Autorentext

Following his retirement from government service, James H. Dobbins joined MITRE Corporation in 2003, where he supported the Department of Defense (DoD) and the Intelligence Community. His work included strategic roles with the Defense Intelligence Agency (DIA), the National Geospatial-Intelligence Agency (NGA), the Central Intelligence Agency (CIA), the Federal Bureau of Investigation (FBI), the Office of the Director of National Intelligence (ODNI), and the National Counterterrorism Center (NCTC). He was part of a six-person team tasked by Congress to evaluate a critical intelligence program at NGA. He later joined a small team invited by the FBI Deputy Director to assess an FBI unit in Clarksburg, West Virginia, returning a year later to review progress on their recommendations. He retired from MITRE in 2015.

Before MITRE, he served as Associate Dean for Research and Consulting at the Defense Acquisition University (DAU) and taught software acquisition management in its flagship Program Management Course. During this time, he developed an enduring interest in Critical Success Factors (CSF) for program management. His doctoral research at George Washington University led to the creation of the CSF Process Model, a groundbreaking framework enabling managers to determine their success factors, define performance measures, and implement targeted risk management. He also served on the 1993 Board of Examiners for the Malcolm Baldrige National Quality Award.

His federal service began in 1989 when he was invited by the DoD to help transform the DoD Computer Institute into a recognized academic institution. As part of a five-member development team, he helped establish the Information Resources Management College (IRMC), now part of the National Defense University. It was during this period that he created educational modules on management CSFs-an area of research and consulting he would pursue for decades.

Alongside his government career, he pursued legal studies through the Virginia Law Reader Program, passed the Virginia Bar Exam, and was admitted to practice in all state courts as well as multiple federal jurisdictions. His goal was to transition into law as a retirement profession, adding further dimension to an already accomplished career.

While based in Manassas, Virginia, he became a national and international leader in software quality and reliability. He presented at major conferences across the U.S., U.K., Germany, and Italy, and led a 300-engineer international team for the Institute of Electrical and Electronics Engineers (IEEE) that developed Standards 982.1 and 982.2 for reliable software measurement. For these contributions, he was elevated to Senior Member status in IEEE. He was also twice invited by the French Embassy as part of a distinguished U.S.-France science and engineering exchange program, engaging in meetings with government and corporate stakeholders from Paris to Toulouse.

Earlier in his career, he worked with IBM Federal Systems, serving on the Apollo Flight Support Team at the Manned Spacecraft Center in Houston. He supported the first five major Apollo milestones, including the historic Apollo 11 Lunar Landing. He later transferred to NASA Goddard Space Center through Apollo 13, then moved into classified Air Force satellite and Navy anti-submarine warfare programs, taking on roles across the U.S. and Australia.

His professional journey began with a Bachelor of Science in Physics from Loyola University, after which he briefly taught mathematics on the faculty. He was soon called to serve as a Communications Officer in the U.S. Air Force, assigned to the Strategic Air Command's 2nd Air Force Headquarters at Barksdale AFB. There, he participated in the development of the 465-L Command and Control System, the Air Force's first computerized platform of its kind, and served aboard the SAC Flying Command Post.

Klappentext

This book is the only resource that equips managers with a practical framework to accurately identify, measure, and apply their Critical Success Factors (CSFs)-making it unique in the field. Unlike previous efforts that relied on broad surveys and statistical analyses intended to generate generalized lists of CSFs, this approach honors the foundational definition of CSFs and provides actionable guidance tailored to each manager's unique context.

The shortcomings of other methods stem from two critical missteps: (1) overlooking that CSFs are defined as activities, not merely conditions for success and (2) failing to recognize that CSFs are specific to the individual manager's role and environment. Moreover, while this book recommends that a manager identify no more than ten CSFs to maintain clarity and focus, some studies have proposed as many as 43, creating confusion and diminishing usability. Each of those studies produced a different list of project management CSFs, none of which were validated to assess whether the factors were applied effectively or contributed to actual success.

In contrast, this book-based on original research with experienced program managers overseeing large, complex initiatives-offers a generalizable process that any manager can use to determine their specific CSFs. It is the only guide that shows managers how to: identify their own CSFs; develop measurable indicators for tracking each CSF; and perform a spreadsheet-based risk assessment for each factor.

This risk analysis framework enables leaders to evaluate the likelihood of completing each CSF successfully and assess overall program risk-something no other publication provides with this level of depth or practicality.

Designed as a step-by-step guide, the book leads managers through gathering relevant information, structuring their findings, defining each CSF, and refining associated metrics over time. Uniquely, it incorporates a fully developed Risk Analysis Process, giving managers tools to anticipate challenges and proactively manage success.

Inhalt

Chapter 1: In the Beginning Chapter 2: The Nagging Residual Questions Chapter 3: The Epiphany: A New Direction Chapter 4: The Areas of Inquiry Chapter 5: Initiating the Process Chapter 6: The Interview Chapter 7: The CSF Analysis Chapter 8: The Draft Report Chapter 9: Risk Analysis Chapter 10: Targeted Post-Doc Research Chapter 11: Where Are We Now Chapter 12: The Next Steps Appendix 1: Insights and Questions from Prior Research Appendix 2: Critical Success Factor (CSF) Analysis Manager Tutorial Appendix 3: Critical Success Factor Interview Questionnaire Appendix 4: Example of an Actual CSF Final Report Appendix 5: Example of an Actual Card Report