Advanced Multi-Project Management Achieving Outstanding Speed and Results with Predictability

by Kendall, Gerald; Austin, Kathleen

• ISBN13: 9781604270808
• ISBN10: 1604270802
• Format: Hardcover
• Copyright: 2012-11-01
• Publisher: J. Ross Publishing

Summary

Even in a well-managed multi-project environment, it is not unusual to see half of all projects completed either late, over budget or with cuts to original scope. However, the proven approach presented in Advanced Multi-Project Management has enabled large, medium, and even small organizations to consistently complete their projects faster, within original scope and budget, and increase the number of projects executed with the same resources by as much as 70%. The list of companies that have used this methodology for stunning results includes some of the biggest, well-known names in the world - Boeing, Rio Tinto, ABB, and Chrysler.

Author Biography

Gerald I. Kendall, PMP, Principal, TOC International, is a distinguished thought-leader, noted management consultant, sought-after speaker, best-selling author, and recognized expert at program management and project portfolio management, supply chain logistics, and strategic planning, with extensive implementation experience around the world since 1968. He is an active member of the Project Management Institute and the author of numerous articles and four books including the best-selling Advanced Project Portfolio Management and the PMO.Kathleen M. Austin, Principal, APT Concepts, is a published author globally recognized for her 20 plus years of work in Theory of Constraints and integrated TOC Lean-Six Sigma implementations. She has also been involved in the instruction, development, coaching and mentoring within strategic planning, project/portfolio management, supply chain management, and software development. Kathleen served over 12 years in the US Air Force as an acquisition project manager and manufacturing manager for radar, missile, and aircraft programs. Ms. Austin earned a BSBA degree from the University of Nebraska and her Master's Degree in Logistics Management from the Air Force Institute of Technology.

Table of Contents

Acknowledgments	p. vii
Foreword	p. xi
Preface	p. xiii
Biography	p. xvii
Web Added Value™	p. xix
Why Multi-Project Environments are so Messed up	p. 1
Introduction-The Multi-Project Problem	p. 3
Resource Conflicts	p. 17
Poorly Defined Project Networks	p. 25
The Biggest Leverage Point for Improving	p. 31
Overview of the Permanent Multi-Project Solution	p. 39
Project Networks	p. 41
Strategic Buffering-Insulating Projects from Variability	p. 49
Controlled Project WIP-Aligning and Activating Multiple Projects	p. 55
Fast Execution, Single Priority System, Recovery	p. 63
Enterprise Resource Planning	p. 73
Multi-Project Software Requirements	p. 81
What Is It All Worth?	p. 95
Project Planning, Networks, and Risk Avoidance	p. 103
Level of Detail-Not the Lowest Level	p. 105
Step 1: The Project's Measurable Goals, Tangible Scope, and Sponsor Criteria	p. 111
Step 2: The Backbone	p. 119
Step 3: The Skeleton	p. 129
Step 4: Additional Dependencies-First Risk Avoidance	p. 137
Step 5: Checking against Project Goals and Scope-Second Risk Avoidance	p. 143
Step 6: Resourcing	p. 147
Step 7: Expert Scrutiny-Third Risk Avoidance	p. 155
Step 8: Time Estimates-Fourth Risk Avoidance	p. 159
Step 9: Duration Reduction without Compromise	p. 167
Step 10: Final Project Risk Assessment-Fifth Risk Avoidance	p. 175
Insulating Projects from Variability	p. 179
Three Points of Network Insulation	p. 181
Operations versus Project Responsibility-Resource Insulation	p. 191
Project-to-Project Insulation	p. 197
Common Cause versus Special Cause Insulation	p. 201
Aligning and Activating Multiple Projects	p. 205
Setting Project Priorities	p. 207
Two Different Ways to Align Multiple Projects	p. 211
"What If" Analyses on Timelines and Resources	p. 221
Finalizing the Project Schedule and Activation	p. 225
Multi-Project Execution	p. 229
Project Manager Execution Role	p. 231
Resource Manager Execution Role	p. 243
Senior Management Execution Role-Daily Fast-Track Meetings	p. 253
Senior Management Execution Role-Full-Kitting Projects	p. 257
Senior Management in Stage Gate-How to Avoid the Huge Damage	p. 265
Senior Management Execution Role-Portfolio Review Process	p. 275
Enterprise Project Resource Planning	p. 285
Distinguishing between Temporary Bottlenecks and Need to Hire/Contract	p. 287
Supervisor and Management Loads	p. 297
Increasing Load on Operations from Project Completion	p. 309
Short-, Medium-, and Long-Term Challenges	p. 317
Multi-Project Software Requirements	p. 325
Software Planning Requirements-Buffers, Global Resources, and Alignment	p. 327
Software Execution Requirements-Buffers Penetration, Project, and Resource Trends	p. 337
Role-Based Software Views	p. 347
Executive Buy-In and Conclusions	p. 351
Executive Buy-In and Simulations	p. 353
Conclusions	p. 363
Strategy and Tactics Approach for Multi-Project Management	p. 367
Success Stories and Videos References	p. 381
Sample Enterprise Resource Categories	p. 387
What about Agile?	p. 391
Complete Case Study on Project Planning	p. 395
Bibliography	p. 415
Index	p. 417
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