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The Elephant in the Executive Suite – Project Management

FEATURED PAPER

By Darrel G. Hubbard, PE, President

D.G.Hubbard Enterprises, LLC

California, USA

Dennis L. Bolles, PMP, President

DLB Associates, LLC

Michigan, USA

________________________________________________________________________

Abstract

Project management, when viewed as a management discipline from the perspectives of various executive levels, functions, and types found within different enterprises, can be described as many things by those executives. The field of Project Management is complex, multifaceted, and evolving. Included within this management discipline is a wide-range of related management disciplines and knowledge-area sub-disciplines, all of which affect diverse stakeholders. However, individually, or employed in small sets, these specific views of project management neither address nor solve the larger issues associated with successfully implementing and employing project management within the overall enterprise to create benefits and value and to address stakeholder needs. In addition, a significant portion of the project management literature and defined processes and methodologies for the many management disciplines and sub-disciplines does not address the broader business, organizational, sociological, cultural, and stakeholder contexts within which they are usually implemented and employed.

The authors propose a more holistic view, from both an enterprise and integrated viewpoint, of the key aspects of the project management discipline and related literature genre, which address the broader need for understanding by the wider range of executive stakeholders. This management construct allows the various facets of project management and its management knowledge-area sub-disciplines to be discussed, documented, and applied based upon the authors’ associated 3-dimensional management model, which they call “Project Business Management.”

This model allows the executive stakeholders to be characterized based upon their relative roles in governance, management, or operational functions within the enterprise. Their functioning can then be further understood with respect to their roles as stakeholder within the seventeen elements of this Project Business Management Model.

Introduction

The broad recognition of Project Management as a unique field of management and a specific discipline has grown and matured during the past 60 years. The successful application of project management during the past 20 years in information systems and technology and its further involvement in managing the projects producing the newest technology products and services, has not only cemented its place in the arena of business but also has pulled it into the field of commerce. This role recognition has also brought the need for an enterprise’s management to appreciate and understand the various business aspects of project management. Project Management is now understood to be complex, profound, evolving, and multifaceted. The field of project management and the related genre of literature include the more highly visible and broad management disciplines of: 

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About the Authors

flag-usadennis bollesDennis L. Bolles, PMP

Michigan, USA 

Dennis Bolles, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists organizations, as a Subject Management Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

Bolles performs speaking engagements and assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes; conducts on-site organizational project management capability assessments; provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy; assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as a member of the PMI Virtual Community of Practice Advisory Group (VCAG) advising the Manager of Community Development on future program enhancements and initiatives that would increase the value of PMI’s Communities of Practice and further develop their leadership to mature their communities. He was the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress / Symposium /Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, paperback-revised – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012.

He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/in/dlballc01. Visit the PBMconcepts website at www.PBMconcepts.com for information about current and future book projects.

flag-usadarrel g hubbardDarrel G. Hubbard, P.E.

California, USA 

Darrel G. Hubbard is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts.

He assists organizations, as a Subject Management Expert (SME) consultant, to achieve their enterprise’s strategic business objectives. He provides analysis of their management structures, business processes, general business operations, and project management capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies with the intricacies of the due diligence process in their merger and acquisition activities and focuses initially, as an outside third party, to give a voice to why not to acquire. He also supports companies in the managerial development and establishment of their Project/Program/Portfolio Organizations (PMOs).

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI National Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Symposiums, and guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, paperback-revised – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012.

He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/in/DarrelGHubbard. Visit the PBMconcepts website at www.PBMconcepts.com for information about current and future book projects.