Tài liệu Project manager's handbook

PROJECT MANAGER’S HANDBOOK ABOUT THE EDITORS DAVID I. CLELAND, PH.D., is currently Professor Emeritus in the School of Engineering at the University of Pittsburgh. Internationally known as the “Father of Project Management,” he is a Fellow of the Project Management Institute and the author or editor of 38 books in the fields of project management and engineering management, including Project Management: Strategic Design & Implementation, now in its Fifth Edition; Project Manager’s Portable Handbook, now in its Second Edition (both with Lewis R. Ireland); and Global Project Management Handbook, all published by McGraw-Hill. LEWIS R. IRELAND, PH.D., currently serves as President of the American Society for the Advancement of Project Management. He is a Fellow of the Project Management Institute and has over three decades of experience in the field of project management. Dr. Ireland is the author of Quality Management for Projects and Programs and coauthor (with David I. Cleland) of Project Management: Strategic Design & Implementation, now in its Fifth Edition, and Project Manager’s Portable Handbook, now in its Second Edition. Copyright © 2008 by The McGraw-Hill Companies, Inc. Click here for terms of use. PROJECT MANAGER’S HANDBOOK Applying Best Practices across Global Industries David I. Cleland, Ph.D. Editor Professor Emeritus, School of Engineering University of Pittsburgh Pittsburgh, Pennsylvania Lewis R. Ireland, Ph.D. Editor President American Society for the Advancement of Project Management Clarksville, Tennessee New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Manufactured in the United States of America. 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Under no circumstances shall McGraw-Hill and/or its licensors be liable for any indirect, incidental, special, punitive, consequential or similar damages that result from the use of or inability to use the work, even if any of them has been advised of the possibility of such damages. This limitation of liability shall apply to any claim or cause whatsoever whether such claim or cause arises in contract, tort or otherwise. DOI: 10.1036/0071484426 For more information about this title, click here CONTENTS Preface xv Acknowledgments Introduction xix xvii Part 1 Examples of Projects Found in Specific Countries Chapter 1. Software and Other Project Management Practices in India S. Srinivasan, Chinmay Jain and Bopaya Bidanda 1.1. 1.2. 1.3. 1.4. 1.5. 1.6. 1.7. 1.8. 1.9. 1.10. 1.11. 3 Introduction / 3 Mini Projects in the Corporate Sector / 4 Small and Medium-Sized Projects in the Government and Public Sectors / 5 Major Projects in the Corporate and Public Sectors / 6 Indian Venture Capital Industry / 8 Future Problems in Public Projects Execution / 11 Organizational Aspects in Indian Practice / 11 Project Management Practices and Issues in the Indian Software Industry / 12 Project Management Education in India / 20 Conclusion / 20 Acknowledgments / 21 Chapter 2. The Sydney 2000 Olympic Games Brian R. Kooyman and Jonathan A. Shahady 2.1. 2.2. 2.3. 2.4. 2.5. 2.6. 2.7. 2.8. 2.9. 2.10. Preamble / 23 History of Sydney’s Successful Bid for the 2000 Summer Olympics / 25 Objectives and Commitment of the Sydney 2000 Games / 26 The Early Days of Organizing the Games / 26 The Various Elements of the Project / 31 The Progression of Games Preparation and Managing Change / 36 Testing the Planning Theories, Commissioning, and Moving to Shutdown / 39 The Application of Project Management Principles to Delivering the Games / 41 The Outcome: A Successful Games! / 44 References / 44 Chapter 3. Project Management in Aotearoa (New Zealand) Stephen Harrison 3.1. 3.2. 3.3. 3.4. 3.5. 3.6. 3.7. 23 47 National Heritage / 47 Cultural Roadblocks to Project Management / 48 Practical Earned Value / 48 Stakeholder Management / 54 Results of Implementation / 59 Conclusion / 60 References / 60 v vi CONTENTS Chapter 4. An Evaluation of Major Infrastructure Projects in France: A “Project Finance” Perspective Professor Christophe N. Bredillet 4.1. 4.2. 4.3. 4.4. 4.5. 4.6. 4.7. 4.8. 4.9. 