Post on 24-Jun-2020
Dimensions for Project Success
Enabled by the Sponsor / P3M
Relationship
Agenda• Literature Review
• Resource Method
• Transformational Role
between Sponsor and P3M
• Standards
• Dimensions
• Implications
Resource Method
• Grounded Study
• Initial Study
• Qualtrics Survey
• Likert Analysis
• Cronbach Alpha
Literature Review
• Autonomy
• Authority
• Control – Costing
• In Service
• Trust
• Voice of the PM
Sponsor Role
• Ownership
• Process Control
• System Interface
• Authority
• Competencies
– Negotiation
– Scheduling
– Leading
– Reporting
• Ownership
– Intrepreneuer
P3M Role
Transformational Role between Sponsor and P3M
Standards
• PMBOK 2008 4th Ed.
• Impacts
• Dialectical vs. Polemic
Withdrawn PMDP
• Earned Value
• Contract Management
• Procurement Management
• Project Systems Analysis
• Quality Analysis
> 70 Percent >60 Percent >50 Percent >25 Percent < 25 percent
Project Charter Stakeholder Analysis Project Feasibility Resource Allocation Earned Value
Scope Document Project Description Historical Review PERT/CPM SPI/CPI
Other Mgmt Reports Scope Mgmt Plan Power/ Influence Team Development Project Audit
Project Plan Scope Verification Risk Mgmt Plan Change Mgmt RACI/RASIC
Team Mgmt Gantt Chart Problem Definition Make vs. Buy Resource Leveling
Information
Distribution
Document Process Actual vs. Plan Progress Payment
Project Schedule WBS Lessons Learned Control Mgmt
Decision Making Resource
Redistribution
Quality Mgmt
SOW Project Mgmt System Procurement Mgmt
Project Prioritization
SWOT
Systems Thinking
PMO
Socio-Cultural
Withdrawn PMDP’s < 25 percent
Dimensions
Dimension # Title and Items Cronbach
Alpha
1 Team Leadership and Development
Power and influence
Project leadership
Team management
Team development
Information distribution
Problem definition
Decision-making process
.84
Dimensions
It is necessary for the project leader to convince the sponsor and project
team that he or she has control of the processes and project deliverables.
DimensionsDimension # Title and Items Cronbach
Alpha
2 Project Deliverables
Risk management plan
Project plan
Lesson learned
Document management
Project charter
Stakeholder analysis
Feasibility analysis
Historical review
.79
The sponsor and project manager must define what procedures and reports
will be appropriate for the project.
Dimension # Title and Items Cronbach
Alpha
3 Resource Alignment
Resource allocation
Other management reports
Resource redistribution
Prioritizing projects
SWOT
.77
Dimensions
Understanding the underlining resource issues is essential for the project
manager who enters into a contract with the sponsor in order to understand the
strength, weaknesses, threats, and opportunities of resource analysis.
Dimension # Title and Items Cronbach
Alpha
4 Scope Management
Scope document
Project description
Scope management plan
Scope sign-off
Statement of work
.77
Dimensions
Understanding the key elements that inform the project’s purpose or opportunity
will allow the project manager more insight into stakeholders wants,
organizational issues, approaches to project execution, and preliminary project
requirements.
Dimension # Title and Items Cronbach
Alpha
5 Change
Change control
Change management
.83
Dimensions
Change control is not, however, change management, which consists of the
stages of acceptance predicated on a change. For a project to move
smoothly, the sponsor and project managers must understand that people do
not come to a project with the same agendas and needs.
Dimensions
Dimension # Title and Items Cronbach
Alpha
6 Network Insight
CPM/Pert
Gantt
Plan variance
WBS
Project schedule
.75
Dimensions
Many projects appear to be managed well, yet still come in over budget, time,
and scope. Creating a usable WBS requires knowledge of the underlining
process being managed by a project
Implications
• Not all PMDPs seen relevant by practitioners
• Strong relationship needed between Sponsor
and P3M
• Follow on studies
– Process vs. project outcomes
– P3M
– Domestic vs. International