Expert answer:Communication and Organizational Aspects of Projec

Expert answer:Option #2: Project Management CommunicationsThe purpose of this assignment is for you to understand and synthesize key project deliverables for the project manager in establishing and facilitating project communications management plan. The case addresses organizational structures, project communication, risks, monitoring and controlling processes, key metrics, and stakeholder (including personnel) issues.Read the case study “Improving Public Health Care Informatics” on pp. 217-222 of your textbook (attached), Case Studies in Project, Program, and Organizational Project Management. Then, answer the three discussion questions that follow the case, applying current, relevant theory. When composing your responses, you should focus on project communications management tools and techniques used to develop a communications management plan.Your responses to the questions should meet the following requirements:Your complete response should be 4-6 pages long.Format your paper per the APA GuidelinesCite at least three current scholarly resources (should not be older than last 5 years), to support your assertions. One of the sources may be your textbook.Both Text books attached.Plagiarism policy is strict, please ensure inline citations for any references used (Web references other than scholarly articles are allowed).Simple essay format is expected, i.e. need to have a introduction, body (including the case study questions) and an apt conclusion.
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CASE STUDIES IN PROJECT, PROGRAM, AND ORGANIZATIONAL PROJECT MANAGEMENT
Dragan Z . Milosevic, Peerasit Patanakul & Sabin Srivannaboon
Copyright 02010 by John Wiley & Sons, Inc. All rights reserved.
CASE STUDIES
IN PROJECT, PROGRAM, AND ORGANIZATIONAL
PROJECT MANAGEMENT
CASE STUDIES
IN PROJECT, PROGRAM, AND
ORGANIZATIONAL PROJECT
MANAGEMENT
DRAGAN Z. MILOSEVIC
PEERASIT PATANAKUL
SABIN SRIVANNABOON
John Wiley & Sons, Inc.
This book is printed on acid-free paper.
Copyright © 2010 by John Wiley & Sons, Inc. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey
Published simultaneously in Canada
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Department.
Library of Congress Cataloging-in-Publication Data:
Case studies in project, program, and organizational project management / [edited by]
Dragan Z. Milosevic, Peerasit Patanakul, Sabin Srivannaboon.
p. cm.
Includes index.
ISBN 978-0-470-18388-5 (pbk.)
1. Project management–Case studies. 2. Project management–Standards. I. Milosevic,
Dragan. II. Patanakul, Peerasit. III. Srivannaboon, Sabin, 1977HD69.P75C375 2010
658.4⬘04–dc22
2009045965
Printed in the United States of America
10 9 8 7 6 5 4 3 2 1
To Dragana, Jovana, and JR
—Dragan Z. Milosevic
To my parents, Arun and Soisalinee; my wife, Severine;
and my children, Ananya and Yanat
—Peerasit Patanakul
To my father, Sabieng, my mother, Songsee,
and my lovely wife, Jany
—Sabin Srivannaboon
Contents
Preface xv
Structure of the Book xvii
The Principles of Management
Acknowledgments xxii
xxi
PART I: CASE STUDIES IN PROJECT MANAGEMENT
CHAPTER 1
INTRODUCTION
3
●
AaronSide Goes to Teams 5
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●
Cocable Inc. 7
Jovana Riddle
●
A RobustArm Global Industries’ Sledgehammer 10
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●
Another Trojan Horse
Stevan Jovanovic
●
Call a Truck 15
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●
The Project Hand-off Method 17
Dragan Z. Milosevic, Russ J. Martinelli, and James M. Waddell
CHAPTER 2
12
CULTURAL ASPECTS OF PROJECT MANAGEMENT
19
●
Engineering Culture at Beck 21
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●
The Jamming 26
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
vii
viii
CONTENTS
CHAPTER 3
PROJECT MANAGEMENT PROCESSES
●
Special Session 31
Sabin Srivannaboon
●
Waterfall Software Development
Osman Osman
●
Extreme Programming
Mani Ambalan
●
Do You ZBB?
Rabah Kamis
CHAPTER 4
36
42
49
PROJECT INTEGRATION MANAGEMENT
●
The Abacus Project 57
Peerasit Patanakul and Jospeph Genduso
●
The Ticketing System
Mathias Sunardi
●
WRQ Software Development 73
Peerasit Patanakul and Michael Adams
CHAPTER 5
29
55
69
PROJECT SCOPE MANAGEMENT
83
●
Workshop: Project Definition 85
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●
Work Breakdown Structure as a Skeleton for Integration
Wilson Clark and Dragan Z. Milosevic
●
Project Anatomy 92
Joakim Lillieskold and Lars Taxen
●
Rapid Prototype for Fast Profits
Stevan Jovanovic
CHAPTER 6
89
99
PROJECT TIME MANAGEMENT
103
●
How Long Does It Take to Catch a Fish—TAD?
