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  • 1. Panos Fitsilis fitsilis@teilar.gr
  • 2. Do U know ANY?
  • 3. List of Project management Standards             PMI PMBOK ISO 10006 BS 6079 DIN 69900 APM BOK IPMA ICB Australian National Competency Standards for Project Management Prince 2 Greek ELOT 1429 RUP OPM3 CMU SEI Maturity Models       XP Scrum Agile Project Management ISO/IEC 15504 CCPM Construction Extension to PMBOK  HERMES Method
  • 4. List of Project management Standards             PMI PMBOK ISO 10006 BS 6079 DIN 69900 APM BOK IPMA ICB Australian National Competency Standards for Project Management Prince 2 Greek ELOT 1429 RUP OPM3 CMU SEI Maturity Models       XP Scrum Agile Project Management ISO/IEC 15504 CCPM Construction Extension to PMBOK  HERMES Method Too manyyyyyyyyyyyyyyyyyyyy !
  • 5. Categories of  Standardization bodies  ISO 10006, BS 6079, DIN 69900, ELOT 1429  Large professional networks / academic organizations  PMI PMBOK, IPMA, OPM3, CMM  Methodologies  Prince (government), XP (industry), Scrum, UP
  • 6. Different focus BS 6079 PMBOK Prince
  • 7. Different focus IPMA ICB
  • 8. Different focus CMMI, ELOT 1429 OPM3
  • 9. 最重要的标准
  • 10. PMBOK
  • 11. PMBOK
  • 12. PMBOK
  • 13. PMBOK
  • 14. PMBOK
  • 15. PMBOK
  • 16. PMBOK
  • 17. PMBOK
  • 18. PMBOK
  • 19. PMBOK
  • 20. Process groups
  • 21. Planning process
  • 22. IPMA Competence Baseline
  • 23. What are Capability Maturity Models?  Organized collections of best practices  Based on work by Crosby, Deming, Juran, Humphrey...  Systematic ordered approach to process improvement.  Means of measuring organizational maturity.  Have proven to bring significant return on investment in productivity and quality.
  • 24. All models The practical are wrong, is how question but some are wrong do they useful…. be to not have to be useful. Professor George Box
  • 25. Quality Leverage Points Everyone realizes the importance of having a motivated, quality work force but... PEOPLE  ...even our finest people TECHNOLOGY PROCESS Major determinants of product cost, schedule, and quality 27 can’t perform at their best when the process is not understood or operating “at its best.”
  • 26. General Definition of Process • How do you define process?  A process is a set of practices performed to achieve a given purpose; it may include tools, methods, materials, and/or people.  While process is often described as a leg of the process-people-technology triad, it may also be considered the “glue” that unifies the other aspects.
  • 27. 5
  • 28. Why choose “Agile”?  “It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change.” - Charles Darwin, The Origin of Species 38
  • 29. Why choose “Agile”? “When the process is too complicated for the defined approach, the empirical approach is the appropriate choice.” Process Dynamics, Modeling, and Control, Ogunnaikeand Ray, Oxford University Press, 1992 39
  • 30. Defined Process vs. Empirical Defined Process Management Great for known activity 40
  • 31. Defined Process vs. Empirical Not great for unknown activity $7 million budget $120 million final 41
  • 32. The Agile Manifesto
  • 33. The Methodologies  XP  The Crystal family  Open Source  ASD (Adaptive Software Development)  Scrum  Feature Driven Development  DSDM (Dynamic Systems Development Method)  Rational Unified Process (RUP)
  • 34. For example Scrum  Roles  Artifacts  Events
  • 35. Scrum Master  Servant Leader  Facilitator  Roadblocks
  • 36. Product Owner  Business Priorities  Single Wringable neck
  • 37. Team  Everyone  Self Organising
  • 38. Sprint  Short  Time boxed
  • 39. Planning Meeting  Stories  Breakdown  Time boxed
  • 40. Daily Scrum/Standup  15 minutes (at most)  3 questions
  • 41. Review  Inspection
  • 42. The need  Greece 3rd Community Support Framework 2000-2006  Financing 32 billion €
  • 43. Complexity of programmes  Complex structure Structural funds  Cohesion funds  National funds Twelve (12) national operational programmes, Thirteen (13) regional operational programmes More than 17000 projects funded, more than 78055 (sub) projects 2748 beneficiaries organisations     
  • 44. Study of projects of 3rd CSF  Sample of 190 beneficiaries organizations  External project environment  Internal project environment  The questionnaire evaluated beneficiaries according  Organization structure  Technical capabilities and capacity  Operational capabilities and capacity  Financial management  Management effectiveness  Supporting mechanisms  External environment
  • 45. Study of projects of rd 3 CSF  External project environment  Delays and complexity of licensing procedures  Many involved parties (e.g. archeological services, forestry services, ministries, courts)  Bureaucratic procedures   project approval, project monitoring and control  Fast changing project environment  Lack of coordination between involved parties
  • 46. Study of projects of rd 3  Internal project environment (within organization of beneficiaries)  Project management procedures not defined      neither standardized (more than 50%) Internal control not available (28,34%) Lack of schedule control and cost control systems (69%) Lack of quality management system (81%) Project organization not well defined, roles not defined Specialized and sufficient personnel not available CSF
