Part 2 of 7 - 2nd Book that Influenced My Project Management Career

 

This is Part 2 in a series about a second book that affected the development of my skills in the business of managing projects and program of projects    The book -  Human Factors in Project Management by Paul C. Dinsmore – published in 1990 by AMACOM-American Management Association.  

The series contains articles on:  1)  A Classical View of Project Management.    2)  Planning and Strategy.   3)  Project Interfacing.   4)  Using Managerial Time.    5)  Negotiations.   6)  Decision Making.  7)  Managing Changes. 

This article summarizes the key points in Chapter 5 regarding Planning and Strategy and it provides commentary relating the content to PMI’s Project Management Book of Knowledge – 6^th Edition (PMBOK).

After reminding the readers about Murphy’s Law – If anything can go wrong, it will”, Dinsmore explains the importance of planning including anticipating and preventing problems.    During the planning of projects the following is accomplished:  A) Critical path is determined.   B) Activity interfaces are defined.  C) Resources are gauged.  D) Schedules are determined.  E)  Costs are related to schedule.  F)  Control systems are interfaced with plans.   These items will then become part of a project plan that is used by the Project Manager and project team as the business plan and strategic plan for the project.  

Dinsmore stresses that the plan will encompass strategic input from the managers that will be responsible and accountable for the work.  Their commitment to the plan will create a culture to achieving the requirements and managing the work elements for:  1) Scope.  2) Time.  3) Money.  4) Quality.  5) Communications.  6) Human Resources.  7) Contracts and Supply.  8)  Risks.     

To supplement to Plan, the project manager may need to develop a Project Management Plan (PMP).   The PMP includes the processes, procedures, and philosophies for managing the work, defines key performance indicators for measuring progress, specifies organization and team member responsibilities and qualifications, and defines criteria for decisions and implementing changes.    

PMBOK – Chapter 4 identifies the inputs, tools and techniques and outputs for the project charter and PMP.   The PMP is interface for other PMBOK knowledge areas with subordinate plans, including management for scope, requirements, schedule, cost, quality, resources, communications, risk, procurement, and stakeholders.   The PMP may be supplemented by plans for change management, configuration management, performance management and management reviews. 

Each knowledge area in PMBOK and PMP components identify project documents that are created and maintained throughout the project life cycle including assumption log, basis of estimates, cost forecasts, issue log, Lessons Learned register, milestone list, quality reports, risk register, risk reports, and schedule forecasts. 

Commentary:    US projects funded by the federal government must maintain and demonstrate compliance with comprehensive project plans and management plans that meet requirements from Department of Transportation - Federal Transit Administration (see www.fta.dot.gov.)    While only required on projects exceeding FTA thresholds, I routinely prepare project management plans for each project regardless of value.   It provides clear strategies and philosophies for management of any size project, and it ensures that each team member, oversight consultants and independent engineering consultants are aware of the expectations for added value services and deliverables.