ICEC 2014 Linking 6 Phase Project Life Cycle with TCM Framework-Slides

Milan – 20, 21 and 22 October 2014
Linking the Comprehensive Six Phase Project Life Cycle and Project Team Cognitive Readiness with the TCM Framework
Methodologies and quantitative methods to support TCM
ICEC 2014 - http://www.icec2014.it
Russell Archibald et al – Archibald Associates llc
Re-Engineering Total Cost Management

Linking the Comprehensive Six Phase Project Life Cycle and Project Team Cognitive Readiness with the TCM Framework
Co-Authors:
Russell D. Archibald,
Ivano Di Filippo,
Daniele Di Filippo, and
Shane C. Archibald

Why Should You Pay Attention to These Ideas?
Two Recommendations
Two Conclusions

Two Recommendations
Adopt as a Standard the Six-Phase Comprehensive Project Life Cycle to include the Incubation/Feasibility and the Post-Project Evaluation Phases.
Revise the AACE International TCM Framework to recognize the Comprehensive Six-Phase Project Life Cycle.

Two Conclusions
Project Management principles and practices provide benefits when used throughout the Strategic Asset Management Processes in the TCM Framework.
More research is required to develop and apply Project Team Cognitive Readiness to all important projects.

Presentation Outline
1. Systematic and Holistic Management Approach
•Systems thinking & Scope of “Project Management”
•Importance of project and product life cycle models & some examples
•The Comprehensive 6 Phase Project Life Cycle Model
2. Origins of projects: The Project Incubation/Feasibility Phase
•Project-driven vs project-dependent organizations
•Delivery vs strategic transformational projects
•Incubation/feasibility project phase
3. Evaluating Projects Integrated with Project Results
•The Post-Project Evaluation Phase (some time after the Project Close-Out Phase)
•The 4 dimensions of project success and project value
4. Recommendations and Conclusions

Part 1. Systematic and Holistic Management Approach Systems thinking & Scope of “Project Management”
Importance of Project and Product Life Cycle Models & Some Examples The Comprehensive 6-Phase Project Life Cycle Model

Systems Thinking
A holistic perspective of projects and programs is required today to achieve the full benefits of systems thinking in project management.
•Senge, Peter M. (1990), The Fifth Discipline, Doubleday/Currency;
•Gharajedaghi, Jamshid (1999), Systems Thinking: Managing Chaos and Complexity, Burlington, MA: Butterworth-Heinemann.

Improved Success in PPPM Depends on Two Desirable Goals
The proper and effective use of Information Technology (IT) with Business Process Management (BPM) plus Project, Program and Portfolio Management (PPPM), and
Definition of the Comprehensive Project Life Cycle Models for both development and delivery projects and programs within an enterprise.

Some Business Process Management Systems
IBM WebSphere Business Modeler: http://www- 01.ibm.com/software/integration/webphere-business-modeler/advanced/features/
IBM Rational Process Library: http://www-01.ibm.com/software/awdtools/rmc/library/
Oracle Business Process Management Suite: http://www.oracle.com/us/technologies/bpm/029418.pdf
SAP Business Suite: http://www.sap.com/lines-of-business/finance/business-suite- apps/index.epx
JBoss jBPM: http://www.jboss.org/jbpm/
WSO2 BPS: http://wso2.com/products/business-process-server/
Bonita BPM: http://www.bonitasoft.com/products/bonita-open-solution-open-source-bpm
Intalio BPM: http://bpms.intalio.com/product

Some Project/Program/Portfolio Management Systems
Spider Project: http://www.spiderproject.com/
Advanced Management Solutions Realtime Enterprise: http://www.amsusa.com/company/intro.htm
CA Technologies: http://www.ca.com/us/project-portfolio-management.aspx
Compuware Changepoint: http://www.compuware.com/business-portfolio- management/
Dekker, Ltd: Decker Trakker: http://www.dekkerltd.com/trakker.aspx
Planview Enterprise Portfolio Management: http://www.planview.com/
HP Project and Portfolio Management Center: http://www8.hp.com/us/en/software- solutions/software.html?compURI=1171920#tab=TAB1
Microsoft: MS Project and Project Server: www.microsoft.com
Oracle Primavera P6 Enterprise Project Portfolio Management: http://www.oracle.com/us/products/applications/042373.htm
SAP Portfolio and Project Management: http://www.sap.com/index.epx

Importance of Models
We use models in every walk of life:
•Physical scale models
•Graphic models: drawings, photos, 2 or 3 dimensions, animation
•Information models: words, numbers, equations, project plans (CPM, PDM, PBS), computerized simulators or processes, contracts
•Mental models
•“What is your business model?”
“A small replica of the real thing”

TCM Framework is a Model TCM Framework is a descriptive model that:
•Interrelates a number of business processes.
•Provides an holistic, common understanding of its subject.
•Enables the application of systems thinking to the management of an enterprise.

