This case study was submitted for publication by Email 6/1/09.
It is copyright to Jamal Moustafaev, © 2009.
Published here August 2009.
Introduction | Study Methodology | Study Results
Communications | Project Accountability | Recommendations
Illustrations | Implementation | Discussion Questions

Illustrations

fFigure 2: PM Methodology - Overview
Figure 2: PM Methodology - Overview

Phase 1

Phase 2

Phase 3

Introduce project management methodology (v1.0)

Revise and update project management methodology (v2.0)

Revise and update project management methodology (v3.0)

Introduce project management documentation (v1.0)

Revise and update project management documentation (v2.0)

Revise and update project management documentation (v3.0)

Conduct company-wide project management workshop

Determine the need for further training

Implement additional project management training

Commit to Strategic Project Manager (one pilot project)

Introduce Strategic Project Manager (one pilot project)

Introduce Strategic Project Managers (several pilot projects)

 

Review the results of the pilot. Go/No go decision w.r.t. several pilot projects

Review the results of the pilot. Go/No go decision w.r.t. all strategic projects

 

Determine on which projects the project management methodology is now mandatory

 

 

Develop strategic program management/strategic resource management implementation plan

Introduce project portfolio management (PPM) and develop a PPM implementation plan
Figure 3: Phased development

Note: Figures 4 to 7 demonstrate the linkage between the issues voiced by the company's employees during the assessment stage of the project and the solutions proposed.

Proposal

Addresses
Which Issues

Explanation

Project Management Methodology

Lack of communications

Entire methodology is based on creation of proper documentation and peer reviews with the project stakeholders

Lack of project management methodology

Self-explanatory

Lack of accountability

Introduces Status Reports, Meeting Minutes and Lessons Learned documents

Lack of project feasibility/ justification analysis

One of the sections of the Project Charter deals with project feasibility/ justification
Figure 4: Methodology

Proposal

Addresses
Which Issues

Explanation

Project Management Documentation

Lack of communications

All documents address this issue

Lack of project management methodology

All documents address this issue

Lack of accountability

Status Reports, Project Charter and Project Plan

Lack of project feasibility/ justification analysis

Section of the Project Charter directly deals with project feasibility/ justification
Figure 5: Documentation

Proposal

Addresses
Which Issues

Explanation

Project Management Workshop

Lack of communications

Workshop included a module dedicated to effective project communications and overview of all project management documents

Lack of proper estimation

Entire workshop module was dedicated to generation, presentation and negotiation of estimates

Lack of project management methodology

Workshop is dedicated to dissemination of project management skills and concepts

Lack of project feasibility/justification analysis

Workshop included a discussion of project feasibility
Figure 6: Workshop

Proposal

Addresses
Which Issues

Explanation

Project Manager of Strategic Projects (Department-Independent)

Lack of interdepartmental communications

PM will be responsible for production and dissemination of all project-related documentation and conducting peer reviews across all the departments involved in the projects

Lack of uniformity in project management approach

He/she will be responsible for maintaining all project documentation and following the methodology prescribed on an entire project rather than only parts of it

Lack of accountability

Project Manager - Strategic Projects will be the person responsible for creation of Status Reports (accountability to project)

Lack of project feasibility/justification analysis

He/she should be qualified to understand the basics of finance and be able to properly assess projects proposed

 

Problem of underestimation

Project Manager - Strategic Projects should be properly trained to estimate projects with appropriate degree of accuracy

 

Projects are frequently over the budget or late

Experienced project manager should be able to address this issue by using proper methodology, effective communications and improved project accountability
Figure 7: Strategic Projects
Recommendations  Recommendations
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