Table of Contents for 12 Pillars of Project Excellence : A Lean Approach to Improving Project Results


Foreword xxi
Preface xxiii
Acknowledgments xxvii
Introduction 1(20)
I.1 Origin of the Term "Project"
2(1)
I.2 Project Management as a Career Choice
2(1)
I.3 Current State of Project Management
2(3)
I.3.1 The Good News about the State of Project Management Today
3(1)
I.3.2 The Bad News about the State of Project Management Today
4(1)
I.3.3 The Ugly Truth about the State of Project Management Today
4(1)
I.4 Do Failed Projects Failed Project Managers?
5(1)
I.5 Criticality of 12 Pillars to Future of Project Leadership
6(2)
I.5.1 The Plight of Project Managers Today
6(1)
I.5.2 Project Leaders as Corporate Superheroes
6(1)
I.5.3 No False Claims
7(1)
I.5.4 A Book about Mastering the Art of Project Leadership
7(1)
I.6 Use of Force Field Analysis in the 12 Pillars of Project Excellence
8(2)
I.6.1 How Will Organizations Benefit from the 12 Pillars?
8(1)
I.6.2 What Is a Force Field Analysis?
8(1)
I.6.3 Two Types of Force Field Analysis
8(1)
I.6.3.1 Organizational Culture Assessment
9(1)
I.6.3.2 Self-Assessment
9(1)
I.6.4 Creating an Action Plan
9(1)
I.6.5 Continuous Improvement
9(1)
I.7 How Can Executives Maximize Profits from Projects
10(3)
I.7.1 Understanding the Impact of Organizational Structure on the Performance of Project Managers
10(2)
I.7.1.1 Functional Structure
10(1)
I.7.1.2 Weak Matrix Structure
11(1)
I.7.1.3 Strong Matrix Structure
11(1)
I.7.1.4 Project Organization Structure
11(1)
I.7.2 Developing Project Leaders and Not Project Managers
12(1)
I.7.3 Selecting Project Leaders as Early in the Project as Possible and Allowing the Same Leaders to Close Out the Projects
12(1)
I.7.4 Encouraging the Use of Lean Thinking throughout the Organization
13(1)
I.8 How Will Project Leaders Learn the Art of Mastering the Fundamentals of Project Leadership?
13(1)
I.8.1 Highly Experienced Project Managers
13(1)
I.8.2 Project Managers with Some Experience
14(1)
I.8.3 Project Managers with No Experience (in Training)
14(1)
I.9 Twelve Simple Steps to Maximize Benefit from the 12 Pillars
14(1)
I.10 Setting the Right Expectations for This Book
14(2)
I.10.1 Not a Silver Bullet
14(1)
I.10.2 The Pace of Progress
15(1)
I.11 Transformative Power of the 12 Pillars
16(1)
I.12 Please Note: The 12 Pillars Follow The "Tao of Simplicity"
17(2)
I.13 Tips for Using the CD Accompanying This Book
19(1)
References
20(1)
1 Pillar 1: Be a Project Leader 21(50)
1.1 Introduction
22(1)
1.2 Project Leader versus Project Manager
23(2)
1.3 Five Powers of Project Leaders
25(21)
1.3.1 Power of Delegation
25(4)
1.3.1.1 Definition
25(1)
1.3.1.2 Explanation
26(1)
1.3.1.3 Performing Effective Delegation
27(2)
1.3.2 Power of Dynamic Leadership
29(7)
1.3.2.1 Definition
29(1)
1.3.2.2 Explanation
29(1)
1.3.2.3 Dynamic Leadership Model
30(3)
1.3.2.4 Qualities of a Dynamic Leader
33(1)
1.3.2.5 Other Leadership Models
34(1)
1.3.2.6 Example of Dynamic Leadership
35(1)
1.3.3 Power of Visualization
36(4)
1.3.3.1 Definition
36(1)
1.3.3.2 Explanation
36(1)
1.3.3.3 Who Uses Visualization?
37(1)
1.3.3.4 Why Is the Power of Visualization a Secret Power of Great Leaders?
37(1)
