W20.1_Austin_Project Management Organizations [PMOs] “Best Practices”

1.    Problem recognition, definition and evaluation

There are several forms of PMOs in Project Management practice today. AACE advocates matching Project Portfolios to the desired Organization Structure, to meet or fulfill the strategic, operational or tactical business needs or objectives of the organization. Hence, problem statement is to determine ‘Best Practice’ PMO for achieving and delivering excellence in a purely Projectized Organization Structure.

 2.    Development of the feasible alternatives

A case study of Projectized Organization Structure, Possible range of PMOs varying in size, scope and responsibilities include;

1.    Weather Station – Monitor progress against a plan created and submitted by the project team, and reports impartially (passively) against that plan.

 

2.    Control Tower or Project Police - This is responsible to facilitate creating the plan, track against the plan and play an active role between the projects participants and key management in identifying issues than making the decisions to resolve those issues.

 

3.    Resource Pool – A pool of subject matter experts (SMEs) in areas related to Project Management – Scope, Time, Quality, HR, Risk, Contracts, Communications – available on a just in time (as needed basis), to assist and support project teams (Cost Estimators, MS Project experts, Risk facilitators, Conflict resolution experts). Examples are AACE, PMI, IPMA, AIPM, INCOSE, PTMC etc.

 

4.    Internal Consultant/Mentor – Experienced senior professionals, available for or assigned to Project Teams as a Senior Mentor or Advisor.

5.    Insourced / Outsourced PM Provider or Skunk-works – Functional Department within the organization responsible to actually plan, execute and control projects, using resources seconded on a temporary or full time basis from their functional departments to a specific project or group of projects.

 

3.    Development of the outcomes and cash flows for each

1.    Selection of the acceptable criteria

It takes time, practice and growth, both physically and mentally, for a PMO to attain a reputable status for delivering excellence in a Projectized Organization Structure.

However, such excellence would depend on acceptable criteria such as; Policy Planning, Business Opportunity, Business Operations, Performance Records, Stake Holders, Service Deliverables, Quality Assurance  and Quality Control.

5.  Analysis and Comparison of the alternatives

The Resource Pool form of PMO favorably meets selection criteria for achieving and delivering excellence in a Projectized Organization Structure, compared to other range of PMOs in terms of size, scope and responsibilities.

6.    Selection of the preferred alternative

The Resource Pool form of PMO with the highest scoring attributes is therefore considered “Best Practice” for achieving and delivering excellence in a Projectized Organization Structure.

7.    Performance Monitoring and Post Evaluation of Results

The Resource Pool form of PMO with the highest scoring attributes would therefore be recommended in future determination of PMOs “Best Practices” for achieving and delivering excellence in a Projectized Organization Structure.

8.    References/Bibliography

1.    Giammalvo, Paul D. (2012). AACE Certification Preparatory Course  - Day 1 Slides #60-66 (5 General Forms of PMOs). And Day 3 Slides #68-#73.
corporate or business organizational structure criteria best suited to Deliver PMO services.

2.    Project Management Organizations and ResourcesShared on Google+. View the post.

You +1'd this publicly. List of leading project management organizations and resources for ... Use this list of the top U.S. and international project management organizations to access ...

http://consulting.about.com/od/consultingspecialties/tp/CF_PMOrganizations1007.htm

3.    The Top 100 Construction Management At-Risk list, published annually in June, ranks the 100 largest U.S. construction firms, both publicly and privately held, based on revenue derived from projects where they provide CM services on at at-risk basis. (where the firms accept the legal and financial risks associated with delivering the construction project. http://enr.construction.com/toplists/CM-Risk/001-100.asp

W12_Reginald Nwachukwu_Scheduling 27.0m Length Precast Box Culvert

1. Problem Definition or Opportunity Statement:

To develop schedules for the construction of 27.0m length precast box culvert.

It is required to develop working schedule that will be used to manage and control the construction activities of 27.0m length precast box culvert that have been authorized by the client to be constructed. The lead scheduler have asked me to develop initial schedules that can be used to optimize the construction activities required to complete the subtask.