  • 47. Currently  National Strategic Development Plan (NSDP) 2006-2013  Eight (8) national operational programmes,  Five (5) regional operational programmes  20 billing € funding  8 Sectoral Operational Programs  (Environment –Sustainable Development, Accessibility Improvement, Competitiveness & Entrepreneurship, Digital Convergence, Development of Human Resources, Education & Life –Long Learning, Reinforcement of Administration Efficiency, Technical Assistance, National Contingency Reserve)  5 Regional Operational Programs  6 European Territorial Cooperation Programs, for which Greece retains the Managing Authority P.Fitsilis Happy Projects 2010 58
  • 48. The objective of NSDP  Maximize the benefits achieved by support frameworks and to improve the effectiveness and the management of projects of NSDP  To improve the quality of the project delivered product/service, and  To overall improve their managerial capacity in order to provide better services/products to citizens.  To develop a sustainable project management environment P.Fitsilis Happy Projects 2010 59
  • 49. ELOT 1429 family of standards ELOT 1429 : Requirements for assessing the managerial capability of organizations implementing projects of public interest ELOT 1431-1: Implementation guide for public works projects ELOT 1431-2: Implementation guide for public procurement projects ELOT 1431-3: Implementation guide for projects of special type ELOT 1432: Requirements for managerial capability assessing processes and assessors P.Fitsilis Happy Projects 2010 60
  • 50. Core decisions  It should follow ISO standard structure in order to facilitate adoption  It should standardize a minimum set of terms used.  It should be generic enough to be applicable on organizations and projects of various type, size and complexity  It should be based on maturity levels  Even though not to be used initially  It should come as an evolution  Over interim ministerial decision  Over ISO 9001 61
  • 51. ELOT-1429 standard structure Chapter 1. Scope Chapter 2. Normative references Chapter 3. Terms and definitions Chapter 4. System for Managerial Capability Chapter 5. Management and Organization Chapter 6. Human resources and infrastructure Chapter 7. Project implementation Chapter 8. Project evaluation– analysis and evaluation of results
  • 52. Chapter 3 Terms and definitions  Defines 44 basic terms  Difficulty  in giving unique and unambiguous terms  a number of definitions    available in glossaries developed by managing authorities Available in legislative documents Definitions changing from 3rd CSF to NSDP
  • 53. Chapter 4 System for Managerial Capability  Set Requirements for  Having a quality system projects.  The system should be documented
  • 54. Chapter 5 Management and organization  Requires Management Commitment  Suitable project organization  Units or roles for planning, project execution, …  Role for project managers  Requires project planning
  • 55. Project organisation
  • 56. Chapter 6 Human resources and infrastructure  Human resources requirements  Identifies human resources  Records human resources capabilities and skills  Selects personnel with adequate skills, knowledge and experience  Infrastructure  Project management information system  WBS, project scheduling, resource management, financial management and reporting
  • 57. Chapter 7 Project implementation  Project initiation  Project planning  Project execution  Project control  Project closure
  • 58. - Own means - Procurement - Organization - Quality management - Scheduling - Risk management - Performance measurement - Financial control - Quality control - Communication & reporting - Change management - Contract management Project evaluation– analysis and evaluation of results Project Closure Project Execution Project management plan Project Control Project Planning Project Initiation Project life cycle
  • 59. Chapter 8 Project evaluation– analysis and evaluation of results  Internal auditing  Auditing plan  Recording results  External auditing  Collaborate with auditors  Provide all evidence  Complaint management  Is required because of public nature of projects  Evaluation of results per project  Provide feedback
  • 60. Maturity levels Level 3 – Continuous improvement • Continuous improvement • Benchmarking process • Quantitative management of results Level 2 – Projects Managed Centrally • Projects managed centrally • Project Management Methodology • Project Management Office Level 1- Defined • All processes are defined • Projects are recognized as separate entities
  • 61. Conclusion  The recognition that project management is a concrete knowledge       area The recognition that projects should be managed by personnel having sufficient project management competences The definition of a process model that covers all phases of the project life-cycle The requirement that each project implementing organisation should have a valid, updated and well documented project management plan The requirement for a PMIS, and The fact that organisations should collect data in order to measure and improve their performance The definition of a project management sustainable process
  • 62. Where are we going !