1.3.3.5 Why Is the Power of Visualization Valuable for Project Leaders?
37(1)
1.3.3.6 The Science of Visualization
37(1)
1.3.3.7 Can We Teach Project Managers to Visualize?
38(1)
1.3.3.8 The Power of Visualization
38(1)
1.3.3.9 Impact of Using the Power of Visualization
39(1)
1.3.4 Power of Lean Thinking
40(1)
1.3.4.1 Definition
40(1)
1.3.4.2 Explanation
40(1)
1.3.4.3 Principles of Lean Thinking
40(1)
1.3.4.4 Example of Using Lean Thinking
41(1)
1.3.5 Power of Humility
41(11)
1.3.5.1 Definition
41(1)
1.3.5.2 Explanation
42(1)
1.3.5.3 Situations Involving Power of Humility
43(3)
Pillar I Summary
46(2)
Pillar I Case Study
48(4)
Pillar I Force Field Analysis
52(11)
Pillar I Force Field Analysis of Organizational Assessment
52(1)
Pillar I Force Field Analysis of Self-Assessment
52(1)
Pillar I Recommendations for Optimal Results from Force Field Analysis
52(11)
Pillar I Exercises
63(7)
Pillar I Organizational-Level Skill Set-Enhancement Exercises
63(3)
Pillar I Personal-Level Skill Set-Enhancement Exercises
66(4)
Pillar I References
70(1)
2 Pillar II: Create a Balanced Project Organization Structure 71(50)
2.1 Introduction
72(2)
2.1.1 Factors for Project Failure
72(2)
2.1.1.1 Lack of Communications-A Leading Cause of Project Failures
72(1)
2.1.1.2 Ambiguous Understanding of Customer Requirements
73(1)
2.1.1.3 Other Data on Project Failures
73(1)
2.2 Project Organization Structure
74(2)
2.2.1 Definition
74(1)
2.2.2 Explanation
74(1)
2.2.3 Analogy
75(1)
2.3 Project Types
76(2)
2.3.1 Examples
77(1)
2.4 Elements of the Project Organization Structure
78(9)
2.4.1 Voice of Customer
80(2)
2.4.2 Steering Committee
82(1)
2.4.3 Board of Advisors
83(1)
2.4.4 Project Leader
83(2)
2.4.5 Project Subleader
85(1)
2.4.6 Consultants (if Needed)
85(1)
2.4.7 Team Leaders and Teams
86(1)
2.5 Responsibility Assignment Matrix
87(2)
Pillar II Summary
89(2)
Pillar II Case Study
91(4)
Pillar II Force Field Analysis
95(17)
Pillar II Force Field Analysis of Organizational Assessment
95(1)
Pillar II Force Field Analysis of Self-Assessment
95(1)
Pillar II Recommendations for Optimal Results from Force Field Analysis
95(17)
Pillar II Exercises
112(7)
Pillar II Organizational-Level Skill Set-Enhancement Exercises
112(3)
Pillar II Personal-Level Skill Set-Enhancement Exercises
115(4)
Pillar II References
119(2)
3 Pillar III: Delight the Customers with Project Vision Statement 121(38)
3.1 Introduction
122(1)
3.1.1 Delight the Customers
122(1)
3.1.2 How Can a Project Vision Statement Be Used to Delight Your Customer?
122(1)
3.2 Project Vision Statement
122(3)
3.2.1 Definition
122(1)
3.2.2 Explanation
122(1)
3.2.3 Example
123(1)
3.2.4 Why Is a Project Vision Statement Important?
124(1)
3.2.5 How Is a Project Vision Statement Created?
124(1)
3.3 Steps to Create a Project Vision Statement
125(2)
3.3.1 Create a Project Vision Committee
125(1)
3.3.2 Review the Charter
125(1)
3.3.3 Interview Key Stakeholders
125(1)
3.3.4 Identify the Priority Areas of Focus
126(1)
3.3.5 Create Initial Project Vision Statement
126(1)
3.3.6 Brainstorm for the Final Project Vision Statement
126(1)
3.3.7 Create a Final Powerful Project Vision Statement
126(1)
3.4 The Goal of Creating a Project Vision Statement
127(1)
3.4.1 Setting Higher Standards versus "Gold Plating"
127(1)
3.5 A Permanent Project Vision Statement of Project Leaders
127(4)
Pillar III Summary
131(2)
Pillar III Case Study
133(3)
Pillar III Force Field Analysis
136(14)
Pillar III Force Field Analysis of Organizational Assessment
136(1)
Pillar III Force Field Analysis of Self-Assessment
136(1)
Pillar III Recommendations for Optimal Results from Force Field Analysis
136(14)
Pillar III Exercises
150(8)
Pillar III Organizational-Level Skill Set-Enhancement Exercises
150(3)
Pillar III Personal-Level Skill Set-Enhancement Exercises
153(5)
Pillar III Reference
158(1)
4 Pillar IV: Sign the Charter 159(46)
4.1 Introduction
160(1)
