web: email: [email protected] re-launched Tshwane branch—to cocktail events, golf days...

“Oftentimes, it is difficult for people to put the project and

overall goals ahead of their individual objectives.”

Steven Lang, PMP

Save your project

in 5 steps

An effective PMO

can drive project

excellence

JAN/FEB 200

9

FOR MEMBERS AND FRIENDS OF THE PMSA

Cape Town’s Green Point Stadium takes shape

web: www.pmisa.org.za email: [email protected]

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

�

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

�

P r e si de

nt’

s P

e

n

Seeing the 2010 infrastructure developments taking shape in our bigger cities, listening to the presentation at January’s

Johannesburg Branch meeting on the Soccer City project, and watching the progress of the Gautrain (which has already been spotted by some lucky people), I am feeling the early twinges of real excitement about the 2010 FIFA World Cup. While I am not the country’s biggest soccer fan and I am not ov erly concerned about where Bafana Bafana places, I do feel strongly about celebrating projects like our beautiful stadia, and showing our visitors what a great place South Africa is to live in, and to visit.

We are going to have the eyes of the world upon us, and what will those eyes see? My hope is that it will be a country with a united population, eager to welcome diverse cultures, solving problems with a smile, and making each visitor want to come back again one day soon. The engineers, project managers, construction teams and organisers can do their best, but it’s really up to the country’s people to make the event a success.

That’s pretty much how any event works. As the country buzzes with activity, PMSA and its volunteers are working hard to arrange many member events and networking opportunities this year. The more members participate, the more successful these events will be. Our inside back cover lists some of the events planned for the year, from branch meetings—now including our recently re-launched Tshwane branch—to cocktail events, golf days and Practice Community launches. We encourage you to participate, to share your experiences, and inspire those who are new to the profession. Keep an eye on the PMSA website and ProjectNet Xpress, as new event information will be loaded each month.

To ensure your membership status remains up-to-date and you continue to receive ProjectNet and other communication, please also take note of your membership renewal date. For those who joined PMSA before March 2007, your renewal date will be 1 March each year. Those joining after March 2007 are renewable on the anniversary of your join date. If you have any queries about your membership status, the National Office is there to assist you. Our main channel through which we communicate with you and issue your invoice is your email address. If this has changed in the last year, please log in to your account and update it, or let the National Office know of the change.

I wish all our members every success in the year ahead.

It’s Going to be a Big Year

The year 2009 is already one month old:

the winding down during the end of

year holidays and merry making of the

festive season is something of a distant

past; some of us are already in need of

another holiday. Most of those traditional

New Year resolutions have already broken

and or forgotten. I have been informed

that only about 12% of those of us who

make New Year resolutions manage to

stick to them and achieve their goals.

World wide a lot has already taken

place in the first month of 2009:

In politics – Barack Obama the new

President of the USA has given the

Americans their own ‘Madiba’ moment

and set a new benchmark in politics

and governance with his refreshing,

energetic work ethic, honest, open and

transparent type of attitude for the new

USA administration. We are all hoping

that the new USA administration delivers

as they can certainly steer and influence

the direction of international economical

crises, peace and stability, which in turn

will result in many project opportunities for

the Project Management community all

over the world.

The USA Presidential inauguration was an

extremely complex project with numerous

risk and contingency planning and by all

accounts was extremely successful. The

inauguration Project Management teams

are true unsung heroes, but are also the

envy of all Project Management teams

in that they probably had an almost unlimited

budget for their project.

My wish for 2009 is that politicians all over the

world and in particular in South Africa will take

note and strive towards this new benchmark.

We are all eagerly awaiting the South African

elections with great anticipation and trust that

all South Africans will accept the elections

results and then move on to plan and execute

the numerous projects that all of us must get

involved in: Economical crises, electricity, water,

housing and other infrastructure delivery, health

and education improvement, crime and justice

solutions, the hospitality and tourism for the 2010

soccer world cup and not forgetting the political

solutions of our neighboring countries, all of which

can make us proud South Africans.

In Sports – the Proteas continue where the

Springboks have left off and continue to confound

the critics to the delight of all South African sports

fans by not only winning the five day series

but also the one day series over Australia on

Australian Day, in their back yard. That must have

taken some planning! Well done to the Proteas

Project Management team. We await the return

Australian series in South Africa and the Proteas

now face the planning challenge to continue

the winning habit.

Bafana Bafana are following the winning trend

and are slowly gathering momentum as they

have now won five games in a row under the new

coach. The Bafana Bafana Project Management

team also faces an enormous planning challenge

to continue with their preparations for the

Confederation Cup later this year.

The 2010 sports stadiums are fast approaching

completion; some of the stadiums like the imposing

structure of the Moses Mabhida Stadium will

change the Durban skyline for ever. Well done to

all of the 2010 construction Project Management

teams and Built Environment Consultants in

proving that the South African construction

industry is up for the challenge and can hold its

own in the international construction industry,

much to the disappointment of some local and

a lot of international skeptics, who seem to have

gone rather quiet now.

The SA Construction Industry, the Built

Environment Consultants together with the

National, Provincial and Local Government

Departments as well as the likes of Eskom, Transnet,

ACSA need to ensure that they continue the

momentum and pick up the pace to ensure

faster service delivery of the infrastructure

development. We have the knowledge, capacity

and are fortunate that the SA Government have

funds for most development projects unlike other

countries world wide.

To all Project Managers let us roll up our sleeves,

be positive, there is a lot of work to be done and

let’s begin with the essentials of planning and

budgeting for the challenges that we are faced

with in South Africa and our neighbouring states.

Make us proud to be South Africans. It can

be contagious.

Planning and budgeting challenges for PROJECT MANAGERS

Hareesh PatelTaryn van Olden

Ha

ree

sh P

ate

l PM

SA P

resid

en

t

Tary

n v

an

Old

en

CEO

of P

MSA

E d i t

or i

al

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

�

The year 2009 will indeed be a time for admiring

the feats of architecture, engineering and

project management that will become South Africa’s

2010 legacy. To celebrate this unique period in our

construction history, we will feature some of each

province’s 2010 projects on the cover of ProjectNet

between now and the start of the event.

We begin with Cape Town, the mother city and

self-proclaimed ‘party capital’ of the 2010 FIFA World

Cup.

The visual on our cover page is the new Green

Point Stadium under construction in Cape Town.

With its innovative saddle-back shape, floating-style

retractable roof, dramatic night-time lighting and

backdrop of Lion’s Head and Table Mountain, the final

product promises to be the most visually compelling of

South Africa’s stadia. Once complete—in December

2009 if all goes to plan—the stadium will seat 68

000 spectators. In addition, it will accommodate

approximately 150 corporate suites and 2000 business

club seats. The city has planned a ‘Fan Route’ so

ticket holders will have easy access to the venue from

nearby hotels, and can get into the spirit of the event

before they even enter the stadium. Those without

tickets will be able to visit one of several Fan Parks

around the Western Cape, where they can view the

action on a big screen, in the company of fellow

supporters.

Practice stadiums are receiving a facelift in

other parts of the city, namely Athlone and Philippi

and infrastructure services in general are being

upgraded.

At least 10 new hotels are under construction within

walking distance of the Green Point stadium.

The Cape Town International airport is also being

upgraded and will house a Transport Plaza, where

visitors will be able to choose their preferred mode of

transport into the city.

Transport is probably the biggest legacy project

for Cape Town. Besides the airport upgrade, once

the city has revamped its rail networks and stations,

completed the Integrated Rapid Transport System,

introduced integrated ticketing and an airport link

bus system, most of the city’s residents will enjoy the

ongoing benefit of a world-class public transport

system.

We know that many of our members are involved

in some way in the 2010 preparations. We invite you to

share your thoughts, challenges and victories from the

heart of these projects, so that we can capture and

celebrate this moment in time. Write to us at info@

projectnet.co.za.

2010...

Here we Come With less than 500 days to go to the 2010 FIFA World Cup, the general public is starting

to see more than construction site hoardings, as the impressive stadiums and facilities rise up

from the dust.

ProjectNet is an alternate monthly

publication produced by Cyan Sky

Communication Consultancy and distributed

free of charge to the members of PMSA, on

behalf of PMSA.

