Managing Multiple Projects: Planning, Scheduling, and Allocating Resources for Competitive Advantage

341 Pages·2002·2.232 MB·\341

by  Lowell Dye (Editor)

This edition published in the Taylor & Francis e-Library, 2005.
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ISBN: 0-8247-0680-3 (Print Edition)
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CENTERFORBUSINESSPRACTICES
Editor
JamesS.Pennypacker
Director
CenterforBusinessPractices
WestChester,Pennsylvania
The Superior Project Organization: Global Competency Standards and Best
Practices,FrankToney
TheSuperiorProjectManager:GlobalCompetencyStandardsandBestPrac-
tices,FrankToney
PMPractices
TheStrategicProjectOffice:AGuidetoImprovingOrganizationalPerformance,
J.KentCrawford
ProjectManagementMaturityModel:ProvidingaProvenPathtoProjectManage-
mentExcellence,J.KentCrawford
ADDITIONALVOLUMESINPREPARATION
Managing Multiple Projects: Planning, Scheduling, and Allocating Resources for
CompetitiveAdvantage,JamesS.PennypackerandLowellDye
Wegratefullyacknowledgetheuseofthefollowingmaterialsasadaptedforthispubli-
cation.
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theProceedingsoftheProjectManagementInstitute1997SeminarsandSymposium
withpermission.Copyright1997ProjectManagementInstitute,Inc.Allrightsre-
served.
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MakeItEasier?’’AdaptedfromtheProceedingsoftheProjectManagementInstitute
1994SeminarsandSymposiumwithpermission.Copyright1994ProjectManage-
mentInstitute, Inc.Allrightsreserved.
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cation.’’ Adapted from Project Management: A Managerial Approach with permis-
sion.Copyright2000byJohnWiley&Sons,Inc.
MichaelMcCauley,AnnBundy,andWilliamSeidman,‘‘EffectiveResourceManage-
ment—DebunkingtheMyths.’’AdaptedfromtheProceedingsoftheProjectManage-
mentInstitute1999SeminarsandSymposiumwithpermission.Copyright1999Proj-
ect ManagementInstitute, Inc.Allrightsreserved.
MichelThiry,‘‘ALearningLoopforSuccessfulProgramManagement.’’Adaptedfrom
theProceedingsoftheProjectManagementInstitute2000SeminarsandSymposiumwith
permission.Copyright2000ProjectManagementInstitute,Inc.Allrightsreserved.
GregoryD.Githens,‘‘Programs,Portfolios,andPipelines:HowtoAnticipateExecu-
tives’StrategicQuestions.’’AdaptedfromtheProceedingsoftheProjectManagement
Institute 1998 Seminars and Symposium with permission. Copyright  1998 Project
ManagementInstitute,Inc.Allrights reserved.
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mentCorporation.
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ganizationwithpermission.Copyright2000ProjectManagementInstitute,Inc.All
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a Queuing TheoryApproach.’’ Adapted from the ProjectManagement Journal with
permission.Copyright2000ProjectManagementInstitute,Inc.Allrightsreserved.
ProjectManagementInstitute(PMI)Headquarters,FourCampusBoulevard,NewtownSquare,
Pennsylvania,U.S.A.19073-2399.PMIistheworld’sleadingprojectmanagementassociation
withmorethan70,000membersworldwide.ForfurtherinformationcontactPMIbyphone(610)
356-4600,byfax(610)356-4647,orbyvisitingthewebsiteatwww.pmi.org.
ProjectManagementInstitute,Inc.Allrightsreserved.‘‘PMI’’andthePMIlogoareservice
andtrademarksregisteredintheUnitedStatesandothernations;‘‘PMP’’andthePMPlogoare
certificationmarksregisteredintheUnitedStatesandothernations;‘‘PMBOK,’’‘‘PMNetwork,’’
and‘‘PMIToday’’aretrademarksregisteredintheUnitedStatesandothernations;and‘‘Project
ManagementJournal’’and‘‘Buildingprofessionalisminprojectmanagement’’aretrademarks
oftheProjectManagementInstitute,Inc.
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mentFrameworkforNewProductDevelopment.’’AdaptedfromtheEuropeanJour-
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tieswithTheoryofConstraints.’’AdaptedfromtheProceedingsoftheProjectMan-
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Adapted from PM Network with permission.  1999 Project Management Institute,
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Solutions:MakingPortfolioManagementMoreEffective.’’AdaptedfromResearch•
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CareDeliverySystems.’’AdaptedfromtheProceedings oftheProjectManagement
Institute 1997 Seminars and Symposium with permission. Copyright  1997 Project
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tions.’’AdaptedfromtheProceedingsoftheProjectManagementInstitute1997Semi-
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Series Introduction