2. Development of Feasible Alternatives:

The alternatives that may be developed includes constructing various types of schedule that show more visibility into the project and can be used to manage and control work activities. The following are few alternatives that can be employed:

(a.) Bar/Gantt Chart
(b.) Milestone Chart
(c.) CPM Method
(d.) Line of Balance (LOB)
(e.) PERT
(f.) Monte Carlo Simulation

3. Development of Outcome for Each Alternative:

Development of the outcome for each alternative will be determined by evaluating how each alternative show more visibility into the various tasks required to complete the subtask. This visibility is basically evaluated by show activity logic/relationships, their floats, early and late dates and the minimum completion date.

4. Selection of Acceptable Criteria:

The criteria used for selection of acceptable criteria is based on each alternatives displaying the required visibility into the series of tasks/activities that are necessary to complete the project. Here, the identification of the CRITICAL ACTIVITIES is of uttermost important and is used to select the acceptable schedule.

5. Analysis and Comparison of Each Alternative:

To evaluate the schedule types to be used for managing and controlling the tasks for constructing the 27.0m length precast box culvert, only the Bar Chart and the PDM method have been used. Other types of schedules will be analysed and their impacts on scheduling tasks evaluated.

6. Selection of Preferred Alternative:

The selected alternative is the CPM Method since it showed more visibility and activities characteristics such as their relationships, floats, early and late date and the project completion date.

7. Performanance Monitoring and Evaluation of Results:

The evaluation and performance reporting will be achieved by monitoring the actual dates and the possibility of the schedule to represent the actual construction been performed on site. The

References:

1. Humphreys G.C. (2002) Project Management Using Earned Value (2nd Edition) pp. 143 - 144 Orange CA Humphreys & Associates

2. AACE International (2012) Skills and Knowledge of Cost Engineering (5th Edition Revised) pp. 13.3-13.7  AACE International Morgantown W.V. 

2. AACE International (2008) Planning and Scheduling Professional certification Guide (First Edition Revised) pp. 143-147  AACE International Morgantown W.V. 

Austin_W20_Project Management Organizations [PMOs] “Best Practices”

1.    Problem recognition, definition and evaluation

There are several types of PMOs in Project Management practice today. They can run the gamut of size, scope, and responsibilities. However, the ultimate task of any PMO is to sell, advertise, promote and encourage project management “Best Practices”. Hence, problem statement is to determine Project Management Organizations [PMOs] “Best Practices” for achieving and delivering excellence in Project Management.

2.    Development of the feasible alternatives

Possible range of PMOs in project management varying in size, scope and responsibilities include;

1.    Sole proprietorship or Librarian – This type of PMO is used for documentation purposes only. It normally consists of one or two project managers.  

 

2.    Partnership or Advisor - This type of PMO is generally made up of two to three professionals, and often includes consultants. They are responsible for creating an overall methodology for project management and standardized templates for project use.

 

3.    Corporation or Limited Liability– This type of PMO is made up of group of professionals and consultants, characterised by a separate legal personality from its members, either government-owned or privately owned. Generally, they are widely engaged in advocacy, setting professional standards, conducting research and providing access to information and resources for its members. They also  promote career and professional development and offer certification, networking and community involvement opportunities. Examples are AACE, PMI, IPMA, AIPM, INCOSE, PTMC etc.

 

4.    Cooperative or Partnership – Organizations that have embraced the PMO and see it as a true strategic partner for growth and instrument for meeting organizational strategic targets and reaping the benefits of their investments.

 

3.    Development of the outcomes and cash flows for each

 4.    Selection of the acceptable criteria

It takes time, practice and growth, both physically and mentally, for a PMO to attain a reputable status for delivering excellence in Project Management.

However, PMOs achieving and delivering excellence depends on acceptable criteria such as; Leadership Type, Human Resources, Financial Capability, Performance Records, Stake Holders, Service Deliverables, Quality Assurance  and Quality Control.

 5.  Analysis and Comparison of the alternatives

The Corporation type of PMO favorably meets selection criteria for achieving and delivering excellence in Project Management, compared to other range of PMOs in terms of size, scope and responsibilities.

6.    Selection of the preferred alternative

The Corporation type of PMO with the highest scoring attributes is therefore considered “Best Practice” for achieving and delivering excellence in Project Management.

7.    Performance Monitoring and Post Evaluation of Results

The Corporation type of PMO with the highest scoring attributes would therefore be recommended in future determination of “Best Practices” PMOs for achieving and delivering excellence in Project Management.

