[ Pobierz całość w formacie PDF ]
.Charters provide the formal ac-knowledgement that a project has been approved.The projectscope statement defines the who, what, why, when, and how of theproject.It creates the vision to meet standards of excellence, docu-ments the goals and objectives to achieve success, and definesroles, responsibilities, accountability and authority.Establishing a Initiating the PMCoE Project 33PMCoE should be treated as a strategic initiative, and as such cre-ating a project steering team is a critical first step that can affectthe final outcome.Effective communication is critical in the beginning stages ofmost projects, and that is especially true for strategic initiativesthat will affect the whole company.Project kick-off meetings pro-vide an excellent opportunity for management to communicate theimportance of the initiative by visibly showing their commitmentand support for the project.Project kick-off meetings can help re-move potential resistance for the project that is typically caused bylack of information.Kick-off meetings provide an excellent oppor-tunity to involve project stakeholders such as executives, depart-ment managers, project managers, and other staff members whowill be key players in the PMCoE implementation process.One ofthe ways presented in this chapter to involve project stakeholdersis having executive management assign them to a task force team.Task force teams are responsible for developing the policies,processes, procedures, tools, and templates for project authoriza-tion, standards, education and readiness.Active participation intask force teams creates ownership in the project, which in turn re-duces or eliminates resistance to changes required to achieve proj-ect goals and objectives.Establishing a formalized strategic forecast planning processthat identifies corporate goals and objectives and puts a projectportfolio management process into place to achieve them is thenext step. This Page Intentionally Left Blank CHAPTER 3Creating and Managing a Project Portfoliovery journey begins with a destination, or it should, becauseEwithout a predetermined destination you would not know thatyou have arrived.We are all on a journey through life, and thosewho plan their journeys with milestones of accomplishments (goalsand objectives) are typically those who are most successful in com-pleting each leg of their journey.World-class industry leaders arethose organizations that set high goals and objectives and developplans to achieve them.This chapter is about leveraging limited re-sources to ensure they are used effectively to achieve corporategoals and objectives.Identifying Organizational Goalsand ObjectivesHaving limited resources (people and money) is an aspect of busi-ness common to every organization.The challenge most of themshare is distributing those resources effectively to achieve the high-est return on their investment.You would think that identifyingorganizational goals and objectives would be an obvious require-ment, however, that is not the case for many organizations.Inmany cases, if it is being done, it is not done very well.There aremany reasons why this effort is ignored or done poorly." There is no formal process to define corporate goals andobjectives." Firefighting diverts attention from long-range planning.35 36 Building Project Management Centers of Excellence" Stated goals and objectives are not qualified or quantifiable." The development of corporate goals and objectives stopsat the top." There is no formal measurement process to validate status." Accountability to achieve goals does not exist." There is no personal reward for achieving goals norpenalty for failing to achieve them." Achieving goals fails to produce desired results.Defining company goals must start at the top and cascadedown through the organization structure to the individual depart-ment manager s goals and objectives.The goals and objectives ateach level of the organization should support the corporate goalsand objectives as well as the goals and objectives of the level it re-ports to.Establishing goals and objectives is a forecasting activitythat requires significant planning and training to achieve the re-sults intended.A formalized process must be documented thatidentifies the steps taken, roles and responsibilities defined, andthe training provided at all levels of the organization.Achieving Corporate Goals and ObjectivesCompanies of all sizes use many methods and techniques withvarying degrees of success.There is, however, a simple but effec-tive method used by the Donnelly Corporation, a leading auto-motive supplier of interior and exterior mirrors with headquartersin Holland, Michigan.Dwane Baumgardner, chairman and CEO ofDonnelly Corporation, wrote a paper entitled, A Constant Stateof Becoming: Management by Planning at Donnelly Corporation, published by GOAL/QPC in 1998.This paper discusses theprocess, developed by Donnelly, called Management by Planning(MBP).Mr.Baumgardner presents the purpose and value of theMBP process in the paper s introduction.We are all in a constant state of becoming, which willhappen either by design or by default.I believe that termsYLFMAET Creating and Managing a Project Portfolio 37and management fads like change management, or corporaterenewal, or reengineering often misdirect thinking and ac-tion on a principal reality of life all life is change, and weare in a constant state of becoming.The reason I believethese management fads are misdirecting is that many ofthem present change as an event, a single project or seriesof discreet projects each with its own finish line.On thecontrary, I have found change to be a highly systemic andneverending process.The good news is that we have theadvantage today of being able to manage our becoming.Pity the dinosaurs who were victims of changes; and I mnot just talking about T-Rex [ Pobierz całość w formacie PDF ]
