Featured Papers - August 2006
- Churchill the Project Manager (Part 3) by Mark Kozak-Holland
- Project Management South of the Border - A U.S. Perspective by David C. Fleming
- The Price is Right by Rob Zanfardino
- Start With "Simple" Earned Value On All Your Projects by Quentin W. Fleming and Joel M. Koppelman
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Churchill the Project Manager – Part 3
by Mark Kozak-Holland
Background: The Years Before September 1939
Continuing with our series on Churchill the Project Manager (PM), this article discusses the decade preceding his project and why through his actions he became the most credible candidate to lead it. Part 1 introduced the overall series and how Churchill acquired a project from hell, a project that no one wanted. Part 2 looked at his background, and the skills that he brought to bear to the project that made him so uniquely qualified in May 1940.
Most people are very familiar with the rise of the Nazis who came into power in 1933 by taking advantage of a country in chaos and ruin, ravaged by a financial crisis, depression, and the Treaty of Versailles. In the UK and the West there was little response as public support for another war was very limited. The western economies were still recovering from the depression. In fact, many senior British politicians thought that the Treaty had been too harsh on Germany, and leeway be given. Over in the US many believed that involvement in the First World War had been a mistake and attempts were made to stay isolated.
Churchill did not share this view of the Nazis and recognized early what was happening Although he was not in a position of power he did what he could to call the Nazis ambitions out, and grill the politicians in power who tried to ignore him and take no actions. By 1934 he was particularly concerned about the growth of the Luftwaffe, German air force, which could strike directly at the UK.
Read the full text at Churchill the Project Manager (Part 3)
About the Author:
Mark Kozak-Holland’s latest book in the Lessons-From-History series is
titled “Churchill's Adaptive Enterprise: Lessons for Business Today” (http://www.mmpubs.com/churchill/). It draws parallels between events in World War II and today's business challenges. Mark is a Senior Business Architecture with HP Services and regularly writes and speaks on the subject of emerging technologies and lessons that can be learned from historical projects. He can be contacted via his Web site at http://www.lessons-from-history.com or via email to mark.kozak-holl@sympatico.ca
Project Management South of the Border - A U.S. Project Manager's Perspective on Cultural Differences Affecting Projects in Mexico
by David C. Fleming
As business involvement between the United States and Mexico continues to increase, so does the need for project managers who understand and can successfully navigate the cultural differences between the two nations. While the U.S. and Mexico are geographically connected and experience heavy cultural crossover, the culture of Mexico still remains very different. If you are given an opportunity to manage a project in Mexico, you will face unique cultural challenges that your experiences in the U.S. will not have prepared you for. A project manager, who does not understand and embrace the cultural differences between the two nations and apply this understanding to the execution of the project management processes, will find it almost impossible to achieve project success.
While nothing beats first hand experience, if you are considering taking on your first project in Mexico, you must have at minimum a basic grasp of the cultural environment that you will be plunging yourself into when you step off the plane. If you are willing to take the challenge, there are several key cultural differences that you must prepare for when you are planning, conducting, and overseeing project tasks. A basic but solid comprehension of the main cultural challenges you will meet and some ideas on how to address them can provide invaluable knowledge that every project manager must have in order to have any chance of achieving project success south of the border.
Since the North American Free Trade Agreement (NAFTA) went into effect on January 1, 1994, trade between Mexico, the United States, and Canada has more than tripled. Mexico continues to be an emerging free market economy, a result of leadership that increasingly supports business friendly legislation. This recent legislation has opened the door for increased competition in Mexico and has also provided for the privatization of many markets that have historically been under the tight control of the Mexican government. This decrease in restrictions has resulted in an enlargement of international business activity, especially between Mexico and the U.S. The growth of cross-border business activity has generated a boost in need for U.S based project managers who can go abroad and successfully manage projects. This provides an open opportunity for you who are up to the challenge of navigating the unique culture, economy, and business environment that is Mexico.
