White Papers
1. Selecting and Engaging Project Management Professional Services Companies – Does Size Matter?
Paul Myers, Managing Director Caravel Group Pty Ltd (July 2005)
Abstract:
The profession of Project Management has now become well established as being a core corporate competency with the result that organisations use a mix of in-house and external project resources to meet their needs. Typically, when tendering for external resources, respondents are asked to reply to a long list of demanding requirements specified in the Tender. One of which is inevitably company size. But do those purchasing project management services ask the right questions of the profession and then do they get the evaluation criteria correct? This paper examines some of the aspects involved in specifying and selecting project management firms. The paper assumes a running knowledge by the reader of the profession and the skills, experience and knowledge bases required of the project management professional.
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2. “Strategies for Establishing Risk-Reward Based Business Partnerships with Project Management Professional Services Companies”
Paul Myers, Managing Director Caravel Group Pty Ltd (July 2005)
Abstract:
The profession of Project Management has now become well established as being a core corporate competency. Senior executives now acknowledge the benefits of reliable delivery of new organisational capability to the traditional project scope, budget, time and quality criteria. The recognition has grown particularly over the past 20 years but has largely been based on anecdotal evidence with little authoritative research to support the observation of these benefits by management. In the past 5 years the academic community has taken up this challenge and worked hard in an attempt to establish clear linkages between project management and the value to an organisation based on solid research. Some models and data have emerged in recent years to address this issue. This white paper discusses the practical use of this information and its application for commercial purposes to assist organisations to establish meaningful, enduring win-win business partnering relationships with the project management profession where a risk-reward relationship is contemplated. The paper assumes a running knowledge by the reader of the profession and the skills, experience and knowledge bases required of the project management professional.
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3. The P3MO Model – Why a traditional PMO can fail
Paul Myers & David Rushton, Director Caravel Group Pty Ltd (July 2005)
Abstract:
Project-, Programme- and Portfolio Management Offices (collectively PMOs) have been used for many years to help organisations manage the ever increasing number of projects that are run to deliver a new or enhanced business capability. The project management profession has recognised the importance of the PMO as a key tool to managing multiple projects. However, there is a general lack of understanding regarding the responsibilities of the PMO and its people. This paper explores the traditional view of the PMO, identifies the limitations of the existing linear model and introduces the concept of the P3MO as a superset of the traditional PMO for the management of multiple projects in complex organisations. The P3MO model explains why traditional PMOs fail to deliver the expected benefits when applied in large, complex organisations, and provides a more scaleable approach in such organisational and project delivery environments. It also identifies what is necessary for project benefit realisation activities.
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4. Estimating the Real Cost of Time Overruns
Paul Myers, Managing Director Caravel Group Pty Ltd (July 2005)
Abstract:
There are many books written about the Project Management discipline and its value with respect to delivering cost, time and quality outcomes. Usually the perspective is taken from the strict view of the project including its respective business case, deliverables, the value of the benefits to be derived upon completion of the project and the risks associated with non delivery. Most people are well aware (often from painful experience) of increased supplier costs with time overruns and treat this aspect to the extent possible. However, most have little appreciation of the wider down stream costs associated with time overruns particularly when dealing with leveraged project teams and/or organizational change management projects. This paper explores this aspect in a little more detail suggesting a possible estimating methodology and suggests some rule of thumb figures for communication at senior levels of management. Such communication is likely to change senior management perspective of Project Managers such that they will place a much higher value on the profession than they previously thought. The paper assumes a running knowledge by the reader of the profession and the skills, experience and knowledge bases required of the project management professional.
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5. Successful Project Management Companies – And the Difference is?”
Paul Myers, Managing Director Caravel Group Pty Ltd (July 2005)
Abstract:
Many companies continue to focus on process maturity, tools knowledge and experience as a way to define and then search for what they consider to be benchmarks for world’s best practice in project management. While there is no doubt that these aspects are very important to projects and to the company concerned, they ignore many other factors that really do make the difference. This is evidenced by the ongoing improvement in project capabilities (process, tools, knowledge) but the industry statistics measuring success have not changed significantly over the past 20 years and remain at around a 70% failure rate. This paper explores differentiating factors in a little more detail and suggests that the emphasis of evaluation be placed a little differently. The paper assumes a running knowledge by the reader of the profession and the skills, experience and knowledge bases required of the project management professional.
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