4.1.1 Why Projects Fail?
160(1)
4.2 Ambiguous Requirements
161(3)
4.2.1 Importance of Gathering Accurate Requirements
161(2)
4.2.2 Avoiding the Pitfalls of Ambiguous Requirements
163(1)
4.3 Project Charter: Setting the Longitude and Latitude for a Project
164(2)
4.3.1 Definition
165(1)
4.3.2 Explanation
165(1)
4.4 Difference between a Charter and a Vision Statement
166(1)
4.5 Does Creating a Vision Statement and a Charter Guarantee Project Success?
166(1)
4.6 Developing a Project Charter
167(3)
4.6.1 Contents in the Project Charter
168(2)
4.7 Good Charter versus Great Charter
170(4)
4.7.1 Complete Buy-in from All Stakeholders
170(1)
4.7.2 Signature from Key Stakeholders on the Charter
171(3)
4.8 Difference between the Use of a Charter by a Project Manager versus a Project Leader
174(2)
Pillar IV Summary
176(2)
Pillar IV Case Study
178(3)
Pillar IV Force Field Analysis
181(15)
Pillar IV Force Field Analysis of Organizational Assessment
181(1)
Pillar IV Force Field Analysis of Self-Assessment
181(1)
Pillar IV Recommendations for Optimal Results from Force Field Analysis
181(15)
Pillar IV Exercises
196(8)
Pillar IV Organizational-Level Skill Set-Enhancement Exercises
196(3)
Pillar IV Personal-Level Skill Set-Enhancement Exercises
199(5)
Pillar IV References
204(1)
5 Pillar V: Diffuse Your Passion 205(52)
5.1 Introduction
206(2)
5.1.1 Why Is Communication So Important?
206(1)
5.1.2 Why Is Being an Excellent Communicator Critical?
206(2)
5.1.3 Why Is Being an Excellent Communicator Critical to a Project Leader?
208(1)
5.2 Mastering the Art of Excellent Communications
208(14)
5.2.1 Seven Ingredients to Mastering the Art of Communication
209(23)
5.2.1.1 Believing in the Project's Goals and Objectives
209(1)
5.2.1.2 Exuding Self-Confidence and Determination
209(2)
5.2.1.3 Conveying a Clear Common Goal
211(1)
5.2.1.4 Declaring the Potential Challenges Ahead
211(1)
5.2.1.5 Breaking Down All Barriers
212(8)
5.2.1.6 Selecting the Right Communication Strategy '
'12
5.2.1.7 Inspiring the Right Action
220(2)
5.3 Diffuse the Passion
222(3)
Pillar V Summary
225(2)
Pillar V Case Study
227(5)
Pillar V Force Field Analysis
232(14)
Pillar V Force Field Analysis of Organizational Assessment
232(1)
Pillar V Force Field Analysis of Self-Assessment
232(1)
Pillar V Recommendations for Optimal Results from Force Field Analysis
232(14)
Pillar V Exercises
246(9)
Pillar V Organizational-Level Skill Set-Enhancement Exercises
246(3)
Pillar V Personal-Level Skill Set-Enhancement Exercises
249(6)
Pillar V References
255(2)
6 Pillar VI: Simplify Projects: Eliminate All Non-Value-Added Items from Projects 257(48)
6.1 Introduction
258(1)
6.1.1 Lean Technology-Simplifying the Project
258(1)
