Project Management The State of the Art

Slide 1: Project management the state of the art Futurex 2007 - The Conference: ICT: Foundations of the Economy Elmar Roberg 082 651-5138 roberg@iafrica.com

Slide 2: Menu The people   The organisation  The art 2 Futurex 2007: PM state of the art

Slide 3: A little history First project management body  Inte rne t | 1965 | IP MA | PMI  1969 | 230,000 m e m b e rs | Ma jor s ta nda rds g e ne ra ting b ody | C AP M, P MP (200,000 c e rtific a tions ) | To c om e : P g MP , P fMP | PRINCE2™  UK OG C / AP M | 80,000 c e rtific a tions | Others  G AP P S , AIP M, J P MA, e tc . e tc | 3 Futurex 2007: PM state of the art

Slide 4: The state of the art A striking proportion of project difficulties “A significant percentage of IT stem from people in both customer and project failures, perhaps most, supplier organisations failing to could have been avoided using implement known best practice. techniques we already know This can be ascribed to the general how to apply. For shame, we absence of collective professionalism in can do better than this.” the IT industry, as well as inadequacies (L Hatton) 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. The Challenges of Complex IT Projects BCS, Royal Academy of Engineering April 2004 4 Futurex 2007: PM state of the art

Slide 5: A profession has … Initial professional education Licensing   La w s c h ool | Accreditation of knowledge Professional development   requirements Hous e doc tor, s pe c ia lis t | Ove rs ig h t bodie s Professional Societies  | P MB oK, S WE B oK | Me dic a l As s oc ia tion | Skills development  P MI, C S S A, IE E E , ACM | Hous e m a ns h ip Code of Ethics  | Artic le s | Ye a rs of e xpe rie nc e | Organisational certification  Certification  B e yond individua l c ompe te nc e | CA e xa m s | IS O | B oa rd e xa ms | CMM | P MP | MCS D, … | Gibbs, Ford (SEI) & McConnell 5 Futurex 2007: PM state of the art

Slide 6: Competence ƒ(Knowledge, Skill, Personal attributes) Competence = Skill = ƒ(Applicable experience, Years, Results) Talents / gifts are 1. recognised 2. developed 3. exercised to become skills 6 Futurex 2007: PM state of the art

Slide 7: Knowledge Project management knowledge  P MB oK | P R INC E 2 | P roje c t m a na g e r c om pe te nc y de ve lopm e nt fra m e work | P MP , P 2 F ounda tion / P ra c titione r | Domain knowledge  S WE B oK | Indus try c e rtific a tion & tra ining | General business  AP M B oK | B us ine s s s c h ools | General management  7 Futurex 2007: PM state of the art

Slide 8: Skill Domain  Hands on application  Years  Success, results  8 Futurex 2007: PM state of the art

Slide 9: 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  9 Futurex 2007: PM state of the art

Slide 10: Personal attributes a la PMI PMCDF Achievement & action  Helping & human service  Impact & influence  Managerial  Cognitive  Personal effectiveness  10 Futurex 2007: PM state of the art

Slide 11: How to assess … Knowledge  P MP | Qua lific a tions | As s e s s me nt |  Subject  Required level  Is at level  Assess pattern Experience  CV | R e fe re nc e c h e c king | Inte rvie w te c h niq ue s | Personal attributes  P rofiling | As s e s s me nt | Examples 11 Futurex 2007: PM state of the art

Slide 12: What is missing? 12 Futurex 2007: PM state of the art

Slide 13: Assessing organisations So, you have employed capable project managers, but just how  good is your organisation as a project incubator? Maturity models  P MI OP M3 | C MM a nd de riva tive s | 13 Futurex 2007: PM state of the art

Slide 14: Standards, methods, … Standard Method The definition: The definition: “A document established by consensus and approved “A way of doing things .” by a recognised body that provides, for common and Dict repeated use, rules, guidelines or characteristics for What does this mean? activities or their results, aimed at the achievement of the optimum degree of order in a given context.” PMBoK Methodology What does this mean? The definition: “A system of practices, techniques, procedures, and rules used by those who work in a discipline. .” PMBoK What does this mean? 14 Futurex 2007: PM state of the art

Slide 15: Value, benefit, … Value Value management The definition: The definition: “The ratio of benefit to the cost to deliver that “A management technique to define the benefit.” perceived and actual value to the enterprise, EJR and then assessing progress and achievements based on this value .” What does this mean? OGC What does this mean? Benefit Value engineering The definition: “The quantifiable and measurable improvement The definition: resulting from an outcome which is perceived as “A creative approach used to optimise positive by a stakeholder and which will normally project life cycle costs, save time, increase have a tangible value expressed in monetary or profits, improve quality, expand market resource terms. Benefits are expected when a share, solve problems, and/or use resources change is conceived. Benefits are realised as a more effectively.” result of activities undertaken to effect the PMBoK change .” What does this mean? OGC What does this mean? 15 Futurex 2007: PM state of the art

