Purposes and Methods of Practical Aug 2005

THE PURPOSES AND METHODS OF PRACTICAL PROJECT CATEGORIZATION
Russell D. Archibald, MSc

Fellow PMI and APM/IPMA, PMP
Institut Suprieur de Gestion Industrielle - Groupe ESC LILLE 5th International Workshop August 22 26, 2005
Objectives of This Presentation

To discuss the p purposes p of and need for a project categorization system, To present a recommended approach to the systematic definition of project categorization and classification classification, and To describe the use of a Purposes/Methods Matrix for Project Categorization to facilitate this systematic definition.
The Need
Significant differences exist between the large numbers of projects within: The total spectrum of actual projects in government, business and industry, and The Th smaller ll numbers b of f projects j t th that t are being planned and executed within one organizational i ti l entity. tit
Experience to Date
Recognition that many PM principles and practices are common to all (or at least many) projects regardless of type type, AND MORE RECENTLY Recognition R iti th that td due t to th the i inherent h t diversity of many projects they must be segregated t di in diff different t ways for f several l important purposes.
The World of Project Management

1. Buyers (owners of projects) 1 2. Sellers (contractors or developers of projects) 3. PM software developers and vendors 4. Consultants in PM 5. Universities 6. Professional associations
Project Categorization Enables I Improvements in: i

How project buyers and sellers Strategically select and prioritize projects Operationally plan and execute their projects:
Individually Within p programs, g , and Within project portfolios
Determine their true maturity y in PM Educate and train their PM people p and manage g PM career p paths Develop
PM Maturity by Project Categories

Research in Brazil:
http://www.maturityresearch.com/#
Applying the Prado/MMGP maturity model to project categories shown later. Brazil: 180 million people, strong hightechnology industries, 17 PMI chapters
Project Categorization Enables I Improvements in: i (Contd)

PM software applications Consulting and training in PM services University U i it offerings ff i i in PM PM Professional associations services
Categorization versus Cl Classification ifi i of f Projects P j

Project categories:
A set of items with similar characteristics or properties (attributes) Not mutually exclusive
Classification criteria within categories:

A set of items with identical characteristics A project j t fits fit only l one class l
De Facto Project Categorization

Exists everywhere Can be seen in:
PMI SIGs SIG PMI PMBOKs and IPMA bodies of knowledge Organization O structures Consultant specialization University course offerings
10
Specialized PM B Bodies di of fK Knowledge l d

PMI:
Government extension Construction extension Automotive extension (in preparation)
German/GPM G /GPM (IPMA)

Investment: construction & systems engrg R&D/Innovation
11
PMI Special Interest Groups

Aerospace & Defense Automotive Dispute Management Environmental Management Government Hospitality Management (major events: Olympic Games) Information Technology and Telecommunications Manufacturing New Product Development Pharmaceutical Service and Outsourcing Utility industry
Automation Systems Design-procurementconstruction E-Business Financial Services Healthcare Project Management Information Systems (software) International Development (infrastructure, agriculture, education, d ti health, h lth etc.) t ) Marketing and Sales Oil/Gas/Petrochemical Retail Urban Development
12
International Development Projects

Announcing Announcing the Soft Soft Launch Launch of the International Development Project Management Manual of Practice and Glossary Program. See www.IDPMGUIDE.INFO Source: Paul Giamolvo: http://www.pmforum.org/viewpoints/2005/070 8_e.htm
13
Organization Structures
Major design/construction firms are organized by category: power plant, highway/dams commercial highway/dams, commercial, high-rise high rise, other IT/software/systems departments Other
14
Consultants Specialize by Category

PMA: Architectural Architectural, infrastructure infrastructure, transportation, health care, power, etc. http://www pmaconsultants com/proj/projh http://www.pmaconsultants.com/proj/projh ome.htm BMC: IT IT and IS Specific Services Services. http://www.bmc-online.com/consultingitisservices htm itisservices.htm
15
Ad Hoc versus Systematic P j Project C Categorization i i

One approach: continue ad hoc categorization as in past decades OR Systematic - A better approach:
Accelerate A l t improvements i t in i PM practices ti Avoid duplicate efforts Help H l to assure that h all ll f factors h have b been considered
16
Various Categorization Parameters

(Crawford, Hobbs, Turner 2002)
1.

