Project management the state of the art Futurex 2007 - The Conference: ICT: Foundations of the Economy Elmar Roberg 082 651-5138 [email protected]
Jan 21, 2015
Project managementthe state of the art
Futurex 2007 - The Conference: ICT: Foundations of the Economy
Elmar Roberg082 651-5138
Futurex 2007: PM state of the art
Menu
The people The organisation The art
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Futurex 2007: PM state of the art
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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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
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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
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Competence
Competence = ƒ(Knowledge, Skill, Personal attributes)
Skill = ƒ(Applicable experience, Years, Results)
Talents / gifts are 1. recognised 2. developed 3. exercisedto become skills
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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
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Skill
Domain Hands on application Years Success, results
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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
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Personal attributes a la PMI PMCDF
Achievement & action Helping & human service Impact & influence Managerial Cognitive Personal effectiveness
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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
Futurex 2007: PM state of the art
What is missing?
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Futurex 2007: PM state of the art
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
What does this mean?
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
What does this mean?
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Value, benefit, …
Value
The definition:“The ratio of benefit to the cost to deliver
that benefit.”EJR
What does this mean?
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
What does this mean?
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
What does this mean?
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
What does this mean?
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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.
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Programme Portfolio
Sub-Programme Portfolio
Portfolios, programmes, projects
Portfolio
Portfolios Projects Programmes
Programmes Projects
Projects
Programmes Projects Other Work
Projects
Projects
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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
…
…
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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
What does this mean?.
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
What does this mean?.
Multi-project managementMega-project management
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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
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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
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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)
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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
ExecutingControlling
Closing
Projectconcept
Initiation
Planning
ExecutingControlling
Closing
Projectconcept
Initiation
Planning
ExecutingControlling
Closing
Projectconcept
StrategyBusiness Plan
Operational Plans
EnterprisePortfolio
Management
Support
PMO
PSO
PO
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A progression …
Independent unrelated projects
Coordinated projects
Programmes
Portfolio management
PSOPO
PMO
PO
PO
POPO
PO
POPO
PO
BudgetBudget
Futurex 2007: PM state of the art
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]
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