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.Charters provide the formal ac-knowledgement that a project has been approved.The projectscope statement defines the who, what, why, when, and how of theproject.It creates the vision to meet standards of excellence, docu-ments the goals and objectives to achieve success, and definesroles, responsibilities, accountability and authority.Establishing a Initiating the PMCoE Project 33PMCoE should be treated as a strategic initiative, and as such cre-ating a project steering team is a critical first step that can affectthe final outcome.Effective communication is critical in the beginning stages ofmost projects, and that is especially true for strategic initiativesthat will affect the whole company.Project kick-off meetings pro-vide an excellent opportunity for management to communicate theimportance of the initiative by visibly showing their commitmentand support for the project.Project kick-off meetings can help re-move potential resistance for the project that is typically caused bylack of information.Kick-off meetings provide an excellent oppor-tunity to involve project stakeholders such as executives, depart-ment managers, project managers, and other staff members whowill be key players in the PMCoE implementation process.One ofthe ways presented in this chapter to involve project stakeholdersis having executive management assign them to a task force team.Task force teams are responsible for developing the policies,processes, procedures, tools, and templates for project authoriza-tion, standards, education and readiness.Active participation intask force teams creates ownership in the project, which in turn re-duces or eliminates resistance to changes required to achieve proj-ect goals and objectives.Establishing a formalized strategic forecast planning processthat identifies corporate goals and objectives and puts a projectportfolio management process into place to achieve them is thenext step. This Page Intentionally Left Blank CHAPTER 3Creating and Managing a Project Portfoliovery journey begins with a destination, or it should, becauseEwithout a predetermined destination you would not know thatyou have arrived.We are all on a journey through life, and thosewho plan their journeys with milestones of accomplishments (goalsand objectives) are typically those who are most successful in com-pleting each leg of their journey.World-class industry leaders arethose organizations that set high goals and objectives and developplans to achieve them.This chapter is about leveraging limited re-sources to ensure they are used effectively to achieve corporategoals and objectives.Identifying Organizational Goalsand ObjectivesHaving limited resources (people and money) is an aspect of busi-ness common to every organization.The challenge most of themshare is distributing those resources effectively to achieve the high-est return on their investment.You would think that identifyingorganizational goals and objectives would be an obvious require-ment, however, that is not the case for many organizations.Inmany cases, if it is being done, it is not done very well.There aremany reasons why this effort is ignored or done poorly." There is no formal process to define corporate goals andobjectives." Firefighting diverts attention from long-range planning.35 36 Building Project Management Centers of Excellence" Stated goals and objectives are not qualified or quantifiable." The development of corporate goals and objectives stopsat the top." There is no formal measurement process to validate status." Accountability to achieve goals does not exist." There is no personal reward for achieving goals norpenalty for failing to achieve them." Achieving goals fails to produce desired results.Defining company goals must start at the top and cascadedown through the organization structure to the individual depart-ment manager s goals and objectives.The goals and objectives ateach level of the organization should support the corporate goalsand objectives as well as the goals and objectives of the level it re-ports to.Establishing goals and objectives is a forecasting activitythat requires significant planning and training to achieve the re-sults intended.A formalized process must be documented thatidentifies the steps taken, roles and responsibilities defined, andthe training provided at all levels of the organization.Achieving Corporate Goals and ObjectivesCompanies of all sizes use many methods and techniques withvarying degrees of success.There is, however, a simple but effec-tive method used by the Donnelly Corporation, a leading auto-motive supplier of interior and exterior mirrors with headquartersin Holland, Michigan.Dwane Baumgardner, chairman and CEO ofDonnelly Corporation, wrote a paper entitled, A Constant Stateof Becoming: Management by Planning at Donnelly Corporation, published by GOAL/QPC in 1998.This paper discusses theprocess, developed by Donnelly, called Management by Planning(MBP).Mr.Baumgardner presents the purpose and value of theMBP process in the paper s introduction.We are all in a constant state of becoming, which willhappen either by design or by default.I believe that termsYLFMAET Creating and Managing a Project Portfolio 37and management fads like change management, or corporaterenewal, or reengineering often misdirect thinking and ac-tion on a principal reality of life all life is change, and weare in a constant state of becoming.The reason I believethese management fads are misdirecting is that many ofthem present change as an event, a single project or seriesof discreet projects each with its own finish line.On thecontrary, I have found change to be a highly systemic andneverending process.The good news is that we have theadvantage today of being able to manage our becoming.Pity the dinosaurs who were victims of changes; and I mnot just talking about T-Rex [ Pobierz całość w formacie PDF ]