Greg Balestrero
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  • No text in top blue bar for title slide. Note: PMI logo and “Making project management indispensable for business results” are built into template. No need to add them within a slide. Slide numbers should appear on notes page -- usually not on screen.
  • The envisioned goal that was defined is that WORLDWIDE, organizations will embrace, value, and utilize project management and attribute their success to it. A key word is “worldwide.” It is not enough to have organizations in one country or one hemisphere embracing project management and its value. We must look at organizations around the world. With this envisioned goal, the vivid description contains such compelling statements as: The value of the project management profession is globally recognized; Project management will be a deliberate career choice, not an accidental one; Every project in the world will be on time, on budget, with satisfied stakeholders; PMI’s certification program is the accepted project management credential in the world; Every Fortune 500 company has a CPO at the senior executive level; PMI is the leader and sole source of project management worldwide; and that Basic project management skills will be commonly employed. There are currently 13 such statements in the vivid description in the strategic plan.
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  • Having clearly defined strategies is one thing. Implementing them, however, is quite another. The Balanced Scorecard Strategy Map , which I’ll show you shortly, aligns PMI strategy and operations. The Balanced Scorecard, as a measure of organizational performance and as the illustration of corporate strategy, looks at financial performance, along with three other perspectives: customers; internal business processes; and learning and growth. In considering its strategy, PMI adjusted the titling of the four main perspectives of the Balanced Scorecard Strategy Map to be: Stakeholder Intimacy Internal Business Processes Internal Culture and Capabilities, and Resources The highest perspective on the Balanced Scorecard Strategy Map is that of stakeholder loyalty . The intents contained in the four differentiation statements of the value proposition are thought leadership, profession enablers, partnerships and advocacy and are the basis for driving PMI’s Internal Business Processes.
  • In support of the 12 balanced scorecard objectives, PMI has established 18 measures to either track or drive performance. As with objectives, there exists a cause and effect relationship among the measures of the balanced scorecard. As may be obvious, the measures of the Stakeholder Intimacy objectives are outcomes of progress made on those specific objectives as well as all the ones in the other perspectives. Of particular note is PMI’s measure of Total Product Satisfaction – for its five primary revenue streams, PMI is measuring satisfaction at the transaction level (that is, at the time of purchase), at the delivery or usage level, and at the impact level (determined some time after delivery or usage to understand whether the product truly provided any value).
  • PMI will: Facilitate innovative thought leadership and exchange of ideas about all aspects of project management and related business practices. Provide practitioners, suppliers and consumers with the profession enablers to continually improve their ability to effectively and efficiently practice project management through knowledge, process, methodologies, tools, techniques and networking opportunities … for the betterment of themselves and the profession. Develop trusting and vibrant partnerships , alliances and formal/informal networks in order to influence organizations to adopt and utilize project management and/or assist in its further development. Through advocacy , improve the process of building and promoting the value of project management as it relates to achievement of strategic business initiatives to decision-makers. Let me give you just a couple of examples of key PMI initiatives within each of these strategic themes.
  • This slide uses a build that adds text lines automatically.
  • Short term perspective on Technology, Tactical vs Strategic Unique Custom Applications & Disconnected Customer Facing Systems Distributed Data, Data Integrity Issues, High Maintenance Costs Integration Challenges, 3 rd Party Vendors Processes, Standards, Skill Projects/initiatives prioritized, owned, driven, and managed by the business Business case/initiation documents to be developed and approved (align with phase gate process) Develop Standards (technology, quality, applications development) Develop and implement Process and Quality Controls
  • Webinars (User oriented features ONLY, NOT admin features) We will deliver: Participant Event registration & Integrated use of webinars, View event list & View event details. Enhancements Blogs: there is a risk as the business definitions around blogs have not been defined yet. We need this soon. Brantlee requested the VCAG for input on that. Enhancements to what’s coming section Comments (the likes and the recommended improvements, new features) Advanced Search: Search (cross communities) & Enhanced (specific) search scopes specific to level 2 and 3 needs (Specific Document Library filters – etc) FAQ:*N ote: these items have been designed for pilot 2 and will be released assuming time permits. Anything not deployed for Pilot 2 will be deployed for Pilot 3 (or in an incremental release between Pilot 2 and Pilot 3) – Enhancements have to do with categorization of FAQs, etc. Admin capabilities: ability to manage users roles, add/edit/delete content on the site
  • Always add Web address prominently, usually on the final slide.