Slide 16: Portfolios, programmes, projects Project Programme Portfolio The definition: The definition: The definition: “A temporary endeavour “A group of related projects “A collection of projects or programmes and managed in a coordinated way to other work that are grouped together to undertaken to create a unique obtain benefits and control not facilitate effective management of that work to product, service, or result.” available from managing individually. meet strategic business objectives. The PMBoK Programmes may include elements projects or programmes of the portfolio may not What does this mean? of related work (e.g. ongoing necessarily be interdependent or directly Start and end date. operations) outside the scope of the related.” discrete projects in a programme .” Unique. PMBoK PMBoK Scarce resources. What does this mean? Complex. What does this mean? A list. Cross-functional. Related projects, work. Linked to strategy / business plans. Coordination. Complementary. 16 Futurex 2007: PM state of the art

Slide 17: Portfolios, programmes, projects Portfolio Portfolios Projects Programmes Programmes Projects Programmes Projects Other Work Projects Projects Projects Sub-Programme Portfolio Programme Portfolio 17 Futurex 2007: PM state of the art

Slide 18: Example: MSF programme Tranche 2 Tranche 3 Tranche 1 Rqmts O’ll Arch Envision Build Releases Stab Rel1 Realise benefits Deploy Deploy … Deploy Stab Rel2 Realise benefits Deploy Deploy … Deploy Stab Rel3 Realise benefits Deploy Deploy … Deploy Close … Benefit realisation measurement 18 Futurex 2007: PM state of the art

Slide 19: Portfolios, programmes, projects (2) Programme Project Portfolio Management Management Management The definition: The definition: The definition: “The application of knowledge, “The centralised, coordinated, “The centralised management of one or more management of a program to portfolios, which includes identifying, skills, tools, and techniques to achieve the programme’s strategic prioritising, authorising, managing and project activities to meet project controlling projects, programmes, and other objectives and benefits .” requirements.” related work, to achieve specific business PMBoK PMBoK objectives .” What does this mean? What does this mean? PMBoK . . What does this mean? . Multi-project management Mega-project management 19 Futurex 2007: PM state of the art

Slide 20: Portfolio, programme and project management Project Programme Portfolio Scope Narrow Wide Business Deliverables change Changes to meet benefit Changes with strategic expectations goals Change tolerance Averse Expected and even Monitors need for encouraged change Success On time ROI Aggregate performance Measurement Within budget New capabilities of portfolio Products delivered to spec Benefits components PMI PFM Std 20 Futurex 2007: PM state of the art

Slide 21: Portfolio, programme and project manager Project Manager Programme Manager Portfolio Manager Leadership style focus Task delivery Relationships Adding value to portfolio Directive Conflict resolution decision-making Politics Manages Technicians Project managers Management / coordination of Specialists portfolio management staff “Doers” Team role Team players Provide vision and leadership Provide insight and synthesis Motivate through knowledge and leadership and skills Planning level Detailed High-level Create and maintain process and communication Planning focus Delivery of products Provide guidance to projects relative to aggregate portfolio Activity Monitor & control tasks Monitor & control projects Monitor aggregate Monitor & control production Monitor & control ongoing performance and value of products work indicators Method of control Hands on Governance structures PMI PFM Std 21 Futurex 2007: PM state of the art

Slide 22: PPPM context Vision Mission Org strategy & objectives Proj Portfolio Ops planning & mgt planning & mgt Mgt of projectised activities Mgt of ongoing ops (pgms, pjs) Organisational resources PMI PFM Std 22 Futurex 2007: PM state of the art

Slide 23: How it all hangs together Business Plan Strategy Operational Plans Enterprise Portfolio Management Programme management Support Manage benefits P S Manage programme portfolio Identify programme Close programme Describe programme O Control projects P Project Initiation concept Project M Initiation Project concept Planning Initiation Project concept Planning Initiation O concept PlanningExecuting Controlling Planning Controlling Executing Controlling Executing Closing Controlling Executing P Closing Closing Closing O Provide programme governance 23 Futurex 2007: PM state of the art

Slide 24: A progression … Portfolio management Programmes PO PMO PO PO Coordinated projects PO Budget PO Independent PO PSO unrelated PO projects PO PO 24 Futurex 2007: PM state of the art PMO

Slide 25: Do your bit … “TO BE RECOGNIZED AS THE LEADER OF THE PROFESSIONAL DEVELOPMENT OF PROJECT MANAGEMENT IN SOUTH AFRICA” www.pmisa.org.za 011 315 0035 info@pmisa.org.za 25 Futurex 2007: PM state of the art

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