Pmce presentation slides

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Pmce presentation slides

  1. 1. PMCE -Project Management Centre of Excellence -a quick overview IPD/OUM
  2. 2. Definition 'A Project Management Centre of Excellence(PMCE) is a proven organizational resource that ensures better performance through consistent processes, intellectual capital, tools and hands-on support ‘ -Carl A. Singer PMP, a project expert, strategist and software expert
  3. 3. CARL A. SINGER, Ph.D. Innovative information technology and financial services executive and project manager. Blends in- depth business and process experience with military leadership. Track record of establishing and running successful Project Management Offices, creating Knowledge Management platforms, and leading senior high performance teams that achieve aggressive targets. PMP, Six Sigma Green Belt Quote
  4. 4. Keys to Being Excellent at Anything • Pursue what you love. • Do the hardest work first. • Practice intensely. • Seek expert feedback, in intermittent doses. • Take regular renewal breaks. • Ritualize practice. REF: HBR article by Tony Schwartz , president and CEO of The Energy Project (2010)
  5. 5. EXCELLENCE TODAY -Economic growth, shifting global market priorities, and a push for innovation all contribute to today's complex business environment. -Management strategy continues to focus on doing more with less, and many executives are still in search of "the one big thing" that will drive results and get them back on track. -The 2012 Pulse suggests that rather than relying on an elusive magic bullet, organizations can improve performance, reduce risk, save money and earn a greater return on investments through, excellence in basic project management execution Source: PMI Pulse of The Profession Study, 2012
  6. 6. Analysis of The Global PM Survey  There is no doubt that projects have become an important part of delivering increasingly complex business change. Indeed, the prevalence of project management has continued to increase across all business sectors and all geographical regions •Evidence suggests that many companies do not make a distinction between ‘projects’ and ‘project management’ and often use the terms interchangeably. This may be a key contributing factor to project failure: there is a high expectation for projects to deliver results, without first ensuring the underlying ‘project management’ processes, people and systems are in place to achieve the desired outcomes •More project steering bodies now comprise C-level management, once only the domain of mid-management. Despite this, there is still not the required focus on project return on investment and benefits realisation Source: PMI Global PM Survey(2005-2009)
  7. 7. Achieving workplace excellence The business case for an environment of workplace excellence is overpowering: higher productivity and competitiveness, increased customer service, enhanced morale, motivation, commitment and engagement, reduced absenteeism, improved recruitment and retention of a diverse workforce, and public recognition. Conversely, ignoring workplace excellence issues will negatively affect your bottom line. Source: ALLIANCE FOR WORKFORCE EXCELLENCE,, Best Practices Benchmark Report, 2008
  8. 8. PMCE Structure PMCE PMCE CONSULTANTS PMCE CORE TEAM IPD SUPPORT TEAM PM LEARNING PM CONSULTANTS PM R & D IPD/OUM PMCE ADVISORY PANEL(professional bodies, independent providers & the Authorities) PMCE AUXILIARY TEAM
  9. 9. Reasons For PMCE There is the general improvement required of project performance, and There is the specific avoidance of the disastrous project, one where cost, timeliness, quality and / or customer satisfaction are not achieved
  10. 10. Support for PMCE PMCE is strongly supported by all organizational stakeholders. T his is accomplished via socialization, focus and results. Socialization - Stakeholders are part of the PMCE leadership. Their participation in developing the PMCE and establishing the Goals and Objectives for the PMCE assures their feeling a sense ofownership and pride in the PMCE. Socialization may also determine “hot buttons” that need to be addressed quickly and may also build realistic expectations for the PMCE. Focus – The PMCE must focus on the mutually established, measurable goals and objectives established vision, socialisation and direct inquiry. Results – The PMCE pays for itself via measurableresults.
  11. 11. About Our PMCE Our PMCE is aimed to be the one stop centre for Project management excellence in Malaysia. All about project management would be available under one roof. PMCE will be imparting the best of project management theories, skills and practices. It will be done through training, consulting & research and actual management services tailored according to the client needs.
  12. 12. Key Objectives  To help create, modify and upgrade project management learning and practice to be on par with the development of the country in achieving its developed status nation by 2020 & beyond. To support, consult and implement successful PM methodologies across all sectors To provide ongoing research and development in Project Management
  13. 13. The Role of PMCE 1.Establishes and deploys a common set of project management processes and templates 2.Builds the methodology and updates it to account for improvements and best practices 3. Improves project team communications by having common processes, deliverables, and terminology 4.Provides training (internal or outsourced) to build core project management competencies and a common set of experiences
