"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" Commonalities & Differences In Project Management Around the World A Survey of Project Categories and Life Cycles Russell D. Archibald & Vladimir Voropaev
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Commonalities & Differences In Project Management Around the World
Commonalities & Differences In Project Management Around the World. A Survey of Project Categories and Life Cycles Russell D. Archibald & Vladimir Voropaev. Purpose of This Survey. To encourage global agreement on: - PowerPoint PPT Presentation
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Commonalities & Differences In Project Management
Around the World
A Survey of Project Categories and Life Cycles
Russell D. Archibald
& Vladimir Voropaev
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Purpose of This Survey
• To encourage global agreement on:– Definition of basic project categories & sub-
categories in common use for essentially all types of projects
– Identification & definition of life cycles in use for each project category
• To identify differences in these areas so that these can be understood and minimized
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Presentation Outline
1. A Global Vision: PM Practices
2. Systematic Model of Project Management
3. Proposed Project Categories/Sub-Categories
4. Life Cycles for Various Categories
5. Survey Questionnaire and Conduct
6. Next Steps
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
1. A Vision of Global Project Management Practices
• Widely used set of concepts, methods, systems and tools
• High degree of uniformity and understanding across economic, cultural & political boundaries
• Enabling broad collaboration with minimum conflict
• Interchangeable managers & specialists
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
2. Systematic Model of Project Management
The following figure is from Voropaev et al, “Systematic Model of Project Management,” presented at the 17th IPMA World Congress 2003 in Moscow
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
This Survey Focuses On:
• Managed Objects: Projects and Programs
• Life cycle phases of projects
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Projects:
• Are the common denominator for all aspects of project management
• Exist in many sizes & types
• Produce many different products & results
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Required Analytical Framework
• Systematic grouping into defined categories and sub-categories
• Many possible classification schemes
• Most practical scheme reflects the products of the projects at the first levels of classification
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
3. Proposed Major Categories of Projects
1. Aerospace/Defense
2. Business & Organizational Change Projects
3. Communication Systems Projects
4. Event Projects
5. Facilities Projects
6. Information Systems
7. International Development
8. Media & Entertainment
9. Product/Service Development
10.Research & Dev.
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Other Major Categories May Be Required
• See Table 1 in the paper
• Survey will determine how practical and complete these recommended categories are
• Further breakdown is obviously required
• A few examples follow
2. Business & Organization Change Projects2.1 Acquisition/Merger 2.2 Management process improvement 2.3 New business venture 2.4 Organization re-structuring 2.5 Legal proceeding
Acquire and integrate competing company.Major improvement in project management.Form and launch new company.Consolidate divisions and downsize company.Major litigation case.
3. Communication Systems Projects 3.1 Network communications systems 3.2 Switching communications systems
Microwave communications network.3rd generation wireless communication system.
4. Event Projects 4.1 International events 4.2 National events
2004 Summer Olympics; 2006 World Cup Match.2005 U. S. Super Bowl; 2004 Political Conventions.
Closure of nuclear power station.Demolition of high rise building.Process plant maintenance turnaround.Conversion of plant for new products/markets.Flood control dam; highway interchange.New gas-fired power generation plant; pipeline.Chemical waste cleanup.40 story office building.New manufacturing plant.New shopping center; office building.New housing sub-division.New tanker, container, or passenger ship
6. Information Systems (Software) Projects New project management information system. (Information system hardware is considered to be in the product development category.)
7. International Development Projects 7.1 Agriculture/rural development 7.2 Education 7.3 Health 7.4 Nutrition 7.5 Population 7.6 Small-scale enterprise 7.7 Infrastructure: energy (oil, gas, coal, power generation and distribution), industrial, telecommunications, transportation, urbanization, water supply and sewage, irrigation)
People and process intensive projectsin developing countries funded by The World Bank, regional development banks, US AID, UNIDO, other UN, and government agencies; and Capital/civil works intensive projects—often somewhat different from 5. Facility Projects as they may include, as part of the project, creating an organizational entity to operate and maintain the facility, and lending agencies impose their project life cycle and reporting requirements.
8. Media & Entertainment Projects 8.1 Motion picture 8.2 TV segment 8.2 Live play or music event
New motion picture (film or digital).New TV episode.New opera premiere.
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Sub-Categories Are Required
One example:2. Business & Organization Change
Projects:1. Acquisition/merger2. Management process improvement3. New business venture4. Organization re-structuring5. Legal proceeding6. Other: ?
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Information Systems Life Cycle Examples
• Desaulniers & Anderson 2002:– Predictive (waterfall, prototyping, rapid
application development/RAD, incremental build)
– Adaptive (ASD, XP, SCRUM)
• Whitten 1995:– Code and fix, waterfall, incremental, interative
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Product & Service Development Life Cycle Examples
• Cooper & Kleinschmidt 1993:– Stage-Gate Process Model
• Thamhain 2000:– Phase-Gate Model
• Murphy 1989:– Pharmaceutical Model
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Stage-Gate Model
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
5. Global Survey: Project Categories & Sub-Categories
• Purpose: To determine:– If such a concept is used & if so how common
it is around the world– Whether the recommended categories are
used or useful– What additions or changes are needed– What are the common practices in further
classification within sub-categories
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Global Survey: ProjectLife Cycles Within Categories
• Purpose: To determine for each category/sub-category within each country:– Which of the listed life cycles are in use– Whether other life cycles are used, & if so
their names and references– How the life cycle models are used and the
benefits they produce
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Conducting the Survey
• The questionnaire is available on-line at http://ipmaglobalsurvey.com
• Completed questionnaires are to be completed on-line prior to November 1st, 2003
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Project Categories Survey
Enter These Codes for Each Item in Table 1:
U – Universally accepted and used
W – Widely accepted and used
A – Accepted and used by some
R – Rarely accepted and used
N – Never accepted or used
ALT – Alternative term used as noted
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Project Categories Survey (Cont’d)
Questions:
• Useful to have an agreed list of project categories? Why?
• What other classification systems are in use?
• What subordinate classifications are used?
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Project Life Cycle Survey Codes – Each Category
SEQ – Sequential
WF – Waterfall Model
PAR – Parallel
CYC – Cyclical
Spir – Spiral
INCR - Incremental
ITER – Iterative
ADAP – Adaptive
GATE – Stage-Gate
CFIX – Code and fix
Spec – Special (describe)
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Project Life Cycle Survey - Other Information
• Number of life cycle phases
• Number of decision points
• Additional comments
….for each project category listed in Table 2 plus any that have been added by the respondent
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Project Life Cycle Survey
Questions:
• Useful to have an agreed list of project life cycle types? Why?
• List any other life cycle models or type that you know are in use, with descriptions or references.
• Any other comments or suggestions
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Promoting the Survey
• ISGI Workshop participants are invited to respond — and encourage their colleagues to do the same
• The survey is being publicized through appropriate PM associations around the world — primarily using the Internet and Web
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
Inducements To Complete the Survey
• Respondents will receive a complete copy of the survey report
• Their names will be listed in the report (if desired)
• They will have the satisfaction of having contributed to the advancement of the project management profession
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"
6. Next Steps
• Survey conduct: June — October
• Compilation of results and preparation of the survey report: Sept.— December
• Release of final report:
December 31, 2003
• Presentation of results at the 18th IPMA World Congress in Budapest June 2004
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"Organisational Learning & Knowledge Management in "projectised" environments: what is at stake"