Editorial Director:

Prof Les Labuschagne, PMSA Board of Directors

Managing Editor:

Taryn van Olden

Design and Layout:

Tracey King

Reproduction and Printing:

Remata Inathi Communications and Printers

Please direct editorial submissions

and enquiries to:

The Editor, ProjectNet, [email protected]

or 082 779-1314.

Advertising enquiries can be directed

to The Editor at the above email address.

Project Management South Africa (PMSA)

can be contacted on (011) 257-8003, by

fax to 088 011 662-2961, or send email to

[email protected]

General contact details related to this

magazine:

Email: [email protected]

Website: www.projectnet.co.za

Address: PO Box 518 Featherbrooke Estate

Ruimsig 1746

Cover image:

PMSA member Reggie Brown, PMP,

a finalist in a global PM awards programme

(read more on page 4)

Copyright©

The copyright of all material in this

magazine is reserved by the proprietors,

except where expressly stated. The editors

will, however, consider reasonable requests

for the use of information provided the

source and author are clearly attributed.

Please note: Editorial submissions are welcomed but are subject to review by the PMSA Exco, ProjectNet’s editorial team and editor before a decision is made regarding inclusion. Product- or service-specific information submitted in the form of a news item may be considered for publication in the Industry News section, but may not be accepted in any other section. Please contact the Editor for content classifications to guide your submissions. The editor reserves the right to shorten articles but will consult the author should any adjustments be deemed necessary.

th is e

dit

i onINSIDE

2010 Focus Pg �

Global Network What to do when your project spirals out of control Pg �

Academic Corner Part II of Benchmarking for World Class PM Pg 4

Guest Column How to ensure a better questioning technique Pg 8

Thought Leadership How an effective PMO drives project excellence Pg 1�

Industry News Participate in soft skills research Pg 14

PMSA News Upcoming events Pg 17

Review Reinventing Project Management Pg �0

2009 Calendar What’s happening in our world this year Pg �4

G lo b al

Ne

twork

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

�

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

7

STEP 1: Admit there’s a problemSounds pretty basic, right? But if there’s one thing failing

projects have in common, it’s some level of denial. It

might be the project manager. Or perhaps executives

or clients turn a blind eye to what’s happening, says

Michael Krigsman, CEO of Asuret Inc., an IT consulting

firm based in Brookline Massachusetts, USA.

Unfortunately, that very reluctance to address

what’s going on usually serves to only exacerbate the

problem.

“By the time any serious project problems come

to light, it’s often a catastrophic, difficult and urgent

situation,” he says. “When a project continues to spiral

out of control, with team members forced to work

long hours in a pressure-cooker type of environment,

you start to see attrition.

Everybody wants to run for cover, fearing that if

they continue, they’ll bear the stigma of the failed

project. Once you’re in that type of scenario, it’s

difficult to get out of it.”

But you can — if you are willing to face reality.

STEP �: Find the root cause of the problem (this could take some digging) So you’ve broken through the layers of denial. Now

it’s time to make a brutally honest appraisal of the

situation. “Both management and project participants

need to actually acknowledge the issue, take stock

of possible causes and address them in a reasonable

and realistic way,” Mr Krigsman says.

Sometimes, though, getting to the core of the

problem can be a stumbling block in and of itself.

“You might have a hunch that a project isn’t moving

the way it ought to, but it can be very amorphous to

get your hands around,” says Brian Sommer, CEO of

TechVentive, a strategy consultancy in Batavia, Illinois,

USA. “Usually the issues are not about something

technical going wrong. More often, it’s a people issue

— something political about the budget or funding.”

Even problems that exhibit themselves as

technology failures can be the result of underlying

business or management decisions. “It’s very easy to

point the finger at the technology when in fact the

roots of the problem are often buried in business,

organisational and cultural issues lying at the heart of

the project’s foundation,” Mr Krigsman says.

Early in his career, Alex Brown, PMP, president of

Real-Life Projects Inc., in Belle Mead, New Jersey,

USA, inherited a problem project. At the time he

was working in the brokerage services division at

Automatic Data Processing.

The project involved cleaning up a database that

contained several million securities transactions to

meet a regulatory requirement. It had been started

and stopped at least four times by project team

leaders who came before him. When the assignment

was passed to him, Mr Brown was told by more than

one customer that they thought it was technically

impossible. By assembling a small team, securing key

stakeholder involvement, practising diligent quality

control and creating a realistic time frame, Mr Brown

and his colleagues successfully completed the project

— proving the perceived problems were less technical

than managerial.

STEP �: Go straight to the sourceSometimes the problem can be traced to one person,

otherwise known as the “The Bottleneck”. If that’s the

case, project leaders need to develop a plan to get

the team member back on track — or determine

when it is time to cut that person loose.

First, document the problem, says Ad Blankestein,

PMP, managing director, Advalue Management

Services Ltd., Orewa, New Zealand. Then, meet

with the person to develop a plan for improving

performance, for example, through training or tools.

Be sure to create a record of the conversation,

work out a timeline with specific tasks outlined for

each juncture and make sure the team members

signs off on it.

“If this doesn’t solve the problem, then there’s only

one corrective action left and that’s to remove the

bottleneck person from the project,” he says.

Recognise, too, that attitude can make all the

difference. Working on a software development

project plagued by delays, Mr Blankestein identified

By Elisa Ludwig

“By the time any serious project problems come to light, it’s

often a catastrophic, difficult and urgent situation.” _Michael

Krigsman, CEO of Asuret Inc.

Published with the kind permission of PMI, Project Management Institute, PM Network, Project Management Institute, Inc., 2008. Copyright and all rights reserved

TO RECOVERY

Your project is spiralling

out of control. Now what?

THE ROAD

No one wants to talk about

it. But every project manager

has been there — the moment

when you realise a project is

in trouble, serious trouble. Now

comes the true test, whether

you can find a way to get back

in the game. Fear not. Here is

a step-by-step guide.

G lo b al

Ne

twork

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

8

“Listening, restructuring and bringing the right people together helped the

majority of the team feel more involved.” Peter Birley, PMP.

the lead developer and solutions architect as

the bottleneck. “When confronted, he admitted

he was not delivering to plan, [but said that] he

didn’t need any support or training and he was

not going to change his behaviour,” he says. “The

end result was that he was replaced by someone

who was more of a team player. We saw dramatic

improvement of project performance despite the

fact that the new lead developer had less technical

knowledge than the person he replaced.”

STEP 4: Develop a plan for recovering the project-or notAs denial makes way for acceptance and a realistic confrontation of the issues at hand, a project manager must figure out how to move forward.

Often, this is a matter of deciding whether to adjust the project or put it out of its misery. “Because of escalating costs, you might determine that the best thing is to gracefully package it up and prepare for a mercy kill,” Mr Sommer says.

But because project managers don’t usually have the authority to eliminate a project, the burden is on them to investigate and analyse the problems. That means weighing the results against the business case for the project, says Mr Blankestein.

He suggests creating a visibility report that includes:• Overview of the stakeholders interviewed,

documents reviewed, and the issues identified and their underlying causes

• Outline of the options explored, with pros and cons of each

• Recommendation and justification of the way to move forward.

If continuation is advised, the report should state the conditions that need to be met for the project to be successful and a list of recommended corrective actions. If scrapping the project is seen as the way to go, the report should offer alternatives for meeting the need that initially sparked the project. For example, if the project involves building an IT system in-house, suggest purchasing one off the shelf.

STEP �: Rally the troopsIn the case of a salvageable project, moving

ahead swiftly and decisively is the best way to

boost team morale and prepare for a new project

phase, Mr Blankestein says. First, restore confidence

and credibility by communicating to the team that

a project recovery is in the works. “Listen to team

members and take their concerns, remarks and

suggestions seriously. Brainstorm some alternative

solutions with the team and break the usual line

of thinking that may have prevented the project

from moving forward,” he says. “Involve the team

heavily in replanning the project and estimating

project tasks.

The objective here is to come up with a plan

that’s realistic and not dictated by wishful thinking

by senior managers.”

Additional steps might include implementing

better project management structures and

controls, or requesting additional support and

backup from senior management.

Whatever the brilliant plan turns out to be, all

key stakeholders must agree on the project’s

new direction and buy into the recovery process.

Sometimes that means renegotiating the scope,

time lines and costs of the project with the client

— but that may not be as hard as it sounds.

