The What and How of Project Management.
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The What and How of Project Management.

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The presentation will focus on responding to two common questions that arise regarding project management. The first question is What Needs to be done on a Project? The second question is How should ...

The presentation will focus on responding to two common questions that arise regarding project management. The first question is What Needs to be done on a Project? The second question is How should a project be planned, executed, controlled, monitored and closed out? How an organization responds to both questions will have a significant impact on project success. All too often organizations focus on the first question while paying little attention to the second. Practical suggestions for establishing an effective project environment will be provided

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The What and How of Project Management. The What and How of Project Management. Presentation Transcript

  • The Difference Between the What and the How of Project Management The Smarter Everyday project is owned and operated by CTE Solutions Inc. Authors: William S. Bates & Thomas Flynn
  • Copyright Information & PMI The Difference Between the What and the How of Project Management. It may not be reproduced in whole or in part without the written authorization of the administrator through CTE Solutions. The Difference Between the What and the How of Project Management is compliant with the Project Management Institute’s A Guide to the Project Management Body of Knowledge, 5th Edition, 2013. Some of the seminar materials are copyrighted by Bates Project Management Inc. for which the authors have authority to utilize for their use. The presentation is copyrighted by William S. Bates and Thomas Flynn, 2014 and is on loan for use by CTE Solutions. PMBOK is a registered mark of the Project Management Institute, Inc.
  • Outline • Introduction Key Concepts and Definitions Project Lifecycle Project Planning and Control Model • What Needs to be Done on a Project? Project Management Institute Requirements Strength of the PMBOK® Weakness of the PMBOK®® • Transition to the How of PM – – • • Corporate Planning Process Model Requirements to Achieve the How Recent Research Conclusion
  • Corporate Positioning Company Project Program Portfolio On Going Ops
  • Key Concepts and Definitions • Portfolios A collection of programs, projects and operations within a business and/or support line • Programs A large, complex undertaking composed of multiple projects to deliver a major product or service • Projects A temporary endeavour that results in a distinctive product, service or end result • Work Package A specific deliverable required to create the final product, service or end result of a project. Lowest level of the work breakdown structure
  • Key Concepts and Definitions • Project Management • Project Management Methodology • Corporate Operations The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements (PMBOK®) A set of consistent processes, procedures, techniques and templates to cover all required areas of project initiation, planning, execution, monitoring and close-out of a project Day-to-day functions to deliver the services of an organization
  • Time Benefits Realization Close out Execution Planning Initiation Project Effort $ or Hrs./Days Project Lifecycle
  • What needs to be done…? • Project Management Institute • Purpose of the PMBOK® Guide: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - 5th Edition, 2013 “The PMBOK® Guide identifies that subset of the project management body of knowledge that is generally recognized as good practice. Generally recognized means the knowledge and practices described are applicable to most projects most of the time, and there is consensus about their value and usefulness.”…. Good practice does not mean that the knowledge described should always be applied uniformly to all projects; the organization and/or project management team is responsible for determining what is appropriate for any given project.” (P.2)
  • PMBOK Components® • Five processes: • Ten Knowledge Areas • Initiation – Integration – Scope • Planning – Cost • Executing – Time • Monitoring & controlling – Risk • Closing – Human Resources – Quality – Communications – Procurement – Stakeholder Management
  • Project Management Processes Planning Processes Initiating Processes Monitoring & Controlling Processes Executing Processes Arrows represent flow of information Closing Processes Total of 47 processes in PMBOK® Guide A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – 5th Edition, 2013, Project Management Institute
