Strategy strategic planning for project management phần 5 pot

8 Level 4: Benchmarking97 INTRODUCTION Project management benchmarking is the process of continuously comparing theproject management practices of your organization with the practices of

8 Level 4: Benchmarking

97

INTRODUCTION

Project management benchmarking is the process of continuously comparing theproject management practices of your organization with the practices of leadersanywhere in the world; its goal is to to gain information to help you improve yourown performance The information obtained through benchmarking might beused to help you improve your processes and the way in which those processesare executed, or the information might be used to help your company becomemore competitive in the marketplace

Benchmarking is a continuous effort of analysis and evaluation Care must

be taken in deciding what to benchmark It is impossible and impractical to uate every aspect of project management It is best to decide on those few criticalsuccess factors that must go right for your business to flourish For project man-agement benchmarking, the critical success factors are usually the key businessprocesses and how they are integrated If these key success factors do not exist,then the organization’s efforts may be hindered

eval-Deciding what information to benchmark against is usually easier than taining that information Locating some information will require a critical search.Some information may be hard to find Some information you would find helpfulmight not be available for release because the organization that has it views it asproprietary Identifying the target companies against which you should bench-mark may not be as easy as you believe

ob-Benchmarking has become common since it was first popularized by Xeroxduring the 1980s Benchmarking is an essential ingredient for those companies

that have won the prestigious Malcolm Baldrige Award Most of these award ners readily share their project management experiences Unfortunately, there aresome truly excellent companies in project management that have not competedfor these awards because they do not want their excellence displayed.

win-Benchmarking for project management can be accomplished through veys, questionnaires, attending local chapter meetings of the Project ManagementInstitute (PMI), and attending conferences and symposiums Personal contactsoften provide the most valued sources of information

sur-There is a so-called “Code of Conduct” for benchmarking:

● Keep the benchmarking process legal

● Do not violate rules of confidentiality

● Sharing information is a two-way street

● Be willing to sign a nondisclosure form

● Do not share any information received with a third party without written

permission

● Emphasize guidelines and checklists but avoid asking for forms that may

be highly sensitive

Benchmarking should not be performed unless your organization is willing

to make changes The changes must be part of a structured process that includesevaluation, applicability, and risk management Benchmarking is part of thestrategic planning process for project management that results in an action planready for implementation

CHARACTERISTICS

Level 4 is the level where the organization realizes that its existing methodologycan be improved upon The complexity rests in figuring out how to achieve thatimprovement For project-driven companies, continuous improvement is a means

to maintain or improve upon a competitive advantage Continuous improvement

is best accomplished through continuous benchmarking The company must cide whom to benchmark and what to benchmark

de-There are certain characteristics of Level 4, as show in Figure 8–1:

● The organization must establish a project office (PO) or a center of cellence (COE) for project management This is the focal position in thecompany for project management knowledge

ex-● The PO or COE must be dedicated to the project management ment process This is usually accomplished with full-time, dedicated per-sonnel

improve-● Benchmarking must be made against both similar and nonsimilar tries In today’s world, a company with five years of experience in pro-

indus-ject management could easily surpass the capabilities of a company thathas used project management for 20 years or more.

● The company should perform both quantitative and qualitative marking Quantitative benchmarking analyzes processes and methodolo-gies, whereas qualitative benchmarking looks at project management ap-plications

bench-THE PROJECT OFFICE/

Responsibilities for a PO/COE include:

● A strategic planning focal point of project management

● An organization dedicated to benchmarking for project management

● An organization dedicated to continuous improvement

● An organization that provides mentorship for inexperienced project agers

man-● A centralized data bank on lessons learned

Benchmarking

Establishment of a Project Office (PO)

or a Center of Excellence (COE)

● An organization for sharing project management ideas and experiences

● A “hot line” for problem-solving that does not automatically inform nior management

se-● An organization for creating project management standards

● A focal point for centralized planning and scheduling activities

● A focal point for centralized cost control and reporting

● An organization to assist Human Resources in the creation of a projectmanagement career path