“In most cases, it is cheaper for the client to

renegotiate the project than to kill the project, write

off their investment and start all over again with a

new project,” Mr Blankestein explains. “But, having

said that, the client is only willing to do this if they

have the confidence that the project organisation

is committed to addressing the issues and is serious

about the project recovery operation.”

Once everyone has signed on to the plan,

project managers should hold daily team meetings

to discuss progress, problems and targets.

And when things do start to turn around, give

the team some credit. “Celebrate successes,

even small ones, to reinforce with the team that

the project is heading in the right direction,”

Mr Blankestein says.

When Peter Birley, PMP, came to the

scene at Eversheds, things were not

looking so good for the law firm’s mission

to upgrade 4 000 desktops to Microsoft

Windows XP.

“The project had been established,”

says Mr Birley, now IT director at Browne

Jacobson LLP, Nottingham, England. “The

operating system was built, tested and

had been successfully piloted. Rollout had

commenced on a region-by-region basis.

But when it had been completed for 750

users, the performance of the system had

degraded to such an extent that it had to

be stopped.”

The IT project executive was out sick and

the rest of the project team was struggling

to come to terms with the problem. That’s

when Mr Birley was dispatched to “correct

the project and get it back on track.”

Right away, he discovered the senior

executives were in a grim mood and needed

a lot of attention. And Mr Birley wasn’t so

sure the team—which had been on the

project since the beginning — was going to

take kindly to some stranger coming in and

taking over.

“Both parties required a lot of one-

to-one and team meetings to establish a

command structure and methodology to

find and fix the issues,” he says.

“It was important that a communications

plan was put in place and that we actively

remove the rumour mill that was circulating

within the teams. From the listening phase, it

was also evident that not all the right people

were involved and some expertise had been

sidelined. So another fundamental was to

identify the skills base and make sure that

the right people were in the right place.”

Having tackled the people, communi-

cation and methodology issues, Mr Birley

created a detailed analysis of existing data,

including project plans and issue logs. As

these were not all complete and up-to-

date, interviews and system data had to

be collected to paint a true picture of the

situation at hand. From that, some culprits

emerged: a lack of change management,

multiple vendors that were poorly managed

and blaming each other’s products; poor

version control and inadequate testing.

Mr Birley worked with the team to

establish change control, take charge of

vendors, manage version control, and set

up quality standards and comprehensive

test plans.

In the end, he traced the problem

to the integration of certain software

elements. Once those were corrected, the

roll-out across the company was completed

successfully.

“Listening, restructuring and bringing the

right people together helped the majority

of the team feel more involved. They could

see that there was a logical structure to

the problem-solving,” Mr Birley says. “This

helped improve morale because the ship

now had a captain, crew and rudder that

was pointing in the right direction.”

Anatomy of a rescue

Once a project is on the troubled list, it only makes sense to look at the project manager in charge. If indeed a change is necessary, the powers on high should take care in how they handle the interaction.

“If the project manager has been removed for a good reason, there’s a good chance morale might increase or improve,” says Michael Krigsman, Asuret Inc. “But if a popular and effective project manager is being removed for what is perceived by the team as unfair political reasons or retribution, then the change could seriously damage morale.”

Whether or not the change is welcome, management must treat the situation with sensitivity to enable the team to move on. “Any time a person is removed, it needs to be handled with respect and delicacy,” Mr Krigsman says.

On a failing project, emotions inevitably run high. Here are some prescriptions for dealing with ill feelings on a team.

“If frustration exists, it will ultimately find an outlet. The trick is to find ways to allow people to channel frustration constructively. Free and open discussion can be healthy. But if you tale the pulse of the team and discover that having a group session is likely to deteriorate into anger, name-calling and backstabbing, that may not be the best course of action. You’re not talking about a database. These are shades of gray and the human factor is always complicated.” -Michael Krigsman, Asuret, Inc.

“You might take the group off site, even if it’s to a local restaurant at lunch, and allow team members to talk about the stuff that doesn’t show up in status reports. Some people prefer one-on-one discussion and some prefer a small-group setting. Either way, that interaction has to happen at the person’s level.” Brian Sommer, TechVentive.

“One of the first things I do when analysing the true status of a project is meet with team members and stakeholders individually. If it turns out that the problems are of a technical and/or procedural nature, I will have a team meeting to brainstorm how we should address the issues. If the problems are caused by personality clashes, I will meet only with the team members concerned, in the presence of a mediator. And explore the reasons behind the clashes and if there is a way out.”-Ad Blankestein, PMP, Advalue Management Services Ltd.

SEPA

RA

TIO

N O

F A

NX

IETY

GR

OU

P TH

ERA

PY

A c a dem

ic C

orn

er

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

10

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

11

Benchmarking is an ongoing process which requires

a systematic approach. There are six basic steps

to effective benchmarking.

Benchmarking is a process. Its overriding

characteristic is the discipline it requires and imposes.

Rigorously following a logical sequence of steps

enables managers to identify what is most important

to the business, where improvement is most needed

and in which areas; if there is more than one, it would

have the most significant impact on performance.

The process encourages, but also demands, intimate understanding of the business before comparisons can be made, gaps identified, or actions implemented. The goal, which is always to achieve competitive superiority, can be realised only over the long term.

As with any process, there are inputs, several of which are ‘soft’ or intangible factors, and others that are ‘hard’ and quantifiable; as well as activities and outputs.

Benchmarking gives the organisation a clear understanding of how other organisations are able to perform at superior levels.

Andre Knipe, VP: Branches on the PMSA Executive Committee and colleague Bertus Siebert, who presented their research at the PMSA Conference in May 2008

World class project management practice

IS POSSIBLEProject management & benchmarking for improving the organizationAndre Knipe and Bertus Siebert, Centre for Management Development, Southern Business School

PART 2

In Part 1 of this article (published in the December 2008 edition of ProjectNet), Andre Knipe and Bertus Siebert took readers through the definition and types of benchmarking. Part 2 follows on by examining the benchmarking process.

1.1 PREPARING FOR BENCHMARKINGThere are five steps in the planning process in preparation for benchmarking:

• Establish a sponsor• Agree objectives for the programme• Establish a project team• Allocate resources• Train the team

1.� STEP 1: IDENTIFY AND UNDERSTAND YOUR PROCESSES

The preparing stage of benchmarking is the most critical. Until an organisation understands its business processes it is difficult to compare them with other parts of the organisation, or with external organisations.

• Identifying processes• Plot your processes• Chart the process

1.� STEP �: WHAT AND WHO SHOULD BE BENCHMARKED?

There are three different benchmarking approaches:• Strategic benchmarking: Under this approach, major

portions of the organisation are benchmarked to identify weaknesses and strengths within a specific area or functional unit. For example, the financial function could benchmark its activities to define internal weaknesses. The strategic benchmarking process is usually followed by a series of very specific benchmarking activities, such as benchmarking the billing process.

• Organisational (or process) benchmarking: When the organisational approach is used, considerable research has already been done to be sure that the benchmarking projects will support the business plan and are directed at items that, if improved, will impact the organisation’s competitive position. An example of this type of benchmarking is order-entry process benchmarking.

• Statistical benchmarking: Here benchmarking partners make direct comparisons between one measure of performance within a process and another. For example, the number of people employed to undertake a certain task, or the revenue per employee, or the number of days training per employee, etc. There is, however, a danger in employing this quantitative approach only.

1.�.1 Analytical Hierarchy ProcessOne way to select what to benchmark is to adopt the route which Xerox and other advocate – the Analytical Hierarchy Process (AHP). This method provides a structure for the team to select the process to benchmark. It requires the project team to rank decision alternatives against a common set of decision criteria. In this way emotive decisions can be avoided. The following are the five steps in this approach:

• Step 1: Develop a set of decision criteria to evaluate alternative processes.

• Step 2: Establish through consensus the weighted value of the decision criteria.

• Step 3: Rank the processes under consideration against each of the decision criteria.

• Step 4: Make a comparison of the scores for each process.

• Step 5: Select the most appropriate alternative.

1.�.� Who to benchmark against?To benchmark successfully, care must be taken in the choice of partners. These are other business units who are prepared to co-operate in the exchange of information and learning points and who may expect reciprocal sharing from your organisation too.