Transcript

  • 1. CESSE Mid-Winter CEO Meeting 4 March 2008 PMI Strategy and Enterprise Architecture
  • 2. Agenda
    • PMI Enterprise Strategy
    • PMI Operating Strategy
    • PMI Challenge
    • Enterprise Architecture Solution
    • EA/New Technologies – Integrated Strategy
    • New Technologies Glossary
  • 3. PMI’s Envisioned Goal (10 - 30 years in the future)
    • Worldwide, organizations will embrace, value, and utilize project management and attribute their success to it.
  • 4. Vivid Description of PMI’s Envisioned Future: (10 - 30 years in future)
    • Project management is a unique competency for organizations.
    • Project management is as visible and recognized as other professions globally.
  • 5. Vivid Description of PMI’s Envisioned Future:
      • Project Management Is A Unique Competency for Organizations -
      • Organizations employ individuals who possess skills, knowledge, and experiences that are specifically required in managing projects, programs, and portfolios and whose performance can be measured.
      • Organizations follow globally recognized project management standards.
      • Organizations have established educational, experiential, credentialing, and performance requirements for individuals engaged in specific project management roles.
      • Organizations have clearly established career paths, including one in project management that allows individuals to advance to the highest levels of leadership.
  • 6. PMI’s Value Proposition (3 – 5 years in future)
    • PMI’s Differentiation Strategy in the Marketplace
    • Be the Eminent Influence
    • for the advancement and success
    • of project management
    • in all markets
    • throughout the world
  • 7. PMI’s Value Proposition: Eminent Influence Differentiation Statements
      • PMI leads the evolution of the profession and the maturity of its practice.
      • PMI establishes a premiere reputation as a credible resource and innovator for Project Management knowledge, trends and practices.
      • PMI establishes a reputation as the preferred partner for strategic alliances for advancement of the profession and its successful practice.
      • PMI establishes itself as the leading and respected advocate for the mature practice of project management integrated throughout organizations.
  • 8. PMI’s Value Proposition: Eminent Influence Outcomes
    • To achieve Eminent Influence , PMI must become:
      • The “foremost authority” on project management knowledge
      • The “primary source” for information on the profession
      • The primary network for “great minds” in project management
      • The leading “explorer” about the future of the profession
  • 9. PMI’s Strategic Objectives: Four Perspectives
    • Stakeholder Intimacy
    • Internal Business Processes
    • Culture and Capabilities
    • Resources
  • 10.
    • PMI establishes a premiere reputation as a credible resource and innovator for Project Management knowledge, trends and practices.
    • PMI establishes a reputation as the preferred partner for strategic alliances for advancement of the profession and its successful practice.
    • PMI establishes itself as the leading and respected advocated for the mature practice of project management integrated throughout organizations.
    • PMI leads the evolution of the profession and the maturity of its practice.
