Project Management: Survival and Success Project Management: Survival and Success Kenneth Lee Petrocelly, PMP Library of Congress Cataloging-in-Publication Data Names: Petrocelly, K L (Kenneth Lee), 1946- author Title: Project management : survival and success / Kenneth Lee Petrocelly, PMP Description: Edition | Lilburn, CA : Fairmont Press, Inc., [2018] | Includes bibliographical references and index Identifiers: LCCN 2017059938 (print) | LCCN 2018010361 (ebook) | ISBN 9780881737943 (Electronic) | ISBN 0881737933 (alk paper) | ISBN 0881737941 (electronic) | ISBN 9781138543447 (Taylor & Francis distribution : alk paper) Subjects: LCSH: Project management Classification: LCC HD69.P75 (ebook) | LCC HD69.P75 P47537 2018 (print) | DDC 658.4/04 dc23 LC record available at https://lccn.loc.gov/2017059938 Project management : survival and success / Kenneth Lee Petrocelly ©2018 by The Fairmont Press, Inc All rights reserved No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from the publisher Published by The Fairmont Press, Inc 700 Indian Trail Lilburn, GA 30047 tel: 770-925-9388; fax: 770-381-9865 http://www.fairmontpress.com Distributed by Taylor & Francis Group LLC 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487, USA E-mail: orders@crcpress.com Distributed by Taylor & Francis Group LLC 23-25 Blades Court Deodar Road London SW15 2NU, UK E-mail: uk.tandf@thomsonpublishingservices.co.uk Printed in the United States of America 10 ISBN: 0881737933 (The Fairmont Press, Inc.) ISBN: 9781138543447 (Taylor & Francis Group LLC) While every effort is made to provide dependable information, the publisher, authors, and editors cannot be held responsible for any errors or omissions The views expressed herein not necessarily reflect those of the publisher Dedication This book is dedicated to all the people I’ve worked with and learned from, on and about projects, and it is my way of paying it forward to the next generation of project managers v Table of Contents Foreword xi Preface xiii PART I — THE NOVICE Chapter Welcome to My World Beginning the Journey My First Project Encounter Comparing Operations to Project Management Thinking like a Project Manager? The Reality Check 14 Lessons Learned 14 Chapter Taking on the Challenge 17 The Construction Decision 18 Key Considerations 19 The Planning Process 23 Administering the Work 26 Salvage Operations 27 Working with Contractors 28 Getting What You Pay For 29 Chapter Getting to Know Project Management 31 What is Project Management? 32 Types of Projects 34 A Project’s Principals 35 Possible Project Outcomes 37 Project Management Pitfalls 39 The Information Super-Highway 41 vii Project Management Terminology 43 Chapter The Project Toolbox Comparing Soft and Hard Skills Business Productivity Software Forms and Templates Project Management Plans Action Logs and Registers Other Tools and Techniques 47 47 48 50 53 64 67 PART II — THE COORDINATOR 69 Chapter Assembling the Project Team 71 Project Team Roles and Rules 72 Building an Effective Project Team 74 The Five Team Development Stages 76 Team Development Tools and Techniques 79 Project Team Characteristics 82 Chapter Effecting Project Communications 85 Channels of Communication 86 Creating a Management Plan 88 Talking It Over (Meetings) 90 Telling It Like It Is (Reports) 93 The Project File Cabinet (Records) 94 Chapter Dealing with the Stakeholders 99 Understanding and Identifying Project Stakeholders 100 Planning to Manage the Stakeholders 103 Managing the Engagement of the Stakeholders 104 Monitoring and Controlling Project Stakeholders 108 Chapter Issues, Conflict, Problems and Risks 111 Managing Project Issues 112 viii Managing Project Conflicts Managing Project Problems Managing Project Risks Common Sense Troubleshooting 116 119 121 123 PART III — THE PRACTITIONER Chapter From Striving to Thriving On Becoming a Project Manager Choosing Project Management Software Adopting a Project Management Methodology Putting Together a Project Management Plan Practicing Best Practices 127 129 129 132 134 137 139 Chapter 10 Understanding the Framework 143 Exploring the Guide’s Anatomy 143 The Evolution of the Guide 147 Extensions to the PMBOK Guide 150 Deriving the Documents 155 Managing Projects with the PMBOK Guide 161 Chapter 11 Experience is the Best Teacher 163 Installation of Equipment 164 Software Implementation Programs 166 Organizational Facility and Program Management 168 Commercial Construction Project(s) 171 Government Contract Work 175 Chapter 12 Project Management Essentials 181 Lessons Learned 181 The Project Charter 182 The Project Management Plan (PMP) 184 The Work Breakdown Structure 186 The Gantt Chart 191 ix Glossary 221 manage a program and is responsible for meeting its objectives as part of organizational project management methods Progress analysis—The measurement of progress against performance baselines Project—A temporary endeavor undertaken to create a unique product, service or