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 "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 & subcategories 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 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 2

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 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 3

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 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 4

2. Systematic Model of Project Management The following figure is from Voropaev et al, “Systematic Model of Project Management, ” presented at the 17 th IPMA World Congress 2003 in Moscow "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 5

6

This Survey Focuses On: • Managed Objects: Projects and Programs • Life cycle phases of projects "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 7

Projects: • Are the common denominator for all aspects of project management • Exist in many sizes & types • Produce many different products & results "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 8

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 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 9

3. Proposed Major Categories of Projects 1. Aerospace/Defen se 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. "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 10

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 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 11

3. Communication Systems Projects 3. 1 Network communications systems 3. 2 Switching communications systems Microwave communications network. 3 rd 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. 5. Facilities Projects 5. 1 Facility decommissioning 5. 2 Facility demolition 5. 3 Facility maintenance and modification 5. 4 Facility design/procurement/construction Civil Energy Environmental High rise Industrial Commercial Residential Ships 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 projects in 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. 12

Sub-Categories Are Required One example: 2. Business & Organization Change Projects: 1. 2. 3. 4. 5. 6. Acquisition/merger Management process improvement New business venture Organization re-structuring Legal proceeding Other: ? "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 13

Example: Category 5. Facilities Projects Subcategories: • Facility decommissioning • Facility demolition • Facility maintenance & modification • Facility design/procure/construct 1. Civil 2. Energy 3. Environmental 4. Industrial 5. Commercial 6. Residential 7. Ships 8. Other: • Other: ? "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 14

Categories Are Not Mutually Exclusive • Programs and large projects usually involve more than one category or subcategory • These projects are placed in their predominate category • Must “Mega” projects be treated separately? Probably: yes "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 15

Classifying Within Categories & Sub-Categories • • • Project size Project complexity External or internal customer Degree of customer involvement Levels of risk Other: "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 16

Classifying Within Categories (Cont’d) • Major & minor projects • Mega projects: not categorizable • Stand-alone versus create supporting infrastructure • Standard versus transitional • Other: ? "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 17

Commonalities & Differences: A Framework for Analysis • Define appropriate project categories and sub-categories • Identify life cycles within each of these • Identify PM practices & tools in use by life cycle phase within various regions or countries "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 18

4. Life Cycles: Searching for Common Processes • Life cycle definition enables: – All involved persons to understand the processes to be used – Capture of best experience – Assignment of responsibilities – Repetition of success • Important starting point in our search for common processes "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 19

Generic Life Cycle Phases • General agreement on four generic life cycle phases: 1. 2. 3. 4. Concept Definition Execution Closeout However these are too broad for our purposes "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 20

Designing Life Cycles: Phases and Decision Points • Three basic design parameters: – Number and definitions of phases/sub-phases – Whether sequential or overlapping, oncethrough or re-cycling, predictive or adaptive – Number and placement of decision points (approvals, go/kill, go/hold, go back) "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 21

Basic Life Cycle Model Types • Predictive – Most common – Generic, waterfall, other • Adaptive/heuristic – Incremental build – Short-term cycles – Evolutionary "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 22

Life Cycle Models Differ by Category • Different project categories (and subcategories) often require very different life cycle designs • Incomplete literature search produced list shown in Table 2 of our paper "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 23

Examples of Predictive Life Cycles • Generic/Standard: – Concept, definition, execution, closeout • Waterfall: – Generic with overlapping, more detailed phases • Cyclical (when number is known) • Spiral "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 24

Examples of Adaptive Life Cycle Models • Adaptive Software Development/ASD: – Component based, iterative time-boxed cycles, riskdriven, change tolerant • Extreme Programming/XP: – Programming in pairs, teams include managers & users, each team codes & tests, fluid cost & schedule • SCRUM: – Iterative 30 day sprints, short daily meetings (scrums), several small teams Source: Desaulniers & Anderson 2002 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 25

Extreme Programming/XP • “A cooperative style of software development promises to deliver better applications — on time and on budget. ” PC Magazine, Feb. 25, 2003 p. 68 • For helpful links, see “Extreme Programming Resources” at www. pcmag. com/onlineextras/ "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 26

NASA “Process Based Mission Assurance Program Life Cycle” 1. 2. 3. 4. 5. 6. 7. 8. Program Management Concept Development Acquisition Hardware Design Software Design Manufacturing Pre-Operations Integration & Test Operations "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 27

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 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 28

Product & Service Development Life Cycle Examples • Cooper & Kleinschmidt 1993: – Stage-Gate Process Model • Thamhain 2000: – Phase-Gate Model • Murphy 1989: – Pharmaceutical Model "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 29

Stage-Gate Model "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 30

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 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 31

Global Survey: Project Life 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 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 32

Conducting the Survey • The questionnaire is available on-line at http: //ipmaglobalsurvey. com • Completed questionnaires are to be completed on-line prior to November 1 st, 2003 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 33

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 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 34

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? "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 35

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) "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 36

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 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 37

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 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 38

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 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 39

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 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 40

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 18 th IPMA World Congress in Budapest June 2004 "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 41

Download this paper & complete the on-line survey questionnaire at: http: //ipmaglobalsurvey. com The site, paper & questionnaire available in English & Spanish "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 42

Volunteers Welcome! • We would like to have a survey leader within each country to promote the widest possible participation • Please contact us: Russ Archibald: www. russarchibald. com archie@unisono. net. mx Vladimir Voropaev: voropaev@sovnet. ru "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 43

Your Feedback Is Requested! • Thank you for listening • Please complete the on-line survey questionnaire prior to November 1 st • Please give us your comments or suggestions on the survey • Is this worth all the effort? "Organisational Learning & Knowledge Management in "projectised" environments: what is at stake" 44