Ford Jubilee
Ford Jubilee
Projects from POME by Gautam KOppala
Projects:
Types Of Projects:
- Construction Projects:
The project produces an artefact. The value generated by the project is embedded in the artefact. Construction Projects starts with a set of requirements and with a defined solution And concludes When the artefact is "complete" and the requirements are satisfied Which evaluates On delivery of the artifact.
The artefact may be a complex system with human and mechanical components.
Examples:
- Warship
- Jubilee line extension
- Millennium dome
- Customer call centre
- Method guidebook
- IT system
- Strategic Business Unit (SBU) projects:
During the past ten years, large companies have restructured into strategic business units (SBUs). An SBU is a grouping of functional units that have the responsibility for profit (or loss) of part of the organization's core businesses. The below Figure shows how one of the automotive suppliers restructured into three SBUs; one each for Ford, Chrysler, and General Motors. Each strategic business unit is large enough to maintain its own project and program managers. The executive in charge of the strategic business unit may act as the sponsor for all of the program and project managers within the SBU. The major benefit of these types of project management SBUs is that it allows the SBU to work more closely with the customer. It is a customer-focused organizational structure.
It is possible for some resources to be shared across several SBUs. Manufacturing plants can end up supporting more than one SBU. Also, corporate may provide the resources for cost accounting, human resource management, and training.
A more recent organizational structure, and a more complex one, is shown in the below Figure. In this structure, each SBU may end up using the same platform (i.e., powertrain, chassis, and other underneath components). The platform managers are responsible for the design and enhancements of each platform, whereas the SBU program managers must adapt this platform to a new model car. This type of matrix is multidimensional inasmuch as each SBU could already have an internal matrix. Also, each manufacturing plant could be located outside of the continental United States, making this structure a multinational, multidimensional matrix.
- Research Projects:
Research Projects starts with a hypothesis, with a problem. And concludes when the time runs out and when we detect diminishing returns, which evaluate the knowledge, is confirmed or disconfirmed by later work and the knowledge is used by later work.
The project produces knowledge. The knowledge may be formally represented as models, patterns or patents. Or the knowledge may be embedded in a working process or artefact.
Examples:
- Projects modeling
- Developing a model of the Indian economy
- Developing a new species of wheat
- Developing novel approaches to project management.
- Military intelligence/ code breaking.
- The analysis, testing, QA or evaluation portions of a larger project.
Note: POME comes under this category.
- Engineering Projects:
This category covers various machines that pushed emerging technologies to the limit to achieve a first. Typically, there were several competing inventors/scientists who leveraged other inventions and scientific breakthrough before them. Often it was difficult to determine a clear first in achieving a specific objective as there may be several competing projects which created a similar end deliverable simultaneously, for example, Great Engineering Projects like the telephone or first powered airplane (flight).
- First mechanical computer, 1840-1890
- First ocean going iron hull steamship, 1858
- First modern iron clad battleship, 1862
- First telephone, 1876
- First manned powered flight, 1903
- First modern luxury transatlantic liner, 1912
- First electronic computer, 1943
- First jet engine, 1943
- First intercontinental weapon, 1943
- First atomic weapon, Manhattan project, 1945
- First satellite, Sputnik, 1957
- First manned lunar landing, 1969
- Reengineering Projects:
Reengineering Projects starts with a problem, with an opportunity, with an (imported) solution. And stops when we seem to be ahead of the game and When some higher process changes the game we're playing. which evaluates at any time.
The project produces a desired change in some system or process.
Examples:
- Taking sterling into the Euro
- Renumbering the UK telephone system
- Implementing POME project management practices into a large organization.
- Designing and installing more better solution.
- Procurement Projects
Procurement Projects starts with a set of requirements, with a defined solution.
We construct a tender document that is "complete". And we sign a contract with the supplier who seems to be ahead at the end of the tender period. Which evaluates over the lifetime of the contract, On completion of the contract. The project produces a business relationship contractually based with a selected supplier for a defined product or service based on a fixed specification and/or a defined specification process
Examples:
- Outsourcing a specific construction or research project
- Outsourcing a complete business function (such as IT).