result Project baseline—A project baseline comprises the budget and schedule allocations set during the initiation and planning phases of a project Project calendar—A project calendar indicates periods of time for scheduled project work Project charter—A document (created by a project manager and formally approved by the sponsor) that details the scope, organization and objectives of a project and authorizes the project manager’s use of organizational resources Project communications management—A subset of project management that includes the processes required to ensure proper collection and dissemination of project information Project cost management—A subset of project management including resource planning, cost estimating, cost control and cost budgeting in an effort to complete the project within its approved budget Project integration management—A subset of project management that includes the processes required to ensure that the various elements of the project are properly coordinated Project life cycle—All phases or stages between a project’s conception and its termination Project management (PM)—The application of knowledge, skills, tools and techniques to project activities, to meet or exceed stakeholder needs and expectations from a project Project Management Body of Knowledge (PMBOK)—A collec- 222 Project Management: Survival and Success tion of project management related knowledge maintained by the Project Management Institute Project management office—The office or department responsible for establishing, maintaining and enforcing project delivery and management processes, procedures and standards It provides services, support and training for project managers Project management plan—A plan for carrying out a project, to meet specific objectives, that is prepared by or for the project manager Project Management Professional (PMP)—A certified practitioner of project management Certification is offered through the Project Management Institute Project management software—A type of software that includes scheduling, cost control and budget management, resource allocation, collaboration, communication, quality management and documentation or administration systems, which are used to deal with the complexity of large projects Project management team—The members of the project team who are directly involved in project management activities Project management triangle—A graphic illustration of the relationships between scope, cost and schedule Project manager—The person tasked with initiating, planning, executing, and closing a project, and with managing all aspects of project performance through these phases Project network—A graph (flow chart) depicting the sequence in which a project’s terminal elements are to be completed by showing terminal elements and their dependencies Project network—A visual representation of the activities and dependencies involved in the successful completion of a project Project portfolio management (PPM)—The organization of projects and programs into a single portfolio to allow prioritization based on factors such as alignment with corporate strat- Glossary 223 egy, ROI, risk, applied resource levels and technology focus Project scope management—A subset of project management including the processes required to ensure that the project includes all of the work required, and only the work required, to complete the project successfully Project scope statement—The part of a project plan that details what a project is meant to achieve and describes the deliverables expected Project stakeholder—Any party which may affect or be affected by a project Project team—A set of individuals, groups and/or organizations that are responsible to the project manager for undertaking project tasks Project team—The group of people who work with a project manager to execute a project plan; technical issues and strategic issues related to quality control and configuration management Project time management—A subset of project management including the processes required to ensure timely completion of the project Qualitative risk analysis—A project management technique that subjectively analyzes risk probability and impact Quality—A degree of excellence or the lack of it, or a property of something Quality assurance (QA)—A set of practices designed to monitor processes and provide confidence that result in deliverables meeting quality expectations Quality control (QC)—The use of standardized practices to ensure that deliverables meet stakeholder expectations Quality management plan—Identifies stakeholders’ quality expectations and details quality assurance and quality control policies to monitor results and meet these expectations 224 Project Management: Survival and Success Quantitative risk analysis—The mathematical analysis of risk probability and impact RAM—Responsibility assignment matrix Request for proposal (RFP)—A formal invitation for expressions of interest that is