Ferra Weyhuni
●
Workshop: The Jogging Line in Action 111
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●
Sequencing 114
Art Cabanban
●
The Rolling Wave
Dan Itkes
121
105
ix
Contents
●
Schedule Accuracy 128
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●
AtlasCom 130
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●
Workshop: The Milestone Chart 133
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
CHAPTER 7
PROJECT COST MANAGEMENT
137
●
The Court House Disaster 139
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●
Bad Metrics for Earned Value
Don Hallum
●
The Museum Company
Jovana Riddle
●
Workshop: Parametric Estimate 152
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●
No Bottom-up Estimate, No Job! 155
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●
Earned Tree Analysis
Dragan Z. Milosevic
CHAPTER 8
141
149
158
PROJECT QUALITY MANAGEMENT
161
●
Robots Fail Too
Ferra Weyhuni
●
The Peaceful Black Belt
Marie Ann Lamb
●
Workshop: Project Quality Program 172
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
CHAPTER 9
163
167
PROJECT HUMAN RESOURCE MANAGEMENT 175
●
The Bully, Subversive, Prima Donna, Etc.
Diane Yates
●
Startups Born with Conflicts
Priya Venugopal
●
We Do Not Speak the Same Language
Diane Yates
177
183
185
x
CONTENTS
●
My Job Was to Integrate Two Cultures 190
Dragan Z. Milosevic, Russ J. Martinelli, and
James M. Waddell
●
Rate and Rank
Rabah Khamis
192
CHAPTER 10 PROJECT COMMUNICATIONS MANAGEMENT
●
The Russians Join Us Late at Night 205
Dragan Z. Milosevic, Russ J. Martinelli, and
James M. Waddell
●
Quest for Clear 207
Mathias Sunardi
●
Electronic Medical Record 213
Mathius Sunardi and Abdi Mousar
●
Improving Public Health Informatics
Abdi Mousar
●
A Simple Metric Goes a Long Way
Art Cabanban
●
Executive Project Metrics 225
Dragan Z. Milosevic, Peerasit Patanakul, and
Sabin Srivannaboon
CHAPTER 11
217
223
PROJECT RISK MANAGEMENT
●
Risk Policies in Project Russia
Dragan Z. Milosevic
●
Risk under the Microscope
Ferra Wayahuni
●
Monte Carlo in Italy
Meghana Rao
●
Probability and Impact
Jovana Riddle
203
229
231
237
242
245
CHAPTER 12 PROJECT PROCUREMENT MANAGEMENT
●
The $30,000 Frigidaire
Dragan Z. Milosevic
●
Mountain of Iron, Mountain of Dollars
Dragan Z. Milosevic
249
252
247
xi
Contents
PART II: CASE STUDIES IN PROGRAM MANAGEMENT
CHAPTER 13 THEMES OF PROGRAM MANAGEMENT
257
●
KUPI 259
Sabin Srivannaboon, Dragan Z. Milosevic, and Peerasit Patanakul
●
The Bounding Box Boxes You
Sabin Srivannaboon
261
CHAPTER 14 PROGRAM INITIATING PROCESS
269
●
Business That Operated Without Knowing Where Its Profits
Came From 271
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●
Mega Security® 273
Sabin Srivannaboon
CHAPTER 15 PROGRAM PLANNING PROCESS
277
●
Quick Release 279
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●
The Budica Program 281
Diane M. Yates and Dragan Z. Milosevic
●
Best Practices Overview—Program Scheduling 289
Sabin Srivannaboon, Dragan Z. Milosevic, and Peerasit Patanakul
●
Expect the Unexpected
Sabin Srivannaboon
291
CHAPTER 16 PROGRAM EXECUTING PROCESS
297
●
The Program Strike Zone 299
Sabin Srivannaboon, Dragan Z. Milosevic, and Peerasit Patanakul
●
The Program Map 302
Sabin Srivannaboon, Dragan Z. Milosevic, and Peerasit Patanakul
●
Using Tools on a Mercedes 305
Sabin Srivannaboon and Dragan Z. Milosevic
CHAPTER 17 PROGRAM MONITORING AND CONTROLLING
PROCESS 313
●
I Have Only Three Minutes a Month! 315
Dragan Z. Milosevic, Russ J. Martinelli, and James M. Waddell
xii
CONTENTS
●
OSSOP! 317
Sabin Srivannaboon
●
That Which Is Not Earned Is Never Valued
Sabin Srivannaboon
324
CHAPTER 18 PROGRAM CLOSING PROCESS AND PROGRAMS
IN ACTION 327
●
A Checklist 329
Sabin Srivannaboon, Dragan Z. Milosevic, and Peerasit Patanakul
●