There are four routes which are generally taken to establishing benchmarking partners:

• Look inside the organisation• Gather external data in other competitive businesses• Gather external data in the same industry or

similar areas• Establish partnerships with organisations who

are considered ‘world best’ or ‘best in class’, irrespective of their industry sector or location

The route to adopt to partnering depends on the process to be benchmarked and the type of organisation. There are advantages and disadvantages to each route. Results in terms of improvements in performance, however, are directly related to the degree of external perception that is given to a benchmarking project. Change can take two forms: incremental change over time, and step change which involves radical differences in work practices and procedures. Best practice benchmarking brings about the highest potential improvement leaps and as such acts as a catalyst in step change processes.

1. Identify and understand

your processes

4. Analyse the data and identify gaps

6. Review

3. Collect the data

2. Agree what and who to

benchmark

5. Plan and action

improvements

SOFT Vision Commitment Diligence Training

HARD People Money Time

Planning Analysis Action Review & Recycle

INPUT

OPERATIONS

The objectiveachieved

OUTPUT

Efficiency Profitability Understanding Commitment Continuous improvement

RESULTS

A c a dem

ic C

orn

er

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

1�

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

1�

1.�.� Selecting the best partnerFinding the best partner requires extensive research. The starting point is to ask your suppliers and customers who they consider to be the ‘best in class’. Once you begin networking within an industry it is not surprising to find that all organisations have pockets of excellence. A key question therefore is to decide ‘To whom is the process we wish to benchmark key for survival?’. A possible starting point for selecting partners is to hold a meeting with project team members and to brainstorm a list of potential partners. Where possible it is useful to hold a similar meeting with customers and suppliers. The Financial Times’ Top 500 Companies list is also a useful source of information for selecting possible partners.

The project team also needs to consider possible selection criteria such as benchmarking partner location, language constraints and culture. The essence of the selection criteria is to identify partners – organisations which will co-operate in full agreement with the sponsor organisation in the exchange of information. In return the benchmarking sponsor must be willing to collaborate fully in the exchange of information with partners during a benchmarking exercise.

Once you have chosen your benchmarking partner, it is important to verify your choice through up to date background information so that you gain a better understanding of the culture and climate of the partner company.

1.4 STEP �: COLLECT THE DATAData collection is a vital part of the benchmarking process. In particular, detailed planning is essential to ensure that attention is directed at the areas most likely to generate suitable information. The emphasis is on practicability, not academic research.

If objectives are correctly and accurately defined, there is less likelihood of diversions or wasted resource. The world is full of data. It is easy to become inundated with data; the skill lies in knowing what is needed and in collecting the right, i.e. useful, information.

Before assigning tasks, therefore, it is useful to consider the answers to the following, which will provide a working framework:• What is the objective?

• What do we need to look for and why?• How accurate must the data be?• How much information do we need?• How much time and resources can we allocate to

data collection – people, budgets, and so on?The task of identifying sources is a challenging

one. Depending on the selection of potential partners, there will be numerous internal sources or trade associations, industry journals and analysts, surveys and company reports, and so on. The table below provides some of these typical internal and external sources. However, there may be fewer formal channels, including sources such as ‘what people say’. Word of mouth recommendation can be invaluable, whether from friends or media broadcasts. No one person knows all the sources or all the answers. Gathering information is rather like piecing together a jigsaw puzzle; bits in isolation may seem meaningless, but the least significant piece may eventually prove to be the one that completes the picture.

1.4.1 Preparing a visit to a potential benchmark partner

The visit should be the conclusive port of call for information. Unlike competitive analyses, the essence is to comprehend how practices result in superior performance. To understand the combination of skills, attitudes, values, pride, and culture that motivate people to produce excellent results, it is necessary to experience them first hand. At least one visit must be made to ‘get a feel’ for how things are done there.

Benchmarking is still relatively new, and it should not be assumed that the partner company will understand the technique, the work involved, or potential benefits. Whether or not a relationship already exists, the initial contact should be carefully thought through. Some useful questions to consider include:

• Do we know this company?• How do we know this company?• With whom do we need to establish contact (title,

level, etc.)?• How can we clearly explain the purpose of the

contact?• Who is the best person in our organisation for

this task?

Once this ground is been covered, and therefore an approach is made, some time should be given to planning a visit in outline. The more carefully this is thought through, the more convincingly it will communicate and strengthen any resulting association. Questions that need to be covered at this stage include:

• What is the objective?• Why did we choose this partner?• What is in it for them?• What process do you wish to see?• Where do you wish to visit?• Who is/are the key person/s?• When is it best to visit?• How many people will need to be involved (your

team and theirs)?• How long is the envisaged visit (hours/days)?When these questions has been addressed, contact

can be made and the visit arranged. Depending on the degree of experience and awareness of benchmarking in the proposed partner company, it may be relevant to arrange an initial meeting to explain what is being undertaken and why. Although much of benchmarking is a combination of familiar tools from other performance improvement approaches, the philosophy that underpins it is counter-cultural to the behaviour of some traditional organisations. During the initial approach, therefore, the co-operative element should be stressed, including any mutual benefits that could result, a readiness to share information gathered, and the lessons to be learned.

There are no formal visiting rules, but a general code of conduct has been developed based on maintaining honest, courteous, and respectful manner in benchmarking dealings. If there is a guiding principle it is the golden rule:

1.� STEP 4: ANALYSE THE DATA AND IDENTIFY THE GAPS

Data analysis is a critical step of the benchmarking process, because your must organise masses of numbers and statements into coherent, usable information to direct all your future activities. The success or failure of the benchmarking process depends on how well the reams of collected data are translated into usable information.

The measurement data provide you with indicators of where the best practices, procedures, and processes can be found. As you compare the data on benchmarking items against your item, you may find that you are the best, the same, or worse. If you are the best, congratulations! If your comparison is negative or the same, an opportunity exists to improve by studying another organisation’s or location’s item.

Once data has been collected the task of the project team is to interpret the information they have acquired and identify areas for improvement. This analysis takes two forms: review of the data, and preparation of gap analysis.

1.�.1 Review analysis of dataTwo types of data collected and used in the benchmarking process include qualitative data (word descriptions) and quantitative data (numbers, ratios, and so on). There has been much debate over which to collect first, and how to use each type of data. In reality, your benchmarking strategy should be designed to collect both types of data as opportunities present themselves. A quantitative data matrix should be developed and filled out during the data collection cycle. This matrix should highlight the parts of the process requiring additional data and study. It is best to complete the matrix as thoroughly as possible before doing surveys or visiting organisations.

Do not be misled by the measurement data. Just because an organisation has better overall performance does not mean that all the activities within its process are world class. Every item has its strong and weak points. Use all the data you have collected to search out the very best of each part of the item being studied.

There are various tools you can use for analysing data. The tools and techniques mentioned earlier (flow charts, fishbone diagrams, etc.) can be used with internal and external benchmarking partners to understand better how they operate. There are also a number of other techniques, such as bar charts, histograms, pie charts and scattergrams.

1.�.� Gap analysisSuccessful data analysis should result in a comparison being able to be made between different performance criteria and best practice methods. Once the analysis has been completed, therefore, the next step is to identify your own company’s performance measures and to make comparison with other benchmarking partners. In this way target levels of performance can be discussed and agreed and a further comparison can be made between target performance and actual performance.

Where the actual standard is higher than the target performance this is termed a ‘positive’ gap. Where the performance levels in place in an organisation are lower than the target performance or best practice this is called a ‘negative’ gap.

The task of the project team is to quantify the size of the gap in actual versus target or best practice performance. As well as quantifying this it is important to state the causes for differences in performance – what is best practice versus the current in-house practices. The skill is to build on what is good within the host organisation and to take on board improvements which can be identified in benchmarking partners.

1.� STEP �: PLAN AND ACTION IMPROVEMENTSHaving identified both the size of gap in performance and potential causes, the next step is to identify and prioritise areas of change and to draw up a plan for improvements. Often benchmarking studies identify a number of improvements that can be made.

A c a dem

ic C

orn

er

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

14

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

1�

It is important to attach priorities to these so that efforts are worthwhile. There are various methods of identifying which changes need to be addressed:

• Prioritisation• Cost-benefit analysis• Significant improvement matrix

1.�.1 The change optionsThere are a number of tools available to plan for improvement in the process which has been benchmarked:

• Brainstorming• Scenario development• Greenfield design• Re-designed process flow

1.�.� Preparing recommendationsIn putting forward recommendations for improvement the team needs to document fully what the improvements involve, how the changes will be implemented, and when. The team also needs to outline who will take responsibility for implementation.

