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U.S. Army Medical Command
An increase in construction requirements for the U.S. Army Medical Command (MEDCOM) has served as a catalyst for the organization to seem a more efficient project management model. This paper assesses the extent which this project is transformational and what lessons can be learned. The elements of this approach that make for more effective project execution are presented. Recommendations to further improve the project management approach, particularly in the execution phase, are overviewed. Lastly, the other components or lessons from other reading that could benefit projects like MEDCOM's are discussed.
How the Project is Transformational and the Lessons Learned:
The goals of MEDCOM's new project management approach are to: "1. Minimize overheard and transaction costs on their repair and renewal projects; 2. Minimize problems and increase performance on projects (…); 3. Educate and train both vendors and project management individuals (…); 4. Create an environment of accountability throughout the MEDCOM project management system" (Kashiwagi, Sullivan, Sullivan, & Kashiwagi, 2008, p. 2). As such, MEDCOM has turned to the Performance Information Procurement System (PIPS) as a solution.
Adopting the PIPS structure to the MEDCOM project management process is transformational in that this structure which is normally applied to a single project is applied to the organization as a whole. An environment of risk minimization and accountability must be created, in order for...
In this transformation, MEDCOM also transfers much of the accountability on to the shoulders of the vendors. In addition to organizational and process transformation, the lessons MEDCOM learned through the adoption of PIPS include a more effective and efficient ability to identify project with the most problems and how to utilize the dominant information presented by vendors to make more efficient decisions.
Elements of the Approach that Make for More Effective Project Execution:
There are several elements of the PIPS approach that make for more effective project execution, on any project. The first filter of the PIPS structure involves collecting past performance information, for critical team components. The second filter in PIPS includes the submission of a cost proposal and Risk Assessment and Value Added plan by the vendors. The third filter includes interviewing the vendor's key project individuals. The fourth element involves the organization using pre-determined weights to aid in the determination of the best-valued vendor. Lastly, the fifth filter requires the potential vendor to pre-plan the project and identify all risks that are out of their control ("PIPS overview," n.d.). Each of these five elements are crucial in promoting a more effective project execution, for any project, as with each filter the quality of vendors left remaining in consideration increases. This is complemented with the sixth filter of weekly reporting of risks impacting time and schedule, which also…
References
Kashiwagi, J., Sullivan, M., Sullivan, K., & Kashiwagi, D. (Jul 2008). "Transforming an organization by using a new project management approach." PM World Today, 10(7). p. 1-10.
Levinson, M. (1 Jun 2006). "8 steps for project management." CIO. Retrieved March 14, 2011, from http://www.cio.com/article/21414/8_Steps_for_Project_Management.
PIPS overview. (No date). Retrieved March 14, 2011, from http://www.pbsrg.com/pips/overview/.
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