4.10. Abstract / 61 Setting Up the Project Finance Scene / 61 Complexity of Project Finance / 62 Project Finance Categorizations / 65 A Case Study: The Eiffel Tower, One of the First Modern BOT/PPP / 68 BOT: A Trendy Model / 69 Two Different Approaches: French and Anglo-Saxon Models / 70 Delegation of Public Utility in France from the Middle Ages to the Present / 73 Conclusion: The Tent Metaphor / 74 Acknowledgments / 75 References / 75 Chapter 5. The Role of Project Management in Spanish Projects Alfonso Bucero 5.1. 5.2. 5.3. 5.4. 5.5. 5.6. 5.7. 5.8. 5.9. 5.10. 5.11. Examples of Projects from Specific Environments Chapter 6. Managing Projects Financed by International Lending Agencies Robert Youker 97 Introduction / 97 What are International Development (ID) Projects? / 98 Problems in Managing ID Projects / 102 Conclusion / 105 References / 105 Chapter 7. Managing Transnational Projects Miles Shepherd 7.1. 7.2. 7.3. 7.4. 7.5. 7.6. 7.7. 7.8. 7.9. 77 Project Management in Spain / 77 The CG Project / 78 Customer Background / 78 Why Change was Needed / 78 The Project / 80 Difficulties / 82 The Process / 82 The Team / 86 The Results / 90 Summary / 92 References / 93 Part 2 6.1. 6.2. 6.3. 6.4. 6.5. 61 Introduction / 107 Outline of Issues / 108 Culture / 108 Leadership / 113 Communications / 116 Physical Aspects / 119 Conclusion / 122 Further Readings / 122 Web References / 122 107 CONTENTS Chapter 8. Managing Projects in Health Systems Beaufort B. Longest 8.1. 8.2. 8.3. 8.4. vii 123 Key Definitions and Concepts / 123 The Core Activities in Project Management / 126 Summary / 138 References / 139 Chapter 9. Managing International Project Management Training Clayman C. Myers 9.1. 9.2. 9.3. 9.4. 9.5. 9.6. 9.7. 9.8. Overview / 141 Bosnia and Herzegovina / 141 The Occupied Territories (Palestine) / 143 Ukraine / 146 Russian TOT Course / 147 Peoples Republic of China / 148 Macedonia / 149 Summary / 150 Chapter 10. Cross-Cultural Project Management on Major-Sized Global Oil and Gas Plant Projects Hiroshi Tanaka 10.1. 10.2. 10.3. 10.4. 10.5. 10.6. 10.7. 10.8. Project Management Government Organizations Chapter 11. Elements of Successful Project Management at the National Institute of Standards and Technology Thomas R. Rhodes 169 Introduction / 169 Nature of NIST Projects and Programs / 171 NIST Management and Projects / 173 Practical Considerations and Guidance for Effective Project Management / 175 Choosing and Justifying a Project / 180 Key Ingredients and Practices for Successful Projects / 181 Summary / 187 Chapter 12. Project Management Success at the Central Intelligence Agency Sean E. O’Hara 12.1. 12.2. 12.3. 12.4. 12.5. 151 Introduction / 151 Value Chain of Oil and Gas Plant Projects / 152 Rationale of Joint Venture Project Organizations / 153 JV Management Structure / 156 Project Management Features / 160 Lessons Learned / 163 Acknowledgments / 165 References / 165 Part 3 11.1. 11.2. 11.3. 11.4. 11.5. 11.6. 11.7. 141 A Quick Overview of the Central Intelligence Agency / 189 Project Management Experience and Expertise / 192 Effective Stakeholder Management / 192 “Briefing Up”: Project Review Boards / 194 The Budget Cycle / 196 189 viii CONTENTS 12.6. 12.7. 12.8. 12.9. 12.10. 12.11. 12.12. 12.13. 12.14. Leadership and the Project Manager / 196 Communications / 197 Managing with a Project Schedule / 198 Lessons Learned / 199 Project Management Methodology / 200 Project Management Training and Certification / 201 Project Management Services / 202 Parting Words / 203 Acknowledgments / 204 Chapter 13. Strategies and Results in the Design and Implementation of a Project Management Program for a State Government Tim Jaques and Jonathan Weinstein 13.1. 13.2. 13.3. 13.4. 13.5. 13.6. 13.7. 13.8. Introduction / 206 Leadership: Project Management Success Starts Here / 207 Project Management Organization and Structure / 211 Standards and Processes / 215 Training, Mentoring, and Certification / 219 Planning and Execution / 221 Summary / 225 Acknowledgments / 225 Chapter 14. Evaluating Project Management Effectiveness of Boston Big Dig and Three Gorges Dam in China Young Hoon Kwak 14.1. 14.2. 14.3. 14.4. 227 Abstract / 227 Boston Central/Artery Tunnel Project / 227 Three Gorges Dam in China / 231 Acknowledgments / 235 References / 235 Chapter 15. Project Risk Management for Alaska Oil and Gas Capital Projects Mike Fisher and Jang W. Ra 15.1. 15.2. 15.3. 15.4. 15.5. 15.6. 15.7. 15.8. 15.9. 15.10. 