- Imposing new rules and measures on a regulated industry.
- Business Implémentation Projects
Business Implementation starts with an opportunity, With a business concept. And concludes When the process is operational, When the process has been running smoothly for a defined period, When the business benefits are starting to become visible Which evaluates When the process has been running smoothly for a defined period and When the business benefits are starting to become visible. Over the lifetime of the process. The project produces an operationally effective process. The value generated by the project is embedded in the process.
Examples:
- Developing a new business process to repackage and exploit existing assets.
- Installing e-commerce
Concluded Note:
Hence, the conclusion part is
v Construction projects produce artefacts.
v SBU Projects produce customizedPrograms.
v Research projects produce knowledge.
v Reengineering projects produce change.
v Procurement projects produce business relationships.
v Business implementation projects produce working processes.
Some projects are difficult to classify under this scheme :
Each type of project yields different answers to the following questions:
- Where do we start?
- How do we know when to stop?
- When can (should) we evaluate the results?
Many standard processes are designed to support one type of project in particular.
- National symbolic programmes:
- Putting a man on the moon by the end of the decade.
- New Labor
- Large medical programmes:
- Creating an artificial heart.
- Mass inoculation programmes.
- Other hybrid or interdisciplinary projects
- Pilot projects
- Moving offices
In most cases, this difficulty arises from an ambiguity about the primary purpose of the project. Are we doing this pilot for its own sake, or merely as an experiment? Are we doing this drug trial to benefit current patients, or to create knowledge that will benefit future patients? What's the real political agenda? Of course, we must be able to handle hybrid projects - but we may need to surface the underlying ambiguity.
Laws of Project management:
v Projects progress quickly until they are 90% complete. Then they remain at 90% complete forever.
v When things are going well, something will go wrong.
v When things just can't get worse, they will.
v When things appear to be going better, you have overlooked something.
v If project content is allowed to change freely, the rate of change will exceed the rate of progress.
v Project teams detest progress reporting because it manifests their lack of progress.
The 90% syndrome is a problem that is particularly symptomatic for the linear waterfall lifecycle
Another variant of Murphy's law
The downside of project management
Project management is often recognized only as a high-salaried, highly challenging position whereby the project manager receives excellent training in general management.
For projects that are done for external sources, the project manager is first viewed as starting out with a pot of gold and then as having to manage the project so that sufficient profits will be made for the stockholders. If the project manager performs well, the project will be successful. But the personal cost may be high for the project manager.
There are severe risks that are not always evident. Some project management positions may require a sixty-hour workweek and extensive time away from home. When a project manager begins to fall in love more with the job than with his family, the result is usually lack of friends, a poor home life, and possibly divorce. During the birth of the missile and space programs, companies estimated that the divorce rate among project managers and project engineers was probably twice the national average. Accepting a project management assignment is not always compatible with raising a young family. Characteristics of the workaholic project manager include:
- Every Friday he thinks that there are only two more working days until Monday.
- At 5:00 P.M. he considers the working day only half over.
- He has no time to rest or relax.
- He always takes work home from the office.
- He takes work with him on vacations.
The principles of project management can be applied to any type of project and to any industry. However, the relative degree of importance of these principles can vary from project to project and industry to industry.
For those industries that are project-driven, such as aerospace and large construction, the high dollar value of the projects mandates a much more rigorous project management approach. For non–project-driven industries, projects may be managed more informally than formally, especially if no immediate profit is involved
Product versus project management: a definition
For all practical purposes, there is no basic difference between program management and project management. But what about product management? Project management and product management are similar, with one major exception: The project manager focuses on the end date of his project, whereas the product manager is not willing to admit that his product line will ever end. The product manager wants his product to be as long-lived and profitable as possible. Even when the demand for the product diminishes, the product manager will always look for spin-offs to keep his product alive.