    Thought Leadership Profession Enablers Partnering Advocacy Value Proposition Differentiation Statements Global Acceptance of Project Management Stakeholder Intimacy Internal Business Processes Culture and Capabilities Resources Superior Practice of Project Management Eminent Influence Worldwide, organizations will embrace, value, and utilize project management and attribute their success to it Make market and business development a strategic competency Make leadership excellence a strategic competency Maintain financial viability Leverage resources/investment in the marketplace Facilitate innovative thinking and exchange of ideas Provide the means to improve the practice of project management Strengthen stakeholder loyalty Develop/enhance mutually advantageous and trusting relationships Make PMI a customer centric organization Provide knowledge and tools with great service Demonstrated benefits from project management Volunteers and Staff Stakeholders: Practitioners, Suppliers, Consumers Champion project management adoption and maturity
  • 11. Global Acceptance of Project Management Stakeholder Intimacy Internal Business Processes Culture and Capabilities Resources Superior Practice of Project Management Eminent Influence Worldwide, organizations will embrace, value, and utilize project management and attribute their success to it. Maintain financial viability Leverage resources/investment in the marketplace Facilitate innovative thinking and exchange of ideas Provide the means to improve the practice of project management Strengthen stakeholder loyalty Provide knowledge and tools with great service Demonstrate benefits from project management Stakeholders: Practitioners, Suppliers, Consumers Thought Leadership Profession Enablers Partnering Advocacy Champion project management adoption and maturity Develop/enhance mutually advantageous and trusting relationships Make market and business development a strategic competency Make leadership excellence a strategic competency Make PMI a customer centric organization
    • PMI Knowledge Strategy
    • Virtual Community
    • Value of PM Research
    • PMI Global Standards
    • PMI Research Program
    • Certification Program
    • Professional Development (Congresses)
    • REP Program
    • PMI Advocacy Program
    • Customer Care
    • Voice of the Customer
    • Leadership Institute
    • PMI Staff Leadership Program
    • M&BD Operating Group
    • Phase-Gate
    • Reserve Policy
    • Investment Policy
    • Usage of Non-Staff Resources
    PMI Strategy Map With Balanced Scorecard Measures
  • 12. Strategic Themes Guiding Organizational Alignment
    • Thought Leadership: Facilitate innovative thinking and exchange of ideas
    • Profession Enablers: Provide the means to improve the practice of project management
    • Partnering: Develop/enhance mutually advantageous and trusting relationships
    • Advocacy: Champion project management adoption and maturity
    Building From The Value Proposition Differentiation Statements
  • 13. PMI Knowledge Strategy : Vision PMI’s Envisioned Goal: Worldwide, organizations will embrace, value and utilize PM and attribute their success to it PMI’s Value Proposition
    • Guides the following three PMI Strategic Objectives:
      • Provide knowledge and tools with great service
      • Thought Leadership - Facilitate Innovative thinking and exchange of ideas
      • Profession Enablers - Provide the means to improve the practice of project management
    • PMI will be “ the ” preferred source and resource for knowledge of the profession .
  • 14.
    • Analysis of PMI research surveys e.g., Member Wants and Needs
    • PMI Knowledge Strategy Research
    • VCP Research
    • Membership strategy - improve value delivered to PMI Members through new knowledge strategy.
    Research Drives Action
  • 15. Knowledge Strategy : Bringing themes together
    • Create a Knowledge Delivery Community Portal within PMI.org structure:
      • Create a connection point for PMI, and PM, community to network, exchange and validate knowledge and ideas
      • Provide platform for PMI to expand membership community and knowledge of PM
      • Access to a wide range of sources and resources
      • Provide content and knowledge within a variety of topic, focus and motivation areas
      • Enable excellence in user experience including ability to find, access, connect knowledge sources and resources
    Credibility Relevance Accessibility
  • 16. PMI Challenge
    • Knowledge Strategy – “Be the premier online destination for all things Project Management”
    • Global Expansion
    • Regional Business Challenges
    • Membership Retention
    • Attracting/Retaining Young PMs
    • Social Networking Communities/Sites
  • 17. What Tools Did We Have to Meet Challenge?