The project team should be firm in its recommendations of who should be responsible for each stage of the implementation plan, including a timetable for review. Where possible link improvements to individual personal objectives (CPAs) to ensure that there is more likelihood of changes taking place.

When preparing recommendations for improvements, the project team needs to consider how its findings will be communicated and understood by everyone throughout the organisation. Initially, the number of people who will have knowledge of the benchmarking process will be few. This number will probably be restricted to project team members and members of senior management. An awareness of benchmarking and its benefits needs to be spread throughout the business.

1.�.� Adjust goals and develop improvement planIncremental improvement can be achieved using the old remedies. Quantum leaps forward require the strength of purpose to go for bold goals, which are rarely attained without discomfort or even an amount of pain. Sometimes this is coupled with an

extraordinary leap of faith.Once the strategy is formulated, a plan to achieve

it must be developed. It is easy to understand our, and other people’s, potential; drawing out the best is usually only possible through a combination of vision – to recognise potential and patience – to nurture its development. First teach people to climb, then ask them to scale K2!

The more ambitious the goal, the more flexible that initial target must be. The unique feature of benchmarking is the comparison with actual ‘best practice’ performance. This gives a realistic reflection of what is ultimately, if not immediately, available.

1.�.4 Implementing the planNo amount of reading, writing, or exhortation

will secure successful implementation. There are no quick fixes or easy answers, no magic wands or secret solutions. There is only the guarantee that the accolade of ‘best’ will not be achieved through one solitary action. Two factors, however, that can help determine success are: detailed attention and attention to detail.

When all the hype is stripped away from the debate about what made Japanese firms pre-eminent, their obsession with detail is the one common denominator that stands out. Assuming that communications strategies have established secure foundations, attention to detail will be the one factor that governs the outcome of any implementation plan. A question that frequently occupies the minds of would-be benchmarkers is how an already excellent company can stay ahead if everyone else is benchmarking against it, the implication being that their methods then become just average. The truth is that while many seek and find best practice, few companies are sufficiently adept in detailed, attentive follow-through to overtake the leaders. Furthermore, outstanding performers are rarely complacent. They continue to hone their competitive edge and so increase their potential for staying in front.During implementation, attention should focus on:

• The process being improved.• Progress of the improvement plan.

The general procedure for successful implemen-tation of improvements is as follows:

1.7 STEP �: REVIEWReview is to benchmarking as breathing is to life. It is so obviously necessary that it is often taken for granted. Many people only breath efficiently and effectively when they are made aware of bad habits; shallow breathing, for example, can compound the effects of tiredness or stress, whereas deep breathing helps combat them. Similarly with review. It is essential, but how many people have a disciplined procedure?

Benchmarking studies should be monitored on a regular basis. Project teams do not have to wait until a benchmarking study is complete. Progress checks are useful throughout the development of a benchmarking study. Two possible types of review can take place:

• Review of the results of the benchmarking project in terms of organisational performance,

• Review of the results of the benchmarking process in terms of the learning which has been gained and how this has been applied.

1.7.1 Keeping up to dateIn order to keep benchmarking information up to

date a number of benchmarking networks have been established. Here groups of individuals representing their companies meet on a regular basis to share information, successes and failures. If you do form a benchmarking network where possible keep the numbers of participants in such networking groups small. Remember, however, that attendance rates at meetings can be as low as 50%!

Strict confidentiality should be a prerequisite of membership so that participants are able to share their experiences openly – both good and bad. Benchmarking networks are only as beneficial as the input from their membership.

As best practices are ever changing, it is helpful to keep abreast of developments in the external market. To this end some organisation appoint someone in a strategic position who can take an overview of external developments and related these back to the organisation. This type of benchmarking on a strategic level can help the business address longer term issues of competitive advantage.

Improve Implement

Communicate Document

G u es t C

olu

mn

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

1�

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

17

“Thinking questions ask about the nature of people’s thinking,

so that they become more self-aware and take greater responsibility for themselves.”

QUESTIONS LEAD TO INSIGHT AND CHANGEPart �: Developing a Solution-Focused ApproachJürgen Oschadleus is a Sydney-based writer and consultant on project and business leadership. This series of articles in ProjectNet focus on how to become a more influential communicator and effective leader in your organisation

In the past several issues we have been looking at how a good questioning technique can help lead people to

insight, and thus foster sustainable change. We have seen that gaining insight requires people to make connections in their own mind. Rather than forcing them towards our desires, we can lead them there through the quality of the questions we ask. We have also seen that the intent of the question will influence its structure – and ultimately the outcome it achieves.

To illustrate, I posed a scenario, and asked you to suggest questions you could ask to help Chris develop insight.

You are at work, talking to Chris one day. All of a sudden Chris blurts out: “Life is getting too hectic. I simply don’t have the time to do all the things I should be doing.” What type of questions could you ask Chris to help develop insight?

Poor Chris was ignored, badgered, advised, scolded, … and, in a few instances, helped. Let’s have a look at some of the common responses. Note that in virtually all cases the questioner probably had good intentions in desiring to help Chris. But the value of the “help” provided is judged by Chris, not the questioner.

Common ResponsesThere are many possible responses, ranging from the bored (“So what’s new?”) or ignored (silence) or self-absorbed (“Uh-huh. Guess what happened to me last week?”). Of course, none of these even attempt to help Chris identify or solve the problem. The remaining responses – those which did try to help Chris – could be broadly classified into a number of areas.

Giving AdviceThe next set of responses is intended to be more helpful. Consider the following:• “You should talk to your boss” • “What you should do is take time out for yourself”

• “Why don’t you go on a course on stress management?”• “Have you tried yoga or meditation?”• “You should think more positively about what you can do…”In these examples the respondents are giving Chris advice, even when phrasing their statements as questions. Giving people advice has a number of challenges. First, Chris does not get the opportunity of solving the problem, and thus misses out on that all-important mental breakthrough we discussed in the first article of this series. In fact, Chris will probably already have thought of these items and discarded them for various reasons, and will either ignore the advice offered, or develop counter-arguments against them. The final example above is particularly nefarious; telling people what they should think is generally taken as insulting and would be likely to evoke defensive behaviour. We will return to the thinking aspect shortly.

Another reason advice is seldom useful is that the problem statements people make usually do not address the real dilemma. If they did, it would be a lot easier to solve problems without going to others.

There are times to share ideas and offer suggestions, but generally this should not be right at the outset of the conversation.Asking questions about the problem or the detail

• “Why is life so hectic?”• “What are the things you should be doing?”In these questions the focus is on the problem. For

some, the reason might be curiosity and getting “the inside scoop”, or it might be intended as a means of clarifying the problem. In either case the result might be an interesting conversation, but not necessarily a useful one.

By focusing on the things causing stress, we are helping Chris justify the feeling of being overwhelmed. We’re placing attention on the wrong part of the issue. Similarly, we might get lost in all the details, and end up being of little use to Chris. Conversely, as we hear the details we might start making mental connections for ourselves, gain insight into the problem – and then dispense advice!

Challenging people to actA less sympathetic, but still well-intentioned, question might be: “What are you going to do about it?”

This certainly focuses on the solution rather than the problem, and leaves Chris to do the thinking. But at the same time it does not offer Chris much support in response to the question posed.

The Conversational Compass

Before considering the final category of questions, those aimed at clarifying people’s thinking, let’s look at the four directions in which the conversation with Chris could go. We might become philosophical and abstract, trying to understand the big picture. Or we could head in the opposite direction and get bogged down in the detail. We could turn to the past and try to understand the causes of the problem, or we could turn our attention to solutions.

Finding the right balance between the abstract or philosophical, and the detailed is a challenge. All four orientations could be used, depending on the outcomes we wish to achieve. For example, the Socratic method of asking “five whys” is important to help reveal underlying causes. This is a useful method in uncovering incorrect processes. But when dealing with people and their behaviours the focus on the problem serves only to embed in their mind what the actual problem is.

It is virtually impossible to change our thinking by focusing on the problem. This is clearly seen in a 2005 story in Fast Company which studied heart attack victims whose lives depended on their being able to change their habits. Only one in nine were able to do so. Deeply embedded habits cannot be changed by focusing on the negative. Knowing the causes and attempting to eliminate them is insufficient to bring about changed behaviour. Instead, what is required is a focus on something better, on the new habits and new thinking.