Predictive Project Life Cycle Models
Predictive life cycle models “favor optimization over adaptability” (Desaulniers and Anderson 2002):
•Waterfall (also known as traditional): linear ordering of the phases, which can be strictly sequential or overlapping to some extent; no phase is normally repeated.
•Prototyping: functional requirements and physical design specifications are generated simultaneously.
•Rapid Application Development (RAD): based on an evolving prototype that is not thrown away.
•Incremental Build: decomposition of a large development effort into a succession of smaller components.

Figure 1. Typical “standard” top level project life cycle model.
(PMI PMBOK 2008, p 16)
PMI 4 Phase Project Life Cycle Model
Re-Engineering Total Cost Management The PMI PMBOK 5th edition 2013 (page 38, Fig. 2-8) describes a “generic project life cycle structure” as:
Starting the project – Organizing and preparing – Carrying out the work – Closing the project.
This edition also shows examples of both predictive and adaptive project life cycles but does not specify a “standard” project life cycle.

Figure 2. A second “standard” project and extended life cycle model. (APM 2006 p 80.)
APM Extended Life Cycle Model

Figure 3. NASA’s Project Life Cycle Process. See http://spacese.spacegrant.org/uploads/Project%20Life%20Cycle/PPF_WallChart_color.pdf
for a very detailed wall chart that expands this simplified version.

Adaptive Life Cycle Models
Adaptive project life cycle models “accept and embrace change during the development process:”
•Adaptive Software Development/ASD: Mission driven, component based, iterative cycles, time boxed cycles, risk-driven, and change-tolerant. IBM Rational Unified Process (RUP) (Ref. Appendix B), is a good example.
•Spiral: Repetition of the same set of life-cycle phases such as plan, develop, build, and evaluate until development is complete.
•Extreme Programming/XP: Teams of developers, managers, and users; programming done in pairs; iterative process, collective code ownership.
•Agile and SCRUM: Similar to above adaptive life cycle models with iterations called “sprints” that typically last one week to 30 days with defined functionality to be achieved in each sprint.

Figure 4. Overview of a typical Stage-Gate™ project life cycle process for new product development. Source: Robert G. Cooper et al, Portfolio Management for New Products (Cambridge, MA, 2001), p. 272.

Figure 5. Spiral software development project life cycle model. Source: http://commons.wikimedia.org/wiki/Category: Spiral_model_of_Boehm?uselang=en

Agile Life Cycle Model (Partial)

Figure 6. United States DoD 5000
Defense Acquisition System Life Cycle Source: DoD Defense Acquisition System

Two New Project Life Cycle Phases are Required to be fully Compatible with the TCM Framework
To achieve this systems perspective we need a Comprehensive Project Life Cycle definition for application on all important projects.
This Model recognizes a Project Incubation/Feasibility Phase prior to the Project Starting Phase, and also a Post- Project Evaluation Phase after the standard Project Close-out Phase.

Comprehensive 6-Phase PLC Model

Linkage With the TCM Framework

Linkage with the TCM Framework

Purposes of Project Life Cycle Process Models are to:
Enable all involved persons to understand the processes to be followed throughout the life of the project.
Capture and document the best experiences so that the processes within each project phase can be improved continually and applied on future similar projects.

Purposes of Project LC Models (Cont’d)
Enable all the project roles and responsibilities and the project controls methods and tools to be appropriately related to the overall project life cycle management process;
•This includes assigning qualified persons to the roles of Project Executive Sponsor and Project Manager.
Enable the effective application of project management software application packages that are integrated with all appropriate corporate information systems.

Project Life Cycle Models Enable us to:
1) Apply systems thinking to creating, authorizing, planning, scheduling, and managing the project through all of its phases, and thereby:
2) Evaluate the success and the value of both the project and the results that the project has produced.