    • Legacy Business Processes, Vendors, & Systems
    • Static, Old Technology Website
  • 18. IT Organization Maturity Business Value Business Growth “Keep Lights On” Order Takers Enterprise Approach Business Partner
    • IT Vision (2-3 years out)
    • Strategic, Customer Focused Initiatives
    • Improve speed-to-market
    • Enterprise Systems (integrated)
    • Reusable Software Components, High Quality
    • Emerging Technologies, Right Skill Sets
    • Seamless 3 rd Party Product Integration
    • Formalize processes and standards
      • Portfolio and Project Management
      • Systems Development
    • Consistent Speed-to-market
    • Strategy Driver & Business Enabler
    • Technology Innovation Sessions
    • Proactive Ideas/Solutions
    • Increased Productivity
    • Streamlined Workflow
    • Short term perspective on Technology
    • Tactical vs Strategic
    • Reactive vs Proactive
    • No speed-to-market
    • Unique Custom Applications
    • Distributed Data, Data Integrity Issues, Integration Challenges
    • High Maintenance Costs
    • Informal Processes, Few Standards, Legacy Skill sets
    TACTICAL STRATEGIC STATUS QUO INNOVATION
  • 19. Current State
  • 20. PMI Approach: Enterprise Architecture
    • Definition : Enterprise architecture is a term used to describe the practice of documenting the elements of business strategy, business case, business model and supporting technologies, policies and infrastructures that make up an enterprise.*
    • * Source: Wikipedia
  • 21. PMI Key Stakeholders Drive the Business Capabilities Business Capabilities IT Technology Platform Supplier Organizations (REPs, GACs) Practitioners & Individual Users PMI Components Vendors Society at Large Consumer Organizations PMI Leaders Application Layer Data Layer Platform Layer Infrastructure Layer
  • 22. Framework divides PMI’s functional domains into logical groups or business capabilities Business Capabilities Customer Entity Management Organization & User Provisioning PMI.org Portal Content & Document Management Collaboration & Community Sites Sales, Marketing & Order Management Outreach CRM Business Intelligence Order Management Billing and Invoicing Billing/ Invoicing General Ledger and A/P Integrated Subledger Customer/User Experience Management Product Portfolio Management Enterprise Data Management Integrated Customer View Product Catalog Financial And Transactional Data Business Analytics Service & Operations Management Problem Management Monitoring Dashboard, Enterprise Reporting & Data Warehouse Integrated Services & Customer Care Accreditation Knowledge & Wisdom Publications Training & Development REPs Standards Extending best-of-breed network operations and management Rationalization of key enterprise data Revenue/ Financial Mgmt Awards Public Relations Certifications Community & Network Membership Suppliers Application Layer Data Layer Platform Layer Infrastructure Layer Marketplace Consolidation of data and Inventory Mgmt IT Technology Platform Multimedia Content Knowledge Delivery Vendors User Roles (Permissions) Authentication Financial Reporting Flexible billing solutions and consolidation Improved identity management and user experience Converged product support
  • 23. Business Capability – Customer/User Experience Management
      • PMI.Org Portal
        • Separate login systems for eMembership, PMI Bookstore, and Certification
        • Static Web pages and content - Stellent
        • Online search - Verity
        • Banner Advertising - Ban Man Pro
      • Marketplace
        • PMI Bookstore
        • PBD - loose integration with Bookstore
        • eMembership and Certification systems - stand-alone e-commerce platforms
        • Manual ordering/fulfillment for some products and services (i.e. Knowledge and Wisdom Center)
        • Inconsistent User Experience for different commerce areas
        • Order information, loose integration with user profile
    Current State Future State – Transformational Improvements
      • PMI.Org Portal
        • SSO supported across all applications requiring restricted access, including third-party vendor systems Phase 1 Complete
        • Web pages/web parts and content – MS SharePoint 2007
        • Online search – MS SharePoint 2007 
        • Newer multimedia and “push” technologies to deliver knowledge content (RSS, webcasts, podcasts, video) 
        • Banner Advertising - Ban Man Pro 
      • Marketplace
        • Consolidated Order Management System – MS Commerce Server 2007 Phase 1 Complete
        • Tight Integration with multiple fulfillment vendors (i.e. PBD) Phase 1 Complete
        • Consistent User Experience for different commerce areas
        • Multi-Currency
        • Tight Integration of order information with User Profile Phase 1 Complete
  • 24. Key Enterprise Architecture Guiding Principles
    • Every Business/IT solution needs to address “Where does it fit in the Enterprise Architecture?”
    • All PMI product purchases made via a common interface (marketplace).
    • Vendor interactive interfaces are to use a common interface (web services).
    • All transactions are to be at the detail level.
    • Customer status and information is to be available real time on the web.
  • 25.
    • PMI is a technology “Fast Follower” (not “Leading Edge”).
    • For solutions PMI prefers Buy vs. Build.
    • The criteria for the evaluation, selection and implementation of 3rd party purchases are to focus on product configuration over customization.