8.    References/Bibliography

 1.    Humphreys, G. C. (2011). Project Management Using Earned Value (2nd ed. Chap 30 P.519-527-Establishing The Performance Measurement (PMO-OBS-Case study). Humphreys & Associates, Inc. Retrieved from: http://www.humphreys-assoc.com/evms/project-management

2.    Project Management Organizations and Resources

List of leading project management organizations and resources for ... Use this list of the top U.S. and international project management organizations to access ...

http://consulting.about.com/od/consultingspecialties/tp/CF_PMOrganizations1007.htm

3.    Project Management NGOs Organizations:

http://consulting.about.com/z/js/o.htm

http://consulting.about.com/od/consultingspecialties/tp/CF_PMOrganizations1007.htm

 

W20_LUCKY_Addressing Incessant Compressor Package Failures using Force Field Analysis

W20_LUCKY_Addressing Incessant Compressor Package Failures using Force Field Analysis

1.      Problem Recognition

In recent times, there has been an incessant failure of the compressor packages at one of our plants. This submission is being prepared to address the human factor aspect of this failure at this time.

2.      Problem Definition

Why is there a lack of predictive maintenance culture at this plant?  Will change management going to work at this plant?

a.      Assumptions

There are no assumptions to begin with. We will attempt to use Force Field Analysis technique that is widely used in change management and process improvement circles.

3.      Feasible Alternatives

Feasible alternatives include:

A.    Address the human factor concerns

B.     Do not address the human factor concerns

 

 

4.      Development of outcomes  for each alternative

The problem solving tool to be adopted is the Force Field Analysis Technique.

5.      Selection Criteria

There is a need to institute a change management to imbibe a high predictive maintenance culture.

The selection criteria are all factors that can be classified as human factors under restraining forces in the figure 1.

6.      Analysis and Comparison of the alternatives

Alternative B is not acceptable in the resolution of this problem.

Alternative A is the plausible alternative requiring further examination.

The factors that can be classified as directly linked to the human are as follows:

1. Service personnel ability to use AccPac service manager software – this factor relates to the service personnel, and as such falls under the human factor concern

2. Service personnel willingness to change – this factor is a human factor concern

3. Willingness to change –this factor is human factor concern

4. Technical know- how of service personnel – this factor is inherent in the human concerned

5. Work attitude of service personnel – this factor, too, is a human factor concern.

The following factors have been classified as not directly linked to the human factor:

1. History of past failures – this factor is not considered directly related to the service personnel even though the service personnel may have contributed to the making of the history.

 

2. Availability of relevant OEM manuals – this factor is considered an aftermath of the service personnel or his manager’s inaction or otherwise and as such considered not directly linked to the human factor.

 

3. Access to technical knowledge data base – this factor could be institutional although ultimately linked to the system set up by the organization. However, it not considered directly linked to the human factor as proposed in this submission.

 

4. Lack of Expat trainer – This is considered a system’s issue although ultimately comes down to the personnel at the home office whose responsibility it to set this up

 

5. Inadequate training – This factor is considered systemic as against being directly related to the human factor.

 

7.      Selection of preferred alternative

The need to institute a change management culture that would encourage a predictive maintenance culture is seen from the total score of 33 of the driving forces as against the total score of 25 of restraining forces (See figure1).

The following are the selected factors under the selected human factor alternative that requires immediate attention to address the incessant compressor packages outages:

1. Service personnel ability to use AccPac service manager software – teach the personnel - experiential learning – to use the AccPac service manager software.

2. Service personnel willingness to change – Embark on change management induction for all service personnel

3. Willingness to change – Embark on change management induction for all service personnel

 

4. Technical know- how of service personnel – teach the personnel - experiential learning – on the technical aspects as required.

5. Work attitude of service personnel – Embark on change management induction for all service personnel

 

8.      Performance monitoring and post evaluation of results

The effect of the prescribed solutions to the identified human factors will be closely monitored in going forward. The purpose is to quickly build on the positive effects once recognized and to make changes to those solutions yielding undesirable effects soon enough.

 

 

 

Reference

1.      Brassard, M.  & Rither, D. (2010).Force Field Analysis (pp. 86 -90). The Memory Jogger 2: Tools for Continuous Improvement and Effective Planning (2^nd edition). US: Goal/QPC.

2.      Force Field Analysis - Kurt Lewin. Retrieved from http://www.change-management-coach.com/force-field-analysis.html

3.      Force Field Analysis: Analyzing the Pressures For and Against Change.  Retrieved from http://www.mindtools.com/pages/article/newTED_06.htm