  • Project Planning and Control Model Project Initiation Update & Detail Project Scope Definition Monitoring & Control Updates Finalize Plan & Gain Approvals Other Processes as required Risk, Quality, Human Resources, Communications, Procurement, Stakeholder Project Budget Development (Excluded from Seminar) Detailed Work Package Planning & Estimating Project Schedule Development
  • Strengths and Weaknesses of PMBOK® • • Weaknesses Strengths – Too complex for small projects - Recognized standard – Theoretical and very difficult - Applicable to any project to apply in the real world - Evolves; new edition every 4 years – Certifications do not always - Certifications are available prove who is suited & qualified to manage projects
  • Transition to the How of PM • Corporate planning required by a company or government agency • Effective project management environment be established • Assess current project management capabilities • Implement as a project
  • Project Management Context Provides for a closed loop planning, execution and control of all corporate activity Mission Statement (Evolve Over time) Monitor & Update Operational & Capital Plans (Monthly to Quarterly) Goals/ Objectives (Evolve Over Time) Project Project Plans Plans Annual Plans Specific Action Plans (Updated Yearly) Strategic Plan Strategies (Update Yearly) Corporate Planning Process Model
  • Corporate Planning Model Components • Corporate planning definition for this seminar • Definition components • • • • • • • • Planning for the future (1 to 5 year time frame) Based on documented assumptions that respond to an evolving business and political environment Systematic setting of corporate goals Planning for operations, portfolios, programs and projects Identifies specific projects to achieve the corporate goals Responds to the needs of business units and integrates across units as necessary Reduces risks Improves profitability and/or quality of services
  • Requirements to Achieve the How of PM Senior Management Support & Direction Business and Technology Processes Documented Project System & Tools Project Project Governance Management Methodology Education Leadership & Skills Effective Project Management Environment
  • Process for Successful PM Implementation • Enterprise PM Implementation Methodology Model Implementation Phase Development Phase Assessment & Planning Communications & Cultural Sub-Project Project Management Organization On-Going Operations
  • Assessment and Planning Phase Capability Preliminary Investigation Management Review Assessment Plan Requirements Definition Refine Plan Organizational PM Maturity/Capability Staff PM Capability Implementation Project Planning Decision Cancel Assessment Report Project Plan Commence Project
  • Recent Research • Essential traits for “success” as a project manager: Takes Initiative: The tendency to perceive what is necessary to be accomplished and proceed on one’s own Enthusiastic: The tendency to be eager and excited toward one’s own goals Finance/Business: The interest in commerce or fiscal management Wants to Lead: The desire to be in a position to direct or guide others Source: Dr. Paul D. Giammalvo, Using “Behavioral Profiling” to Identify “Successful” Project Managers, PM World Journal, Vol. 1 –Issue 1 – August 2012
  • Recent Research Continued Analytical: The tendency to logically examine facts and situation (not necessary analytical ability). Handles Autonomy: The tendency to have the motivation and self-reliance necessary for a significant amount of independence from immediate supervision (does not indicate the necessary job related knowledge) Wants Challenge: The willingness to attempt difficult tasks or goals Giammalvo Quote: “Despite the proliferation of exam based credentials and certifications, they are not reliable predictors of whether any individual has what it takes to be “successful”, especially in a new or different environment.” 20
  • Conclusion • Effective project management takes 1.5 to 3 years to implement • Must have management commitment • Implement as a project • Project management training only part of the solution 21
  • Conclusion • More than about certification and standards • Must understand potential and existing PMs’ behavioural attributes • Behavioural attributes can be enhanced over time, including through training
  • TECHNICAL Microsoft VMware Cloud Computing IT and Cyber Security CompTIA Java ProgrammingLanguages Novell UNIX Training with impact MANAGEMENT BUSINESS TOGAF Enterprise Architecture ITIL COBiT Agile and Scrum Business Analysis Project Management Change Management Communication Skills Leadership Skills Negotiation Skills Problem Solving Skills Facilitation Skills and many more…
  • CTE Solutions Inc. - Ottawa 11 Holland Avenue, Suite 100 Ottawa, Ontario, K1Y 4S1 Tel: (613) 798-5353 Toll Free: 1 (866) 635-5353 Fax: (613) 798-5574 CTE Solutions Inc. - Toronto 77 Bloor St. West, Suite 1406 Toronto, Ontario M5S 1M2 Tel: (416) 284-2700 Toll Free: 1 (866) 635-5353 Fax: (416) 284-6797 Put your company logo here