The below Figure shows the relationship between project and product management. When the project is in the R&D phase, a project manager is involved. Once the product is developed and introduced into the marketplace, the product manager takes control. In some situations, the project manager can become the product manager. Product and project management can, and do, exist concurrently within companies.
The above Figure shows that product management can operate horizontally as well as vertically. When a product is shown horizontally on the organizational chart, the implication is that the product line is not big enough to control its own resources full-time and therefore shares key functional resources. If the product line were large enough to control its own resources full-time, it would be shown as a separate division or a vertical line on the organization chart.
Also shown in the above Figure is the remarkable fact that the project manager (or project engineer) is reporting to a marketing-type person. The reason is that technically oriented project leaders get too involved with the technical details of the project and lose sight of when and how to "kill" a project. Remember, most technical leaders have been trained in an academic rather than a business environment. Their commitment to success often does not take into account such important parameters as return on investment, profitability, competition, and marketability.
To alleviate these problems, project managers and project engineers, especially on R&D-type projects, are now reporting to marketing so that marketing input will be included in all R&D decisions because of the high costs incurred during R&D. Executives must exercise caution with regard to this structure in which both product and project managers report to the marketing function. The marketing executive could become the focal point of the entire organization, with the capability of building a very large empire.
POME LIGHTER VEIN:
Before going to Europe on business, a Project Manager drives his Rolls-Royce to a downtown New York City bank and asks for an immediate loan of $5,000. The loan officer, taken aback, requests collateral. "Well then, here are the keys to my Rolls-Royce," the man says. The loan officer promptly has the car driven into the bank's underground parking for safe keeping and gives the man the $5,000. Two weeks later, the man walks through the bank's doors and asks to settle up his loan and get his car back. "That will be $5,000 in principal, and $15.40 in interest," the loan officer says. The man writes out a check and starts to walk away. "Wait, sir," the loan officer says. "You are a big Project Manager in a big MNC. Why in the world would you need to borrow $5,000?" The man smiles, "Where else could I find a safer place to park my Rolls-Royce in Manhattan for two weeks and pay only $15.40?"
" A Book tightly shut, is just a block of paper" . Hence, the author requests the readers to understand the basics concepts very much and do not read, for the sake of reading. Unless until you are not confident enough, don't go to the other chapters.
Gautam Koppala,
POME Author
About the Author
GAUTAM KOPPALA, With over a decade, track record of successful leadership, excellent results through strategic skills in driving revenue and profit growth. Demonstrated ability to identify and trouble shoot critical issues impacting productivity, cost, distribution, marketing, Strategic positioning, sales and financial operations, with innate ability to build and maintain strong client relationships in operations. Expert in distilling and managing processes, enhancing internal structures, and promoting multi-skilled team competencies via nurturing mentorship and inspirational leadership. Engagements have spanned operational, strategic, technological and change management roles. Academically, I am a cum laude graduate with a Bachelor of Technology degree in Electrical and Electronics Engineering (B-Tech E.E.E.) and a post graduate in Masters in Human Resources Management (M.H.R.M.) and Masters of Foreign Trade (M.F.T.). As you will see my Post Graduation's were been studied part-time, as well as working full-time as an Engineer. I feel that this demonstrates my ability to maintain dedication, motivation and enthusiasm for a project management over a long period of time. In addition, balancing full-time work with study has perfected my time-management and organizational skills. I believe that my college degrees and gamut certifications in combination with my extensive broad-based work experience along with my drive, resourcefulness and determination, would make me an excellent candidate for a senior management position with any company. Highlights of my background include Operations related Commercial, Supply chain, Sales with a magnificent experience in Project management, technically oriented towards Automation and Security Systems in Industrial and Building sectors. Presently, writing a book on Projects and Operations Management (comprise of 12 volumes, 6K pages), and awaited for the reputed publications. These books can be checked in Google books and other search engines too.
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