This conversational compass could be graphically depicted as illustrated in Figure 1, which illustrates four appropriate types of intervention.

In the two lower approaches managers tell others what the problem or the solution is. The first article in this series addressed the “tell vs sell” challenges, and concluded that telling people is generally less constructive than helping them to sell themselves.

A problem-focused approach can be useful – accepting that a problem exists is generally a pre-requisite for solving it. But frequently the problem-focused questions are intended to reveal interesting details, or to then respond to surface-level symptoms, rather than as the beginning of a root cause analysis. Such questions can also often be disempowering; their focus on the past can lead to blame casting, and can generate defensive behaviours as people attempt to justify previous actions.

Neither approach is beneficial in helping Chris gain insight.

Thinking QuestionsThe area in which we are trying to develop people’s ability to develop thinking skills is in the upper right – asking them about solutions in a way that helps them clarify their own thinking. Thinking questions ask about the nature of people’s thinking, so that they become more self-aware and take greater responsibility for themselves.

Let’s revisit the latter part of the statement made by Chris.“I simply don’t have the time to do all the things I should be doing.”

In the above sentence the bold section represents the problem: a lack of time. The underlined section represents the detail. We’ve discussed the need to avoid focusing on the problems or the detail. What remains is Chris’s thinking: what I should be doing.

The best way of helping people create new connections in their minds is to help them identify the patterns of their thinking. The best way of doing this is to put the word “thinking” into the questions we ask. Some potential ‘thinking questions’ we could pose to Chris would include:

• How long have you been thinking about this?• How many times a day do you have these thoughts?• How important do you think this thought is?These questions do not focus on details or problems. Nor

do they tell people what or how to think. Instead, they get people to focus on their own thinking, and help them to think differently, more clearly, and at a higher level. This approach asks people to really start thinking. It helps their brain make more connections, and when the flash of insight arrives, they will be the ones receiving the adrenaline rush.

More importantly, they will be the ones identifying – and owning – the solutions.

Jürg

en

Osc

ha

dle

us

T hought L

ea

de

rship

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

18

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

19

So what is in a name? Portfolio Management Office, Enterprise Program Management Office, Program

Management Office, Project Office, Projects Office, Project Support Office and the list continues. Each of these offices plays a specific role in the organisation, be it at a strategic, operational or tactical level. For simplicity sake, I will refer to this organisational structure as the “Office.”

In addition, the users of the “Office” each have needs, wants and expectations which they expect the “Office” to deliver against. You may have heard some of these comments in the corridors of your organisation….

“The “Office” is a glorified post office… all they do is shift paper from one area of the business to the next. We generate reports and present the information to management, the “Office” takes the information, makes a few changes and presents it again”;

“The “Office” acts like a policeman and adopts a big stick approach…where it find areas of non conformance, instead of assisting us to improve project delivery; they just add another document to our methodology, which we need to complete”

If these statements ring true or you want to establish an “Office”, then this article is for you. What

this article is going to provide you with, are some

practical steps on how to establish and effective

“Office” which will deliver against the strategic

objectives of the organisation, meet the users

expectations and drive project excellence.

Four Value Models exist within two major themes:

• Project Repository Model (a low or no value

model)

• Coach Model (a tactical model that can

provide some value for a short time)

• Enterprise Model (strategic model orientated

to central control of all major projects)

• “Deliver Now” Model ( a high value strategic

model focused on throughput, delivery

acceleration and choosing the right

projects)

In order to select the right model for you, we first

need to follow some basic steps.

Step 1 – Understanding the As Is Situation

The As Is Situation is understood by conducting the

following:

How an effective PMO DRIVES PROJECT EXCELLENCE…

The way in which prioritisation is performed, and how the resources are assigned to initiatives, will affect the way in which agreement and participation is sought amongst the program and project managers in a “Office” structure.

• Understanding the strategic intent of the

organisation

• Understanding managements ROI

expectations

• Conducting a Project Management Maturity

Assessment on the organisation

• Conducting individual competency assess-

ments of the project personnel within the

organisation.

It is imperative to understand the current project

management maturity level in order to establish or refine

the existing methods, processes, tools and governance

structures based on the organisations current capacity

and capability to deliver. The organisations maturity

level is typically plotted against the traditional 5 –tier

model as tabled below (fig. 1).

Based on the outcomes of these assessments, an

“Office” mandate needs to be established. The mandate

will define the user’s needs, wants and expectations,

mission, objectives and deliverables, resourcing

requirements, benefits and critical success factors, as

well as an action plan for implementation. The “Office”

needs to be measured against the mandate.

Assuming your organisation is at a level 2 project

management maturity, it will take approximately 2

(two) years to implement an effective “Office”. This time

period assumes a corporate culture which supports the

“Office” structure as well as a defined marketing and

communication plan. Should the organisation not meet

the culture, marketing and communication structures or

be on a lower project management maturity level, then

up to 12 months should be added to the process.

Step �: Setting up the “Office” – Personnel AppointsThere will be two groups of resources assigned during the period.

Group 1: Month 1 • PMO Executive • Portfolio Manager• PMO Mentoring function - at least one person

at this early stage, these will be developed as the PMO progresses

• Tool Mentor• Data Administrator

Group 2: Approximately during month 4 but by month 6 the latest• Project Management mentors as required• PMO Helpdesk staff• Resource Portfolio Manager• Methodology specialist• Project Management Trainer If the maturity level of the organisation is low, then

those resources from the second group should be brought in earlier.

Step �: ProcessProcess deliverables will be based on three levels:• asset portfolio processes• resource portfolio processes and • project management processes.Based on the maturity of the organisation and

the strategic business objectives, stemming from the above mentioned portfolio is a requirement to prioritise projects. The way in which this prioritisation is performed, and how the resources are assigned to initiatives, will affect the way in which agreement and participation is sought amongst the program and project managers in a “Office” structure.

We have all experienced change in our lives, be it at work or in our personal lives. In the workplace, I am sure you can rattle off the number of projects which were not successful as a result of poor people change management. The project probably met its objectives in terms of scope, time, cost and quality; however the business was not ready to embrace the change. One of the projects which may be top of mind was the establishment of some sort of Project Office. You may ask why “some sort of Project Office?”

By Karin Deacon, PMP

Level Level 1 Level 2 Level 3 Level 4 Level 5

Maturity Ad-hoc / Informal Re-active / Tracked Tactical / Defined Strategic / Controlled Continuous Improvement

Description Ad-hoc. No formal project management process

Implementing a project management methodol-ogy

Project management practices used and accepted

Project management processes measured and controlled

Focusing on process improvement

Figure 1:

T hought L

ea

de

rship

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

�0

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

�1

Soft Skills for Project ManagementInformation Systems Project Managers invited to participate in researchEmotional intelligence and Leadership style are soft skills that are receiving increasing attention in the

project management research arena.

This Masters Degree research project aims to determine the effect that factors such as age and gender

may have on emotional intelligence and leadership style. Your input will add valuable insight into the use

of these soft skills for IS Project Management in South Africa.

Please contact UCT student Olivia Kirabira ([email protected]) to participate in the online survey, or follow

the links from the PMSA homepage (www.pmisa.org.za).

Professor Pieter Steyn named Editorial Advisor for PMForum

Pieter Steyn, principal and professor at Cranefield College of Project and Programme Management

in South Africa, has been named an international editorial advisor for PMForum and the online

eJournal PM World Today. PMForum’s international academic & editorial advisory council, which now

includes representatives from some of the world’s leading universities with graduate programs in project

management, advises the company’s managing editor on content, quality and academic matters.

According to managing editor David L. Pells, “Pieter Steyn has gained a reputation in recent years for

aggressive promotion of project management-focused learning in South Africa. Through his relations

with academic leaders in Europe, he has brought new attention to project management education in

his country.”

SOURCE: PMForum, Inc. [email protected]

I n d u str y

Ne

ws

The processes to be followed within the “Office”

must be aligned to and support the strategic options

for an organisation. This will involve effective and

participative estimating, followed by a standardised

methodology and improved project management

through training and support. Systems must ultimately

be integrated to allow for delivering projects within

scope, time and budget at a suitable quality.

This stage of the “Office” set up process, based on

best practice and the industry standards should take

approximately 6 months to complete.