6.1.2 What Is a Lean Technology?
258(1)
6.2 Fundamental Principles of Lean
259(2)
6.3 Lean Thinking in Projects
261(7)
6.3.1 Identify and Improve VA Activities
262(3)
6.3.1.1 VA Activity Related to the Customer
263(1)
6.3.1.2 VA Activity Related to the Product or Service
264(1)
6.3.2 Identify and Reduce Necessary Non-Value-Added (NNVA) Activities
265(1)
6.3.3 Eliminate or Reduce NVA Activities and Eliminate Waste
266(2)
6.4 A Classic Example of Lean
268(2)
Pillar VI Summary
270(2)
Pillar VI Case Study
272(4)
Pillar VI Force Field Analysis
276(16)
Pillar VI Force Field Analysis of Organizational Assessment
276(1)
Pillar VI Force Field Analysis of Self-Assessment
276(1)
Pillar VI Recommendations for Optimal Results from Force Field Analysis
276(16)
Pillar VI Exercises
292(11)
Pillar VI Organizational-Level Skill Set-Enhancement Exercises
292(3)
Pillar VI Personal-Level Skill Set-Enhancement Exercises
295(8)
Pillar VI References
303(2)
7 Pillar VII: Minimize Meeticide 305(48)
7.1 Introduction
306(1)
7.1.1 Reasons for Waste
306(1)
7.1.2 Meetings-Sources for Waste
307(1)
7.2 Lean Approach to Meetings
307(2)
7.3 Components of a Project Meeting
309(2)
7.3.1 Input
309(1)
7.3.2 Tools and Techniques
310(1)
7.3.3 Output (Results)
310(1)
7.4 Steps to Eliminate Waste in Meetings
311(4)
7.4.1 Step 1: Identify and Eliminate Non-Value-Added Meetings
311(3)
7.4.2 Step 2: Minimize/Eliminate Non-Value-Added Time
314(3)
7.4.2.1 Before the Meeting
314(1)
7.4.2.2 During the Meeting
314(1)
7.4.2.3 After the Meeting
315(1)
7.5 Determination of Productive Meetings
315(1)
7.6 Non-Value-Added Time in Complex Projects
315(2)
7.7 The Right Approach to Calculate the Project ROI Using Meeting Costs
317(3)
7.7.1 ROI Calculations without Considering Meeting Costs
317(1)
7.7.2 ROI Calculations Considering Meeting Costs
317(1)
7.7.3 ROI Calculations Considering Meeting Costs but Reducing the Number of Meetings by 50%
318(2)
Pillar VII Summary
320(2)
Pillar VII Case Study
322(2)
Pillar VII Force Field Analysis
324(17)
Pillar VII Force Field Analysis of Organizational Assessment
324(1)
Pillar VII Force Field Analysis of Self-Assessment
324(1)
Pillar VII Recommendations for Optimal Results from Force Field Analysis
324(17)
Pillar VII Exercises
341(11)
Pillar VII Organizational-Level Skill Set-Enhancement Exercises
341(6)
Pillar VII Personal-Level Skill Set-Enhancement Exercises
347(5)
Pillar VII References
352(1)
8 Pillar VIII: Take Risks-But Do the Math Beforehand 353(56)
8.1 Introduction
354(3)
8.1.1 Risk Management
354(2)
8.1.2 Dynamic Risk Leadership
356(1)
8.2 Methodology
357(12)
8.2.1 Create a Risk Assessment Team
357(2)
8.2.2 Develop an Assessment Strategy
359(7)
8.2.2.1 Determine Scope
359(1)
8.2.2.2 Brainstorm Risks at Various Levels (Threats and Opportunities)
359(2)
8.2.2.3 Consolidate All Ideas into Risk Themes
361(1)
8.2.2.4 Prioritize Risk Themes Based on the Impact
361(2)
8.2.2.5 Map the Themes on a Risk Assessment Matrix
363(1)
8.2.2.6 Scenario
363(3)
8.2.3 Establish a Clear Risk Response Plan
366(3)
8.3 Unknown Risks
369(2)
Pillar VIII Summary
371(2)
Pillar VIII Case Study 1
373(4)
Pillar VIII Case Study 2
377(2)
Pillar VIII Force Field Analysis
379(17)
Pillar VIII Force Field. Analysis of Organizational Assessment
379(1)
Pillar VIII Force Field. Analysis of Self-Assessment
379(1)
Pillar VIII Recommendations for Optimal Results from Force Field Analysis
379(17)
Pillar VIII Exercises
396(12)
Pillar VIII Organizational-Level Skill Set-Enhancement Exercises
396(4)
Pillar VIII Personal-Level Skill Set-Enhancement Exercises
400(8)
Pillar VIII References
408(1)
9 Pillar IX: Decode and Shield Your Data 409(58)
9.1 Introduction
410(1)
