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Chapter9-The Variables For Success

This chapter discusses the variables for project success. It identifies key factors including having the right project team members, developing commitment, coordinating with stakeholders, and establishing realistic estimates and goals. Success depends on actions from the project manager, parent organization, and client, as well as having support from top management and meeting expectations of the project team. A force field analysis identifies driving forces like motivation and leadership as well as restraining forces that influence success.

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Manasa Manjunath
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219 views6 pages

Chapter9-The Variables For Success

This chapter discusses the variables for project success. It identifies key factors including having the right project team members, developing commitment, coordinating with stakeholders, and establishing realistic estimates and goals. Success depends on actions from the project manager, parent organization, and client, as well as having support from top management and meeting expectations of the project team. A force field analysis identifies driving forces like motivation and leadership as well as restraining forces that influence success.

Uploaded by

Manasa Manjunath
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Chapter 9

The Variables
For Success

Excellence in Project
Management can be defined as
a continuous stream of
successfully managed projects.

The Road To Maturity: Defining Success


IMMATURITY MATURITY

Company Variables
Project Variables Internal Metrics
Time Culture
Cost Work flow
Performance
Cust. Relations Project Variables
Time
Cost
Performance
Cust. Relations

Chapter 9: The Variables for Success 1


Successful Actions
Insist on the right to select key project team
members.
Select key team members with proven track
records in their fields.
Develop commitment and a sense of mission
from the outset.
Seek sufficient authority and a project
organizational form.
Coordinate and maintain a good relationship with
the client, parent, and team.
Seek to enhance the publics image of the
project.

Successful Actions (Continued)


Have key team members assist in decision
making and problem solving.
Develop realistic cost, schedule, and
performance estimates and goals.
Have backup strategies in anticipation of
potential problems.
Provide a team structure that is appropriate, yet
flexible and flat.
Go beyond formal authority to maximize
influence over people and key decisions.
Employ a workable set of project planning and
control tools.

Successful Actions (Continued)


Avoid over-reliance on one type of
control tool.
Stress the importance of meeting cost,
schedule, and performance goals.
Give priority to achieving the mission or
function of the end-item.
Keep changes under control.
Seek to find ways of assuring job security
for effective project team members.

Chapter 9: The Variables for Success 2


Variables For Project Success
Predicting project success is one of the most
difficult tasks facing the project manager.
According to Kerzner - most project managers
look only at time, cost and performance. These
parameters do not necessary identify whether or
not the project was successfully managed
although the deliverable was achieved.
Internal project success is often measured by the
actionsof three groups:
- the project manager and team
- the parent organization
- the client organization

The Parent Organization


A willingness to coordinate efforts
A willingness to maintain structural
flexibility
A willingness to adapt to change
Effective strategic planning
Rapport maintenance
Proper emphasis on past experience
External buffering
Prompt and accurate communications

The Parent Organization


(Continued)

Enthusiastic support
Identification to all concerned parties that
the project does, in fact, contribute to
parent capabilities

Chapter 9: The Variables for Success 3


Top Management Expectations
(Of Project Managers)
Assume total accountability for the
success or failure to provide results
Provide effective reports and information
Provide minimum organizational
disruption during the execution of a
project
Present recommendations, not just
alternatives
Have a capacity to handle most
interpersonal problems

Top Management Expectations


(Continued)

Demonstrate a self-starting capacity


Demonstrate growth with each
assignment

Project Management
Expectations (Of Top Management)
Provide clearly defined decision channels
Take actions on requests
Facilitate interfacing with support
departments
Assist in conflict resolution
Provide sufficient resources/charter
Provide sufficient strategic/long-range
information
Provide feedback

Chapter 9: The Variables for Success 4


Project Management
Expectations (Continued)
Give advice and stage-setting support
Define expectations clearly
Provide protection from political
infighting
Provide the opportunity for personal and
professional growth

Project Team Expectations


(Of Their Project Manager)

Assist in the problem-solving process by


coming up with ideas
Provide proper direction and leadership
Provide a relaxed environment
Interact informally with team members
Stimulate the group process
Facilitate adoption of new members
Reduce conflicts

Project Team Expectations


(Continued)

Defend the team against outside pressure


Resist changes
Act as the group spokesperson
Provide representation with higher
management

Chapter 9: The Variables for Success 5


Project Manager Expectations
(Of The Team)

Demonstrate membership self-


development
Demonstrate the potential for innovative
and creative behavior
Communicate effectively
Be committed to the project
Demonstrate the capacity for conflict
resolution
Be results oriented
Be change oriented
Interface effectively and with high morale

Team Member Expectations


(Needs Expected To Be Filled)

A sense of belonging
Interest in the work itself
Respect for the work being done
Protection from political infighting
Job security and gob continuity
Potential for career growth

Force Field Analysis


1. Personal drive, motivation & leadership
2. Team motivation
3. Management support
4. Functional expertise
5. Technical expertise
6. Project objectives
7. Financial resources
8. Client support/commitment

Driving Forces Restraining Forces

Chapter 9: The Variables for Success 6

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