Margo Visitacion Principal Analyst Forrester Research
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Margo Visitacion Principal Analyst Forrester Research

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  • Resource splitting can be avoided. In project-centric organizations, resources are allocated for a project and a project manager. The project manager “owns” the resource for the time required and is empowered to ensure commitment to the project without having that resource pulled off for another commitment. Once the project is completed, the team disbands and goes on to other projects. Project managers relay progress to project and/or program offices so that if there are delays, other projects that may be affected can be analyzed for alternatives.

Margo Visitacion Principal Analyst Forrester Research Margo Visitacion Principal Analyst Forrester Research Presentation Transcript

  • March 31, 2004. Call in at 8:55 am Eastern Time Margo Visitacion Principal Analyst Forrester Research ForrTel: Implementing PRINCE 2 Project Management Methodology
  • PRINCE 2 — Pragmatic Application PRINCE 2 methodologies applies a pragmatic approach to project management
  • Agenda
    • Why consider PRINCE 2?
    • Key success factors
    • How PRINCE 2 compares to other “methodologies”
  • Successful project management requires: Scope Planning Execution Control Closure Successful Delivery = Time + Communication + Quality Clear definition Strong leadership - the right resource - at the right time Building in quality by employing standards
  • PRINCE 2 — why is it a logical approach for IT?
    • Organized approach to project management
    • Emphasizes business-oriented approach
    • Strong focus on defined teams and processes
    • Emphasized collaboration
  • PRINCE 2: good project management requires:
    • A controlled and organized start, middle and end
    • Regular reviews of progress against plan and against the Business Case
    • Flexible decision points
    • Automatic management control of any deviations from the plan
    • The involvement of management and stakeholders at the right time and place during the project
    • Good communication channels between the project, project management, and the rest of the organization
  • PRINCE 2 — critical success factors Roles Reality Check Process
    • Clear role definition
    • Visible executive support
    • Go beyond documentation —
      • Get training
    • Set governance processes up at project offset — refine them for the enterprise
    • Get business active and involved
    • Respect the schedule
    • Cross training is critical
    • Be pragmatic
  • Key success factor #1 — roles
    • Pick champions with a cross-section of talent
    • Roles must be clearly defined — draw lines of authority AND responsibility
    • Form a pilot team to develop and implement — retain them as mentors
  • Key success factor #2 — process
    • Pilot PRINCE 2 — small to medium to start
    • Measure results
    • Executive sponsorship
    • Utilize the framework
      • Make it scalable
      • Develop thresholds
      • Specialized measurement criteria
  • Key success factor #3 — reality check
    • Respect the schedule
      • Process is critical but so are delivery dates
    • Visible accountability
      • Project manager of process = project schedule controller
    • Flexibility is critical
      • Adaptation is okay
  • Process/Methodology Comparison: PRINCE2 and CMM
    • Framework of practices
    • Management focus
    • Emphasizes:
      • Change control
      • Issue Mgmt
      • Risk Mgmt
      • Project Mgmt
      • Repeatable Processes
      • Documentation
      • Workflow
      • Schedule independent
    Similar practices = similar challenges
    • Challenges
    • Perception:
      • Bureaucracy
      • Misinterpretation — tendency to over-implement
      • Inability to apply appropriate scale
      • Professional rigidity
  • Process/methodology comparison: PRINCE2 and PMBOK PRINCE2 ≠ PMBOK
    • PMBOK
    • Singular focus
    • Hierarchical model
    • What
    • Schedule driven
    • Success
    • Measurements
    • PRINCE2
    • Team-driven
    • Collaborative model
    • How
    • Schedule independent
    • Quality
    • Measurements
  • Recommendations for process improvement implementation
    • Primary success factor — Cultural adoption
      • Design a phased implementation; pilots are critical to develop next steps and lessons learned
      • Educate management with metrics — good AND bad
      • Make sure the executive board has real executives
      • The project manager and the executive sponsor own the project
      • Cross-train organization to better manage possible cultural missteps
      • Mind the schedule; process improvement is useless if the project misses its date
  • Thank you Margo Visitacion [email_address] www.forrester.com Entire contents © 2004 Forrester Research, Inc. All rights reserved.