extended by an organization looking to procure goods or services Request for quotation (RFQ)—A request asking for detailed cost estimations for specific goods or services Requirements management plan—A requirements management plan explains how project requirements will be defined, managed and delivered Residual risk—Any risks that have not been or cannot be addressed by risk mitigation or risk avoidance procedures Resource allocation—The assigning and scheduling of resources for project-related activities Resource leveling—A technique that involves amending the project schedule to keep resources below a set limit Resources—The people, tools, money, time, and facilities needed to complete a task Responsibility assignment matrix (RAM)—A document that identifies those who are responsible for project activities, accountable for ensuring that work is done, consulted on work activities, and informed on work status RFP—Request for proposal RFQ—Request for quotation Risk—The probability of occurrence of a specific event that affects the pursuit of objectives Risk acceptance—The acknowledgment of a risk without taking preemptive action against it Risk assessment—An activity that involves identifying and examining possible risks to a project Glossary 225 Risk avoidance—The act of avoiding threats that can harm an organization, its projects or assets Risk management plan—A document defining how project risk analysis and management is to be implemented in the context of a particular project Risk management—A subset of management strategies that deals with identifying and assessing risks and acting to reduce the likelihood or impact of negative risks Risk mitigation—Protecting project objectives from a negative risk’s impact by decreasing the probability of a negative risk occurring Risk register—A document used to analyze the different risks facing a project and plan the appropriate response should risks occur Risk sharing—Mitigation of a risk by sharing it with others, usually for some consideration Risk transfer—A contractual arrangement between two parties for delivery and acceptance of a product where the liability for the costs of a risk is transferred from one party to the other Schedule—A time sequence of activities and events representing an operating timetable for performing activities and meeting milestones Schedule baseline—A schedule baseline is the original project schedule by which performance is assessed Scope—The scope of a project constitutes everything it is supposed to accomplish to be deemed successful Scope baseline—The set of requirements, expectations and work packages approved as project deliverables Scope change management—Deals with amendments to the scope as set in the scope baseline and project management plan Scope creep—Uncontrolled changes in a project’s scope 226 Project Management: Survival and Success Slack—Calculated time span during which an event has to occur within the logical and imposed constraints of the network, without affecting the total project duration Slippage—The negative variance between planned and actual activity completion dates SOW—Statement of work Sponsor—The ultimate authority over a project Stakeholder—Any party with an interest in the successful completion of a project Start-to-finish—In a start-to-finish relationship, a successor activity cannot finish until a predecessor activity has started Start-to-start—In a start-to-start relationship, a successor activity cannot start until a predecessor activity has started Steering committee—A group of people who provide high-level strategic guidance on a project Successor activity—A successor activity logically comes after and depends on an activity immediately preceding it Summary activity—A summary activity combines a set of related activities and visually represents them as a single activity Sunk cost—A cost that cannot be recovered once spent SV—Schedule variance System—The complete technical output of the project including technical products Task—A unit of work or activity needed for progress towards project goals Team—A team is made up of two or more people working interdependently towards a common goal and a shared reward TF—Total float or target finish date Timeline—A sequential representation of project activities Glossary 227 Top-down estimating—The use of historical data from similar projects to compute time and cost estimates Total float (TF)—The length of time an activity can be delayed from its early start date without affecting the project end date Total quality management (TQM)—A common approach to implementing a quality improvement program within an organization Value engineering (VE)—A systematic method to improve the “value” of goods and services by using an examination of function Variance—A discrepancy between the actual and planned performance on a project, either in terms of schedule or cost Virtual team—A team comprised of people from different organizations, locations or