205 237 Abstract / 237 Introduction / 238 Sources of Project Risk / 240 Risk Analysis and Methodology / 242 Risk Management Planning / 242 Risk Identification / 246 Qualitative Risk Analysis / 248 Risk Response Planning / 253 Risk Register / 254 Conclusion / 264 References / 265 Part 4 Project Management Organizational Functions Chapter 16. Legal Considerations in Managing a Nuclear Plant Decommissioning Randall L. Speck 16.1. Introduction / 269 16.2. Background on Connecticut Yankee / 270 16.3. Project Characteristics and Legal Framework / 271 269 CONTENTS 16.4. 16.5. 16.6. 16.7. Connecticut Yankee’s Reaction to Its Legal Framework / 274 Lessons Learned / 280 Conclusion / 282 References / 282 Chapter 17. Using Integrated Project Management to Improve Outsourcing Strategy and Business Results Gregory A. Garrett 17.1. 17.2. 17.3. 17.4. 17.5. 17.6. 17.7. 17.8. 17.9. 17.10. 17.11. 17.12. 17.13. ix 283 Abstract / 283 Introduction / 284 Integrated Project Management (IPM) Life Cycle (5 Phases) / 284 Case Study: NCR / 287 Case Study: Hewlett-Packard / 288 Case Study: Lockheed Martin / 288 Integrated Project Management (IPM) Life Cycle: Lessons Learned / 289 First Project Element: Customers’ Outsourcing Needs and Goals / 289 Second Project Element: Supplier Value Chain / 291 Third Project Element: Project Communications / 293 Fourth Project Element: Project Teamwork / 294 Fifth Project Element: Integrated PM Discipline / 295 The Integrated Project Management (IPM) Life Cycle and Model / 296 References / 296 Chapter 18. Connecting Projects to Corporate Strategy Paul Varella and Kam Jugdev 18.1. 18.2. 18.3. 18.4. 18.5. 18.6. 18.7. 18.8. Overview / 297 Introduction / 298 Strategic Management Process / 299 Crafting Winning Strategies / 301 Project Management Resources / 304 Project Management as a Core Competence / 308 Conclusion / 309 Bibliography / 310 Chapter 19. PMO Creation within Financial Services Companies Robert Chaves 19.1. 19.2. 19.3. 19.4. 19.5. 19.6. 19.7. 297 313 Introduction / 313 Genesis / 314 Mission / 316 Organizational Design / 317 Bricks and Mortar / 320 Professionalization of the PM Staff / 328 Project and Portfolio Optimization / 329 Chapter 20. The Evolution of Project Office and Portfolio Management at American Modern Insurance Group, Cincinnati, Ohio Mark Heitkamp and Lee Pinkerton 20.1. 20.2. 20.3. 20.4. 20.5. Overview of American Modern Insurance Group / 332 Project Management Office Objective / 333 Project Office Certification / 335 Strategic Planning and the Project Portfolio / 335 Project Management Office Evolution / 336 331 x CONTENTS 20.6. 20.7. 20.8. 20.9. 20.10. 20.11. 20.12. Annual Planning Process / 338 Building and Evaluating the Portfolio / 342 Project Review Committee / 343 Project Prioritization / 344 The Art and Science of Project Management / 345 Importance of the Business Sponsor / 345 PMO Feedback and Lessons Learned / 347 Part 5 Remedial Projects Chapter 21. A Faith-Based Response to Catastrophic Disaster: An Overview of Southern Baptist Disaster Relief Planning and Logistics in Hurricane Katrina Jim Burton 21.1. 21.2. 21.3. 21.4. 21.5. 21.6. 21.7. 21.8. 21.9. 21.10. Introduction / 352 History of SBDR / 352 Beginnings of SBDR / 352 Organization of SBDR / 354 Pre-Katrina Landfall / 356 Post-Katrina Landfall / 358 Maintaining Recovery in Katrina / 359 Lessons Learned—Katrina Debrief / 360 Conclusion / 364 References / 364 Chapter 22. The Firefly Fiasco: A Case Study in Project Management Failure Dr. Bud Baker 22.1. 22.2. 22.3. 22.4. 22.5. 22.6. 22.7. 22.8. 22.9. 22.10. 22.11. 367 Introduction / 367 On the Nature of Project Failure / 368 Birth of the Firefly Project / 368 The Failed Project Strategy: “Commercial Off-the-Shelf . . . Sort of . . .” / 369 Moving Ahead / 370 Testing / 370 The Fall of the Fireflies / 371 The Firefly’s Last Days / 371 Lessons for Project Managers / 372 Conclusion / 374 References / 374 Chapter 23. Lessons Learned Always Have a Price Tag Marty Burke 23.1. 23.2. 23.3. 23.4. 23.5. 23.6. 23.7. 23.8. 23.8. 23.9. 23.10. 23.11. 23.12. 351 Introduction / 375 Disasters in the Making / 375 Process and Rigor / 377 Defining the Methodology / 377 Benefits / 378 Structuring the Responsibility Matrix / 379 Testing Functionality / 379 Contractual Agreements / 379 Data Flow Road Map / 380 Progress Measurements / 380 The Hand-Off / 380 Summing Up / 382 Recognize and Manage the Risks / 382 375 CONTENTS 23.13. 