● An organization to assist Human Resources in developing a project agement curriculum

man-Most companies view the PO and the COE as being two names for the samething There are, however, fundamental differences, as shown in Table 8–1.Despite the responsibilities, companies are struggling with the organizational re-porting location of the PO/COE There appears to be agreement that the locationshould be at the senior levels of management Figure 8–2 shows a simplified or-ganizational chart for a PO

TABLE 8–1 PROJECT OFFICE VERSUS CENTER OF EXCELLENCE

• Permanent line function for project • May be a formal or informal

• Focus on internal lessons learned • Focuses on external

• Champion for the implementation of the • Champion for continuous improvement

• Expertise in the use of project • Expertise in the identification management tools of project management tools

Project Managers

Center of Excellence

Support Staff Tools

Project Office

Simplified PO organizational chart.

BENCHMARKING OPPORTUNITIES

Historically, benchmarking is accomplished by two approaches: competitivebenchmarking and process benchmarking Competitive benchmarking concen-trates on deliverables and quantitative critical success factors Process bench-marking focuses on process performance and functionality Process benchmark-ing is most closely aligned to project management For simplicity’s sake, we willconsider only process improvement benchmarking We can break it down intoquantitative (i.e., integration) process improvement opportunities and qualitativeprocess improvement opportunities

Figure 8–3 shows the quantitative process improvement opportunities, whichcenter around enhancements due to integration opportunities The five major ar-eas identified in Figure 8–3 are the five integrated processes described in Level 3

of the project management maturity model (PMMM)

Figure 8–4 shows the qualitative process improvement opportunities, whichcenter around applications and further changes to the corporate culture Included

in the qualitative process improvement activities are:

● Corporate acceptance: This includes getting the entire organization toaccept a singular methodology for managing projects Pockets of projectmanagement support tend to hinder rapid acceptance of project manage-ment by the rest of the organization To obtain corporate acceptance, wemust:

● Increase the usage and support of existing users

FIGURE 8–3. Quantitative process improvement opportunities (generic integrated process strategies).

Upgrade Methodology

Project Management

Integration Opportunities

Concurrent Engineering

Total Quality Management

Scope Change Management

Risk Management

Tighter Cost Control Corporate Resource Models Efficiency/Effectiveness

Lower Cost of Quality Customer Involvement Supplier Involvement Impact Analysis Customer Management Enhancement Projects WBS Analysis Technical Risk Analysis Customer Involvement

Parts Scheduling Risk Identification Resource Constraint Analysis Supplier Involvement

● Attract new internal users, those who have been providing resistance

to project management

● Discourage the development of parallel methodologies, which cancreate further pockets of project management This is done by show-ing the added costs of parallelization

● Emphasize the present and future benefits to the corporation that willresult from using a singular methodology

● Integrated processes: This is a recognition that the singular methodologycan be enhanced further by integrating other existing processes into thesingular methodology Typically, this includes business processes such ascapital budgeting, feasibility studies, cost-benefit analyses, and return-on-investment analyses New processes that could be integrated includesupply chain management

● Enhanced benchmarking: Everyone tends to benchmark against the bestwithin their own industry, but benchmarking against nonsimilar indus-tries can be just as fruitful An aerospace company spent over ten yearsbenchmarking only against other aerospace companies During the mid-1990s, the firm began benchmarking against nonaerospace firms, andfound that these firms had developed outstanding methodologies with ca-pabilities exceeding those of the aerospace firm

● Software enhancements: Although off-the-shelf software packages exist,most firms still need some type of customization This can be donethrough internal upgrades for customization or by new purchases, withthe software vendor developing the customization

FIGURE 8–4. Qualitative process improvement opportunities (generic performance provement strategies).