hierarchies WBS—Work breakdown structure What-if analysis—The process of evaluating alternative strategies Work breakdown structure (WBS)—A method that defines a project and groups the project’s discrete work elements in a way that helps organize and define the total work scope of the project Work package—A subset of a project that can be assigned to a specific party for execution Workaround—A response to a negative risk event Zero float—A condition where there is no excess time between activities Bibliography A Guide to the Project Management Body of Knowledge, copyright page, edition ISBN 1-880410-12-5, and edition 2004 ISBN 978-1-930699-45-8, and edition 2008 ISBN 1-933890-51-7 Baratta, A (2006) The triple constraint: a triple illusion Paper presented at PMI® Global Congress 2006—North America, Seattle, WA Newtown Square, PA: Project Management Institute Caccamese, A and Bragantini, D (2012) Beyond the iron triangle: year zero Paper presented a t PMI® Global Congress 2012—EMEA, Marsailles, France Newtown Square, PA: Project Management Institute IEEE (2011), IEEE Guide—Adoption of the Project Management Institute (PMI(R)) Standard A Guide to the Project Management Body of Knowledge (PMBOK(R) Guide)—Fourth Edition Luyet, V; Schlaepfer, R; Parlange, MB; Buttler, B “A framework to implement stakeholder participation in environmental projects.” J Environ Manag Elsevier 111: 213-219 doi:10.1016/j jenvman.2012.06.026 “Microsoft Project 2016 Preview—What is New?” Management Yogi 23 May 2015 Retrieved 10 June 2015 Project Management Institute, A Guide to the Project Management Body of Knowledge—Fifth Edition, Project Management Institute Inc., 2013, Page “Project Planning Tools—Popularity Ranking.” Project Management Zone Retrieved August 2015 Rahim, M.A (2002) “Toward a theory of managing organizational conflict.” The International Journal of Conflict Management 13: 206-235 doi:10.1108/eb022874 Renn, O “Stakeholder and public involvement in risk governance.” International Journal of Disaster Risk Science Springer (1): 8-20 doi:10.1007/s13753-015-0037-6 229 230 Project Management: Survival and Success Sowden, Rod; Office, Cabinet (August 30, 2011) Managing successful programmes Stationery Office p 59 ISBN 9780113313273 Thomas, K W (1976) Conflict and conflict management In M.D Dunnette (Ed.), Handbook in industrial and organizational psychology (pp 889–935) Chicago: Rand McNally Toledo, R (2013) Triple threat PM Network, 27(8), 27 Tuckman, B.W and Jensen, M.A.C (1977) Stages of small group development revisited Group and Organizational Studies, 2, 419-427 What is a problem? in S Ian Robertson, Problem solving, Psychology Press, 2001 Index A accidental project managers ad hoc project 31 manager 129 incidental 163 adjourning stage 78 A&E firms 25 Agile 136 Americans with Disabilities Act 13 ANSI (American National Standards Institute) 42 architectural and engineering 50 Architectural Barriers Act 13 assessment tools 81 assumptions 65, 138, 183 log 64 B baselines 54, 57 best practices 139 bidders 28 bidding process 19 brainstorming 120 briefing meetings 90 budgetary constraints 29 budgets 37, 48 buildings systems 20 C categories of projects 35 CCB (change control board) 54, 58 Certificate of Need CFR (Code of Federal Regulations) 175 change control 183 change control boards (CCBs) 54, 58 change orders 24 change register 66 change request 54 channels of communication 86 Civil Rights Act 13 closing 33 process group 146 code violations 17 colocation 80 common sense actions 125 communications 39, 48, 55, 61, 75 computerized maintenance management software 131 computerized maintenance management systems 32 configuration 55 conflict 12, 75, 111 constraints 5, 8, 37, 60, 93, 138, 183 construction 21, 28, 31, 73 extension 151 management 19, 67 projects 171 contractors 28, 36 contract work 175 cost estimating 49 cost management plan 56 cost overruns 23 critical elements critical path (CP) 61 diagrams 48 method (CPM) 3, 67, 136 D deliverables 66, 94, 96, 138, 140, 146, 183 department personnel 18 231 232 Project Management: Survival and Success dependencies 138 documents 26, 29, 93, 155, 164 drawings 29, 50, 67 hard skills 47 human resources management plan 56 E earned value reports 48 end users 21 enterprise asset management (EAM) 166 estimators 74 executing 33 process group 144 existing systems 21 extensions to the PMBOK guide 150 external stakeholders 101 I identification of risk 60 identifying project stakeholders 100 incidental 14 incidental project managers industrial 35 initiating 33 phase 104 process group 144 inputs 59, 143 installation of equipment 164 internal stakeholders 101 International Project Management Association issue log 65, 113 issues 65, 100, 111 register 146 ITTO (inputs, tools and techniques, outputs) 102 F FAR (Federal Acquisitions Regulations) 175 feasibility studies 23, 182 Finish to Finish (FF) 192 Finish to Start (FS) 192 formal presentations 90 forming stage 77 forms 52 forms