Fast Track To Success

A WORD OF THANKS FROM THE AUTHORSof the Fast Track Innovation book and a leading academicauthor in his own right and has spent much of the last 20 yearsheading up the research program at Henley Business School—one of the world’s top ten business schools.Our expert teamLast but not least, we are grateful for the contributions made by expertsfrom around the world in each of the Fast Track titles.EXPERTTOPICBUSINESS SCHOOL/COMPANYDr. Svetlana CicmilManaging in complexity—project management aspractical wisdom (p.14)Bristol Business School,University of the West ofEnglandDr. Stephen SimisterManaging risk on projects(p.26)Henley Business School,University of ReadingProfessor Svein ArneJessenContemporary projectmanagement andleadership (p.66)BI Norwegian School ofManagement, NorwayProfessor DavidBirchallImprovisational workingwithin projects (p. 86)Henley Business School,University of ReadingProfessor StephenWearneIs project management aproblem or an opportunity?(p.101)Manchester Business School,University of ManchesterProfessor Kam JugdevBuilding knowledgenetworks in projectmanagement (p.128)Centre for InnovativeManagement, AthabascaUniversity, CanadaProfessor ChristopheBredilletP2M, the methodology thatsupports the constructionof complex businessinfrastuctures (p.151)ESC Lille, FranceAssociate ProfessorDirk Pieter van Donkand Dr. Eamonn MolloyRationality and irrationalityin project management(p.167)Faculty of Management andOrganization, University ofGroningen, The Netherlandsand Saïd Business School,University of Oxfordxiii

PROJECT MANAGEMENTFAST TRACKThis book offers a practical look at the topic of projectmanagement. So, let’s start by knocking on the head amisconception that is very popular with manuals, trainingcourses, and people discussing project management;namely, that process and qualifications are the be-all andend-all of project management. Believers in this misconception concentrate on getting qualifications or using certaintechniques and software, usually at the expense of the realissue—that projects are there to deliver measurable benefitsand value to an organization. Project management is aboutflexibility in all things and not rigid adherence to a singleway of doing something. This book provides a practicalframework for managing projects—not a straightjacket tohinder or restrain the project manager.A concentration on methodologies can make us fail to relate a project tothe business, leading to a ludicrous situation in which we are ticking everybox on the event/activity critical path, delivering the project on time andwithin budget—and having no effect or even having a negative effect onthe performance of the business. This may be because the project has, forexample, ceased to be relevant. This is called doing things right. Fast Trackmanagers’ approach is different—they are intent on doing the right thing.They not only relate the project objectives to the needs of the business astheir starting point, but they also check that those needs have not changedduring the course of running the project. The business need is paramount,not the process of getting there!Now let’s look at who classically project managers are. Project management started off in the engineering department, managing complexprojects to deliver, for example, ships and airplanes. At that time therewere full-time project managers developing the techniques andxiv

PROJECT MANAGEMENT FAST TRACKmethods that we use today. IT managers then picked up project management, realizing that complex software development tasks had much incommon with engineering projects. And it’s moved on from there so thattoday many project managers are not full-time; they have day jobs aswell, but they see project management skills as an essential tool in theFast Track manager’s armory, no matter what their function is. Nowadays,more or less everyone is a project manager, and not necessarily runninglong-term projects but ones that are complete in a month or even a week.Take the example of sales managers charged with organizing theannual sales conference. They will find that if they approach the task as aproject, they are much more likely to deliver a conference that is not onlybetter than all the ones that went before, but that is also within budgetand, crucially, has a positive effect on the performance of the business.This performance improvement is measurable after the conference, interms of increased sales and profits.We’ve worked, for example, with Coca-Cola marketing people; they didnot regard themselves as project managers, yet when they implementedthe essentials of project management to their marketing plans and promotional activities, they improved performance.So this book is for project management professionals, but it is also fornon-project managers who want to use the skills of project managementto improve their and their teams’ performance.Although the emphasis of this book is on the practical implementation ofprojects to meet business needs, we do need to have some framework orstructure. To that end we have developed a ten-step integrated projectmanagement process (see figure on the next page). It’s been used for andwith many of our clients over several years and has been updated andmodified along the way. However, unlike many project managementprocesses, it is not a rigid straightjacket but a flexible approach, integratingthe core best practice tools of project management with broader businessneeds, and involving people across the whole business, as required.xv

xviPROJECT MANAGEMENT FAST TRACKINTEGRATED PROJECT ourcesand budgetPROJECTLEADERSHIPWorkplanand timingsCriticaldecisionsThe teamIssuesand risksCOMMUNICATIONSWe start by assessing you and your team’s current abilities in projectmanagement so that you can develop your own plan for improvement.We then show you how to link projects to business needs or identify newprojects from those business needs. From there we look at the projectgoals and business case, checking that a successful project will deliverimproved performance and achieve its measures of success.Then you need to find out who the stakeholders are in the project,including senior management (if it is a major project), and identify anyonewho could throw a wrench in the works at some point by, for example,explaining that they are undertaking a similar task. After all, if no one willsponsor the project at senior level, it’s better to kill it off now than make ahalf-hearted go of it. Stakeholders can be both a positive and a negativeinfluence on your project, so you need to find out who they are right at theoutset and what their attitudes are.We will explain the importance of techniques such as critical pathanalysis, showing how to use them in the context of the business. Thisallows you to work out the many issues and assess the risks that you aretaking in implementing the project. But implementation depends on muchmore than the techniques of project management; it also depends on thebehavior of the people in the project team, as well as the other stakeholders. Remember that people run projects, not software! Among other

