The One-Page Project Manager for Execution: Drive Strategy and Solve Problems with a Single Sheet of Paper

211 Pages·2010·4.09 MB·English

by  Clark A. Campbell

Project Management
C THE ONE - PAGE
DRIVE STRATEGY WITH SIMPLICITY– CA
OM
ON A SINGLE SHEET OF PAPER! LLP
IB
NE
SL
The One-Page Project Manager set a new standard as an understandable and easy-to-apply organi- L
zational tool, allowing managers to summarize complex projects on a single information-rich page.
This book, third in the OPPM series, describes how to combine the OPPM with the Toyota A3 report PROJECT
to create an enhanced, integrated management tool. With a refreshingly clear style, the authors walk
T
users through implementing the OPPM/A3 using a variety of real-world case studies, as well as their H
E
own experience at O.C. Tanner Company. Rich with tools, templates, and teaching, the emphasis

throughout remains on maintaining simplicity across the organization—communicating the right O
information to the right people at the right time to get the right things done. N
E
The One-Page Project Manager
Praise for -

P
“Executives want the answers to two questions: Where are we today? Where will we end up? A MANAGER FOR
Do you really believe this cannot be accomplished on a single sheet of paper? The One- G
Page Project Manager series of books is encouraging you to do just that. Making this part E
of your Project Management methodology will simplify and improve your project communi-
P
cation, especially for busy executives.”
R
—Harold D. Kerzner, PhD, Senior Executive Director, O
International Institute for Learning, Inc. J EXECUTION
E
C
Clark Campbell fills a void and bridges a communication gap that has long existed
T
between company executives and project or program managers. OPPM successfully

links corporate strategy to those in the trenches managing projects.” M
—Dr. Denis R. Petersen, PMP A
President and CEO, Milestone Management Consultants, LLC N
A
“Clark Campbell and Mike Collins present how OPPM works to drive strategy deployment. G
OPPM™
With OPPM in our lean tool kit, we have tapped into the creativity of our people to pump up E
Simplicity in
productivity, cut cycle times, reduce inventories, and sustain world-class quality.” R
the Toyota
—Harold Simons, Executive Vice President, Supply Chain, O.C. Tanner Company
F
Member of the Shingo Prize Board of Governors O Production System,
R
Lean Enterprise,

CLARK A. CAMPBELL is Profes- MIKE COLLINS is Vice President E and A3
sor (Lecturer) of Executive Education of Lean Enterprise Development at X
at the David Eccles School of Busi- O.C. Tanner Company, Adjunct Pro- E
C
ness, University of Utah, founder of fessor at Westminster College, and
U
OPPM International, and author of former VP and general manager of
T DRIVE STRATEGY & SOLVE PROBLEMS
the highly acclaimed OPPM book series. the American Shizuki Corporation.
I
O
$21.95 USA/$25.95 CAN N WITH A SINGLE SHEET OF PAPER
CLARK A. CAMPBELL
with Mike Collins
ffffiirrss..iinndddd vvii 1122//1122//0099 55::0022::3333 AAMM
Many years ago, I was teaching an executive MBA course
in project management. Every other weekend, the class
would meet and two of the students had to prepare (to
the best of their ability) an executive-level status report
on an existing project. In the first class meeting, two of the
students volunteered to “get the pain out of the way” and
be first to team up and prepare a status report for the next
class meeting.
In the next class meeting, they handed out a 15-page status
report to each student. I then followed them around the
classroom, picked up all of the status reports, and disposed
of them in the trash can while the whole class watched. The
two students th`at prepared the reports were quite upset. I
then told them to prepare another report for the next class
meeting and, if the report had in it a staple or paper clip, I
would dispose of it in the same way.
The moral to the story is clear: Executives do not have
time to read what’s on their desk already, so why give
them too much information in which case they will either
refuse to read it or study it with a microscope and find
a fault. Executives want the answers to two questions:
Where are we today? And where will we end up? Do you
really believe this cannot be accomplished on a single
sheet of paper? The One-Page Project Manager series of
books are encouraging you to do just that. Making this part
of your Project Management Methodology will simplify
and improve your project communication, especially with
busy executives.
—Harold D. Kerzner, PhD
Senior Executive Director
International Institute for Learning, Inc.
ffffiirrss..iinndddd ii 1122//1122//0099 55::0022::2277 AAMM
Clark Campbell fills a void and bridges a communication
gap that has long existed between company executives
and project or program managers. OPPM successfully
links corporate strategy to those in the trenches managing
projects.”
—Dr. Denis R. Petersen, PMP
President and CEO, Milestone Management
Consultants, LLC
Communication may be the single most important critical
success factor in project management. I have served as
a CIO in 6 high-technology companies over the past 26
years. In this capacity, I have observed many successful,
and unsuccessful, projects—including a very successful
$30 million SAP/ERP implementation that I participated in
using The One-Page Project Manager. This tool really works!
It makes the complex look simpler, facilitates accurate and
honest assessments, and all on just one page—which can,
and will be, read by even the busiest executive.
—David C. Berg
Retired Chief Information Officer
IBM, Unisys and Sun Microsystems
If you’ve ever needed to manage several projects at once,
you know the dilemma: there has to be a better way to
track the projects quickly, concisely and reliably, but find-
ing and learning that better way always seems too tedious,
costly, or complicated. This book solves that problem.
— Frank Luby
Author, Manage for Profit, not for Market Share
Harvard Business School Press
Partner, Simon-Kucher & Partners, Strategy and
Marketing Consultants
ffffiirrss..iinndddd iiii 1122//1122//0099 55::0022::3300 AAMM
When managing large projects it is easy to lose oneself in
gritty details only to wake up and realize that you spent
valuable time on the wrong issues. In The One-Page
Project Manager, Clark Campbell reveals a wonderful
tool for keeping projects on task. Only one glance and
we see the big issues requiring attention. It’s the perfect
organizational solution for the executive needing relevant
project information.
—Taylor Randall, PhD
Professor, David Eccles School of Business
University of Utah
While at initial glance this book may appear to
be simply about developing a “dashboard” for tracking
an important project, it soon becomes clear that it is
much more than that. The approach outlined by Clark
Campbell, an experienced and accomplished project
leader, provides a proven process for project management
that significantly improves the chances that the project
will be completed on time, on budget, and on target
for its intended purposes. Furthermore, it provides a
straightforward yet compelling set of steps to ensure that
those with the ability and responsibility to achieve the
desired results are supported, guided, and focused in
their efforts to do so. This approach will prove especially
beneficial to students and practitioners who want to
learn and apply the skills and tools of effective project
leadership.
—Steven C. Wheelwright, PhD
Baker Foundation Professor
Senior Associate Dean
Director of Publications Activities
Harvard Business School
Harvard University
ffffiirrss..iinndddd iiiiii 1122//1122//0099 55::0022::3300 AAMM
This is the most productive method I’ve seen to capture
the essence of project management. Not too complicated,
not too simple. For those with experience this is certainly
a method to adopt for rapid, vivid, and persistent
communication. I wish I’d had this years ago, but am
glad it came along now. It clearly saves time for an
organization’s key resources.
— Paul Germeraad, PhD
President of Intellectual Assets, Inc.
Instructor, Caltech
Impressive in its simplicity, yet universal in its application,
the One-Page Project Manager began assisting Chinese
project managers in 2003, when Mr. Campbell first lectured
in Beijing. OPPM is easy to learn and use, and is impressive
in its clear capacity to communicate. It should be required
reading for every manager who wants to improve project
performance, accurately tell their story, and do it efficiently.
— Jonathan H. Du, PhD
CEO and Chairman
WiseChina Training Ltd.
Beijing, China
Total Lean Management requires lean communication.
Clark Campbell and Mike Collins have presented in this
book a powerfully simple communication tool. O.C.
Tanner, a Shingo Prize winner, is among the top 3% of
Lean companies in North America. Their distinctive com-
bination of OPPM with Toyota’s A3 report reveals a unique
continuous improvement, one which documents, in part,
how they have executed their strategy to achieve market
dominance and profitable growth.
—Ross E. Robson, PhD
Strategic Founder and Executive
Director of the Shingo Prize (retired),
and President, DnR Lean LLC
ffffiirrss..iinndddd iivv 1122//1122//0099 55::0022::3311 AAMM
THE ONE-PAGE
P R O J E C T
MANAGER FOR
EXECUTION
DRIVE STRATEGY & SOLVE PROBLEMS
WITH A SINGLE SHEET OF PAPER
CLARK A. CAMPBELL