    • All reporting will come from a consistent, authoritative data source across the enterprise.
    • PMI has a Microsoft-centric architecture .
    Key Enterprise Architecture Guiding Principles
  • 26. Business Capabilities Customer Entity Management Organization & User Provisioning PMI.org Portal Content & Document Management Collaboration & Community Sites Sales, Marketing & Order Management Outreach CRM Business Intelligence Order Management Billing and Invoicing Billing/ Invoicing General Ledger and A/P Integrated Subledger Customer/User Experience Management Product Portfolio Management Enterprise Data Management Integrated Customer View Product Catalog Financial And Transactional Data Business Analytics Service & Operations Management Problem Management Monitoring Dashboard, Enterprise Reporting & Data Warehouse Integrated Services & Customer Care Accreditation Knowledge & Wisdom Publications Training & Development REPs Standards Extending best-of-breed network operations and management Rationalization of key enterprise data Revenue/ Financial Mgmt Awards Public Relations Certifications Community & Network Membership Suppliers Application Layer Data Layer Platform Layer Infrastructure Layer Marketplace Consolidation of data and Inventory Mgmt IT Technology Platform Multimedia Content Knowledge Delivery Vendors User Roles (Permissions) Authentication Financial Reporting Enterprise Architecture - 2007 Flexible billing solutions and consolidation Improved identity management and user experience Converged product support
  • 27. Enterprise Architecture - 2008 Business Capabilities Customer Entity Management Organization & User Provisioning PMI.org Portal Content & Document Management Collaboration & Community Sites Sales, Marketing & Order Management Outreach CRM Business Intelligence Order Management Billing and Invoicing Billing/ Invoicing General Ledger and A/P Integrated Subledger Customer/User Experience Management Product Portfolio Management Enterprise Data Management Integrated Customer View Product Catalog Financial And Transactional Data Business Analytics Service & Operations Management Problem Management Monitoring Dashboard, Enterprise Reporting & Data Warehouse Integrated Services & Customer Care Accreditation Knowledge & Wisdom Publications Training & Development REPs Standards Extending best-of-breed network operations and management Rationalization of key enterprise data Revenue/ Financial Mgmt Awards Public Relations Certifications Community & Network Membership Suppliers Application Layer Data Layer Platform Layer Infrastructure Layer Marketplace Consolidation of data and Inventory Mgmt IT Technology Platform Multimedia Content Knowledge Delivery Vendors User Roles (Permissions) Authentication Financial Reporting Flexible billing solutions and consolidation Improved identity management and user experience Converged product support
  • 28. New Technology Integration Strategy
    • What role does 3 rd party Social Networking sites play within the Association Community and Web sites?
      • Integrated Strategy? Independent?
      • LinkedIn Groups, etc.
    • How do you integrate Social Networking Strategies (primarily individual focused) with Community Sites?
    • With so many options available, how do you encourage participation?
    • What threat does technology pose to your Association?
  • 29. Knowledge PMI.org Website Special Interest Groups Forums Online Components College of Scheduling PMI LinkedIn, etc Knowledge Strategy – Phase 1
  • 30. Knowledge PMI.org Website Special Interest Groups Forums Online Components College of Scheduling PMI LinkedIn, etc Knowledge Strategy – Phase 2
  • 31. PMI.org Website Special Interest Groups Forums Online Components College of Scheduling PMI LinkedIn, etc Social Networking Knowledge Knowledge Strategy – Phase 3
  • 32. New Technology Integration Strategy
    • EA Framework (PMI.org)
      • MS Sharepoint, Commerce Server 2007
    • Community Site Integration
      • Virtual Community Project
        • Blogs, Wikis, Discussion Groups, Ratings, Webinars, Events, Collaboration
      • Blue Step Migration (Online Communities)
    • Social Networking (MyPMI)
      • Personalization/Profiles
        • Key Question: Do I leverage existing sites like LinkedIn or imbed within Association Website?
      • Social Media
      • Web 3.0
      • Integration w/Community Sites & 3 rd Party Sites
  • 33. PMI will deliver a “Blank” Site
    • No Content
    Volunteers will work with the PMI Content Mgmt Team to upload the content
  • 34.  