9.1.1 What Is Information?
410(1)
9.1.2 What Is Data?
410(1)
9.1.3 Why Is Timely Availability of Data Critical?
410(1)
9.2 Data Availability through the Ages
411(2)
9.2.1 Age of Information Overload or Age of Too Much Information
411(2)
9.3 Dynamic Data Management Plan
413(1)
9.4 Steps to Designing a Dynamic Data Management Plan
413(20)
9.4.1 Analysis of Project Data Requirements
416(1)
9.4.2 Selection of Appropriate Data Type and Sources
417(3)
9.4.2.1 Value-Added Data
417(1)
9.4.2.2 Necessary Non-Value-Added Data
418(1)
9.4.2.3 Non-Value-Added Data
419(1)
9.4.3 Appropriate Data Storage, Security, Retrieval, and Distribution
420(22)
9.4.3.1 Data Storage and Retrieval
421(3)
9.4.3.2 Data Security
424(3)
9.4.3.3 Data Access
427(2)
9.4.3.4 Data Monitoring
429(1)
9.4.3.5 Data Distribution
430(1)
9.4.3.6 Project Data Change Management
431(2)
9.5 Why Is Dynamic Data Management Critical for the Future Success of Project Leaders?
433(2)
Pillar IX Summary
435(2)
Pillar IX Case Study 1
437(4)
Pillar IX Case Study 2
441(1)
Pillar IX Force Field Analysis
442(15)
Pillar IX Force Field Analysis of Organizational Assessment
442(1)
Pillar IX Force Field Analysis of Self-Assessment
442(1)
Pillar IX Recommendations for Optimal Results from Force Field Analysis
442(15)
Pillar IX Exercises
457(9)
Pillar IX Organizational-Level Skill Set-Enhancement Exercises
457(4)
Pillar IX Personal-Level Skill Set-Enhancement Exercises
461(5)
Pillar IX References
466(1)
10 Pillar X: Learn from Failures 467(64)
10.1 Introduction
468(1)
10.2 What Is a Failure?
469(2)
10.2.1 The Difference between a Task Failure and a Project Failure
469(1)
10.2.2 What Do "Success" and "Failure" Mean to a Project Manager
470(1)
10.2.3 What Do "Success" and "Failure" Mean to a Project Leader
470(1)
10.3 The Three Modes of Project Failure
471(2)
10.3.1 System-Level Failure
472(1)
"Why Did It Fail?"
472(1)
10.3.2 Process-Level Failure
472(1)
"What Caused It to Fail?"
473(1)
10.3.3 Human-Level Failure
473(1)
"Who Caused It to fail?"
473(1)
10.4 Approach to Investigate and Address Project Failures
473(18)
10.4.1 Reactive Analysis Using the "Who" Approach with a Focus on Human-Level Failure
474(5)
10.4.1.1 Failure Occurs
475(1)
10.4.1.2 Initiate "Who Caused It?" Analysis
476(1)
10.4.1.3 Punish the Guilty
476(1)
10.4.1.4 Quick-Fix the Problem
477(1)
10.4.1.5 Effect of the Reactive Approach
477(2)
10.4.2 A Proactive Analysis Using the "Why" Approach with a Focus on System- and Process-Level Modes of Failure-A Lean Approach
479(24)
10.4.2.1 Identify Potential or Actual Failure
481(1)
10.4.2.2 Conduct "5 Why" Analysis
481(2)
"5 Why" Analysis
482(1)
Benefits of "S Why Analysis"
482(1)
Flow to Complete the "S Whys"
483(1)
10.4.2.3 Find the Root Cause(s)
483(1)
10.4.2.4 Eliminate the Root Cause(s)
484(1)
10.4.2.5 Update Lessons Learned Databases
484(7)
Effect of the Proactive Approach Focused on System-Level Mode of Failure Analysis
484(7)
Pillar X Summary
491(2)
Pillar X Case Study 1
493(7)
Pillar X Case Study 2
500(3)
Pillar X Force Field Analysis
503(16)
Pillar X Force Field Analysis of Organizational Assessment
503(1)
Pillar X Force Field Analysis of Self-Assessment
503(1)
Pillar X Recommendations for Optimal Results from Force Field Analysis
503(16)
Pillar X Exercises
519(10)
Pillar X Organizational-Level Skill Set-Enhancement Exercises
519(5)
Pillar X Personal-Level Skill Set-Enhancement Exercises
524(5)
Pillar X References
529(2)
11 Pillar XI: Make Projects Less Stressful 531(50)
11.1 Introduction
532(1)
11.2 The Impact of Stress-A Personal Experience
532(1)