23.14. 23.15. 23.16. Risk Has Three Dimensions / 382 Vital Information / 383 Recommendations / 383 Success Is What You Make It / 384 Chapter 24. China’s Shenzhou Spaceship Project Xue Yan and Qian Fupei 24.1. 24.2. 24.3. 24.4. 24.5. 24.6. 24.7. 24.8. 385 Introduction / 385 Project Management Organization Structure / 387 Project Management System and Elements / 387 Project Management Processes / 392 Main Characteristics of Shenzhou Spaceship Project Management / 395 Shenzhou Spaceship Project Management Maturity Model / 400 Execution Outcomes of Shenzhou Spaceship Project Management / 402 References / 404 Part 6 The Theory and Practice of Project Management Chapter 25. Project Management in Connection to Entrepreneurship and Network Organizations Dr. Brane Semolic and Dr. Jure Kovac 25.1. 25.2. 25.3. 25.4. 25.5. 25.6. 25.7. xi 407 Introduction / 407 Trends in Global Business / 408 From the Management Theories to the Praxis / 411 Network Organizations / 414 Case Study: Experience from Slovenia / 421 Conclusion / 424 Bibliography / 425 Chapter 26. Project Management Certification: Frequently Asked Questions and Experiences of the Project Management Community Brigitte Schaden 427 26.1. Introduction: Project Management Certification / 427 26.2. Frequently Asked Questions about Project Management Certification / 428 26.3. Globalization’s Influence on Project Management Business and Its Affect on Project Management Certification Market / 430 26.4. Frequently Asked Questions, II / 430 26.5. Project Managers: Certification and Public Image / 431 26.6. Reasons for Recruiting and Certifying Project Managers / 432 26.7. Correlation between Companies’ Aimed Improvements and Certified Project Management Personnel / 434 26.8. Abbreviations and Annotations / 437 Chapter 27. The Chief Architect and the Art of Project Management David Holyoke 27.1. 27.2. 27.3. 27.4. 27.5. 27.6. Introduction / 439 The Essentials of Architecture / 440 A Model for Computer Systems Architecture / 441 The Software Development Life Cycle / 442 The First Step: Business Process Architecture / 443 A Case Study in Developing the Business Process Architecture / 444 439 xii CONTENTS 27.7. 27.8. 27.9. 27.10. 27.11. 27.12. 27.13. Moving Toward a More Technical View: Data Architecture / 445 Building the System: Applications Architecture / 447 Keeping the Lights On: Infrastructure or Technical Architecture / 449 Systems Architecture: Tying It All Together / 449 Help Wanted: Chief Architect / 450 An Architectural Approach for Project Management / 450 Conclusion / 452 Chapter 28. The Tao of Nimble Project Management: A Real World Approach Donna Fitzgerald 28.1. 28.2. 28.3. 28.4. 28.5. 28.6. 28.7. 28.8. 28.9. Introduction / 453 Phase 1: Envisioning the End Result / 455 Creating the North Star Vision / 455 Value Cube / 456 Phase 2: Creating an Initial Area of Order / 458 The Project Management Diamond / 471 Case Study / 473 Conclusion / 476 References / 476 Chapter 29. Advancing Project Management Professionalism and Culture in Your Company Morten Fangel 29.1. 29.2. 29.3. 29.4. 30.6. 30.7. 30.8. 30.9. 30.10. 30.11. 30.12. 30.13. 30.14. 30.15. 477 Introduction: Twelve Instruments for Advancement Initiatives / 477 Improvements Are Requested But Challenging to Achieve / 478 Twelve Instruments for Advancing Management Projects / 479 Literature / 492 Chapter 30. Management by Project of the Fast-Growing Organization in Dynamic Environment Sergey Bushuyev 30.1. 30.2. 30.3. 30.4. 30.5. 453 493 Introduction / 494 Modern Organization Development Models / 494 Universal Model of Organizational Development Projects and Programs Management / 496 Systems Model of Proactive Management of Organizational Development Programs / 499 Modern Tools of Goal Placement and Goal Achievement in Organizational Development Project Management / 502 Modern Mechanisms of Proactive Organizational Development Program Management / 506 Trust-Forming Mechanisms in Organizational Development / 509 Information Assessment of Organizational Projects / 509 Notion of Information in Organizational Business Processes / 510 Information Flow in the Organization / 512 The Basic Law of the Information Organizational Management / 512 Pressure of Chaos / 514 Accuracy of Business Monitoring and the Capacity of Management / 514 Conclusion / 515 Literature / 515 Chapter 31. Project Management Using Earned Value Management Wayne F. Abba 31.1. Introduction / 517 31.2. What Is EVM? / 517 517 CONTENTS 31.3. 