  • 63. ISO Standard – The Drivers  More international projects  Contractual issues  Develop a common terminology  Alignment of other standards PMBOK, BS 6079-1:2002, German Standard etc. ~
  • 64. What it means to You  Understand the ISO standard when working on projects (contractual, best practice issues)  Changed terminology  Industry standard practices  Potentially skills/qualifications ~
  • 65. Starting Positions  USA - recommended focus on projects, focus on processes (what not how), generic overarching standard using best of all existing BOK’s  UK – recommended the use of BS 6079-1:2002 as the basis for document, generic overarching standard, question of when does a project start (corporate aspects).  Germany – Focus on processes, the concept of the house of processes. ~
  • 66. Starting Positions (cont)  France - The PM corpus concept, proposal for a 4th WG on competencies.  Japan – proposal to include education and training of personnel for project management in the work items of WG3, established mirror committee and working groups with members selected and funding sourced..  Netherland – program/portfolio management in or out, generic vs sector specific. ~
  • 67. Structure of the Standard
  • 68. Structure of the Standard
  • 69. Structure of the Standard
  • 70. FORMAT FOR PROCESS DEFINITION The process definition should include a one sentence statement of the purpose of the process followed by a 2-3 sentence description of the process and a table of Inputs, Methodologies, and Outputs for the process • Inputs: Those things that are needed to accomplish the process. • Methodologies: Suggested tools or methods to accomplish the process. • Outputs: Those things that result from accomplishing the process. ~
  • 71. Inputs – Methodologies - Outputs Inputs • Project Scope Statement • Change Control System • Project Scope Statement Updates Methodologies • Work Breakdown Structure • Variance Analysis • Work Breakdown Structure Updates ~
  • 72. Inputs – Methodologies - Outputs Methodologies (cont) • Scope Management Plan • Re-planning • Scope Management Plan Updates Outputs • Approved Change Requests • Configuration Management • Project Management Plan Updates
  • 73. Example Processes • 1.1 Develop Project Charter • 1.2 Develop Preliminary Project Scope Statement • 2.1 Scope Definition • 2.2 Scope Planning • 2.3 Create Work Breakdown Structure • 2.4 Activity Definition • 2.5 Activity Resource Estimating • 2.6 Activity Duration Estimating • 2.7 Determine Activity Sequencing • 2.8 Develop Project Schedule
  • 74. Project management wisdom  If you fail to plan, you are planning to fail.
  • 75. Project management wisdom  A badly planned project will take three times longer than expected - a well-planned project only twice as long as expected.
  • 76. Project management wisdom  If at first you don't succeed, remove all evidence you ever tried.
  • 77. Project management wisdom  There are no good project managers - only lucky ones.
  • 78. Project management wisdom  For a project manager overruns are as certain as death and taxes.
  • 79. Project management wisdom  Fast - cheap - good: you can have any two.
  • 80. Project management wisdom  When the weight of the project paperwork equals the weight of the project itself, the project can be considered complete.
  • 81. Project management wisdom  A project gets a year late one day at a time.
  • 82. Project management wisdom  Powerful project managers don't solve problems, they get rid of them.