerzner Project Management
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Top Management Expectations (Continued)
(Of Project Managers)

• Present recommendations, not just alternatives
• Have a capacity to handle most interpersonal
  problems
• Demonstrate a self-starting capacity
• Demonstrate growth with each assignment

Source Harold Kerzner Project Management
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Project Management Expectations
(Of Top Management)

• Provide clearly defined decision channels
• Take actions on requests
• Facilitate interfacing with support departments
• Assist in conflict resolution when requested
• Provide sufficient resources/charter

Source Harold Kerzner Project Management
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Project Management Expectations (Continued)
(Of Top Management)

• Provide sufficient strategic/long-range
  information
• Provide feedback
• Give advice and stage-setting support
• Define expectations clearly
• Provide protection from political infighting
• Provide the opportunity for personal and
  professional growth

Source Harold Kerzner Project Management
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Project Team Expectations
(Of Their Project Manager)

• Assist in the problem-solving process by coming
  up with ideas
• Provide proper direction and leadership
• Provide a relaxed environment
• Interact informally with team members
• Stimulate the group process

Source Harold Kerzner Project Management
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Project Team Expectations (Continued)
(Of Their Project Manager)

• Facilitate assimilation of new members
• Reduce conflicts
• Defend the team against outside pressure
• Resist changes
• Act as the groups spokesperson
• Provide representation with higher management

Source Harold Kerzner Project Management
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Demotivators

• Too much pressure leads to stress, tension and
  conflict.
• Large projects
• Individuals can lose sight of end-item and feel
  alienated
• Others?

Source John M. Nicholas. Project Management for
Business and Technology
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How to Minimize Demotivators

• Involve others
• Keep them informed about issues
• Ask for opinions
• Give frequent feedback

Source John M. Nicholas. Project Management for
Business and Technology
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Project Manager Expectations
(Of The Team)

• Demonstrate membership self-development
• Demonstrate the potential for innovative and
  creative behavior
• Communicate effectively and positively
• Be committed to the project
• Demonstrate the capacity for conflict resolution
• Be results oriented
• Be change oriented
• Interface effectively and with high motivation

Source Harold Kerzner Project Management
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Project Member Expectations
(Needs Expected To Be Filled)

• A sense of belonging
• Interest in the work itself
• Respect for the work being done
• Protection from political infighting
• Job security and job continuity
• Potential for career growth

Source Harold Kerzner Project Management
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Force Field Analysis

• 1. Personal drive, motivation leadership
• 2. Team motivation
• 3. Management support
• 4. Functional expertise
• 5. Technical expertise
• 6. Project objectives
• 7. Financial resources
• 8. Client support/commitment
• Driving Forces
  Restraining Forces

Source Harold Kerzner Project Management