Size, , Complexity p y and Familiarity

Size Size & groupings Goals & methods Familiarity Maturity Technical uncertainty System y scope p Product & work
2. Life Cycle y or Sector

Corporate strategic development Strategic importance Stage of the project (and product) life cycle Industry sector Resource type Geography International
17
Various Categorization Parameters

(Crawford, Hobbs, Turner 2002) (Contd) 3. Contract Type and Payment Terms Contract terms and payment Contract forms Type of risk Who controls the risk Complexity
18
Attributes of Projects
(Crawford, Hobbs, Turner 2004) Application area or product Stage g of life-cycle y Grouped or single Strategic importance Strategic driver Geography Scope Timing Uncertainty Risk Complexity Customer Ownership Contractual
19
Common Uses and Needs

(Crawford, Hobbs, Turner 2004)
A language for naming and discussing Facilitating communication Storage and retrieval of knowledge
20
Specific Uses and Needs

Specific p uses/needs Research Ontological definition C Comparability bili Building on previous results Professional organisations Development of BoKs Internal te a organization o ga at o (S (SIG G st structure) uctu e) Market positioning Practitioner organisations?
21
Systematic Approach
Analyze purposes and uses Systematize and prioritize them R Relate l t th them to t project j t characteristics, h t i ti attributes, and criteria
22
The Purposes/Methods Matrix for P j Project C Categorization/PC i i /PC

One axis: Purposes and Uses of PC Second axis: Methods of categorizing and classifying projects within the categories Enter codes to indicate which methods serve which purpose
23
Project Categorization Purposes/Methods Matrix

Methods > Market Share Purposes v & Strat. Intent
1. Strategic Indicate usefulness with codes 2 O 2. Operational ti l Project End Result Development or Deployment Other
3. PM 3 Education
4. PM People Development
24
1 Strategic PM Uses 1.
Project selection Prioritize selected projects D fi project Define j t portfolios tf li Manage project portfolios Allocate resources to portfolios & projects Other:
25
2 Operational PM Uses 2.
Select/assign g p project j managers g Design/select best project life-cycle models Select/improve PM methods & systems S l /d Select/develop l b best PM software f systems Build knowledge base of best practices Improve risk management methods Evaluate PM maturity level Link success a and d failure a u e factors acto s Select tools and management approach Other
26
3 PM Education & Training 3.

Improve educational & training courses Develop D l specialized i li d case studies t di Organize speaker tracks at congresses Other
27
4 People Development in PM 4.
Develop specialized certification of:
Project managers PM support specialists
Develop career paths for individuals Other
28
Further Work Needed

Prioritize purposes and uses Consolidate and simplify purposes and uses
29
Project Categorization Purposes/Methods Matrix

Methods > Market Share Purposes v & Strat. Intent
1. Strategic Indicate usefulness with codes 2 O 2. Operational ti l Project End Result Development or Deployment Other
3. PM 3 Education
4. PM People Development
30
Project Categorization Methods

Project characteristics or attributes Place projects within categories Classify projects within categories
31
A Useful Project Categorization M h dM Method Must:

Provide appropriate category for any project to be encountered Permit classification within a category Provide insight into differences between projects j t in i diff different t categories t i Provide categories that can be readily translated across cultures and languages (Fern, ( , 2004) )
32
Market Share & Strategic Intent
33
Strategic Intent
Products are developed to conform to the requirements of one of three strategic intents:
technological excellence (TE), operational excellence (OE) (OE), or customer intimacy (CI). Hammel and Prahalad (1989)
34
Market Share/Strategic Intent M i Matrix

Using the four Boston Matrix classes as rows and the three Strategic Intent classes as columns, columns we might choose to define projects in terms of their product characteristics This yields a total of characteristics. twelve theoretical project categories. Source: Fern (2004)
35
Categories Based on End Results

1. Aerospace/Defense 2. Business & Organizational g Change 3. Communication Systems 4. Events 5. Facilities 6. Information Systems 6 7. International Development p 8. Media & Entertainment 9. Product/Service Development 10 Research & Dev 10. Dev.
36
Hierarchical and Multi-Dimensional Multi Dimensional

Category level 1 2 3 4 M j category Major t Sub-category 2 Sub-category 3 Sub-category Sub category 4 Similar to P/WBS approach
37
Example: Category 5. Facilities Projects