im-Upgrade Methodology

Corporate Acceptance

Integrated Processes

Benchmarking

Software Enhancements

Performance

Improvement

Opportunities

Increase Usage/Loyalty of Existing Users

Non-Similar Industries Similar Industries Internal Upgrades New Purchases

Attract New Internal Users

Integrate Existing Processes Integrate New Processes

Discourage Development

of Parallel Methodologies

Show Benefits; Present and Future

•

New Ideas

• New Applications

•

Show Cost of Parallelization

•

There also exist roadblocks to completing Level 4 and reaching Level 5, as seen

in Figure 8–5 The singular methodology created in Level 3 was developed nally within the company Benchmarking may indicate that improvements can bemade The original architects of the singular methodology may resist change witharguments such as: “It wasn’t invented here,” or “It does not apply to us.” Anotherform of resistance is the argument that we have benchmarked against the wrongindustry

inter-People are inherently fearful of change, and benchmarking opens the doorfor unexpected results to surface Sooner or later everyone realizes that bench-marking is a necessity for company survival It is at this junction where a seriouscommitment to benchmarking occurs

ADVANCEMENT CRITERIA

There are four key actions required by the organization to advance to Level 5, thefinal level These actions are as follows:

● Create an organization dedicated to benchmarking

● Develop a project management benchmarking process

● Decide what to benchmark and against whom to benchmark

● Recognize the benefits of benchmarking

Not Invented Here Syndrome

Does Not Apply to Us Wrong Industry to Benchmark Against

Fearful of What Results Will Be Found Resistance to Change

The successful completion of Level 4 is accompanied by a low degree of ficulty Since the organization has already accepted the idea of a singular method-ology, it is a low risk to expect the employees to accept changes They now knowthat change is inevitable.

dif-ASSESSMENT INSTRUMENT FOR

LEVEL 4

On the next several pages you will find 25 questions concerning how mature youbelieve your organization to be Beside each question you will circle the numberthat corresponds to your opinion In the example below, your choice would havebeen “Slightly Agree.”

The following 25 questions involve benchmarking Please answer each question

as honestly as possible Circle the answer you feel is correct, not the answer you

believe the question is seeking out

0 1. Our benchmarking studies have found

companies with tighter cost control

0 2. Our benchmarking studies have found

companies with better impact analysis

during scope change control (3 2 1 0 1 2 3)

0 3. Our benchmarking studies have found

that companies are performing riskmanagement by analyzing the detailed level of the work breakdown structure





0 4. Our benchmarking studies are

investigating supplier involvement in

project management activities (3 2 1 0 1 2 3)

0 5. Our benchmarking studies are

investigating customer involvement in

project management activities (3 2 1 0 1 2 3)

0 6. Our benchmarking studies areinvestigating how to obtain increasedloyalty/usage of our project management

0 9. Our benchmark efforts are looking atnonsimilar industries to seek out newideas and new applications for project

10. Our benchmarking efforts are looking atother company’s concurrent engineering

activities to see how they perform parts

11. Our benchmarking efforts have foundother companies that are performing

resource constraint analyses. (3 2 1 0 1 2 3)

12. Our benchmarking efforts are looking atthe way other companies manage their

customers during the scope change

14. Our benchmarking efforts are looking at

software enhancements through internal

15. Our benchmarking efforts are looking at

software enhancements through new

16. Our benchmarking efforts are looking atthe way other companies attract new,internal users to their methodology for

17. Our benchmarking efforts are focusing

on how other companies perform

18. Our benchmarking efforts are focusing

on how other companies obtain better

efficiency and effectiveness of their

project management methodology (3 2 1 0 1 2 3)

19. Our benchmarking efforts focus on how

to obtain a lower cost of quality (3 2 1 0 1 2 3)

20. Our benchmarking efforts are looking at

the way other companies are performing

risk management during concurrent

21. Our benchmarking efforts are looking at

the way other companies use

enhancement projects as part of scope

change management (3 2 1 0 1 2 3)

22. Our benchmarking efforts are looking at

ways of integrating existing processes

into our singular methodology (3 2 1 0 1 2 3)

