PMI Global Congress 2012
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Apresentação Paul Dinsmore para o PMI Global Congress 2012 - Vancouver, Canadá.

Apresentação Paul Dinsmore para o PMI Global Congress 2012 - Vancouver, Canadá.

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PMI Global Congress 2012 Presentation Transcript

  • 1. EPG - Enterprise Project Governance: A Guide to the Successful Management of Projects Across the Organization Session PBM04Paul C. Dinsmore, PMI FellowDinsmore Associates “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 2. Presenter: Paul Dinsmore• President of Dinsmore Associates, international consulting and training company with headquarters in Rio de Janeiro, Brazil• PMI Fellow since 1994• Author of 20 books on management and project management “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 2
  • 3. Presentation Based on*Released April, 2012. Amacom, NY “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 4. We´ll Discuss...• Evolution of Project Management• The EPG Model• Case studies: CERN x SSC and Big Pharma• The EPG Plan• Implementation Approaches “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 5. Change, Evolution and Projects• Adam and Eve• Khufu• Leonardo da Vinci• John Kennedy “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 6. Analogy withQuality Management • Quality Control • Quality Engineering • Deming and Juran • Quality Assurance • Six Sigma • Quality Awards • Total Quality (TQM) “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 7. Evolution of Project Management • Single Projects • Network planning ( PERT-CPM-PDM) • Software • Multiple projects and Programs • Portfolios • PMOs • CPMOs • Enterprise Project Governance “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 8. EPG – A MODEL FORPROJECTIZING ORGANIZATIONS “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 9. Present Scenario• World economy in slump with countries in trouble: Southern Europe• Companies under increased pressure to produce faster, cheaper, better• Constant search to improve overall productivity• Since Sarbanes Oxley, Governance seen as partial solution for improving performance “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 10. What is Enterprise Project Governance ? An umbrella held by upper management that guarantees projects are: • Aligned with overall strategy • Balanced with corporate priorities • Consistent with established objectives “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 11. Componentsof EPG “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 12. Strategic AlignmentEffective EPG requires:• Strategic direction understood by the organization• Permanent monitoring of strategy implementation through project management “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 13. Implementation of StrategyThrough EPG “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 14. Risk Management• Directing, including planning and strategic integration• Implementating of standards and guidelines through training• Executing, including registering, retrieving and reporting• Controle & Improvement of progress, lessons learned “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 15. Portfolio Management “The right combination of the right projects”This requires: • Balance among the projects competing for resources • Criteria for prioritizing projects “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 16. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 17. Organizing for EPG Organizing for EPG is based on four pillars: • Governance • Competency • Processes • Culture “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 18. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 19. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 20. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 21. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 22. Internal Stakeholders “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 23. EPG Performance Evaluation• Establish performance topics• Identify KPFs• Create performance indicators• Assign accountabilities• Report performance “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 24. Transformation viaChange Management• EPG Objective: scope e vision• Interactions: relationships and communication• Organization: structure, roles and responsibilities• Processes: information, methodology, control “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 25. Why Implement EPG? • Market demand • Technological advances • Shareholder demand • Governamental requirements • Need to innovate “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 26. When to Implement EPG?• External pressure for more effective delivery of projects across the enterprise.• Internal dissatisfaction with the status quo.• A viable plan• Leadership capability “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 27. Where to Implement EPG?In a fertile setting with favorable stakeholders:• Preferably at a high level in the organization, or• In a business unit experiencing project difficultieswhere managment is searching for solutions “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 28. Governance is key to Project Success or FailureCERN – European Organization for NuclearResearch - Switzerland“Superconducting Super Collider” – Texas, USA “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 29. In July, 2012, CERN announced the discovery of theHiggs boson, known in the media as the “God particle”. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 30. Big Pharma: The Challenge• Expiration of patents• Broken patents• Need to change focus: develop projects aimed at re- organization, and processes, with commercial slant• R&D projects decreasing in profitability “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 31. Big Pharma: Some Adjustments • CPMOs operating at high levels • Increased emphasis on training in PM • Programs aimed at creating a PM culture “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 32. The EPG Plan: The Road to Transformation and Success• Context & Culture• Directing• Strategy alignment• Risk Management• Portfolio Management• Structure, Roles and Responsibilities • Decision-making Processes • Stakeholder Management • Performance Evaluation • Transformation • Information “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 33. The Plan “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 34. Three Approaches• Board• CEO• Bottom UP “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 35. Board- Sponsored EPGApplicable in some organizations, through ad hoc committees, such as:• “Strategic Planning and Implementation”• “Oversight of Strategic Initiatives ”• “Strategic Product Development”• “Special Events and Programs.” “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 36. How the Board Can Influence• Require project prioritization criteria• Promote EPG implementation• Provide oversight (without micro-managing)• Insist on periodic evaluations of project management maturity. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 37. CEO-Sponsored EPG Responsible for interface between company strategists and the implementers. Here are 3 organizational approaches:• Chief Project Officer: C-level responsibility for projects• Corporate PMO: strategic-level project management office• Program Office: responsible for strategic and multiple projects “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 38. Bottom Up ApproachSome ideas:• Intensify training programs in project management across the organization• Stimulate use of project management in all types of projects such as engineering, IT, R&D, HR, Shared Services and Marketing• Identify potential sponsors• Encourage development of PMOs “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 39. What can you do topromote the cause? 3 Initiatives: ______________ ______________ ______________ “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 40. We Discussed...• Evolution of Project Management• The EPG Model• Case studies: CERN x SSC and Big Pharma• The EPG Plan• Implementation Approaches “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 41. Points to Remember • EPG is the organizational and strategic evolution of the project management profession• Power, Politics and Influence are ever-present factors in managing stakeholders in the EPG environment.• EPG constitutes a governance umbrella under which reside: portfolios, programs and projects• Different approaches can be used to move an organization towards EPG “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 42. Thank you for your attention! -- Paul Dinsmore “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 43. Contact Information Paul Dinsmorepaul.dinsmore@dinsmore.com.brpaulcampbelldinsmore@gmail.com +5521 8744 5009 “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.