This Guest paper is an update of an earlier paper published on the Internet in June 1999.

It was submitted for publication on this web site and is Copyright to M.A. Seely & Q.P. Duong, 2005.
Published here December 2005.

Abstract | Introduction | Project Management Learning
Project Classification | Management by Rules | Management by Methods
Management by Objectives | Management by Values | PART II

Project Classification

The DBM also features a four level project classification based on what we call the project lowest static baseline (LSB). Using the flow down of organizational objectives from corporate values to project objectives to functional requirements to product design the LSB is the lowest level that is relatively fixed for a given project, and is therefore readily "baselineable" (see Figure 2). The DBM is the foundation upon which a project is positioned. A project can only be expected to meet its LSB, and therefore, success or failure should only realistically be measured relative to that baseline.

Figure 2: Dynamic (D) and Static (S) Baselines
Figure 2: Dynamic (D) and Static (S) Baselines

Another direct conclusion of this model is that our capacity to deliver a project is directly linked to our record of achievement in projects with similar LSBs. If this were true, then we could look beyond the stereotypical labels associated with commodity type, and consider the LSB as a determining factor in predicting a project's success.

Project Management Learning  Project Management Learning

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