Step 4: MethodologyA methodology aligns to and supports processes.

PMI®’s PMBoK® describes a methodology as “a

system of practices, techniques, procedures and rules

used by those who operate within a discipline.” A

methodology will be an iterative process integrating

management areas of project management, scope

management, time management, cost management,

quality management, human resource management,

communications management, risk management

and procurement management.

In order to develop a project management

methodology, the “Office” will need to set up:

• templates

• planning, scheduling and cost control

techniques

• standardized reporting formats

• process improvement plan (lessons learned)

• acceptance criteria, and

• a standardized life-cycle.

Kerzner states that “Methodologies do not

manage projects, people do … Senior management

must create a corporate culture that supports project

management methodology and demonstrates faith

in methodology.” (2006:74)

ased on best practice and the corporate culture

and a project management maturity level 1, this

phase should take approximately 6 to 12 months,

once the company moves to a higher maturity level.

Step �: ToolsThe tools which are used in the “Office” will be relative to the requirements of the “Office” itself. Toolsets will support the processes defined within the “Office” and therefore should be considered within the later part of the first year of establishing the “Office”, or once a good understanding of the processes and the project methodology have been implemented.

The time-frame for implementation of a toolset across a “Office” structure from identification to rollout will be a minimum of 6 months based on the requirements. Most organisations offering toolsets will have a sale cycle turnaround of 3 to 12 months depending on the level of maturity of the toolset and the organisation.

Criteria which must be considered for choosing an enterprise project management tool include:• What is the ease-of-use of the toolset?• Implementation and Conversion problems/issues.

This must be as short as possible to obtain greatest value

• What is the current Project Management Methodology in the organisation? Can this aide/detract from the implementation of a certain toolset?

• What is the cost of training? Can this be done internally or is there a requirement for outside vendors?

• What are the portfolio management features the organisation requires?

• What are the system connectivity and the interface requirements?

• What are the customer service/user requirements for the organisation? Will the new tool assist/detract from attaining the strategies required by the organisation as a whole?

• What is the Vendor’s financial status? • Is the toolset web-based? Can the organisation

support this and what further training is required for users?

• Is there a single-repository database?A typical solution process would be:• Identification of toolset based on the criteria of

1-10 mentioned above

• Selection of final toolset and development of Business Plan

• Buy-in for the toolset and purchase• Implementation• PMO staff training• Software implementation• Pilot process• Conversion of data• Process flow data conversion• Asset and resource data conversion• Help desk set-up• Rollout of final process to the programs and projects

of the “Office”.“Make sure the tool will deliver value to all users and

not just to the PMO.” (Kendall and Rollins, 2003:337)In closing, it is important that organisations get back

to basics and ask themselves why they run projects and why they need to establish some sort of “Office” in the first place. Projects are initiated to accelerate change in an organisation. It is no use applying traditional business as usual structures e.g. unnecessary paperwork, functional organisation reporting structures etc. We then need to ask ourselves “Why bother?”

By establishing the right “office”, based on your current level of project management maturity and executive commitment, will go a long way in assisting any organisation in achieving its strategic goals and driving project excellence.

Thought Leadership continued...

Acknowledgements: Bibliography: Kendall, G; Rollins, S; Advanced Project Portfolio Management and the PMO; 2003; J.Ross Publishing. Kerzner, H; Project Management, A systems approach to planning, scheduling and controlling, 9th Edition; 2006; John Wiley & Sons, New York Standards: A Guide to the Project Management Body of Knowledge, Third Edition, (PMBOK® Guide), 2005; Project Management Institute, USA. Contributor: Adrian Lovel-Hall – Project Consultant – PM.Ideas (Pty) Ltd

P M S A N

ew

s

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

��

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

��

Getting to know GAPPS

PMSA is playing host to the Global Alliance for

Project Performance Standards (GAPPS) working

group meeting that will take place in February

2009 at the University of Pretoria. This is a rare

opportunity for those interested in applying these

global standards in South Africa, as several Project

Management trailblazers will be available to explain

the importance of global standards, how they are

being developed and how they will be applied in the

very near future.

• Are your project people achieving the results you

want?

• Do you want a tool to judge the competency/

performance ability of your staff?

• Do you want to have globally aligned staff?

Individuals, education and training providers and

corporates are invited to attend an information

session and discover how GAPPS can help.

DATE: Tuesday, 24th February 2009

TIME: 10:00 – 13:00

VENUE: PM IDEAS, 4 Vrede Avenue, Bryanston 2191

PRELIMINARY AGENDA• Welcome: Robert Best (PMSA Chairperson)

• Purpose of GAPPS: Lynne Crawford (GAPPS

Director)

• Overview of GAPPS Standards: Lynne Crawford

(GAPPS Director)

• Using GAPPS Standards to Develop and Assess

Performance of Individuals – Case Study: Jane

Carnegie (Project Performance)

• Recognising Alignment with GAPPS – Endorsement:

Lynne Crawford (GAPPS Director)

• How GAPPS is Integrated with South African

Qualifications and Initiatives: Lesley Rider (PMSA /

SA Standards & DoL projects).

To book your seat, contact the PMSA National

Office:

Stacey Bacon

Administration Officer

(011) 257-8003

[email protected]

ABOUT GAPPSAt present over 19 global representatives are involved in accepting and introducing GAPPS competence standards to project managers. Such companies as Shell International, Motorola and various Project Management Associations, such as Greater-China Project Management Association, American Society PM, Project Management Association Japan, IPMA, APM Group UK and others.

The purpose of the GLOBAL ALLIANCE FOR PROJECT PERFORMANCE STANDARDS initiative is to develop agreed frameworks as a basis for review, development, and recognition of local standards that will facilitate mutual recognition and transferability of project management qualifications. It is intended that the framework and associated standards be freely available for use by businesses, academic institutions, professional associations, and government standards and qualifications bodies globally.

As project management has become a more widely used management approach, both public and private sector entities have become interested in standards that describe levels of acceptable workplace performance. Many of these entities operate across national boundaries and are thus interested in standards and qualifications that are transferable. Governments, concerned with ensuring an internationally competitive workforce, and individuals, desiring greater mobility, are also interested in the mutual recognition and transferability of qualifications.

Planning and Scheduling Practice Community Launches in March

PMSA invites readers to join the latest addition to our Communities of Practice (previously called Special Interest Groups). This Practice Community will focus

on Planning and Scheduling within the Project Management environment.The initiative was originated by S2R Project Consulting (Pty) Ltd and PMSA

as a result of a growing need in the industry for a proper understanding of what these disciplines encompass. The intention is to achieve standardisation and increase the awareness of project planning and scheduling within South Africa and to assist aspiring planners and schedulers to accomplish their goals by encouraging the continued study, curriculum development and academic research in project management planning and scheduling techniques.

The PMSA Planning and Scheduling Practice Community will provide forums for the professional exchange of ideas on a myriad of topics related to the management of projects. Experts and practitioners from Public and Private sectors will share their knowledge and experience through lessons learned, practical ideas and real-life solutions that members can take back and apply in their organizations.

PMSA members and other interested parties, from novices to experts at planning and scheduling, as well as customers and suppliers of planning and scheduling tools and services, are encouraged to become involved at the very beginning of this exciting initiative.

A committee will be formed at the launch meeting, which will ensure regular meetings and the development of resources to assist the practice community.

The first meeting will be held on Thursday, 19 March 2009 at the Microsoft SA building located at: 3012 William Nicol Drive, Bryanston, Johannesburg. The venue is Auditorium 1 & 2. Entrance costs R50 for PMSA members. Payment can be made at the entrance.

A preliminary programme is available below: 16:00: Registration and Coffee16:30: Chairman, Roger Layton, VP Communities of Practice, PMSA: Launching

the Planning and Scheduling Practice Community16:40: Speaker, Kevin In’t Veld: White Paper - Project Failures with Planning and

Scheduling causes17:00: Speaker to be confirmed17:20: Chairman, Roger Layton: Establishing the Committee17:30-19:00: Networking and refreshments

Seats are limited so interested parties are invited to confirm their attendance now by emailing or calling Stacey Bacon at [email protected].

PMPs, take note: Certificates of attendance will be issued on request and following payment and signing of an attendance register. This certificate will reflect hours of attendance and can be used towards claiming professional development units with PMI.

