Glen Alleman - Performance-Based Project Management®: Increasing the Probability of Project Success
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- Book:Performance-Based Project Management®: Increasing the Probability of Project Success
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Performance-Based Project Management®: Increasing the Probability of Project Success: summary, description and annotation
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- Plan and schedule the work
- Determine the resources required to complete on time and on budget
- Identify and manage risks to success
- Measure performance in units meaningful to decision makersBy connecting mission strategy with project execution, this invaluable resource for project managers in every industry will help bring projects to successful, career-enhancing completion.
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PMI and the PMI logo are service and trademarks of the Project Management Institute, Inc. which are registered in the United States of America and other nations; PMP and the PMP logo are certification marks of the Project Management Institute, Inc. which are registered in the United States of America and other nations; PMBOK, PM Network, and PMI Today are trademarks of the Project Management Institute, Inc. which are registered in the United States of America and other nations;... building professionalism in project management... is a trade and service mark of the Project Management Institute, Inc. which is registered in the United States of America and other nations; and the Project Management Journal logo is a trademarks of the Project Management Institute, Inc.
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Performance-Based Project Management is a registered service mark of Niwot Ridge Consulting, LLC.
ISBN 978-0-8144-3331-7 (ebook)
Library of Congress Cataloging-in-Publication Data
Alleman, Glen B.
Performance-based project management : increasing the probability of project success / Glen B. Alleman.
pages cm
Includes bibliographical references and index.
ISBN 978-0-8144-3330-0 (hardcover) ISBN 0-8144-3330-8 (hardcover) ISBN 978-0-8144-3331-7 (ebook)
1. Project management. I. Title.
HD69.P75A455 2014
658.404dc23
2013038637
2014 Glen B. Alleman
All rights reserved.
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10 9 8 7 6 5 4 3 2 1
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Please note that footnotes in this ebook may contain hyperlinks to external websites as part of bibliographic citations. These hyperlinks have not been activated by the publisher, who cannot verify the accuracy of these links beyond the date of publication.
To my wife, Linda B. Chartier, for her tireless
patience of my late night typing
by Anthony Mersino
This book is the result of my cumulative experience as a project and program manager and technical experience writing software for commercial, energy, space, and defense systems. These experiences have informed my thought processes over thirty yearssome wonderful experiences, some not so wonderful. In the end, there are a small number of people who have caused me to rethink my view of the project management view of the world. The first is John Caterham, who was the CIO at Rocky Flats Environmental Technology Site in Golden, Colorado. Rocky Flats was a U.S. Department of Energy National Nuclear Security Agency production site from 1952 to 1992.
The cleanup of that site was what Edwin Land called manifestly important and nearly impossible. John led not only the IT department but also the removal of infrastructure and its replacement with other technologies needed to keep the site operating while the contamination was removed. Johns management approach was collegial. In most organizations, those are just words. John walked the walk. His staff were his colleagues in every sense. He provided everything needed for success and held everyone accountable for that success. He led from behind (an overused phrase) by listening first, sometimes never saying anything for a long time, until we had sorted out our ideas ourselves. He allowed us to think out loud, then act on those decisions with his support.
Two other managers have had that kind of influence on my growth as a program manager. Jack Pritchard was a vice president at Logicon where I managed a software development group. Jack always had sage advice for us young managers. He was the model of how to manage creative people while still getting the job done on-time, on-budget, and on-specification. Before Logicon, my first manager was Fred Leary, when I was a fresh graduate student writing radar signal processing code for the Air Force. I was locked away inside a literal vault, pouring over tens of thousands of lines of FORTRAN, so it was an encouragement when Fred came by to ask a simple question: Is there anything I can do to improve what you are doing? Usually, the answer was no, but when it was yes he went and did it and came back with the solution. He was an example of how to manage creative peoplegive them a clear, concise, definitive, and measurable task, provide all the needed resources, and let them do their job. He only intervened when he could actually add measurable value. No supervision, no oversight. Coaching, mentoring, and making small suggestions to keep everyone inside the white lines of the road we were on.
Over the course of writing this book, I have had a day job. This involves managing projects and pieces of projects, advising those managing projects, and contributing to the policy-making side of defense program management through professional organizations and consulting engagements with the policy makers themselves in the Office of Secretary of Defense. Along the way I met many good project and program managers and a few that struggled for success. Each has provided insight into the Five Immutable Principles, Five Immutable Practices, and the processes youll find in the book.
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