Multi-Company Project Management: Maximizing Business Results through Strategic Collaboration

by Dean Baker

Overview

Despite the significant benefits that suppliers and customers can realize through collaboration on projects, programs or operational improvement initiatives, current literature barely discusses project management beyond the scope of a single company. This unique book fills this void with its practical straight forward description of the processes and techniques for creating and managing multi-company project organizations, emphasizing cross-company cooperation and the use of customer-supplier collaboration to maximize project, program or operational results. Multi-Company Project Management is intended to serve as a valuable desk reference for executives with responsibility for strategic projects or operations, as well as a practical "how to" guide for project managers and sponsors, project personnel, and operations staff responsible for leading and implementing improvement efforts.

Product Details

ISBN-13:	9781604270358
Publisher:	Ross, J. Publishing, Incorporated
Publication date:	10/01/2009
Edition description:	New Edition
Pages:	280
Product dimensions:	6.00(w) x 9.00(h) x 0.90(d)

About the Author

Dean Baker, PMP, acquired a large portion of his project management and operations management experience during his successful 40-year career with General Motors Corporation. In 2005, he started a consulting firm known as Team Implementers, LLC. Mr. Baker now shares his knowledge and experience with other companies through his consulting business and with individuals through his teaching at the DeVry University Keller Graduate School of Management. His primary areas of expertise include project management, continuous improvement processes and lean manufacturing, team building, and leadership skill development. He earned his BS in Electrical Engineering from Kettering University and his MS in Electrical Engineering from the University of Michigan.

Table of Contents

Preface xi

About the Author xv

Acknowledgments xvii

Web Added Value™ xix

Chapter 1 Multi-company Project Management Overview 1

Benefits 5

Participant Benefits 5

Project Benefits 6

Company Benefits 7

Survey Results 9

Success Examples 11

Process Description 12

Process Application 16

Project Portfolio Management 16

Strategic Project 17

MPM Project Organization 20

Process Initiation 27

Part I Multi-company Project Organization, Initiation, and Planning 31

Overview 32

Chapter 2 Cooperate 35

Defining the Environment 36

Building Linkages 40

Personal History 40

Personal History-Alternate 43

Roles and Responsibilities 44

Project Organization Structures 45

Organizational Chart 50

Situational Matrix Chart 52

Responsibility Chart 56

RASIC Chart 57

Summary 60

Chapter 3 Communicate 61

Mission and Goals 64

Brainstorming 64

Categorization 67

Mission Statement and Goals 68

Scope Definition 74

Specification and Engineering Reviews 74

Statement of Work 76

Fact-Finding 77

Communication Tools 79

Website 80

Conferencing 81

Videoconference Implementation 82

Prevideoconference 83

During the Videoconference 84

Post-videoconference Activities 85

Communication Plan 85

Summary 92

Chapter 4 Coordinate 95

Action Planning 95

Open-issues List 96

Leadership Action Planning 97

Engineering Action Planning 99

Installation and Start-up Action Planning 100

Schedules 101

Schedule Development 101

Leadership Schedules 106

Milestone Chart 107

Engineering Schedules 108

Gantt and Network Charts 110

Installation and Start-up Schedules 113

Putting the Organization Together 114

Team Meeting Locations 114

TeamMeeting Preplanning 115

MPM Team-building Formula 116

Meeting Agenda 117

Team Development Stages 119

Part I Summary 121

Part II Multi-company Project Management, Control, Execution, and Closure 125

Overview 126

Chapter 5 Control 129

Activity Management 130

Critical Path 130

Earned Value 137

Forecasting 139

Activity Value Technique 141

Change Control 141

Quality Control 144

Stakeholder Management 146

Influence Powers 147

Action Plan Follow-up 148

Escalation 152

Conflict Management 153

Scorecard 156

Risk Management 159

Risk Strategies 159

Risk Register 161

Chapter 6 Complete 163

Multi-company Team Management 163

Safety 163

Situational Leadership 165

Decision-making 168

Character Traits 171

Project Balance 180

Project Integration and Execution 182

Checklists 182

Engineering Phase 185

Visual Control Board 191

Installation Phase 193

Start-up Phase 195

Chapter 7 Close 201

Traditional Closure 203

Contract Closure 203

Evaluation 204

Audits 210

Lessons Learned 213

MPM Closure Supplement 216

Project-to-user Linkage 216

Celebration 219

Beyond the Project 222

Part III Multi-company Project Management Applied to Operations 225

Overview 226

Chapter 8 MPM Modifications Overview 229

Benefits 230

Case Study 232

Improvement Vision 235

Process Description 237

Six Sigma 237

Overall Equipment Effectiveness 238

Process Map 241

Strategic Assessment 242

Scope 243

Opportunity 243

Environment 250

Chapter 9 Improvement Initiation 253

Organization and Schedule 253

Leadership Team 259

Measurement Team 260

Improvement Team 260

Team Deliverables and Tools 261

Initiation 263

Customer and Supplier Executives 263

Project Manager and Consultant 264

Other Leadership Participants 264

Initial Leadership Meeting 265

Resource and Results Matrix 267

Measurement 269

Planning 273

Improvement Plan 273

Goal Setting 276

Chapter 10 Improvement Results and MPM Conclusion 281

Event Requirements 281

Event Completion 283

Event I Activities 283

Fishbone Diagram 287

Network Analysis 289

Operations Visual Control Board 291

Event II Activities 292

Closeout 293

Recognition 294

Closeout Meeting 294

Process Survey 296

Lessons Learned 296

Case Study Results 299

Multi-company Project Management (MPM) Conclusion 300

Bibliography 303