Read the full text at PM South of the Border
About the Author:
David Fleming is a 2006 graduate of Aspen University, Colorado, where he received his Masters in Business Administration with Specialization in Project Management. He is the Founder and President of the Texas Society of Accomplished Young Professionals (TSAYP), a Texas based organization with the mission of recognizing outstanding students and promoting professionalism. He has experience assisting with projects in both the private and public sector, and currently serves as a consultant to U.S. based companies sponsoring projects in Mexico. Mr. Fleming currently resides in Guadalajara, Mexico and can be reached directly by e-mail at dcf555@hotmail.com.
The Price is Right
by Rob Zanfardino
The roar of the crowd, the smell of blood in the air, the flashing lights, the spin of the big wheel and let us not forget about those “beauties” who walk around on the stage. No, I am not talking about professional wrestling or one of those reality TV shows, if you have not figured out what I am talking about it is the TV game show, The Price is Right hosted by Bob Barker. This game show has captured viewers’ attention longer than any other game show in history.
As I was watching the show one day it dawned on me that this show was very relevant to the world of project management. This epiphany helped me in several ways: One, it gave me an excuse to keep watching it. Two, it provided me a great title for this article to draw you in to read it. It is one of those shameful but necessary evils that writers employ to get your attention! More importantly, the show can be used as a study in how people perceive risks, the calculations used in taking the risk, and their reaction when the risk ends badly. It is very interesting to see folks with different backgrounds from different locations within the United States, view and act to the risk in order to achieve a financial gain.
For those of you who are familiar with the game show, can you see what I am seeing and how this show can apply to project management? It really is amazing how different personalities play the game:
- You have the High Rollers who came with nothing and will leave with nothing.
- You have the contestants who act like they have a cup of quarters being very conservative in their play. Not spending more than they have and ensuring that they will walk away with something in their pocket.
- You have the contestants who act like they have a cup of quarters being very conservative in their play. Not spending more than they have and ensuring that they will walk away with something in their pocket.
This game show really is a study in risks. How do you determine the percentage of probability in the likelihood the risk will occur in an event not in your control?
Read the full text at The Price is Right
About the Author:
Robert J. Zanfardino, Senior Project / Program Manager, has worked with multi billion dollar corporations such as IBM, Gentiva Health Services, CompuCom, and Bristol-Myers Squibb, as well as smaller midsize companies while managing his own consulting company. This deep range of experiences over the years developed Rob into a Senior Advisor playing pivotal roles by identifying new strategies and methodologies within corporations as they effect the project life cycle. His ability to envision long term solutions combined with structuring sensible implementation plans have made Rob a valued asset and "Go To" resource. As an Adjunct Professor focusing on Business Process Management methodologies, Rob has devised quality strategies used to streamline processes that focus on the customer's needs. Rob is currently consulting with corporations enhancing their IT/IS projects, project management offices, and business process methodologies. Rob can be contacted at: 845-226-6074 or email: zanfardino4@earthlink.net.
Start With “Simple” Earned Value
On All Your Projects
by Quentin W. Fleming and Joel M. Koppelman, Primavera Systems, Inc.
{Originally published in Crosstalk, the Journal of Defense Software Engineering in June 2006, Reprinted by permission.}
In 1965, the U.S. Air Force acquisition managers defined 35 criteria which they felt would capture the essence of earned value management (EVM), and also satisfy their need to oversee the work that was being performed for them by private industry. Two years later, the Departmentof Defense (DoD) adopted these same criteria as their Cost/Schedule Control Systems Criteria (C/SCSC). These 35 standards were then consistently applied to all cost type and incentive type contracts for the next three decades.
Then in 1996, after a rewrite of the 35 C/SCSC criteria by private industry, the DoD accepted the rewriting/rewording of these criteria under a new title called the Earned Value Management System (EVMS). The total number of criteria was reduced to 32. Gone were the incomprehensible terms of Budgeted Cost for Work Schedule, Budgeted Cost for Work Performed, and Actual Cost of Work Performed, etc. In their place were titles like planned value, earned value, and actual costs. People (even busy executives) could understand the concept without the need for special training or a translator being present.
Private industry in the form of the National Defense Industrial Association (NDIA) took the defined criteria concept
one step further. In June 1998, the NDIA obtained acceptance of the EVMS in the form of the American National Standards Institute, termed the ANSI/EIA-748 Standard. The good news in this story is that there has been a consistent application of the earned value criteria concept applied for more than 40 years. The earned value criteria have met the test of time.