When Does “Project Management” Start and End?
Scope of „project management‟:
•Traditional scope includes start-plan-execute- closeout phases, but
•Projects begin their existence before the traditional start phase and their products continue to exist and must be evaluated after the projects are closed out.
These 2 new phases must be recognized as belonging within the domain of „project management.‟

Background for this paper:
By the same authors:
•The Six-Phase Comprehensive Project Life Cycle Model
•Unlocking a Project Team’s High- Performance Potential Using Cognitive Readiness: A Research Study Report and Call to Action

Comments by 20 Reviewers from 7 Countries are included in those Papers
Wayne Abba
Gregory Balestrero
Dr. Antonio Bassi
Dr. Franco Caron
Dr. Gianluca Di Castri
Prof. Federico Fioravanti
Dr. Stanislaw Gasik
Ing. Pier Luigi Guida
Prof. Dr. Harold Kerzner
Prof. Federico Minelle
Prof. Dr. Darci Prado
David Pells
Bob Prieto
Dr. Marco Sampietro
Miles Shepherd
Max Wideman
Rebecca Winston
Murray Woolf
Shakir Zuberi
Prof. Jorge Tarazona.
In Brazil, Canada, Colombia, Italy, Poland, UK, and USA

Part 2. Origins of Projects
Project-driven and project-dependent organizations Delivery versus development and strategic transformational projects
Incubation/Feasibility Project Phase

Project-Driven and Project-Dependent Organizations
It is important to recognize the differences between these two types of enterprises
They exhibit widely different levels of maturity in their project management capabilities

Origins of Projects
•Delivery projects and
•Development & strategically transformative projects
Projects are conceived and born differently for:
•Project-driven and
•Project-dependent organizations
Within:

How they Differ
•Projects produce most revenue.
•Mature in managing their "delivery" projects.
•Less mature in managing their development and transformative programs and projects.
Project- Driven Organizations:
•Products or services produce most revenues.
•Development & transformation projects produce new products, services, markets & processes.
•Often employ Project-Driven organizations for specific needs.
Project- Dependent Organizations:

Two Kinds of Projects Delivery (Commercial) Projects produce or deliver benefits within the growth strategies of the enterprise.
Development & Strategic Transformational Projects produce significant changes in the enterprise, its products, or its business processes.

Two Kinds of Programs
Traditional Programs consist of a group of related projects, while
Strategic or Transformational Programs usually include both projects and on-going operations.

A Practical Set of 12 Project Categories:
1. Administrative and Organizational Change
2. Aerospace/Defense
3. Communication Systems
4. Events
5. Facilities
5.1 Facility decommissioning
5.2 Facility demolition
5.3 Facility maintenance and modification
5.4 Facility Design-procurement- construction
Some separate facilities design and construction categories that must be integrated on one facility.
6. Information Systems/IT
7. International Development
8. Media & Entertainment
9. Product and Service Development
9.1 Industrial product
9.2 Consumer product
9.3 Pharmaceutical product
9.4 Service (financial, other)
10. Research and Development 10.1 Environmental
10.2 Industrial
10.3 Economic development
10.4 Medical
10.5 Scientific
11. Healthcare
12. Other Projects – Disaster Recovery, others….

Definition of the Project Incubation/Feasibility Phase
The phase prior to initiation of the Project Starting Phase, during which the necessary information and “embryonic knowledge and understanding” of the potential project is collected, compiled, buffered, and analyzed sufficiently to enable a well-informed decision to proceed with initiation of the Project Starting Phase.

When Does a Project Truly Start?
“Project Starting Phase” must begin with a reasonable understanding of what the principal objectives, scope, schedule, and cost of the project are expected to be, including:
•What the project will create;
•What benefits will be produced ;
•Verification that the project is aligned with the strategic plans ;
•A reasonable idea of the overall scope and expected time schedule and cost, and whether the needed money and other key resources will be available;
•Preliminary or conditional approvals and rights;
•Overall economic, technological, political, social, and physical feasibility under identified risks.

Basic Question
“Where does this initial „embryonic knowledge and understanding‟ about the potential project come from?”
Answer: The work and analysis performed and buffered during the Project Incubation/ Feasibility Phase of its life cycle model.

Peter Morris (2005):
“The reality, as shown by the results of two separate surveys, is that the overwhelming majority of practitioners polled believe that project management does apply in the pre-execution stages.”