WITH
MIKE COLLINS
John Wiley & Sons, Inc.
ffffiirrss..iinndddd vv 1122//1122//0099 55::0022::3311 AAMM
Copyright © 2010 by O.C. Tanner Company. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any
form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise,
except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without
either the prior written permission of the Publisher, or authorization through payment of the
appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers,
MA 01923, [phone], fax [phone], or on the web at www.copyright.com. Requests to
the Publisher for permission should be addressed to the Permissions Department, John Wiley &
Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at
http://www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best
efforts in preparing this book, they make no representations or warranties with respect to the
accuracy or completeness of the contents of this book and specifically disclaim any implied
warranties of merchantability or fitness for a particular purpose. No warranty may be created or
extended by sales representatives or written sales materials. The advice and strategies contained
herein may not be suitable for your situation. You should consult with a professional where
appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other
commercial damages, including but not limited to special, incidental, consequential, or other
damages.
For general information on our other products and services or for technical support, please
contact our Customer Care Department within the United States at [phone], outside the
United States at [phone] or fax [phone].
Wiley also publishes its books in a variety of electronic formats. Some content that appears in
print may not be available in electronic books. For more information about Wiley products, visit
our web site at www.wiley.com.
ISBN: 978-0470-49933-7
Printed in the United States of America
10 9 8 7 6 5 4 3 2 1
ffffiirrss..iinndddd vvii 1122//1122//0099 55::0022::3333 AAMM
C O N T E N T S
FIGURES ix
FOREWORD
Rich McKeown xiii
Harold Simons xvi
ACKNOWLEDGMENTS xviii
INTRODUCTION xix
CHAPTER 1—OPPM AND STRATEGY
EXECUTION 1
CHAPTER 2—WHAT IS AN OPPM? 9
CHAPTER 3—OPPM FOR ISO 9000 43
CHAPTER 4—AN INTRODUCTION
TO THE A3 53
CHAPTER 5—OPPM/A3 FOR ISO 9000 62
CHAPTER 6—THE PROJECT MANAGEMENT
OFFICE AND EXECUTION 90
CHAPTER 7—OPPMS, A3S, AND
STRATEGY DEPLOYMENT 107
CHAPTER 8—THE USE OF THE OPPM/A3 IN
PROBLEM SOLVING 141
vii
ffttoocc..iinndddd vviiii 1122//1144//0099 1100::2222::3300 AAMM
CONTENTS
APPENDIX A: ORIGINS AND
CALCULATIONS FOR AN A3 154
APPENDIX B: THE TOYOTA BUSINESS
SYSTEM AND LEAN THINKING 159
APPENDIX C: CRITICAL PATH AND
EARNED VALUE MANAGEMENT 169
ABOUT THE AUTHORS 175
INDEX 177
viii
ffttoocc..iinndddd vviiiiii 1122//1144//0099 1100::2222::3311 AAMM