Project Management The State Of The Art

Project managementthe state of the art

Futurex 2007 - The Conference: ICT: Foundations of the Economy

Elmar Roberg082 651-5138

[email protected]

Futurex 2007: PM state of the art

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The people The organisation The art

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A little history

First project management body Internet 1965 IPMA

PMI 1969 230,000 members Major standards generating body CAPM, PMP (200,000 certifications) To come: PgMP, PfMP

PRINCE2™ UK OGC / APM 80,000 certifications

Others GAPPS, AIPM, JPMA, etc. etc

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Futurex 2007: PM state of the art 4

The state of the art

A striking proportion of project difficulties stem from people in both customer and supplier organisations failing to implement known best practice.This can be ascribed to the general absence of collective professionalism in the IT industry, as well as inadequacies in the education and training of customer and supplier staff at all levels.Moreover, there is a broad reluctance to accept that complex IT projects have similarities with major engineering projects and would benefit from greater application of well established engineering and project management procedures.

“A significant percentage of IT project failures, perhaps most, could have been avoided using techniques we already know how to apply. For shame, we can do better than this.”

(L Hatton)

The Challenges of Complex IT ProjectsBCS, Royal Academy of Engineering

April 2004


A profession has …

Initial professional education Law school

Accreditation of knowledge requirements Oversight bodies PMBoK, SWEBoK

Skills development Housemanship Articles Years of experience

Certification CA exams Board exams PMP MCSD, …

Licensing

Professional development House doctor, specialist

Professional Societies Medical Association PMI, CSSA, IEEE, ACM

Code of Ethics

Organisational certification Beyond individual

competence ISO CMM

Gibbs, Ford (SEI) & McConnell


Competence

Competence = ƒ(Knowledge, Skill, Personal attributes)

Skill = ƒ(Applicable experience, Years, Results)

Talents / gifts are 1. recognised 2. developed 3. exercisedto become skills


Knowledge

Project management knowledge PMBoK PRINCE2 Project manager competency development framework PMP, P2 Foundation / Practitioner

Domain knowledge SWEBoK Industry certification & training

General business APM BoK Business schools

General management


Skill

Domain Hands on application Years Success, results


PM personal attributes a la IPMA

Ability to communicate Initiative, engagement,

enthusiasm, ability to motivate

Empathy, ability to connect, approachability

Common sense, assessment of value, acceptance of responsibility, personal integrity

Conflict resolution, openness to new ideas, fairness

Ability to find solutions, holistic thinking

Loyalty, solidarity, readiness to assist weaker members

Leadership ability


Personal attributes a la PMI PMCDF

Achievement & action Helping & human service Impact & influence Managerial Cognitive Personal effectiveness


How to assess …

Knowledge PMP Qualifications Assessment

Subject Required level Is at level Assess pattern

Experience CV Reference checking Interview techniques

Personal attributes Profiling Assessment

Examples


What is missing?

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Assessing organisations

So, you have employed capable project managers, but just how good is your organisation as a project incubator?

Maturity models PMI OPM3 CMM and derivatives

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Standards, methods, …

Method

The definition:“A way of doing things .”

Dict

What does this mean?

Methodology

The definition:“A system of practices, techniques, procedures, and

rules used by those who work in a discipline. .”PMBoK


Standard

The definition:“A document established by consensus and approved by a recognised body that provides, for common and repeated use, rules, guidelines or characteristics for

activities or their results, aimed at the achievement of the optimum degree of order in a given context.”

PMBoK



Value, benefit, …

Value

The definition:“The ratio of benefit to the cost to deliver

that benefit.”EJR


Benefit

The definition:“The quantifiable and measurable improvement resulting from an outcome which is perceived as positive by a stakeholder and which will normally have a tangible value expressed in

monetary or resource terms. Benefits are expected when a change is conceived. Benefits are realised as a result of activities undertaken

to effect the change .”OGC


Value management

The definition:“A management technique to define the

perceived and actual value to the enterprise, and then assessing progress and achievements based on this value .”

OGC


Value engineering

The definition:“A creative approach used to optimise

project life cycle costs, save time, increase profits, improve quality, expand market

share, solve problems, and/or use resources more effectively.”

PMBoK



Portfolios, programmes, projects

Project

The definition:“A temporary endeavour

undertaken to create a unique product, service, or result.”