Unfulfilled Roles
The Project Executive Sponsor and Project Manager roles exist during the Project Incubation/ Feasibility Phase but often are not formally assigned.

Front End Loading (FEL)
Front End Loading (FEL) Phase in Design/Procurement/Construction Projects recognizes the importance of the Project Incubation/Feasibility Phase
Independent Project Analysis (IPA) group (Norway): “FEL is the process by which a company (and project team) translates its marketing and technological opportunities into capital projects…. during the FEL phase, the questions of Why, What, When, How, Where and Who are answered.”
http://www.concept.ntnu.no/symposium/index.htm.

Front End Loading?
Term was used in the USA in the early 1900s with construction contractors.
They “loaded” the early activities in their contracts to receive the largest possible progress payments from the client.
This was often necessary to offset their losses on prior projects that were nearing completion. Finance: Front-end loads are paid to investment intermediaries (financial planners, brokers, investment advisors) as sales commissions.

Various Terms for FEL Phases Source: Bob Prieto 2013
Project Phase
Contractor
Definition
Owner A
Definition
Owner B
Definition
FEL Phase 1
FEL Phase 2
FEL Phase 3
Phase 4
Phase 5
Business Plan
Conceptual Engineering
Preliminary Engineering
EPC
Startup and Operation
Appraise
Select
Define
Execute
Operate
Conceptual
Feasibility
Front-End Engineering
Execution
Operation

Corporate Strategy and the Incubation/Feasibility Phase Prior to any important project beginning to take shape in the Project Incubation/Feasibility Phase, its genesis comes from the strategic decisions that have been made by the strategy managers of the organization.

Project Origins
Project Type >
Organization Type
Commercial or
Delivery Projects
Development and Transformational Projects
Project-Driven Organizations
> Requests for proposals/RFPs
> Project proposals that comply with well-established strategic goals and are within the known capabilities
> Project Starting Phase is not initiated until a contract is signed by both parties.
Statements below apply.
Project- Dependent Organizations
Few if any commercial/ delivery projects exist in these organizations. If so the above comments apply.
> Ideas come from strategic managers, marketing/business development, R&D, customers, consultants.
> When the ‘embryonic understanding’ of the potential project has been approved the project enters the Project Starting Phase.

Part 3. Evaluating Projects Integrated with Project Results
Post-Project Evaluation Phase
Project/Product Success & Project/Product Value

Project Close-Out Versus Post-Project Evaluation Phases
Project Close-Out Phase:
•All work on the project has been officially completed and the specified products and other results have been delivered.
Post-Project Evaluation Phase:
•Evaluation of the success and value of both the project itself and the products or other results it has produced.

Post-Project Evaluation Phase Definition
The Post-Project Evaluation Phase is devoted to the effort needed to first determining and then maintaining, improving, and even perfecting the ultimate success of the project in the following four dimensions:

Four Dimensions for Evaluating Project/Product Success
1. The project from a project management viewpoint
2. The project‟s products and results
3. All project stakeholders‟ perspectives of both the project and its results
4. The overall project and its products from the project team cognitive performance perspective.

1. Project Management Dimension:
How closely did the project achieve the original objectives as defined in the Project Charter or Project Business Case?
Did the project meet the specified product specifications, budget, schedule, scope?
What lessons were learned during this project to improve PM Best Practices?

2. Product (Results) Dimension How well does the product meet the Project Charter?
How well does the product achieve its Key Performance Indicators/KPIs?
What are the established Critical Success Factors (CSF) & how well does the product measure up to these?
Does the market like, buy and use the product?

3. Stakeholder Satisfaction Dimension: What level of satisfaction or dis-satisfaction (accomplishment, enjoyment, pleasure, anger, conflict, frustration) exists in each class of the project stakeholders?
These can be either positive or negative stakeholders – and the negative can be hidden.
Hidden, negative stakeholders are dangerous – “sappers” -- who quietly influence others – and bury mines.

Project Stakeholders Include:
Project Executive Sponsor The Project Manager
Project core team members
Functional contributors to the project and to its product
Owners of the final product of the project

Project Stakeholders: (Cont’d) Investors in the project and its products
Users and operators of the final product
Affected regulatory agencies
Communities (local, regional, and virtual) affected by the project and its products

4. The Project Team Cognitive Performance Dimension Projects do not exist without their teams.
Achieving high project team performance is crucial for success on important projects.
Much time and money is spent on preparing project plans and schedules, but little is spent on developing and enhancing high project team performance….
Project team cognitive readiness can be developed and will produce high team performance.

