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Voices on Project Management offers insights, tips, advice and personal stories from project managers in different regions and industries. The goal is to get you thinking, and spark a discussion. So, if you read something that you agree with--or even disagree with--leave a comment.
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Date
Structure, talent and fun -- those were the success factors behind the three finalists for the 2010 PMI Project of the Year.
Last night at PMI Global Congress 2010--North America in Washington, D.C., USA, the National Ignition Facility was named PMI Project of the Year.
Ed Moses, PhD, principal associate director at the facility, said the 12-year nuclear fusion project to build "a miniature star on earth" could not have been possible "without strict adherence to the basic tenets of project management."
"It was one of the most complicated projects ever undertaken by the federal government. Just about every step of this project was unprecedented in scope, scale and complexity," Daniel B. Ponemon, Deputy Secretary of Energy said last night. And still, the project managed to come in "just under budget and just ahead of schedule," he said.
The two other finalists were the Dallas Cowboys Stadium Project, built for the U.S. football team in Texas, USA and the Norton Brownsboro Hospital Project, Kentucky, USA.
This morning, we heard more about all three projects in a panel discussion. Joining Dr. Moses were Mark Penny, project executive for Manhattan Construction Company, which worked on the project to build the Dallas Cowboys stadium, and Janice Weaver, associate vice president, enterprise program management office at Norton Brownsboro Hospital.
Ms. Weaver credited structure and clear roles and responsibilities for helping the team bring in the project on time and on budget. Dr. Moses agreed with the need for process, but also said you need people to make it happen. And Mr. Penny called for a dash of fun -- the team stuck to process and hired experts, but was determined to have fun, too.
Stakeholder management emerged as one of the key challenges for all three projects. For the hospital team, it was the surrounding community.
"The pressure was on from the beginning. The community was watching," Ms. Weaver said. And the stakes were high. "If you don't do it right, it's really a matter of life and death," she said. "It's a new perspective for project management."
Dr. Moses was contending with an ever-changing lineup of government agency leaders, congress and scientists. The project endured nine congresses, three administrations and seven secretaries of the Department of Energy. Project managers can't look at politics as something they stay out of -- you have to find a way to make stakeholders happy, he said.
And for Mr. Penny, it came down to one stakeholder: the "very engaged" team owner Jerry Jones, who decided to add features that took the project from US$650 million to US$1.5 billion. "All the enhancements were from the owner, so did we stay in budget? Absolutely!"
Look for more awards coverage -- including the
full list of winners -- on
PMI.org.
Posted
by
cyndee miller
on: October 10, 2010 05:32 PM |
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