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Project Management Frameworks - An Introduction to some of the options...

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PowerPoint to draw your audiences attention to the problems of not having a framework, followed by an Introduction to some of the popular frameworks commonly found in most organisations in one form or …

PowerPoint to draw your audiences attention to the problems of not having a framework, followed by an Introduction to some of the popular frameworks commonly found in most organisations in one form or another.

Published in: Business, Technology

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  • How are your organisations feeling about Project Management Frameworks?
  • How do your project managers feel about the process?
  • How do your Customers experience the results of your projects?
  • Transcript

    • 1. Project Management Frameworks All images courtesy of google.images.com and their respective submitters.© 2013 iStrategize PTY LTD Local Government Project Management Forum September 2013
    • 2. How are your organisations feeling about Project Management Frameworks? © 2013 iStrategize PTY LTD
    • 3. Confused all the time? Confused at points? Misunderstandings? How do your Project Managers feel about the process? © 2013 iStrategize PTY LTD
    • 4. Are these ‘investments’ aligned? © 2013 iStrategize PTY LTD
    • 5. Do you have the right mix of ‘investments?’ Is the process transparent? © 2013 iStrategize PTY LTD
    • 6. Have you prioritised your portfolio correctly? © 2013 iStrategize PTY LTD
    • 7. What are the benefits (value) of these ‘investments’? Have these benefits been clearly articulated? © 2013 iStrategize PTY LTD
    • 8. © 2013 iStrategize PTY LTD Are you taking the right Risks?
    • 9. How do your Customers experience the results of your projects? © 2013 iStrategize PTY LTD
    • 10. So, where does this leave us? © 2013 iStrategize PTY LTD
    • 11. PMBoK PRINCE2™ ISO 21500:2012 Agile © 2013 iStrategize PTY LTD With options…
    • 12. PRINCE2 PMBoK ISO 21500:2012 Agile YOUR approach… © 2013 iStrategize PTY LTD
    • 13. Project Management Body of Knowledge  Knowledge Based  Generic ‘Life Cycle’ Approach  Governance is self-designed  Gates are self-designed  Descriptive Process & Tools  Generally recognized as ‘Best Practice’ © 2013 iStrategize PTY LTD
    • 14. Project Management Body of Knowledge  Users:  Global  Implementation:  Internalised implementations, stages can be missed or combined.  Sequential, Phased, Overlapped approaches. © 2013 iStrategize PTY LTD
    • 15. ©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013 © 2013 iStrategize PTY LTD
    • 16. © 2013 iStrategize PTY LTD
    • 17. © 2013 iStrategize PTY LTD Not just the Project
    • 18. PRINCE2™  It’s a methodology  Assumes Knowledge.  Based around STRONG governance.  Prescriptive approach.  Continued business justification (Business Case) goes with the project.  Gates (Stages) are part of the methodology (Governance).  Must involve Senior Management – heavily role based. © 2013 iStrategize PTY LTD
    • 19. PRINCE2™  Users:  UK all Government Projects  Large global corporates, BAT, BOC, Unilever, Tesco, Sun (Oracle), World Bank  Australia, OCIO Queensland Government (mandated) and other Government Departments  Implementation:  Tailored implementations, must have all components, but may be scaled… © 2013 iStrategize PTY LTD
    • 20. ©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013 © 2013 iStrategize PTY LTD
    • 21. Not just the Project Managing Successful Programs - MSP Portfolio, Programme and Project Offices - P3O © 2013 iStrategize PTY LTD ©APMG-International
    • 22. IS0 21500:2012  Light framework.  High-level directive.  Origins in PMBoK and PRINCE2.  International Standard.  Life Cycle approach includes some pre- project and post-project activities. © 2013 iStrategize PTY LTD
    • 23. ©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013 © 2013 iStrategize PTY LTD
    • 24. Agile  Can be applied within other frameworks, such as PMBoK – have ‘sprints’ as a part of the Execution phase or can be applied as a methodology in its own right.  Can be mimicked by having ‘2 week’ Stages in PRINCE2.  Requirements are not fully known and/or are developing.  Users:  ICT projects globally  Suncorp locally © 2013 iStrategize PTY LTD
    • 25. ©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013 © 2013 iStrategize PTY LTD
    • 26. Where does this leave us? © 2013 iStrategize PTY LTD
    • 27. Considerations…  What do you want to achieve? Build a ‘Business Case’ for the selection and implementation of a framework – it’s a ‘project’ in its own right.  How accessible do you want to make your ‘framework’?  One ‘version’ but multiple paths – ‘light’ and ‘heavy’.  Do employee’s know their role?  Not just a ‘framework’ build in an education journey to complement.  Link Position Descriptions to Roles and have a Competency Framework.  The ‘value’ of obtained from projects is directly linked to the ‘value’ expected from your framework.  Success is not ‘just’ the framework but the way it is ‘embedded’ in your organization/Department.  Maturity is a journey, OPM3 and other maturity assessments are a good practice to adopt from the start. © 2013 iStrategize PTY LTD
    • 28. Where next? © 2013 iStrategize PTY LTD
    • 29. Brainstorm  In your table groups (using post-it notes), ‘brainstorm’ the top 5 benefits you want to drive from introducing a project management framework in your organization/Department.  Place on the grid. © 2013 iStrategize PTY LTD
    • 30. © 2013 iStrategize PTY LTD Strategic Alignment Governance Enterprise Risk Management (ERM) Value Management (benefits) Competency and Training PMO Portfolio Management Change Management Capability (Resourcing) Project Management Framework Business Planning Sustainability
    • 31. © 2013 iStrategize PTY LTD • Consistent behaviour Strategic Alignment • Use adoption • Consistent approval processes • Enhancer to government • Accountability • Clarity of roles • Roles and responsibilities • Governance • Risk reduction considered in project benefits • Flexible risk assessment • Consistent methodology Enterprise Risk Management (ERM) Value Management (benefits) Competency and Training PMO • Projects assessed equally Portfolio Management Change Management Capability (Resourcing) • Streamlined, projects can start quickly (when appropriate) • Usable • Across organization • Sizable/flexible • Accessible • User friendly • Self-service • Framework is viewed as an asset not a burden • Light framework that touches on key things Project Management Framework Business Planning Sustainability
    • 32. Brainstorm  List your key questions (on the flip-chart paper), regarding the implementation of a project management framework – these will be taken forward into the Q & A Panel session at the end of the day. © 2013 iStrategize PTY LTD
    • 33. Adopting a managed approach… The ability to…  balance competing demands  have a transparent, repeatable process  common language for the management of projects  manage cross-project risks with documented strategies  consistently monitor and control project deliverables milestones and costs  consider capability. Can you execute what you plan?  manage dependencies The ability to…  have known and communicated roles among the project team, executive sponsor, customer and stakeholders  to have a defined tools and process to measure project performance (EVM is becoming popular!)  to understand the impact to timelines and critical paths when risk events occur  check back on original project scope and ensure projects deliver outcomes, outputs and benefits (value) © 2013 iStrategize PTY LTD
    • 34. © 2013 iStrategize PTY LTD http://www.pmi.org/Knowledge-Center/Pulse/Pulse-Key-Findings.aspx
    • 35. Value gained is achieved from an integrated approach… © 2013 iStrategize PTY LTD Portfolio Program Project
    • 36. Questions? Dr. Neil Pearson © 2013 iStrategize PTY LTD © 2013 iStrategize PTY LTD http://www.mcgraw- hill.com.au/html/978174307723 8.html