PROJECT MANAGEMENT FAST TRACKabilities, project managers need to be able to plan, to take critical decisions, to measure risk, and to plan avoidance tactics. We’ll help you tobring your skills up to speed. However, project management skills shouldbe an enabler of projects rather than a set of rules to be slavishly followed. After all, the success of your business depends on the creativityand adventurousness of people—and so does every project.Another topic is the management of resources and budgets, which arefrequent sources of problems and even project failure. Notice how we’vecalled this “another” topic and not the final topic because in real life youwill find yourself moving through these processes and employing theseskills at various points in the project life cycle.xvii

HOW TO USE THIS BOOKFast Track books present a collection of the latest tools, techniques, andadvice to help build your team and your career. Use this table to plan yourroute through the book.PARTAbout the authorsA AwarenessA brief overview of the authors, their backgroundsand their contact detailsThis first part gives you an opportunity to gain a quickoverview of the topic and to reflect on your currenteffectiveness.1 Project managementin a nutshellA brief overview of project management and aseries of frequently asked questions to bring youup to speed quickly2 Project managementauditSimple checklists to help identify strengths andweaknesses in your team and your capabilitiesB Business Fast TrackPart B provides tools and techniques that may formpart of the integrated project management frameworkfor you and your team.3 Fast Track top tenTen tools and techniques used to help you implementa sustainable approach to project management basedon the latest best practice4 TechnologiesA review of the latest information technologies usedto improve effectiveness and efficiency of projectmanagement activities5 Implementing changeA detailed checklist to identify gaps and to planthe changes necessary to implement your projectsC Career Fast TrackPart C focuses on you, your leadership qualities,and what it takes to get to the top.6 The first ten weeksRecommended activities when starting a new role inproject management, together with a checklist ofuseful facts to know7 Leading the teamManaging change, building your team, and decidingyour leadership style8 Getting to the topBecoming a project management professional, gettingpromoted, and becoming a director—what doesit take?D Director’s toolkitxviiiOVERVIEWThe final part provides more advanced tools andtechniques based on industry best practice.ToolkitAdvanced tools and techniques used by seniormanagersGlossaryGlossary of terms

FAST-TRACK-ME.COMBefore reading this book,why not start by visitingour companion websitewww.Fast-Track-Me.com?This is a custom-designed,highly interactive onlineresource that addresses theneeds of the busy managerby providing access toideas and methods that willimprove individual and team performance quickly and develop both yourskills and your career.As well as giving you access to cutting-edge business knowledgeacross a range of key topics—including the subject of this book—Fast-Track-Me.com will enable you to stop and think about what you wantto achieve in your chosen career and where you want to take your team.By doing this, it will provide a context for reading and give you extra information and access to a range of interactive features.The site in general is packed with valuable features, such as The Knowledge Cube. The K-Cube is a two-dimensional matrixthat presents Fast Track features from all topics in a consistentand easy-to-use way—providing ideas, tools, and techniques ina single place, anytime, anywhere. This is a great way to delvein and out of business topics quickly.xix

xxFAST-TRACK-ME.COM The Online Coach. The Online Coach is a toolkit of fully interactive business templates in MS Word format that allowFast-Track-Me.com users to explore specific business methods(strategy, ideas, projects etc.) and learn from concepts, caseexamples, and other resources according to your preferredlearning style. Business Glossary. The Fast Track Business Glossary providesa comprehensive list of key words associated with each title inthe Fast Track series together with a plain English definition—helping you to cut through business jargon.To access even more features, carry out self-diagnostic tests, anddevelop your own personal profile, simply log-in and register. Thenclick on My FastTrack to get started! Give yourself the Fast TrackHealth Check now.My FastTrackThese are the different areas you’ll discover in the My FastTrack area.My HealthCheckHow effective is your team compared with industry “best practices?” Find outusing a simple Red, Amber, Green (RAG) scale.After identifying areas of concern, you can plan for their resolution using apersonal “Get2Green” action plan.

