And peerasit patanakulthe program map sabin srivannaboon

IN PROJECT, PROGRAM, AND ORGANIZATIONAL PROJECT MANAGEMENT

D R A G A N Z . M I L O S E V I C

John Wiley & Sons, Inc.

This book is printed on acid-free paper.

Limit of Liability/Disclaimer of Warranty: While the publisher and the author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accu-racy or completeness of the contents of this book and specifi cally disclaim any implied warranties of merchantability or fi tness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor the author shall be liable for any loss of profi t or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

For general information about our other products and services, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002.

p. cm.

Includes index.

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

Acknowledgments xxii

PART I: CASE STUDIES IN PROJECT MANAGEMENT

Jovana Riddle

● A RobustArm Global Industries’ Sledgehammer 10

Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon

● The Project Hand-off Method 17

● The Jamming 26

Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon

Sabin Srivannaboon

● Waterfall Software Development 36

Rabah Kamis

CHAPTER 4 PROJECT INTEGRATION MANAGEMENT 55

● WRQ Software Development 73

Peerasit Patanakul and Michael Adams

Wilson Clark and Dragan Z. Milosevic

● Project Anatomy 92

● How Long Does It Take to Catch a Fish—TAD? 105

Ferra Weyhuni

● The Rolling Wave 121

Dan Itkes


●

●
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●	Workshop: The Milestone Chart 133


●
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●	Bad Metrics for Earned Value 141

●

●
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
●	No Bottom-up Estimate, No Job! 155

●

		PROJECT QUALITY MANAGEMENT 161
●	Robots Fail Too 163

●

●
Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon
CHAPTER 9
●

●
Priya Venugopal
●	We Do Not Speak the Same Language 185

CHAPTER 12 PROJECT PROCUREMENT MANAGEMENT 247

●

PART II: CASE STUDIES IN PROGRAM MANAGEMENT CHAPTER 13 THEMES OF PROGRAM MANAGEMENT 257

CHAPTER 16 PROGRAM EXECUTING PROCESS 297

	The Program Map 302 Sabin Srivannaboon, Dragan Z. Milosevic, and Peerasit Patanakul Using Tools on a Mercedes 305 Sabin Srivannaboon and Dragan Z. Milosevic

xii	●		CONTENTS
	●
		That Which Is Not Earned Is Never Valued 324
		Sabin Srivannaboon

PART III: CASE STUDIES IN ORGANIZATIONAL PROJECT MANAGEMENT

	LorryMer Information Technology 377 Sabin Srivannaboon and Dragan Z. Milosevic Who Owns the Portfolio? 385 Dragan Z. Milosevic and Peerasit Patanakul

Contents xiii

CHAPTER 21 COMPETENCIES OF PROJECT MANAGERS AND THE PROJECT MANAGEMENT OFFICE 407

	The Program Management Offi ce 417 Sabin Srivannaboon and Dragan Z. Milosevic Progress—One Step at a Time 425 James Schneidmuller and Peerasit Patanakul

CHAPTER 23 ORGANIZATIONAL CULTURE AND PROGRAM CULTURE 467

CHAPTER 24 ORGANIZATIONAL PROJECT MANAGEMENT IN ACTION 481

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.

xvi PREFACE

different expertise varying from engineers to industrial psychologists, to quality computer experts, to software programmers, to businesspersons ’ service provid-ers, 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.

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 proj-ect 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 pro-vides 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.

This book offers a number of case studies that demonstrate effective use of project and program management methodologies, as well as organizational proj-ect 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

While the case types are different, their structure across different parts is similar. Each case includes an introduction, main body, conclusion, and discus-sion items.

PARTS

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 program management in action (Chapter 18) for further discussion. There are a total of 19 cases in Part II.

Cases are organized based on the PMBOK Guide.

Cases are organized based on the Standard
for Program
Management.

Read and understand the cases for specific management outcome.

The Principles of Management

xxi

Acknowledgments

xxii

With a competitive business environment, many organizations nowadays use projects not only to build structures, to implement changes, or to introduce new products, but also as a way to put strategies into action. Despite multiple meanings of a project, the one defined by Project Management Institute (PMI) is perhaps the most widely known definition. According to PMI, a project is a temporary endeavor undertaken to create a unique product, service, or result. 1 With its tem-porary nature, a project is often perceived as standing on the opposite spectrum of business as usual; it is often referred to as an “ operation ” by project manage-ment scholars. As projects differ from operations, managing projects therefore

1A Guide to the Project Management Body of Knowledge , 4th ed., Project Management Institute, 2008, p. 5.