31.4. 31.5. 31.6. 31.7. 31.8. 31.9. 31.10. 31.11. Evolution of EVM / 518 Failure and Reinvention / 519 Global Interest in EVM / 520 Professional Associations and EVM / 520 Government Regulation and EVM / 521 Lessons Learned / 521 Key Elements / 522 Conclusion / 524 References / 524 Chapter 32. It’s a Long Road to Organizational Maturity John H. Scanlin 32.1. 32.2. 32.3. 32.4. 32.5. 32.6. 32.7. xiii Introduction: Background / 527 Make or Buy / 528 Decision Time / 529 A Major Misstep with a Happy Ending / 530 A Team Committed to Success / 531 Other Success Stories / 535 Summary / 536 Index 539 527 This page intentionally left blank PREFACE A significant body of book literature in project management has evolved over the last 50 years. This body of literature addresses a wide variety of approaches reflected in paradigms, concepts, philosophies, techniques, processes, and strategies needed for use in managing projects. In general, the existing books provide for a generic blend of the theory and practice of project management with an emphasis on “how to do it” in the management of projects, and a few large integrated books designed for teaching in undergraduate and graduate project management courses in universities, In recent years there has been a wave of short books whose focus has been on presenting summary prescriptions for “how to manage projects.” Many of these books have been on the “hot topics” of the discipline such as The Project Office, Value Added Management, Portfolio Management, and Project Leadership to name a few. What is needed is a book that presents how project management is applied in the different industries and environments in which the discipline is used. Of course many of the books deal with project management in traditional applications such as the construction, defense, and aerospace industry. Yet today, the application of project management as a philosophy and process for the management of change within contemporary organizations is spreading to nontraditional uses. Some of the newer applications of project management include information technology, software engineering, health systems, organizational renewal and realignment, mergers and acquisitions, banking and financial institutions, manufacturing, outsourcing management, and Federal, State, and local governmental units to name a few. What is needed in the field is a comprehensive book dedicated to the presentation of paradigms for the application of project management in the many different contexts in which it is found. Such a book does not exist. This book, Project Manager’s Handbook: Applying Best Practices across Global Industries, is a “first of its kind” in the project management literature. We believe that this book will set a trend whereby there will be more focus in literature on how project management is applied in industries and governmental agencies. The study of actual application of project management techniques and practices will result in better results for projects and greater productivity. The results of studying project management applications will be transferred to teaching institutions for a better understanding of and education in the discipline. David I. Cleland, Ph.D. Lewis R. Ireland, Ph.D. xv Copyright © 2008 by The McGraw-Hill Companies, Inc. Click here for terms of use. This page intentionally left blank ACKNOWLEDGMENTS Many people made this handbook possible from the initial idea through publication. Chapter authors contributed their knowledge and experiences by preparing individual chapters and deserve special recognition for sharing project management applications. We are deeply indebted to these chapter authors. Special thanks to Dr. Bopaya Bidanda, Chairman of the Industrial Engineering Department, and Dr. Gerald D. Holder, Dean of the School of Engineering of the University of Pittsburgh, who provided us with the needed resources and the intellectual environment to develop and produce this handbook. We deeply appreciate the many stakeholders in the