  • 35. Forum and Community of Practice Models Community of Practice
      • Consistency across communities:
      • In Design and Navigation
      • User experience
      • Features/services offerings
    Forum
  • 36. Search – Cross Communities
    • I Can Search in This Site :
      • Human Resources CoP
    • I Can Search Across Sites :
      • Human Resources CoP AND
      • International Development Forum
    • I Can Search in the FUTURE :
      • Integration with pmi.org
      • Knowledge Wisdom Center
      • All PMI resources!
  • 37. VCP Walkthrough
    • VCP Walkthrough
  • 38. VCP Forum & Community of Practice Models Current Functionality
    • Webinars
    • Surveys
    • Wikis
    • Blogs
    • Ratings
    • Shared Documents & Folders
    • Discussions & Featured Discussions
    • Announcements
    • D&U including volunteer’s feedback
    • Contact Us Form
    • Online Help
    • Enhanced FAQs
    • Coming soon & feedback section
    • User Roles (Admin, Contributor)
    • Administrative Capabilities
    • Events
    • Calendar
    • Search
      • Across Sites & Within Specific Site
    • Links
    • Basic Member Profiles
    • Notifications
  • 39. Technology Trends Glossary – Useful Sites
    • www.wikipedia.org – Encyclopedia on the web w/ links to sites
    • www.commoncraft.com – Free Online Videos explaining many technology topics (i.e. Social Networking, RSS, Twitter)
  • 40. Technology Trends Glossary
    • Web 2.0 – Name for changing trends in the use of World Wide Web technology and web design that aims to enhance creativity, information sharing, collaboration and functionality of the web. Standard Web 2.0 features include wikis, blogs, social networking, RSS feeds, etc.
    • Web 3.0 – Integration of Expert Systems to Web 2.0. Predicts what you want to see and provides information
    • Cloud Computing – Technical Solution based on reliance on the Internet for satisfying the computing needs of the users (Skype)
    • Software as a Service (SaaS) - model of software deployment where an application is hosted as a service provided to customers across the Internet and paid for on transaction basis. (Microsoft Exchange)
  • 41. Technology Trends Glossary
    • Sharepoint – Microsoft Content Management & Website Platform
    • Wikis - collection of Web pages designed to enable anyone who accesses it to contribute or modify content (collaboration tool)
    • Blogs - a Web site, with regular entries of commentary, descriptions of events, or other material such as graphics or video. Comments, Ratings are generally allowed. (Subject Matter Expert – feedback loop)
    • Mashups – Ability to combine multiple web services from different sites onto your portal.
    • MS Popfly – Microsoft’s mashup implementation
    • Crowdsourcing – Leverage Internet people to solve real world problems
  • 42. Technology Trends Glossary
    • Social Networking – Online Community that allows individuals to share interests and activities in myriad of ways
      • Twitter – Site to allow friends, associates, and family to instant message (Social Networking)
      • You Tube/Viral Marketing - marketing phenomenon that facilitates and encourages people to pass along a marketing message/information voluntarily
      • LinkedIn – Business Based Site
      • Swivel.com – Site Based on Data Sharing/Analysis
      • Visitorville.com – Web-based analytics in 3D
      • Competitious – Site Focused on Gathering, Mashing, Competitor Information
      • Groove – Peer to Peer Collaboration Tool
  • 43. Technology Trends Glossary
    • 37signals - Privately held web application company responsible for launching the open source web application framework software, Ruby on Rails
    • Conduit.com – Community Toolbar generation capability
    • Slideshare.net – YouTube for Powerpoint Slides
    • Xwiki.com – customized wiki provider (see also Daisy wiki)
    • Cambrianhouse.com – site dedicated to supporting crowdsourcing solutions
    • Dellideastorm.com – Dell’s solution for crowdsourcing
    • Mycybertwin.com – Create an avatar (used on Second Life)
    • Eswarm.com – Group purchasing on-line
  • 44. Thank You
    • www.pmi.org
    Questions?