Project Team Cognitive Readiness Project team-building now can capitalize on advances in the cognitive sciences – “Mindfulness.”
Project managers and project team members can build their cognitive readiness through knowledge about:
•Emotional intelligence, lateral thinking, metacognition, cognitive adaptability, resilience, agency, self-efficacy, arousal, assertiveness, mindfulness, cognitive control, and
•Other related factors.

Project Teams Versus Sports Teams
Sports teams spend 10 times more effort on team- building than in competition. “Practice, man, Practice!” Project teams are usually quickly thrown together and told to start work NOW!
Project team cognitive readiness requires investment up front: Front End Training/FET. Team building is everything to create a winning team!

Conceptual model illustrating how characteristics influence team cognitive readiness. Source: Bolstad el al 2006.

Project Team Cognitive Readiness Cognitive Readiness is an indicator of how well the project team will perform or has performed during the planning and execution of the project.

Some Cognitive Enablers
Cognitive Appraisal of what is happening at any given moment: our emotions are based on how we perceive a particular situation.
Cognitive Adaptability: the degree of how easily we use the cognitive trade-offs to modify some of our beliefs without causing difficult cognitive dissonances (McLeod 2008).)
Metacognition: the cognitive awareness of our own brain processes; in the project team situation this refers to the sense of team by all the team members. Emotional Intelligence: the EI Quotient is the ability to effectively perceive, assess, understand and influence the emotions of oneself and others.

Some Cognitive Constraints
The Student Syndrome
Parkinson's Law
Overloading Stress Multi-tasking Stress
Burnout Syndrome
Internal conflicts that can lead to crises
Drastic commitment reduction
“Competence Borderline Syndrome” (I’m going to do just what I have to do, no more!)

More Research is Required on Project Team Cognitive Readiness
Practical methods and tools remain to be developed to assess and build project team cognitive readiness.
Not all types and categories of projects will benefit equally from team cognitive readiness capability.
Cognitive psychology and neuroscience experts must work closely with project management practitioners in this endeavor.

Project Team Cognitive Readiness Baseline Database Together with best project life cycle models, build high-performing project teams that are “cognitively ready” to benefit future projects.
Create baseline database of cognitively ready project managers and project teams.

Linking the Post-Project Evaluation Phase with the TCM Framework
Linked within the TCM Strategic Asset Measurement (5) and Assessment (6) Processes, plus as an extension of the Project Performance Assessment Process (10).
Not sufficient only to measure and assess a project’s success and value during the standard Project Close- Out Phase. In order to carry out the processes included for these Strategic Asset Measurement and Assessment requirements of TCM, all four of the evaluation dimensions described above must be included.

4. Recommendations Adopt as a Standard the Six-Phase Comprehensive Project Life Cycle to include the Incubation/Feasibility and the Post-Project Evaluation Phases.
Revise the AACE International TCM Framework to recognize the Comprehensive Six-Phase Project Life Cycle.

Conclusions
Project Management principles and practices provide benefits when used throughout the Strategic Asset Management Processes in the TCM Framework.
More research is required to develop and apply Project Team Cognitive Readiness to all important projects.

Thanks for Listening
Russell Archibald russarchibald.com Russell_archibald@yahoo.com Ivano Di Filippo genialsoftware.it ivano.difilippo@genialsoftware.it
Daniele Di Filippo danieledifilippo.wordpress.com daniele.difilippo@outlook.com Shane Archibald Archibald Associates.com Shane@ArchibaldAssociates.com

For more Information:
By the same authors:
The Six-Phase Comprehensive Project Life Cycle Model
Unlocking a Project Team’s High- Performance Potential Using Cognitive Readiness: A Research Study Report and Call to Action
For all references please see our ICEC 2014 paper on which this presentation is based.

See also:
Leading & Managing Innovation-- What Every Executive Team Must Know about Project, Program, & Portfolio Management
146 page book by Russell and Shane Archibald
Now also available in Italian with introduction by Prof. Dr. Marco Sampietro. Available soon in Brazilian Portuguese with introduction by Prof. Dr. Darci Prado and in Spanish with introduction by Prof. Jorge Terranova.

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