  14. 14. The Role of PMCE –cont. 5.Delivers project management coaching services to keep projects from getting into trouble 6.Tracks basic information on the current status of all projects 7.Tracks organization-wide metrics on the state of project management, project delivery 8.Acts as the overall advocate for project management to the organization
  15. 15. Initiation Affiliations Accreditations Training & consulting Training Consulting Publications Conferencing Training Consulting Research & Development The PMCE Roadmap Y E A R 1 Y E A R 2 Y E A R 3
  16. 16. PM Learning (PML) Unit to provide learning and corporate training programs Taught programs • OUM Certification • OUM Diploma Program • OUM Degree Program • Master Program • PhD Programs Professional Programs • Certification training programs (PMI, PRINCE2 etc.) • Corporate customized training programs • Seminars/Conferences
  17. 17. PM Consulting (PMC) • Providing consulting services on – Project management methodology – PMO/PMCE implementation – Specific PM services e.g. PM team establishment – To be supported by the Core and Auxiliary teams – „Projectising‟ the workplace, and – Professional consultation e.g construction mgt,. Green mgt. etc
  18. 18. PM Research and Publication (PRP) • To conduct research in PM with emphasis on Malaysian environment. • To develop new methodology and practice according to needs • To undertake publication of research papers and PM publication • To undertake PM awareness campaigns and programs
  19. 19. Issues in PM •Lack of use of project management methodologies •Lack of professional consultants and consultancy services to support the workplace •Inadequacy in applying PM knowledge & practice to innovate and improve productivity •Lack of end to end support in PM •Emphasis is only on PM theory and knowledge not on PM implementation
  20. 20. The Global Scenario-What's the business problem?-recent surveys (2010) $75b spent annually on failed IT projects and poor management is the culprit - Garner Inc. 60 to 70% ineffective technology insertions-SEI 90% of all companies fail to execute strategy successfully - BSC Collaborative Only 13% of companies rate their innovation efforts as successful – iSixSigma Enterprise resource planning(ERP) costs an average of $15m to implement and averages a negative $1.5m(-10%) return - Meta Group
  21. 21. The Global Scenario-Software Project Realities •"75% target release date or never shipped at all."-Standish Gp(1999) •“at least 7 of the 10 most common signs of product development failure are present before the design is created or a single line of code is written.” -John S. Reel 1999 •”The first problem with specs is that nobody writes them, “Writing specs is like flossing: everyone agrees that it's a good thing, but nobody does it" -Joe Spolsky •Complex documentation can waste time. Many user requirements can be best encapsulated in screen mock sessions •There are 101 bug databases on the market at the moment and of course many companies make up their own in-house system
  22. 22. The Global Scenario-PMI Survey(2005) • 95% of companies state that project management is vital to the success of their business and will support their future business plans • 84% of companies state that project management will deliver significant results to their business • 94% of companies state that senior management are fully supportive of the business‟s „important‟ projects • 85% of companies state that senior management are actively involved in these important projects and understand the true project status.
  23. 23. The PMCE Support Teams Operational • Lead Staff • Support Staff Support •The PMCE Core Consultant Team •The PMCE Auxiliary Consultant Team •In-house Consultants/Client Teams •Professional Independent Consultants e.g. TenStep, ESI, IIL etc • Professional Bodies e.g. PMI, IPMA, APM, CIDB etc.
  24. 24. The PMCE Core Team of Experts Datuk Dr Rosti Saruwono - Chairman En R. Masilamani, PMP- Dy Chairman En Zainal Alang Kassim En Abd Jalil Md Taib En. Arumugam Murugan Dr Yeoh Seong Mok, PMP Prof Dr M Kanesan En Aziz Abd Majid En Aboo Bucker Mr Dennis McMahon Dr Zainuddin Ismail, Dr G.Ravindran
  25. 25. The PMCE Working Team of Experts Datuk Dr Rosti Saruwono - Chairman En R. Masilamani - Dy Chairman En Zainal Alang Kassim En Abd Jalil mohd Taib En Aboo Bucker Dr Yeoh Seong Mok, PMP En. A Murugan
  26. 26. PMCE Auxiliary Team of Experts Matthias Gelber and many others (the list is growing)
  27. 27. We can Serve the PM fraternity, because of, •The experts‟ versatility •Excellent Sponsorship •OUM/IPD Branding •Market Size & its Varied Opportunities •Our Product and Service Varieties •PM‟s Robust Nature as a Discipline, and •The necessity PM knowledge and skills
  28. 28. Financial Considerations Basic Formula: • Capture all revenues • Account for all costs • Calculate the net revenue(Revenue-Costs) • Subtract statutory payments(e.g. tax) • Split the difference between PMCE and IPD on agreed terms
  29. 29. Contact • misilamani@yahoo.com • http://www.ipdoum.yahoo.my • pmce@oum.edu.my Note: Potential clients may contact us for training, consultancy and R&D services
  30. 30. THANK YOU

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