The Project Manager's Emergency Kit

PMP, Ralph L. Kliem

• Publisher: CRC Press
• Year: 2002
• Print ISBN: 9780367454784
• eBook ISBN: 9781000713466
• Topic: Business
• Subtopic: Management
• Index: Business

Project success requires a solid understanding and proper implementation of the tools, techniques, and principles of project management. A reference for both the novice and expert project manager, The Project Manager's Emergency Kit provides you with everything you will need to get your project off to a solid start and overcome any em

P

P²M²

The practical project management methodology, or P²M², is a nonlinear, integrated approach for managing projects. What distinguishes it from other methodologies is its emphasis on the role of people in a project. The idea is that if people are managed effectively then cost, schedule, and quality criteria will be satisfied. The major components behind P²M² are customer satisfaction, balance, self-management, modularity, process improvement, nonlinearity, metrics, integration, simplicity, motivation, flatness, adaptability, divergence, and effectiveness. The iterative cycle of P²M² consists of these five elements: inputs, tasks, responsibilities, outputs, and measures of success.

GOALS

• Plan, organize, control, and lead projects efficiently and effectively.

• Recognize that a project is people, not task, oriented.

OBSTACLES

• Not understanding the basic concepts behind the methodology

• Becoming inflexible in its application

• Applying traditional project management approaches under the guise of P²M²

STEPS

1. Recognize that project management is a nonlinear discipline.

2. Understand that people are the ingredients for successfully completing a project.

3. Understand that the basic functions of project management require taking an integrated approach.

4. Apply the P²M² cyclic approach when planning and managing a project.

PARADIGM

A paradigm is a mental model or framework for understanding, interpreting, and dealing with reality. It consists of a body of assumptions, beliefs, values, theories, knowledge, etc. It helps people to make choices and determine ways to respond to reality consistent with the prevailing paradigm.

GOALS

• Provide an orderly way to acquire and process data and information.

• Provide structure to assess and deal with circumstances.

OBSTACLES

• Assuming that the paradigm is the “truth”

• Casting aside any important information that does not justify the paradigm

• Attempting to fix a paradigm that clearly is based upon erroneous information and assumptions

• Concentrating on addressing the needs of the paradigm rather than solving a problem or overcoming an obstacle

STEPS

1. Determine:

a. What paradigms exist

b. The prevailing paradigm

c. Impacts of the prevailing paradigm

2. For positive impacts, determine how to maximize the benefits.

3. For negative impacts, determine how to mitigate their effects or avoid them.

4. Ascertain the elements and rules of the prevailing paradigm.

PARETO ANALYSIS CHART

A graphical tool is used to distinguish the major causes of problems from minor ones (Figure 33). The principle is based on the notion that 20% of the causes contribute to 80% of the effects. In other words, the few of anything contribute to achieving the most. One axis of the chart has gradations of percentages up to 100%, and the other axis reflects the cumulative number of individual observations in a particular category.

GOALS

• Identify causes.

• Perform unbiased, objective analysis.

OBSTACLES

• Insufficient observations or occurrences

• Insufficient objective criteria for selecting observations or occurrences

STEPS

1. Recognize that 80% of the effects are created by 20% of the causes.

2. List all the characteristics of each category of observation.

3. Determine the sufficient number of observations.

FIGURE 33 Pareto analysis chart.

4. Conduct, record, compile, and analyze observations.

5. Build the Pareto analysis chart.

6. Apply statistical tests to determine the cause of the largest percent of observation.

7. Take corrective action to reduce the size of the most observed occurrences.

8. Take new observations to determine that fixing the cause has reduced the highest percentage of results.

PARKINSON’S LAW

Parkinson’s law is simple in concept: a task will take the time available for its completion. For example, if task A is given 10 hours for completion, then it will take that long. If it is given 20 hours, then it will take that long. Often, the time available for completion is either too much or too little. While a task may be completed within a given time, too short of an assigned time can result in a host of dysfunctional, nonproductive behaviors, such as short cuts that have immediate payback but result in long-term liabilities. It is important, therefore, to provide a realistic time frame to ensure a greater likelihood of effective and efficient productivity. The way to achieve that is by using good estimating techniques, such as the Program Evaluation and Review Technique (PERT) formula.

GOALS

• Provide adequate...

Table of contents

• Cover
• Half Title
• Title Page
• Copyright Page
• Dedication
• Preface
• List of Figures
• Table of Contents
• A
• B
• C
• D
• E
• F
• G
• H
• I
• K
• L
• M
• N
• O
• P
• Q
• R
• S
• T
• U
• V
• W
• References