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http://hdl.handle.net/2282/361
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| Tittel: | Adapting benchmarking to project management : an analysis of project management processes, metrics, and benchmarking process models |
| Forfattere: | Emhjellen, Kjetil |
| Dato: | 1997 |
| Sammendrag: | Since the first publication on benchmarking in 1989 by Robert C. Camp of
“Benchmarking: The search for Industry Best Practices that Lead to Superior
Performance”, the improvement technique benchmarking has been established
as an important tool in the process focused manufacturing or production
environment. The use of benchmarking has expanded to other types of
industry. Benchmarking has past the doorstep and is now in early trials in the
project and construction environment. Literature and current research show an
increasing interest for the use of benchmarking for improvement in the project
environment. However, no encountered work have done the necessary adaption
of the technique from its original environment to the project and construction
environment. Furthermore, no encountered work has focused on benchmarking
of project management processes only.
The overall purpose of this dissertation research was to better the adaption of
benchmarking to the project environment with a focus on project management,
so an organization or a group of organizations better can use benchmarking for
improving their project management. The research effort was divided into 3
parts.
The first part’s objective was to indicate strong and weak areas of project
management areas or processes, in order to aid in deciding on where the
improvement technique benchmarking should focus. A set of project
management processes from the 1996 “A Guide to the Project Management
Body of Knowledge” by the Project Management Institute (PMI) was selected
for further use in the dissertation research. Since this set of processes was to be
used extensively, a mail survey was conducted among experienced project
management personnel to collect their subjective opinions on the set of
processes. The findings from the respondents’ construction project
perspectives, indicated strongly that all project management processes defined
by PMI are important and none are superfluous. The findings indicated further
that for some projects, the project management processes by PMI were quite
complete, but not for others. In the participants’ opinion, the PMI developed
project management processes illustrate quite well the project management
processes on their reference projects and for constructions projects in general.
It is thus reasonable to believe, that the PMI processes quite well illustrate
project management processes in construction type of projects.
In the same mail survey, questions were asked in order to indicate areas
or processes of project management where the improvement need were highest
and where improvement efforts like benchmarking should be focused. The
participants were asked for their opinion of importance and performance to
each of the 37 PMI project management processes. By analyzing the gap
between importance and performance for each project management process, the findings includes that the project management processes performed early in the
reference projects, i.e. initiating and planning processes, were identified to be
of highest need of improvement. For the individual project management
processes, the participants’ answers indicate that the following 12 had the
highest need of improvement. In order of improvement need, the processes are:
1. Initiation 5. Staff Acquisition 9. Team
Development
2. Risk Identification 6. Scope Planning 10. Schedule
Development
3. Communications Planning 7. Risk Quantification 11. Quality Control
4. Organizational Planning 8. Quality Planning 12. Cost Estimating
The second part of this dissertation’s research had an objective to suggest
metrics for project management processes, that can be looked up and used as an
aid for potential benchmarkers to define metrics for their own special project
management processes. No metrics encountered in literature or existing
research were developed for project management processes directly.
Furthermore, no set of metrics that directly focus on project management only
were encountered.
Based on a combination of encountered metrics in the literature, inputs
from interviews with experienced project management personnel, and creative
thoughts of the author of this dissertation, this research therefore developed
metrics for the 37 PMI defined project management processes. However, the
suggested metrics to each project management process are not meant to be
universal metrics for the project management processes in question. The lists
of metrics are meant to be a place for potential benchmarkers to get ideas for
their own project management processes. Thus, the metrics are not meant to be
used directly, but need to be adjusted to the project management processes of
the organization in question.
Using the suggested lists of metrics, metrics to one project management
process was tested in a survey part 2 to get some feedback on the metrics work.
The process was Risk Identification. As a whole, the participants leaned clearly
towards a positive opinion to the suggested metrics.
The objective of the third part of the dissertation research effort, was to
evaluate existing benchmarking process models’ fitness for benchmarking of
project management processes, and if necessary, suggest a new model that is
targeted to fit for benchmarking of project management processes. A sample of
existing benchmarking process models was evaluated, in order to see if they
were fit to guide in a benchmarking of project management processes. The
research concludes that none of them could guide users through a complete
benchmarking study of project management processes. The evaluation exercise
led to an increased knowledge about what constituted strong and weak sides of
such models. This knowledge was in turn applied during the design of a new
benchmarking process model fit for project management processes. Applying findings from the evaluation of the existing models, the steps for a
new benchmarking process was developed through a transformation process of
a selected existing model. A graphical representation for the benchmarking
process was developed through a combination of a creative session and studies
of different categories of existing graphical representations. This research
suggest a new benchmarking process model, targeted to fit benchmarking of
project management processes. |
| Nøkkelord: | Quality control
Project management
Benchmarking |
| Forlag: | Høgskolen i Telemark |
| Dokumenttype: | PhD thesis |
| URI: | http://hdl.handle.net/2282/361 |
| ISBN: | 82-471-0129-7 |
| Vises i samlingene: | Doktorgradsavhandlinger i prosess- energi og automatiseringsteknikk
Institutt for prosess-, energi- og miljøteknologi
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