The bad news is that these criteria were originally written for applications to complex major system acquisitions. Further bad news is that the original 35 criteria – and the reworded 32 criteria – can be overly prescriptive to most of the projects in the world, in our opinion. They are great for major systems, but likely too much for most projects. Somehow a way must be found to capture the important fundamentals of earned value without overly prescribing requirements, which often discourages individuals wanting to adopt a technique to better manage their projects. And, as the ANSI/EIA-748 Standard becomes more commonplace, likely taking the form of a Federal Acquisition Requirements clause issued in routine procurements, a way must be found to scale back the full requirements to meet the needs of most projects – even small software projects.
Read the full text at Start With “Simple” Earned Value On All Your Projects
About the Authors:
Quentin W. Fleming Quentin has had over four decades of professional experience in project management, with two distinct careers: one in private industry and another as a consultant in project management.
He began his career in project management quite by chance. In 1958, he went to work for a new company which no longer exists, Aeronutronic. He was assigned to a new project developing penetration aids, decoys, for the Atlas intercontinental missile. His first day on the job the project manager gave him his orders: "Here is our new contract. I want you to schedule it, budget it, status it, and keep me out of trouble." So began his career in project management.
Over the next three decades he worked on several exciting state of the art aerospace projects developing missiles, the navigation system for the SR-71, fighter aircraft, and other highly sophisticated systems. In 1980 he was assigned to a new super-secret project which later became the B-2 Stealth Bomber. Quentin was responsible for implementing an earned value management system.
To implement earned value he accumulated a stack of Government documents over a foot high. He read them all, and still didn't have a clue as to what they wanted. So in desperation he decided to write his own book on earned value which became a best-seller: "Put Earned Value Into Your Management Control System." This was the first of seven textbooks he has written on project management, which collectively have sold over 60,000 copies world wide.
His second career began in 1991 when he gathered enough courage to go out on his own, and follow his twin sons advise: "Dad, go do something important...for a change!" He took their advise and started his own consultancy practice in project management. His specialty: earned value and procurement management. He intentionally works solo to better focus on the needs of his clients.
In 1998 he joined the eight person core team which updated the Project Management Institute's Guide to the Project Management Body of Knowledge, the PMBOK, year 2000 edition. Quentin was responsible for all earned value content in the update, and also Chapter 12 covering Procurement Management.
In 1995, Quentin was honored when the Performance Management Association, which has since become the PMI College of Performance Management awarded him their prestigious Lt. General Hans Driessnack Distinguished Service Award for his work in earned value management. He was the third person to receive the award and the first from private industry.
Quentin Fleming can be reached at his website at http://www.QuentinF.co
Joel M. Koppelman is co-founder, co-owner, and chief executive officer of Primavera Systems, Inc. Primavera is a leading global provider of project portfolio management solutions which are helping companies improve the management of people, projects and process. Companies such as EDS, Guardian Life, Bechtel, and AOL/Time Warner use Primavera products to accelerate the delivery of products and services, reduce costs and risks, and align projects and resources with corporate strategy.
Since co-founding Primavera in 1983, Mr. Koppelman has led the company to achieve more than 22 years of profitable growth, customer loyalty and product leadership. It is estimated that projects valued at more than $5 trillion have been managed with the help of Primavera software.
Mr. Koppelman spent more than thirteen years at Day & Zimmermann, a large engineering-construction firm, and Booz, Allen & Hamilton where he held senior leadership positions. He is a registered professional engineer and an active member of several professional societies. Mr. Koppelman also co-authored the PMI best-selling book "Earned Value Project Management" with Quentin Fleming.
Mr. Koppelman received the 2002 "Award of Merit" from AACE (Association for the Advancement of Cost Engineering), the 1994 "Distinguished Contributor Award" from PMI (Project Management Institute) and was named to the Drexel University 100 in 2000. Mr. Koppelman is also a member of Drexel University's Engineering College Advisory Council.
Mr. Koppelman earned a B.S. in Civil Engineering from Drexel University in Philadelphia (1970) and an M.B.A. in Finance from the Wharton School of the University of Pennsylvania (1976). In his spare time, he sculpts in stone.
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