11.3 What Causes Stress?
533(2)
11.3.1 Ambiguous Requirements
533(1)
11.3.2 Poor Project Planning
534(1)
11.3.3 Lack of Emphasis on Understanding the Individuals on the Project Team
535(1)
11.4 Impact of Stress-An Anecdote
535(5)
11.4.1 Introduction
535(1)
11.4.2 Experiment
535(1)
11.4.3 Observation
536(1)
11.4.4 Results
536(1)
11.4.5 Lessons Learned
537(3)
11.5 Stress and Human Function Curve
540(1)
11.6 Project Managers-A "One-Size-Fits-All" Approach
541(1)
11.7 Project Leaders-An "Enlightened" Approach
542(2)
11.8 Formula for Success
544(2)
Pillar XI Summary
546(2)
Pillar XI Case Study
548(3)
Pillar XI Force Field Analysis
551(17)
Pillar XI Force Field Analysis of Organizational Assessment
551(1)
Pillar XI Force Field Analysis of Self-Assessment
551(1)
Pillar XI Recommendations for Optimal Results from Force Field Analysis
551(17)
Pillar XI Exercises
568(12)
Pillar XI Organizational-Level Skill Set-Enhancement Exercises
568(6)
Pillar XI Personal-Level Skill Set-Enhancement Exercises
574(6)
Pillar XI References
580(1)
12 Pillar XII: Invest in Your Appreciating Assets 581(42)
12.1 Introduction
582(1)
Question 1
582(1)
Question 2
583(1)
Question 3
583(1)
12.2 Valuing Our True Appreciating Assets
583(1)
12.3 People: The Real Appreciating Assets
584(2)
12.4 Pinnacle House of Project Excellence
586(1)
12.5 Unique Philosophy-Dealing with Tough Economic Times
587(4)
12.5.1 Strengthen the Foundation
587(2)
12.5.2 Low Tide Exposes All Sharp Edges
589(2)
12.6 Create Leaders and Leave a Legacy
591(4)
12.6.1 Reward Consistency of Excellence
593(2)
Pillar XII Summary
595(2)
Pillar XII Case Study 1
597(1)
Pillar XII Case Study 2
598(1)
Pillar XII Force Field Analysis
599(16)
Pillar XII Force Field Analysis of Organizational Assessment
599(1)
Pillar XII Force Field Analysis of Self-Assessment
599(1)
Pillar XII Recommendations for Optimal Results from Force Field Analysis
599(16)
Pillar XII Exercises
615(7)
Pillar XII Organizational-Level Skill Set-Enhancement Exercises
615(3)
Pillar XII Personal-Level Skill Set-Enhancement Exercises
618(4)
Pillar XII References
622(1)
13 Summary of 12 Pillars 623(18)
14 Conclusions: The 12 Pillars of Project Excellence 641(12)
14.1 Five Simple Steps to "Now, Go Do It"
642(7)
14.1.1 Know the Purpose-Pursue It!
642(1)
14.1.2 Winning Is a Habit-Cultivate It!
643(1)
14.1.3 There Will Be Resistance-Face It!
644(2)
14.1.4 Passion Is a Requirement-Show It'
646(1)
14.1.5 Sky Is the Limit-Reach for It!
647(2)
Summary
649(2)
References
651(2)
Index 653