Wysocki, Robert K. (2004) Project Management Process Improvement. ARTECH HOUSE, INC.
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Introduction xi 1 Introduction to the Process Improvement Life Cycle 1 1.1 The Importance of Process Improvement 2 1.1.1 Stand Still and Go Backwards 2 1.1.2 Standish Group Chaos Report 2 1.1.3 Balancing People, Project Management Processes, and Technology 8 1.1.4 Process Improvement Versus Practice Improvement 9 1.2 Typical Project Improvement Practices 11 1.2.1 Project Reviews 11 1.2.2 Best Practices 12 1.2.3 Lessons Learned 12 1.3 Definition of the Process Improvement Life Cycle 12 1.3.1 Where Are You? 13 1.3.2 Where Do You Want To Be? 14 1.3.3 How Will You Get There? 14 1.3.4 How Well Did You Do? 14 1.4 Who Is Responsible for Process Improvement? 15 1.4.1 Establishing a Standard Process 15 1.4.2 Managing Best Practices and Lessons Learned 15 v 1.4.3 Managing Performance Data Against Standard Processes 15 1.4.4 Continuously Improving the Project Management Process 16 1.5 Effectively Dealing with the Obstacles 16 1.6 Points to Remember 17 References 18 2 Overview of the Project Management Maturity Model 19 2.1 The Software Engineering Institute Capability Maturity Model® 19 2.1.1 Purpose 19 2.1.2 Structure 20 2.1.3 Application 20 2.2 The Project Management Maturity Model 25 2.2.1 Level 1: Initial Process 25 2.2.2 Level 2: Structured Process 26 2.2.3 Level 3: Institutionalized Process 26 2.2.4 Level 4: Managed Process 26 2.2.5 Level 5: Optimizing Process 27 2.3 PMBOK Knowledge Areas and Maturity Profile 27 2.3.1 Project Integration Management 27 2.3.2 Project Scope Management 32 2.3.3 Project Time Management 37 2.3.4 Project Cost Management 42 2.3.5 Project Quality Management 47 2.3.6 Project Human Resources Management 50 2.3.7 Project Communications Management 54 2.3.8 Project Risk Management 58 2.3.9 Project Procurement Management 64 2.4 Points to Remember 70 References 71 vi Project Management Process Improvement 3 Assessing and Reporting Maturity Level 73 3.1 Overview of the Survey Questionnaire 74 3.1.1 Design of the Survey 74 3.1.2 Defining Maturity Level Penetration 75 3.2 Reporting the Process Maturity Baseline 77 3.2.1 Kiviatt Charts 77 3.2.2 Box & Whisker Plots 82 3.3 Reporting the Project/Process Maturity Gap 83 3.3.1 PP Below PD Baseline 85 3.3.2 PP at PD Baseline 86 3.3.3 PP Above PD Baseline 86 3.4 Maturity Profile by Knowledge Area 87 3.4.1 Process Maturity Matrix 87 3.4.2 Closing the Maturity Gap 92 3.5 Points to Remember 94 References 95 4 Metrics to Identify Project Improvement Opportunities 97 4.1 Project Level 97 4.1.1 Cost/Schedule Control 98 4.1.2 Milestone Trend Charts 101 4.1.3 Project Reviews 106 4.2 Prioritizing Improvement Opportunities 107 4.2.1 Ranking Improvement Opportunities 107 4.3 Points to Remember 111 Reference 112 5 Tools to Investigate Improvement Opportunities 113 5.1 Problem Solving for Continuous Improvement 113 5.1.1 Definition 113 5.2 Brainstorming 116 Contents vii 5.3 Fishbone Diagrams 116 5.4 Force Field Analysis 117 5.5 Pareto Diagrams 118 5.6 Process Charts 119 5.7 Root Cause Analysis 120 5.8 Prioritizing Processes 120 5.8.1 Scheduling Improvement Initiatives by Knowledge Area 120 5.8.2 Scheduling Improvement Initiatives in Groups 122 5.8.3 Scheduling Improvement Initiatives One at a Time 122 5.9 Recap 125 5.10 Points to Remember 125 Reference 126 6 Commissioning Improvement Initiatives 127 6.1 Characteristics of an Improvement Program 127 6.1.1 Long Duration 128 6.1.2 Multiproject Approach 128 6.1.3 Just-in-Time Planning 129 6.1.4 High Change 129 6.1.5 High Kill Rate 129 6.2 Characteristics of an Improvement Initiative 130 6.2.1 Short Duration 130 6.2.2 Multiphase Approach 130 6.2.3 Just-in-Time Planning 131 6.2.4 High Change 131 6.2.5 High Kill Rate 132 6.3 Setting Maturity Goals 132 6.4 Scope the Initiative 133 6.4.1 Evaluating Improvement Opportunities 133 6.5 High-Level Planning of the Initiative 135 6.5.1 Work Breakdown Structure 136 viii Project Management Process Improvement 6.5.2 Prioritize and Schedule Approaches 136 6.6 Monitoring the Initiative 136 6.6.1 Define Performance Metrics 136 6.6.2 Track Performance Metric 137 6.7 Redirecting the Initiative 137 6.7.1 Abandonment of Approaches 138 6.7.2 Reprioritize and Reschedule Approaches 138 6.8 Closing the Initiative 138 6.8.1 Assess Final Performance Improvement 138 6.8.2 Reprioritize Improvement Opportunities 138 6.9 Points to Remember 139 Reference 139 7 Case Study: B. Stoveburden Trucking Company 141 7.1 Case Study Background 142 7.1.1 Project Overview Statement 143 7.1.2 Fishbone Diagram to Identify the Reasons Why Projects Fail 145 7.2 PD and PP Maturity Levels for Selected Knowledge Areas 147 7.3 Process Level 148 7.3.1 Scope Management Processes 148 7.3.2 HR Management Processes 155 7.3.3 Time Management 158 7.3.4 Cost Management 159 7.4 Results of the Improvement Programs 161 7.5 Points to Remember 163 8 Closing Thoughts 165 8.1 Implementation Challenges 165 8.1.1 Perceived Value 166 8.1.2 Cultural Fit 166 8.1.3 Sponsorship 166 Contents ix 8.2 Suggested Implementation Strategies 167 8.2.1 Major Program Initiative 167 8.2.2 Project Initiative 168 8.2.3 Slow but Steady 169 8.3 Points to Remember 169 Appendix: Maturity Assessment Questionnaire 171 Project Integration Management 171 Project Scope Management Processes 175 Project Time Management Processes 179 Project Cost Management 186 Project Quality Management 192 Project Human Resources Management 197 Project Communications Management 202 Project Risk Management Processes 205 Project Procurement Management Processes 212 About the Author 221 Index 223
| Item Type: | Book |
|---|---|
| Subjects: | H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management |
| Depositing User: | Unnamed user with email [email protected] |
| Date Deposited: | 17 May 2023 03:24 |
| Last Modified: | 17 May 2023 03:24 |
| URI: | http://eprint.ulbi.ac.id/id/eprint/1872 |
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