1 Facility decommissioning 1. 2 Facility demolition 2. 3 Facility maintenance & modification 3. 4. Facility design/procure/construct
1.Civil 2.Energy 3.Environmental 4.Industrial 5.Commercial 6.Residential 7.Ships 8.Other:
5. Other: ?
38
Classifying Within Sub-Categories: M Many possible ibl C Criteria i i

Project size Major & minor projects Project complexity External or internal customer Degree of customer involvement Levels of risk, who takes responsibility Stand alone versus create supporting infrastructure Stand-alone Standard versus transitional Mega projects: not categorizable Other: ? (See Crawford, Hobbs and Turner, 2002 and 2004)
39
Simple Example: C Category/Class /Cl M Matrix i

Classifying Projects within Project Categories & Sub-Categories Category 5. Physical Facilities 5.1 Decommissioning 5.2 Demolition 5.3 Maint & Modification 5.4 Design/proc/const 5.4.1 Civil 5.4.2 Energy 5.4.3 Environmental 5.4.4 Industrial 5.4.5 Commercial 5.4.6 Residential 5.4.7 Ships 5.4.8 Other 5.5 Other
Project Size: $M Level 3
Major Project: YesNo
Complexity: 1 to 10
Customer : Int or Ext
Customer Involvement Hi or Low
Risk Level: 1 to 10
Level 2
40
Deployment versus D Development l P Projects j (Pfeiffer 2004)

Deployment Project Ci il construction. Civil i Installation of a system. Advance measured by products products. Final Product relatively clear. Life Cycle generally in form of cascade. Leadership style based on command and control. Highly structured information system system. Task oriented organization of Human Resources. Progress relatively Linear. Development Project D Development l of f new products. d Organization of social change. Advance aimed at reducing uncertainties measured by uncertainties, indicators. Various life cycles possible. Leadership style focused on l learning. i Less formal communication system. Human Resources need to adapt and evolve in order to respond to changes. Processes very dynamic.
41
Conclusions
Need systematic approach to project categorization and classification Systematic y approach pp must be:
Specifically related to prioritized purposes and needs of the organization Hierarchical
This appears to be a fertile field for further study and d research h with ith all ll members b of f th the world ld of f project management, including doctoral dissertation topics
42

Purposes and Methods of Practical Aug 2005

Загружено:

Сведения о документе

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Purposes and Methods of Practical Aug 2005

Загружено:

Авторское право:

Доступные форматы

THE PURPOSES AND METHODS OF PRACTICAL PROJECT CATEGORIZATION

Russell D. Archibald, MSc

Objectives of This Presentation

The World of Project Management

Project Categorization Enables I Improvements in: i

PM Maturity by Project Categories

Project Categorization Enables I Improvements in: i (Contd)

Categorization versus Cl Classification ifi i of f Projects P j

Classification criteria within categories:

De Facto Project Categorization

Specialized PM B Bodies di of fK Knowledge l d

German/GPM G /GPM (IPMA)

PMI Special Interest Groups

International Development Projects

Consultants Specialize by Category

Ad Hoc versus Systematic P j Project C Categorization i i

Various Categorization Parameters

Size, , Complexity p y and Familiarity

2. Life Cycle y or Sector

Various Categorization Parameters

Common Uses and Needs

Specific Uses and Needs

The Purposes/Methods Matrix for P j Project C Categorization/PC i i /PC

Project Categorization Purposes/Methods Matrix

3 PM Education & Training 3.

Develop career paths for individuals Other

Further Work Needed

Project Categorization Purposes/Methods Matrix

Project Categorization Methods

A Useful Project Categorization M h dM Method Must:

Market Share & Strategic Intent

Market Share/Strategic Intent M i Matrix

Categories Based on End Results

Hierarchical and Multi-Dimensional Multi Dimensional

Example: Category 5. Facilities Projects

Classifying Within Sub-Categories: M Many possible ibl C Criteria i i

Simple Example: C Category/Class /Cl M Matrix i

Project Size: $M Level 3

Major Project: YesNo

Customer : Int or Ext

Customer Involvement Hi or Low

Deployment versus D Development l P Projects j (Pfeiffer 2004)

Вам также может понравиться