project management community with whom we discussed this book for their guidance and critique of the objectives and purposes that we planned for this handbook. Special thanks to Larry Hager, Senior Editor, McGraw-Hill Professional, whose insight of the need for this book, and his patience during its creation, provided us with considerable encouragement. We thank Lisa Dominiak of Clarksville, Tennessee, for her administrative assistance in preparing and formatting material in the development process. Her help was especially valuable. Finally, we acknowledge the people who use this handbook, and hope that they will find it a valuable resource for the improvement of their project management competencies. xvii Copyright © 2008 by The McGraw-Hill Companies, Inc. Click here for terms of use. This page intentionally left blank INTRODUCTION The project management people authoring chapters in this handbook are knowledgeable, experienced professionals who have written their chapters from the practitioner’s viewpoint. Where appropriate, experienced consultants and academics have been selected as contributors to the book. This balance of perspectives from 14 countries gives readers insight into how the project management discipline which is applied across national boundaries in several industries. The principal guiding criteria for the authors in preparation of chapters were: (1) light on the theory and heavy on the practice of project management; (2) a description of the industry or environment in which the discipline was practiced; (3) a citation of the “lessons learned” in the use of the project approach; (4) a description of what could have been done differently in the management of the project; and (5) how the cultural ambience of the stakeholder community was impacted by the use of project management. The authors were given wide latitude in preparing their material and describing their knowledge and experiences in the application of project management. This book is organized into six parts as follows: Part 1 Part 2 Part 3 Part 4 Part 5 Part 6 Examples of Projects Found in Specific Countries Examples of Projects from Specific Environments Project Management Government Organizations Project Management Organizational Functions Remedial Projects The Theory and Practice of Project Management Each part brings together for the reader the generally related topics and facilitates finding of specific areas of interest. Furthermore, it allows study of specific applications of project management in different environments such as country, industry, and governmental agencies. It is anticipated that the lessons learned in this book will be transferable across industry or agency lines to advance the application of project management practice. A brief outline of the parts and chapters follows. Part 1 Examples of Projects Found in Specific Countries Several National projects are described in this part from different countries in the world. These projects have been selected as being most representative of projects that have been undertaken to manage change in the societies involved. While there is a central theme of generic project management in these projects, there are provincial characteristics to be found as well. In Chapter 1, S. Srinivasan, Jain Chinmay, and Bopaya Bidanda examine the project management practices and issues in the Indian Software Industry. India’s leadership position in the global offshore Information Technology (IT) industry is based on several main advantages such as an abundant talented professional workforce, the creation of an urban infrastructure that has fostered several IT centers in India, the ability to provide operational excellence, and a continued growth in the domestic IT sector. India faces major challenges in order to continue its dominance in the software industry. The authors end their chapter with a description of the challenges that India faces. In Chapter 2, Brian R. Kooyman and Jonathan Shahady describe the application of project management to the bid for and conduct of the 2000 Olympic Games in Sydney, Australia. The authors include a summary of what was achieved for the games as well as other positive changes coming out xix Copyright © 2008 by The McGraw-Hill Companies, Inc. Click here for terms of use.