23. Our benchmarking efforts are looking at

ways other companies have integrated

new methodologies and processes into

their singular methodology (3 2 1 0 1 2 3)

24. Our benchmarking efforts are looking at

the way other companies handle or

discourage the development of parallel

methodologies (3 2 1 0 1 2 3)

25. Our benchmarking efforts are seeking

out other companies’ use of corporate

An answer sheet to complete follows Please complete Exhibit 4

Exhibit 4

Each response you circled in Questions 1–25 had a column value between 3 and

3 In the appropriate spaces below, place the circled value (between 3 and 3) side each question

Quantitative benchmarking total:

Qualitative benchmarking total:

Combined total:

EXPLANATION OF POINTS FOR LEVEL 4

This exercise measures two items: Is your organization performing ing and, if so, are you emphasizing quantitative or qualitative benchmarking?Quantitative benchmarking investigates improvements to the methodologyand processes Scores greater than 25 are excellent and imply that your organi-zation is committed to quantitative benchmarking Scores less than 10 indicate

benchmark-a lbenchmark-ack of commitment or thbenchmark-at the orgbenchmark-anizbenchmark-ation does not understbenchmark-and how tobenchmark or against whom to benchmark Scores between 11 and 24 indicatethat some benchmarking may be taking place, but a PO or COE is not in place

less than 5 indicate that not enough emphasis is placed upon the “soft side” ofbenchmarking Scores between 6 and 11 are marginally acceptable.

Combined scores (i.e., quantitative and qualitative) of 37 or more imply thatyour organization is performing benchmarking well The right information is be-ing considered and the right companies are being targeted The balance betweenquantitative and qualitative benchmarking is good The company probably has aCOE or PO in place

Level 5: Continuous Improvement

109

CHARACTERISTICS

In the previous level, the organization began benchmarking against other nies In Level 5, the organization evaluates the information learned during bench-

compa-marking and implements the changes necessary to improve the project

manage-ment process It is in this level that the company comes to the realization thatexcellence in project management is a never-ending journey

There are four characteristics of Level 5, as shown in Figure 9–1

● The organization must create lessons learned files from the debriefingsessions at the end of each project Case studies on each project, dis-cussing mistakes made and knowledge learned, are critical so that mis-takes are not repeated

● The knowledge learned on each project must be transferred to other jects and teams This can be accomplished through quarterly or semian-nual lessons learned forums or from lessons learned case studies dis-cussed in training programs

pro-● The company must recognize that a mentorship program should be put inplace to groom future project managers Knowledge transfer and lessonslearned information can be transmitted through the mentorship program

as well The mentorship program is best administered through a ProjectOffice (PO) or a Center of Excellence (COE)

● The final characteristic of Level 5 is a corporate-wide understanding thatstrategic planning for project management is a continuous, ongoingprocess

Documenting project results in lessons learned files and the preparation ofcase studies can be difficult to implement People learn from both successes andfailures One executive commented that the only true project failures are the onesfrom which we learned nothing Another executive commented that project de-briefings are a waste of time unless we learn something from them.

Documenting successes is easy Documenting mistakes is more troublesomebecause people do not want their names attached to mistakes for fear of retribu-tion Company employees still know which individuals worked on which pro-jects, even when the case study is disguised A strong corporate culture is needed

to make documenting mistakes work effectively

CONTINUOUS IMPROVEMENT AREAS

Project management methodologies must undergo continuous improvement Thismay be strategically important to stay ahead of the competition Continuous im-provements to a methodology can be internally driven by factors such as bettersoftware availability, a more cooperative corporate culture, or simply training andeducation in the use of the methodology Externally driven factors include rela-tionships with customers and suppliers, legal factors, social factors, technologicalfactors, and even political factors

Five areas for continuous improvement to the project management ology are shown in Figure 9–2 and in the following:

method-Continuous Improvement

Lessons Learned Files Knowledge Transfer COE/PO Mentorship Program Strategic Planning for Project Management