General Public Hospital 331
Peerasit Patanakul and Dragan Z. Milosevic
●
American Shogun 341
Bjoern Bierl and Andrea Hayes-Martinelli
●
Planet Orbits 348
Peerasit Patanakul and Dragan Z. Milosevic
●
ConSoul Software 357
Andrea Hayes-Martinelli and Dragan Z. Milosevic
PART III: CASE STUDIES IN ORGANIZATIONAL
PROJECT MANAGEMENT
CHAPTER 19 ALIGNMENT AND PORTFOLIO MANAGEMENT
375
●
LorryMer Information Technology 377
Sabin Srivannaboon and Dragan Z. Milosevic
●
Who Owns the Portfolio? 385
Dragan Z. Milosevic and Peerasit Patanakul
●
Our Portfolio Stinks 387
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
CHAPTER 20 STANDARDIZED METHODOLOGIES
389
●
Standardized Program Risk Management
Peerasit Patanakul
●
Go With the Template Always
Murugappan Chettiar
●
We Do Not Need Standard Methodology 400
Peerasit Patanakul, Sabin Srivannaboon, and Dragan Z. Milosevic
●
Joy Knows How to Defend 403
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
391
395
xiii
Contents
CHAPTER 21 COMPETENCIES OF PROJECT MANAGERS
AND THE PROJECT MANAGEMENT OFFICE
●
They Are Business Leaders at Spotlight Corporation
Peerasit Patanakul and Dragan Z. Milosevic
●
The Program Management Office 417
Sabin Srivannaboon and Dragan Z. Milosevic
●
Progress—One Step at a Time 425
James Schneidmuller and Peerasit Patanakul
407
409
CHAPTER 22 INFORMATION SYSTEMS, ORGANIZATION,
AND METRICS 435
●
Is It Information Systems That We Need?
Peerasit Patanakul and Sung Han
●
Spreadsheet Is Everything 445
Peerasit Patanakul, Sabin Srivannaboon, and Dragan Z. Milosevic
●
R&D and Operations: How to Make Them Talk
Priya Venugopal
●
Bluedogs USA 453
Nicolas Charpenel
●
Point of Contact 465
Peerasit Patanakul, Sabin Srivannaboon, and Dragan Z. Milosevic
437
448
CHAPTER 23 ORGANIZATIONAL CULTURE AND PROGRAM
CULTURE 467
●
What Helps Us Come This Far?
Peerasit Patanakul
●
Is It Standard Methodology That We Need?
Peerasit Patanakul
469
475
CHAPTER 24 ORGANIZATIONAL PROJECT MANAGEMENT
IN ACTION 481
Index
●
Let’s Go All the Way 483
James Staffan and Peerasit Patanakul
●
Are We Ready for Portfolio Management?
Peerasit Patanakul
499
493
Preface
Traditionally, the use of case study has been largely emphasized in many
disciplines. People use cases in different manners from theory building, to theory
testing, to description, or even to simple explanation. Nevertheless, learning
is always one ultimate goal in which we center our attention on the gravity of
the problems and issues in the case, regardless of any purpose. In particular, the
learning occurs when we dissect the case, identify issues or problems in it, and
then discuss or solve them.
In the field of project management, case studies as well have been one of the
main sources and tools used for professional development and higher education.
Over the years, the Project Management Institute (PMI) has attempted to get
a large number of authors to contribute to case studies in project management. The
idea is to use these cases as a means to accelerate the project management learning. This is also similar to academia where a number of cases are integrated into
textbooks. A few standalone case books dedicated to project management are
also available.
However, what is critically missing is a comprehensive case study book
where it meets diverse needs of the readers at large. To be more specific, there is
no book that has project management cases arranged in an orderly fashion that
comprehensively addresses various knowledge areas, different process groups,
and the global best practice standards. In particular, there are very few cases
in program management and organizational project management, even though
the two areas are now recognized as two standalone disciplines, and officially
standardized by PMI.