The organizational environment needed for project success is ultimately cre-
ated by management. The way that the managers define, structure, and act
towardprojectsiscriticaltothesuccessorfailureofthoseprojects,andconse-
quentlythesuccessorfailureoftheorganization.Aneffectiveprojectmanage-
ment culture is essential for effective project management.
This Center for Business Practice series of books is designed to help
you develop an effective project management culture in your organization.
The series presents the best thinking of some of the world’s leading project
management professionals, who identify a broad spectrum of best practices
foryoutoconsiderandthentoimplementinyourownorganizations.Written
withtheworkingpractitionerinmind,theseriesprovides‘‘musthave’’infor-
mationontheknowledge,skills,tools,andtechniquesusedinsuperiorproject
management organizations.
Acultureisasharedsetofbeliefs,values,andexpectations.Thisculture
is embodied in your organization’s policies, practices, procedures, and rou-
tines. Effective cultural change occurs and will be sustained only by altering
(orinsomecasescreating)theseeverydaypolicies,practices,procedures,and
routinesinordertoimpactthebeliefsandvaluesthatguideemployeeactions.
We can affect the culture by changing the work climate, by establishing and
v
vi SeriesIntroduction
implementingprojectmanagementmethodology,bytrainingtothatmethodol-
ogy,andbyreinforcingandrewardingthechangedbehaviorthatresults.The
Center for Business Practices series focuses on helping you accomplish that
cultural change.
Havinganeffectiveprojectmanagementcultureinvolvesmorethanim-
plementing the science of project management, however—it involves the art
of applying project management skills. It also involves the organizational
changes that truly integrate this management philosophy. These changes are
sometimesstructural,buttheyalwaysinvolveanewapproachtomanaginga
business:projectsareanaturaloutgrowthoftheorganization’smission.They
are the way in which the organization puts in place the processes that carry
out the mission. They are the way in which changes will be effected that
enable the organization to effectively compete in the marketplace.
WehopethisCenterforBusinessPracticesserieswillhelpyouandyour
organization excel in today’s rapidly changing business world.
James S. Pennypacker
Preface
Managerswhoareresponsibleforconcurrentlyexecutingseveralprojectsfeel
the need for better methods to manage the resources that are often shared
acrossseveralprojects.ManagingMultipleProjectsisacollectionofarticles
fromleadersinthefieldthatdemonstratemultiprojectmanagementtools,tech-
niques,andmethodstoshowhowotherssuccessfullymanagetheirportfolios.
Managing Multiple Projects captures multiproject management prac-
ticesinaformatthatisbothinformativeandpractical.Youwilldiscoverhow
successfulbusinessesmanagetheirprojectswithintheirportfolio—howthey
set up multiproject management processes, what technologies are effective,
and how they allocate their resources across various projects. This reference
detailstime-efficientandcost-effectivestrategiestoevaluate,select,prioritize,
plan, and manage multiple projects while effectively utilizing resources and
reinforcing organizational goals—presenting proven methods and practical
applications that you can put intopractice in order to achieve more effective
multiproject management in your organization.
Thepurposeofthis volumeisnotto tellyouhowto manageaproject,
nor is it to evaluate and recommend a specific approach or tool. Its purpose
is to provide you with a variety of ideas, present proven methods, and share
vii
viii Preface
some lessons learned from a cross-section of industries. The major sections
of the book—‘‘Overview,’’ ‘‘Time, Cost, and Other Management Issues,’’
‘‘Tools, Techniques, and Methods,’’ and ‘‘Best Practices and Applica-
tions’’—reflectthebreadthofthesubject.Thechaptersreflectthedepthwith
whichthesetopicsareexploredandtheirpracticalsignificance.Itisthiscom-
binationofthebroadscopeofthefield,theimportantconceptsandfindingsof
thewriters,andtheorientationtowardthepracticalproblemsoftopmanagers,
projectmanagers,andotherdecisionmakersthatexplainstheimpactandac-
ceptance of multiproject management.
Withcontributionsfrom40seasonedexperts,ManagingMultipleProj-
ects is an authoritative source for project leaders, managers, and team mem-
bers; cost engineers; analysts; and upper-level undergraduate, graduate, and
continuing-education seminars in project management and planning.
James S. Pennypacker
Lowell D. Dye