FAST-TRACK-ME.COMMy Get2Green ActionsWhat are the specific actions you and your team will implement in orderto “Get2Green” and improve performance? Log, prioritize, and monitoryour action points in the My Get2Green Action Plan area to help you planfor future success—fast.My CareerReflect on your current role and plan your future career—how preparedare you for future success?Fast-Track-Me.com provides the busy manager with access to the latestthinking, techniques, and tools at her fingertips. It can also help answersome of the vital questions managers are asking themselves today.What toolsand techniquescould improveperformance?What dothe bestcompanies do?What are myspecific issuesand areas toimprove?How am I(and my team)performing?What are otherFast Trackmanagersdoing?Fast-Track-Me.comWhat otherproducts andservices mighthelp?Don’t get left behind: log on to www.Fast-Track-Me.com now to get yourcareer on the fast track.xxi

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PARTAAWARENESS1

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PART A AWARENESSTLEADERSHIPNegativePositivehis book introduces a sustainable approach to project managementaimed at keeping you, your team and your organization at the forefrontof the process, thus contributing towards the future of all three. The starting point is to gain a quick understanding of what project management isand what it is not, and to be aware of your own and your team’s capabilities in this area right now. For this reason we will ask you a number ofquestions that will reveal where you and your team need to improve if youare truly to meet the aims of project management—and ensure your service to customers is among the leaders in your industry.“Know yourself” was the motto above the doorway of the Oracle atDelphi and is a wise thought. It means that you must do an open andhonest self-audit as you start on the process of setting up your frameworkfor project management.The stakes are high. Project management is at the heart of success inthis global, competitive marketplace. Your team, therefore, need to be effective project managers and you need to be a good leader in projectmanagement. Poor leadership and poor team effectiveness will make failurelikely. An effective team poorly led will sap the team’s energy and lead in thelong term to failure through their leaving for a better environment or becoming less effective through lack of motivation. Leading an ineffective team welldoes not prevent the obvious conclusion that an ineffective team will notthrive. So, looking at the figure below, how do you make sure that you andyour team are in the top right-hand box—an innovative and effective teamwith an excellent leader? That’s what this book is about, and this sectionshows you how to discover your and your team’s starting point.Short-termsurvival unlikelyFuturesuccess likelyFuturefailure likelyLong-termsurvival unlikelyNegativePositiveTEAM EFFECTIVENESS3

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1PROJECT MANAGEMENTIN A NUTSHELLThis chapter is about raising the awareness of the need for good pro-jectmanagement techniques across an organization. There is usually significant room for improvement in both individual and corporate capabilitiesand in the effectiveness of teams in managing projects.Starting with the basicsJust what is project management?A quick Internet search will reveal many varied definitions of projects andproject management, but knowing many definitions doesn’t make you abetter project manager nor make project management any easier. Hereare our definitions. A project is a series of activities designed to achieve a specificoutcome within a set budget and timescale. Project management enables managers to focus on priorities,track performance, overcome difficulties, and adapt to change.It gives managers more control and provides proven tools andtechniques to help them lead teams to meet objectives on timeand within budget.5

6PART A AWARENESSProject management is not necessarily about doing the tasks included inthe scope of the project, but instead it is the management or organizationof the activities included in the scope of the project. Projects are notprocesses, and they are not routine “business as usual.” We often forgetthat projects are about managing people and performance just as muchas they are about planning and plans.Why is project management so important today?Working with our clients over the past decade or so made it clear to usthat more and more managers were being “asked” by organizations todeliver projects. The managers in question came from a range of disciplines and professions, but almost all of them had one thing incommon—none had formal project management training.“Professional” project managers used to be found only in some largecorporations that had dedicated project management offices (PMOs)involved with large strategic programs and initiatives. In addition, many ITdepartments had project managers working almost continually on software development, upgrades, and roll-out projects. In contrast, for thevast majority of our clients, project managers had “day jobs.” They had tofit in the management of projects along with their day-to-day line management activities. These managers were often marketing or customerservice managers who were involved from time to time in the delivery ofprojects for their departments or the wider business.Project management has stopped being a specialization for a few dedicated individuals and has entered the broad mainstream. We believe thatit is a key management capability for the twenty-first century that all managers should acquire and develop.This book will help you to assess your current skills and then guide youthrough a project management process. It will show you how to identifythe activities involved in the project, how to prioritize them, and how theyinterrelate. It will help you focus on the critical activities, estimate the risksinvolved, and plan to avoid them or to mitigate their consequences.Finally, it will show you how to monitor your progress, anticipate problems, and overcome any that occur.This book is about acquiring and developing this management competence and deploying it not only for the business’s benefit, but also for your

PROJECT MANAGEMENT IN A NUTSHELLown self-development along the way. This is because project managementis a skill that people will expect you to have as you rise in the business.So why is it so difficult—what typically goes wrong?So now we understand why project management is important, but unfortunately things still go wrong! Consider each of the following potentialpitfalls and identify which, if any, will apply to you and your team and whatyou can do a

The best way to fast track your career as a manager is to fast track the contribution you and your team make to your organization and for your team to be successful in as public a way as possible. That's what the Fast Track series is about. The Fast Track manager delivers against per-formance expectations, is personally highly effective and .