We believe this book is the first of its kind to deal with the management of
projects from a hierarchy perspective: project, program, and organization. The
purpose of this book is to maximize the readers’ learning experiences through
the use of case studies, which we believe will allow our readers to carefully
think and enrich their understanding of the concepts and practices in project
management. In attempting to capture various aspects of project management,
we have written 90 cases, each of which was triangulated by professionals with
xv
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PREFACE
different expertise varying from engineers to industrial psychologists, to quality
computer experts, to software programmers, to businesspersons’ service providers, and to organization specialists. These cases are factual from real people
and actual companies in different industries, settings, or cultures with diverse
sizes and types of projects, although we used fictitious names to conceal their
identities. Our goal is to highlight the applications and practices of project
management, program management, and organizational project management in
real-world settings.
The book is designed to address multiple groups of people with different
needs that include but are not limited to:
●
●
●
Executives, program and project managers: This book will help
executives and program and project managers improve their management
knowledge regarding projects, programs, and organizations. We present
cases that discuss many best practices and lessons learned from such
management in actual companies across industries.
Academics and consultants: For academics, this book is a good resource
of project management, and a recommended accompanying reading for
their project management, program management, and organizational project management classes. The students may use this book as a reference or
as a required text since the cases can well support any basic textbooks
of the class, whether it is a project management, program management, or
organizational project management class. For consultants, this book provides many real-world stories in which the frameworks for project and
program management as well as organizational project management were
implemented. They can easily incorporate a number of cases in this book,
or use the entire book for their in-class trainings.
CAPM®, PMP®, and PgMP® candidates: This book perfectly aligns
with the standards created by PMI, and provides important details necessary for the CAPM® (Certified Associate in Project Management), PMP®
(Project Management Professional), PgMP® (Program Management
Professional) certification exam preparations.
For each individual, excellence in project management comes from both
theoretical knowledge and practical experiences. Either one of these alone would
not be sufficient in today’s era of hypercompetition. After reading this book, we
believe that our readers will gain such knowledge and learn from experiences
shared by other project management practitioners.
All in all, this book just captures small stories. We hope, however, that these
stories will serve as building blocks to drive excellence in project management,
which is undoubtedly one of the fastest growing disciplines today.
Structure of the Book
This book offers a number of case studies that demonstrate effective use of
project and program management methodologies, as well as organizational project management practices. Drawn from a variety of industries and regions, the
case studies capture real-world situations, challenges, best practices, and lessons
learned both from successful and not-so-successful perspectives. In order for our
readers to best learn project management, we have categorized and arranged
our cases into two different dimensions: case types and parts.
CASE TYPES
We classify our cases into three different types: critical incidents, issue-based
cases, and comprehensive cases. The three case types differ in length and specificity, which are described as follows:
●
●
●
Critical incidents are written in the form of short stories that illustrate an
issue or a problem related to project, program, and organizational project
management.
Issue-based cases provide more information than critical incidents. They
handle two or more issues either in project management, program management, or organizational project management.
Comprehensive cases are the longest in length. They feature multiple
issues or the entirety of the project, program, or organizational project
management.
The purpose of these different levels is to offer the reader different categories
of the learning skills, contingent on their experience. This way they can use this
book to customize learning needs. In addition, the book has both open-ended
cases, where we don’t show the final outcome of the story, and close-ended cases,
where the final outcomes are presented for further discussion.
xvii
xviii
STRUCTURE OF THE BOOK
While the case types are different, their structure across different parts is
similar. Each case includes an introduction, main body, conclusion, and discussion items.
PARTS
In addition to the case types, we adopt the standards created by PMI, the leading
global association for the project management profession, to arrange our cases.
Namely, these standards are “A Guide to the Project Management Body of
Knowledge” (the PMBOK® Guide), “The Standard for Program Management,”
and “The Organizational Project Management Maturity Model (OPM3®).”
We follow these standards, and organize our cases and chapters into three different parts: Project Management (Part I), Program Management (Part II), and
Organizational Project Management (Part III), (see Figure i).
●
●
●
We organize Part I based on the PMI’s PMBOK® Guide, which addresses
the introduction, project life cycle, and organization (Chapter 1), project
management processes for a project (Chapter 3), and the nine knowledge
areas (Chapters 4 to 12). Added to that are the cultural aspects of project
management (Chapter 2), in which we strongly feel that culture, whether
it is corporate, project, or regional, plays a significant role in achieving
project goals. In sum, Part I has a total of 52 cases.
We structure Part II based on the process groups of the PMI’s Standard
for Program Management, including the Initiating, Planning, Executing,
Monitoring and Controlling, and Closing processes (Chapters 14 to 18). We
also offer cases about the themes of program management (Chapter 13),
and progra …
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