Multi-Company Project Management Maximizing

This unique book provides a practical description of the processes and techniques for creating and managing multi-company project organizations emphasizing cross company cooperation and the use of customer supplier collaboration to build synergy and maximize project or operational results. It includes an implementation plan adaptable to projects in any industry.

Dean Baker, PMP, acquired a large portion of his project management and operations management experience during his successful 40-year career with General Motors Corporation. In 2005, he started a consulting firm known as Team Implementers, LLC. Mr. Baker now shares his knowledge and experience with other companies through his consulting business and with individuals through his teaching at the DeVry University Keller Graduate School of Management. His primary areas of expertise include project management, continuous improvement processes and lean manufacturing, team building, and leadership skill development. He earned his BS in Electrical Engineering from Kettering University and his MS in Electrical Engineering from the University of Michigan.

Preface	p. xi
About the Author	p. xv
Acknowledgments	p. xvii
Web Added ValueÖ	p. xix
Multi-company Project Management Overview	p. 1
Benefits	p. 5
Participant Benefits	p. 5
Project Benefits	p. 6
Company Benefits	p. 7
Survey Results	p. 9
Success Examples	p. 11
Process Description	p. 12
Process Application	p. 16
Project Portfolio Management	p. 16
Strategic Project	p. 17
MPM Project Organization	p. 20
Process Initiation	p. 27
Multi-company Project Organization, Initiation, and Planning	p. 31
Overview	p. 32
Cooperate	p. 35
Defining the Environment	p. 36
Building Linkages	p. 40
Personal History	p. 40
Personal History-Alternate	p. 43
Roles and Responsibilities	p. 44
Project Organization Structures	p. 45
Organizational Chart	p. 50
Situational Matrix Chart	p. 52
Responsibility Chart	p. 56
RASIC Chart	p. 57
Summary	p. 60
Communicate	p. 61
Mission and Goals	p. 64
Brainstorming	p. 64
Categorization	p. 67
Mission Statement and Goals	p. 68
Scope Definition	p. 74
Specification and Engineering Reviews	p. 74
Statement of Work	p. 76
Fact-Finding	p. 77
Communication Tools	p. 79
Website	p. 80
Conferencing	p. 81
Videoconference Implementation	p. 82
Prevideoconference	p. 83
During the Videoconference	p. 84
Post-videoconference Activities	p. 85
Communication Plan	p. 85
Summary	p. 92
Coordinate	p. 95
Action Planning	p. 95
Open-issues List	p. 96
Leadership Action Planning	p. 97
Engineering Action Planning	p. 99
Installation and Start-up Action Planning	p. 100
Schedules	p. 101
Schedule Development	p. 101
Leadership Schedules	p. 106
Milestone Chart	p. 107
Engineering Schedules	p. 108
Gantt and Network Charts	p. 110
Installation and Start-up Schedules	p. 113
Putting the Organization Together	p. 114
Team Meeting Locations	p. 114
Team Meeting Preplanning	p. 115
MPM Team-building Formula	p. 116
Meeting Agenda	p. 117
Team Development Stages	p. 119
Part I Summary	p. 121
Multi-company Project Management, Control, Execution, and Closure	p. 125
Overview	p. 126
Control	p. 129
Activity Management	p. 130
Critical Path	p. 130
Earned Value	p. 137
Forecasting	p. 139
Activity Value Technique	p. 141
Change Control	p. 141
Quality Control	p. 144
Stakeholder Management	p. 146
Influence Powers	p. 147
Action Plan Follow-up	p. 148
Escalation	p. 152
Conflict Management	p. 153
Scorecard	p. 156
Risk Management	p. 159
Risk Strategies	p. 159
Risk Register	p. 161
Complete	p. 163
Multi-company Team Management	p. 163
Safety	p. 163
Situational Leadership	p. 165
Decision-making	p. 168
Character Traits	p. 171
Project Balance	p. 180
Project Integration and Execution	p. 182
Checklists	p. 182
Engineering Phase	p. 185
Visual Control Board	p. 191
Installation Phase	p. 193
Start-up Phase	p. 195
Close	p. 201
Traditional Closure	p. 203
Contract Closure	p. 203
Evaluation	p. 204
Audits	p. 210
Lessons Learned	p. 213
MPM Closure Supplement	p. 216
Project-to-user Linkage	p. 216
Celebration	p. 219
Beyond the Project	p. 222
Multi-company Project Management Applied to Operations	p. 225
Overview	p. 226
MPM Modifications Overview	p. 229
Benefits	p. 230
Case Study	p. 232
Improvement Vision	p. 235
Process Description	p. 237
Six Sigma	p. 237
Overall Equipment Effectiveness	p. 238
Process Map	p. 241
Strategic Assessment	p. 242
Scope	p. 243
Opportunity	p. 243
Environment	p. 250
Improvement Initiation	p. 253
Organization and Schedule	p. 253
Leadership Team	p. 259
Measurement Team	p. 260
Improvement Team	p. 260
Team Deliverables and Tools	p. 261
Initiation	p. 263
Customer and Supplier Executives	p. 263
Project Manager and Consultant	p. 264
Other Leadership Participants	p. 264
Initial Leadership Meeting	p. 265
Resource and Results Matrix	p. 267
Measurement	p. 269
Planning	p. 273
Improvement Plan	p. 273
Goal Setting	p. 276
Improvement Results and MPM Conclusion	p. 281
Event Requirements	p. 281
Event Completion	p. 283
Event I Activities	p. 283
Fishbone Diagram	p. 287
Network Analysis	p. 289
Operations Visual Control Board	p. 291
Event II Activities	p. 292
Closeout	p. 293
Recognition	p. 294
Closeout Meeting	p. 294
Process Survey	p. 296
Lessons Learned	p. 296
Case Study Results	p. 299
Multi-company Project Management (MPM) Conclusion	p. 300
Bibliography	p. 303
Table of Contents provided by Ingram. All Rights Reserved.

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Multi-Company Project Management Maximizing Business Results through Strategic Collaboration

Summary

Author Biography

Table of Contents

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