PMBoK

What does this mean?Start and end date.

Unique.Scarce resources.

Complex.Cross-functional.

Programme

The definition:“A group of related projects

managed in a coordinated way to obtain benefits and control not

available from managing individually. Programmes may

include elements of related work (e.g. ongoing operations) outside

the scope of the discrete projects in a programme .”

PMBoK

What does this mean?Related projects, work.

Coordination.Complementary.

Portfolio

The definition:“A collection of projects or programmes and

other work that are grouped together to facilitate effective management of that work to

meet strategic business objectives. The projects or programmes of the portfolio may not necessarily be interdependent or directly

related.”PMBoK

What does this mean?A list.

Linked to strategy / business plans.


Programme Portfolio

Sub-Programme Portfolio

Portfolios, programmes, projects

Portfolio

Portfolios Projects Programmes

Programmes Projects

Projects

Programmes Projects Other Work

Projects

Projects


Example: MSF programme

Envision

O’ll Arch

Rqmts

Build Releases

Close

Tranche 1 Tranche 2 Tranche 3

Benefit realisation measurement

Stab Rel1Realise benefitsDeploy

Deploy

Deploy

…

Stab Rel2Realise benefits

DeployDeploy

Deploy

…

Stab Rel3Realise benefits

DeployDeploy

Deploy

…

…


Portfolios, programmes, projects (2)

ProjectManagement

The definition:“The application of knowledge, skills, tools, and techniques to

project activities to meet project requirements.”

PMBoK

What does this mean?.

ProgrammeManagement

The definition:“The centralised, coordinated, management of a program to

achieve the programme’s strategic objectives and benefits .”

PMBoK


PortfolioManagement

The definition:“The centralised management of one or more

portfolios, which includes identifying, prioritising, authorising, managing and

controlling projects, programmes, and other related work, to achieve specific business

objectives .”PMBoK


Multi-project managementMega-project management


Portfolio, programme and project management

Project Programme Portfolio

Scope Narrow Wide Business

Deliverables change Changes to meet benefit expectations

Changes with strategic goals

Change tolerance Averse Expected and even encouraged

Monitors need for change

Success Measurement

On timeWithin budgetProducts delivered to spec

ROINew capabilitiesBenefits

Aggregate performance of portfolio components

PMI PFM Std


Portfolio, programme and project manager

Project Manager Programme Manager Portfolio Manager

Leadership style focus Task deliveryDirective

RelationshipsConflict resolutionPolitics

Adding value to portfolio decision-making

Manages TechniciansSpecialists“Doers”

Project managers Management / coordination of portfolio management staff

Team role Team playersMotivate through

knowledge and skills

Provide vision and leadership

Provide insight and synthesis and leadership

Planning level Detailed High-level Create and maintain process and communication relative to aggregate portfolio

Planning focus Delivery of products Provide guidance to projects

Activity Monitor & control tasksMonitor & control

production of products

Monitor & control projectsMonitor & control ongoing

work

Monitor aggregate performance and value indicators

Method of control Hands on Governance structures

PMI PFM Std


PPPM context

PMI PFM Std

Organisational resources

Vision

Mission

Org strategy& objectives

Ops planning & mgtProj Portfolio

planning & mgt

Mgt of ongoing opsMgt of projectised activities

(pgms, pjs)


How it all hangs together

Programme management

Provide programme governance

Clo

se pro

gram

me

Describ

e pro

gram

me

Manage benefits

Manage programme portfolio

Iden

tify pro

gram

me

Control projects

Initiation

Planning

ExecutingControlling

Closing

Projectconcept

Initiation

Planning


Closing

Projectconcept

Initiation

Planning


Closing

Projectconcept

Initiation

Planning


Closing

Projectconcept

StrategyBusiness Plan

Operational Plans

EnterprisePortfolio

Management

Support

PMO

PSO

PO

Futurex 2007: PM state of the art PMO 24

A progression …

Independent unrelated projects

Coordinated projects

Programmes

Portfolio management

PSOPO

PMO

PO

PO

POPO

PO

POPO

PO

BudgetBudget


Do your bit …

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www.pmisa.org.za

“TO BE RECOGNIZED AS THE LEADER OF THE

PROFESSIONAL DEVELOPMENT OF

PROJECT MANAGEMENT IN SOUTH AFRICA”

011 315 [email protected]