and templates 50 foundational standards 42 framework 60, 143, 183 G Gantt chart 3, 191 goals 73, 75, 106 and objectives 36 goal setting 73 government extension 152 ground rules 80 H handicap 13 K key stakeholders 101 kickoff meetings 90 knowledge areas 33, 38, 144 L lessons learned 181 life-cycle 59, 61, 104 light standards 13 logs and registers 64 M management plan 88 managerial 35 managing projects 161 manufacturing 35 Index 233 measureable constraints 38 meetings 23, 89, 90, 141 minutes 92 schedule 75 methodologies 113, 129, 132 Microsoft Project 49 middle managers milestones 138 mitigation strategies 60 monitoring and control 33, 58 process group 146 MS Project 134 N National Electrical Code 13 negotiation skills 15 norming stage 78 O objectives 8, 60, 77, 84, 92, 146, 183 operations 8, 19 manager 130 organizational resources 60 OSHA requirements 118 outputs 143 P performance measurement 188 performing stage 78 permits 24, 26 planning 33 meetings 90 process group 144 plans 15, 28, 38 plan stakeholder management 104 plant operations 14, 17 PMBOK (Project Management Body of Knowledge) 33, 50, 59, 79, 85, 99, 121, 147 guide 4, 116 PMI 50 global standards 33 guide 137, 143 standards extensions 42 PMP (Project Management Professional) 31 exam prep 41 policies 40 portfolio 40 practice standards and frameworks 42 primary stakeholders 102, 186 problems 12, 27, 29, 36, 49, 106, 112 problem solving sessions 90 processes 50, 63, 144 process groups 33, 144 process improvement 57 procurement management 57 productivity software 48 program evaluation and review technique program management 168 progress reports 26 progress review meetings 90 project charter 62, 182 project communications 85 management 34 project— conflicts 116 constraints 15 cost management 34 deliverables 58 file cabinet 94 goals 32 human resource management 34 integration management 34 issues 64 kick-off meeting 140 234 life cycle 39, 55, 64 logic 31 risk 121 management 34 outcomes 37 plan 38 principals 35 procurement management 34 progress 141 purpose 38 quality management 34 scope management 34 sponsor 58, 138 stakeholder management 34 status 93, 108 team 62, 66, 71, 73, 74, 77, 82 roles and rules 72 time management 34 toolbox 47 work 27 Project Management Association (IPMA) 32 project management essentials 181 Project Management Institute (PMI) 32, 41, 53, 99 project management 8, 23, 32, 47, 66, 129 methodology 134 office (PMO) 88 plan 53, 104, 137, 144, 184 procedures 140 profession 32 professional 43, 129 software 132 project manager 32, 36, 58, 71, 72, 79, 80, 82, 90, 91, 101, 138, 184 pull communication 86 push communication 85 Project Management: Survival and Success Q quality assurance programs quality management 58 quality management plan (CQM) R RACI Chart 61 records 89 regulations regulatory mandates 17 regulatory requirements Rehabilitation Act 13 reports 89, 93 requests for information (RFIs) 97 requirements 63 management 59 resources 38, 39, 64, 146, 184 risk 112, 140, 183 analysis 122 management 48, 59, 121 register 65, 114, 123 roles and responsibilities 56, 63 rules and regulations 24 S schedule 39, 61 management 61 slippage 65 scope 14, 19, 26, 138, 184 creep 62, 141 management 61 of work secondary stakeholders 102 signage 6, 14 soft skills 47, 75 software extension 150 software features 133 software implementation 166 Index 235 SOP manuals 32 specifications 29, 67 sponsor 36, 62 staffing 94 plan 56 stages of development 77 stakeholder 36, 55, 60, 86, 87, 88, 99, 108, 183 identification 63 management 62 register 63, 104 standardization 21 standard operating procedures (SOP) 131 standards 6, 39, 50, 58 Start to Finish (SF) 192 Start to Start (SS) 192 storming stage 77 strategic plan 40 sub-contractors 24, 36, 101 subject-matter expert (SME) 72, 79 submittal log 67 subsidiary plan 62, 185 summary tasks 192 T takeaways 15 team 12 building 72, 73, 75, 80 development 76 directory 55 effort 11 members 36, 73 techniques 63, 135 time constraint 14 toolbox 50, 67 tools and techniques 41, 47, 67, 79, 104, 138 triple constraint 37, 66, 133 trouble 111 troubleshooting 123 types of channels 87 types of projects 34 U United States Government Accountability Office (GAO) 39 U.S Department of Defense (DOD) 153 V vendors 18, 74, 97 selection 58 W waterfall 137 work-around 11 work breakdown structure 36, 48, 61, 62, 67, 138, 162, 186 work packages 62 work plan 141 work schedules 26 .. .Project Management: Survival and Success Project Management: Survival and Success Kenneth Lee Petrocelly, PMP Library of Congress Cataloging-in-Publication... impacting people’s careers Project Management: Survival and Success addresses the weaknesses and shortcomings of the untrained and/ or inexperienced project manager It views project activity from the... maintenance Landscaping Hazardous materials management Hazardous materials management ———————————————————————————————— Project Management: Survival and Success compactor, dumpster and medical