What is a Community of Practice?This is a community of professionals with a focus on a particular practice area within

the realm of project management.

A Practice Communities give members with similar professional specialities the

opportunity to exchange ideas and keep themselves informed about current and

discrete developments in their fields. The activities of the Practice Community,

planned by their members and elected officers, provide clear indication of the

diverse interests and needs of the members.

B o o

ks

he

lf

Pro

jec

tNe

t •

Ja

nu

ary

- F

eb

rua

ry

20

09

�4

Reinventing Project ManagementMost projects fail, so the authors tell us, even though they are well managed. These failures arise despite the use of experienced project managers in highly regarded organisations. They fail to meet time, cost and quality objectives, and they fail to achieve business objectives.

The problem lies in the conventional approach to project management. Senior managers formulate what they

regard as the right strategy and then rely on the project team to get on and do it. The team follows a methodology founded on meeting the triple constraints of time, cost and quality; they use standard tools and rules. Yet instances abound of projects that failed on all these counts which nevertheless yielded very successful business results. The most famous is probably the Sydney Opera House, but it is not unique in this. Ford launched the Taurus in 1986 and this proved to be the best selling car in America and one of Fords most successful cars, yet the project was three months late and because of this the project manager was demoted.

The various ‘Bodies of Knowledge’ provide a good start for learning about projects. But they are less useful when it comes to dealing with problems of a particular project. This is because many methodologies assume that ‘one size will fit all’ but in reality projects are all different.

The main reason projects fail is because management fails. This is usually due to a lack of appropriate systems. The traditional view of projects separates them from the environment in which they are being managed. Uncertainty, change and complexity are not taken into account. As a result project failures can be traced back to a failure on the part of management to recognise that problems arose due to these three factors.

The solution to the problem is to use an adaptive approach to projects. This should include the use of milestones, pilots and prototypes, and sufficient flexibility to adjust to change.

The authors have developed a way to view projects that can assist managers in solving the problems identified above. Based on their research they have developed a four dimensional model. This can be used as a tool to structure and steer projects to success. The framework allows managers to classify projects, and then select the appropriate approach to managing and controlling the project itself.

For example, with a business innovation project they describe four steps to take. First segment the proposals by business goals and customer groups. Then review or allocate

resources. Third, map the projects onto the framework, and

distinguishing between operational and strategic projects.

Finally select from the framework those projects that are

attractive to the organisation. This final step involves making

an assessment of opportunity and risk, which is explicit in the

framework.

The tool can also be used to asses the current state of

existing projects. This is useful in cases of troubled projects. By

evaluating where a project fits into the framework and then

assessing the current management approach, a gap analysis

can be completed. By addressing the gaps in the approach

it is possible to take action and improve the situation. A case

of baggage handling system at Denver International Airport.

Here a construction project approach was used to manage

a complex technology project. The framework would have

aided management in selecting a more appropriate project

strategy in that instance.

The text is based on well grounded research, and contains

useful tables and diagrams to make the framework easily

accessible to readers and users. There are numerous cases

to illustrate the various situations described and points being

made. The research basis for the model is explained in the

appendix to the book.

Aaron Shenhar is Professor of Management at the

Stevens Institute of Technology, and Dov Dvir is head of the

Management Department at Ben Gurion University School of

Management. They are authors of a number of academic

papers on the various aspects of project management

covered by this book. The findings of these various research

papers are brought together in a unified way in this particular

book.

In summary this is a very practical text that would serve as

a handbook in selecting appropriate project management

strategies for a variety of project situations.

‘Reinventing project management: the diamond approach

to successful growth and innovation’ by Aaron J Shenhar

and Dov Dvir. Harvard Business School Press, 2007. ISBN

9781591398004

�009

PM

SA C

ALE

ND

AR

FEBRUARY �009

Tuesday, 3 February• National Executive Committee Meeting: National Office in Rivonia

Wednesday, 4 February• KZN Branch Cocktail Party

Thursday, 5 February• ISO TC236 meeting (this workgroup is developing Project

Management Standards, and PMSA members are represented by PMSA Executive Committee members, JC Kruger and Valerie Carmichael-Brown)

Saturday, 14 February• Deadline for submission of full Project Management Excellence

(PME) Awards entries. Wednesday, 18 February• Tshwane Branch Meeting: Dr Peter Tobin hosts an interactive session

dealing with Risk Management Saturday 21 to Monday 23 February• PMSA hosts the Global Alliance for Project Performance Standards

(GAPPS) meeting at University of Pretoria, Tshwane, Gauteng

Tuesday, 24 February• GAPPS open information session for individuals, companies and

training providers seeking further information about the GAPPS certification and process.

• Western Cape Branch Meeting and Presentation

MARCH �009

Date to be Confirmed• KZN Golf Day

Tuesday, 3 March• National Executive Committee Meeting: National Office in Rivonia

Wednesday, 4 March• PMSA Board Meeting

Wednesday, 11 March• Johannesburg Branch Meeting and Presentation

Thursday, 19 March• Launch of Planning and Scheduling Special Interest Group / Virtual

Community at Microsoft SA in Bryanston, Johannesburg.

Tuesday, 31 March• Western Cape Branch Annual General Meeting and Presentation

APRIL �009

Tuesday, 7 April• National Executive Committee Meeting

Tuesday, 14 April• KZN Branch Meeting and Presentation

Wednesday, 22 April• Tshwane Branch Meeting and Presentation

Tuesday, 28 April• Western Cape Branch Meeting and Presentation

MAY �009

Tuesday, 5 May• National Executive Committee Meeting

Thursday, 7 May• Services Seta, Project Management Chamber Meeting (PMSA

members are represented on this chamber by PMSA President and Chamber Chairperson, Hareesh Patel, and PMSA Board Chairman and Chamber Deputy Chairperson, Robert Best)

Tuesday, 12 May• KZN Branch Meeting, Presentation and Annual General Meeting

Monday, 18 May• Johannesburg Branch Meeting, Presentation and preliminary

date for National Annual General Meeting

Tuesday, 26 May• Western Cape Branch Meeting and Presentation

JUNE �009

Tuesday, 2 June• National Executive Committee Meeting

Monday, 8 June• KZN Branch Meeting and Presentation

Thursday, 18 June• ISO TC236 meeting

Wednesday, 24 June• Tshwane Branch Meeting and Presentation

Tuesday, 30 June• Western Cape Branch Meeting and Presentation

JULY �009

Tuesday, 7 July• National Executive Committee Meeting

Tuesday, 14 July• KZN Branch Meeting and Presentation

Monday, 27 July• Johannesburg Branch Meeting and Presentation

Tuesday, 28 July• Western Cape Branch Meeting and Presentation

AUGUST �009

Tuesday, 4 August• National Executive Committee Meeting

Wednesday, 5 August• PMSA Board Meeting

Tuesday, 25 August• Western Cape Branch Meeting and Presentation

Wednesday, 26 August• Tshwane Branch Meeting and Presentation

SEPTEMBER �009

Tuesday, 1 September• National Executive Committee Meeting

Monday, 14 September• KZN Branch Meeting and Presentation• Johannesburg Branch Meeting and Presentation

Tuesday, 29 September• Western Cape Branch Meeting and Presentation

OCTOBER �009

Thursday, 1 October• ISO TC236 meeting

Tuesday, 6 October• National Executive Committee Meeting

10 to 12 October• PMI Global Congress

Tuesday, 13 October• KZN Branch Meeting and Presentation

Wednesday, 21 October• Tshwane Branch Meeting and Presentation

Tuesday, 27 October• Western Cape Branch Meeting and Presentation

NOVEMBER �009

Tuesday, 3 November• Services Seta, Project Management Chamber Meeting

Wednesday, 4 November • PMSA Year-end dinner

Thursday, 5 November• International Project Management Day

Monday, 9 November• Johannesburg Branch Meeting and Presentation• KZN Branch Meeting and Presentation

Tuesday, 24 November• Western Cape Branch Meeting and Presentation

DECEMBER �009

Wednesday, 2 December• PMSA Board Meeting

Tuesday, 8 December• KZN Branch Year-end Dinner

Book review by Ian Jay

web: email: [email protected] re-launched Tshwane branch—to cocktail events, golf days...

Documents

Transcript of web: email: [email protected] re-launched Tshwane branch—to cocktail events, golf days...