10 ways to improve sucess in project management

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10 ways to improve sucess in project management

  1. 1. Project Management 10 ways to improve success of projects Ramon Costa i Pujol Ramon.costa@eug.es Associate Professor EUG rcosta@eada.edu Senior Associate Professor EADA Operations Management and Information Systems Dpt.
  2. 2. Ramon Costa i Pujol Degree in Informatics Engineering by the UPC (Technical University of Catalonia); Master in Pedagogical Qualification for Engineers by ICE-UPC and General Management Programme graduate by the Business School EADA Business Productivity and Project Director at Microsoft Innovation Center – Productivity Center. Senior Associate Professor in EADA and Associate Professor in Escoles Universitàries Gimbernat (UAB); Co-director of “IT Project Management” postgraduate course at EUG. Member of Project Management Institute, MCTS in Microsoft Project certified, IT Project+ certified (CompTIA) and Master Project Manager (AAPM). Dynamic Partner & Cofounder of inPreneur. Senator of Junior Chamber International and member of Amnesty International www.ramoncosta.net www.iproductividad.com www.actioningorganizations.com Twitter: @ramoncosta LinkedIn: ramoncosta Facebook: Prof.RamonCosta Slideshare: rcosta Youtube: pgpsi
  3. 3. A project fail if…. • It does not provide the expected benefits, the intended scope or is canceled in advance • It deviates by 30% in execution time • It deviates by 30% in budget Cost Time Quality Scope
  4. 4. A project fail if…. http://www.projectsmart.co.uk/the-curious-case-of-the-chaos-report-2009.html
  5. 5. Project failure can be eliminated… … but we can mitigate its probability 10 aspects to be considered in order to improve success in projects
  6. 6. 1. Global Vision: “More than PM” Project Portfolio Management Project Management Proyecto Change Management Information Systems (IISS) Pre-Project Project Operations Programme Management
  7. 7. 2. Portfolio and Program Management
  8. 8. 2. Portfolio and Program Management
  9. 9. 3. Business Case: “Business value of projects”
  10. 10. 3. Business Case: “Business value of projects”
  11. 11. Associations on Project Management: • PMI (Project Management Institute, 1969): www.pmi.org • IPMA (International Project Management Association, 1965): www.ipma.ch • IAPPM (Intern. Association of Project and Program Management, 2003): www.iappm.org • APM (Association for Project Management): www.apm.org.uk • AIPM (Australian Institute of Project Management, 1976): www.aipm.com.au Methodologies: • PRINCE2 (Projects in Controlled Env., 1989): www.prince2.com • Scrum (Agile Project Management and Dev.): www.scrum.org Academies: • American Academy of Project Managers (AAPM): www.projectmanagementcertifications.com Other institutions (IT specialized): • CompTIA (1982): www.comptia.org Linked to software programs: • Microsoft Certified Technical Specialist: www.microsoft.com 4. Methodology: “A standard way to do PM”
  12. 12. PMI Certifications • Project Management Professional (PMP)® • Certified Associate in Project Management (CAPM)® • Program Management Professional (PgMP)® • PMI Scheduling Professional (PMI-SP)® • PMI Risk Management Professional (PMI-RMP)® Standars • A Guide to the Project Management Body of Knowledge (PMBOK® Guide)- Fourth Edition • Practice Standard for Project Risk Management • Practice Standard for Earned Value Management • Practice Standard for Project Configuration Management • Practice Standard for Work Breakdown Structures • Practice Standard for Scheduling 4. Methodology: “A standard way to do PM” http://www.pmi.org (March 2010)  Total members: 317.962  Total active PMPs: 375.959
  13. 13. 5. Integrated PM: “A holistic vision”
  14. 14. Execution Planning Control and Monitoring Closing Initiation Risk Management Planning Risk Ident. Qualitative Risk Anal. Quantitative Risk Anal. Risk Response Plan Risk Monitoring and Control 6. Risk Man.: “Be prepared for Murphy”
  15. 15. 24 Project Management Skills Management Skills Business Skills The main knowledge needed to manage projects is unique to project management, but to carry out the project direction must be complemented with knowledge pertaining to the “general management” area and with specific business skills that will serve project. 7. Project Man.: “More than technical skills”
  16. 16. 8. Stakeholders: “the human side” Expectations: Non identified requirements Needs: Identified requirements Stakeholders Stakeholders management & Expectations Management disciplines
  17. 17. 9. Change Management: “...change happens” Project Definition and Planning Project Execution Project Control and Monitoring Deployment Operations Project Closing Change Manag. Definition and Plan. Change Management Plan Execution Evaluation Project Project Mangt Change Mangt
  18. 18. Information Systems Team Quality Costs Time Scope Providers Communica tion Risks Integration 10. IISS: “Beyond scheduling software”
  19. 19. 1. Global Vision: “More than PM” 2. Change Management: “Because change is need” 3. Business Case: “Business value of projects” 4. Methodology: “A standard way to do PM” 5. Integrated PM: “A holistic vision of projects” 6. Risk Management: “Be prepared for Murphy” 7. Project Manager: “More than technical skills” 8. Stakeholders: “the human side of projects” 9. Change Management: “Because change is need” 10. IISS: “Beyond scheduling software” Conclusions
  20. 20. “50 claves para la dirección de proyectos” • Managing a project starts by the enthusiasm and personal commitment of project director • A project is not done without a team • Project must meet the expectations and needs of users and stakeholders • Communication is key in the project • You cannot ever forget the commitments • Equally important is managing the project as close and transfer it to operations References & Bibliography
  21. 21. “La dirección de proyectos, una herramienta de gestión empresarial” http://ramoncosta.blogspot.com/2007/11/50-lecciones-de-management-ea http://ramoncosta.blogspot.com/2005_07_01_ekipsnet_archive.html References & Bibliography
  22. 22. “The portable MBA in Project Management” References & Bibliography
  23. 23. “Microsoft Project 2010. The missing manual” References & Bibliography
  24. 24. • American Academy of Project Management AAPM • Association for Project Management (APM) • Australian Institute of Project Management (AIPM) • CompTIA Project+ • The International Association of Project and Program Management. • International Project Management Association (IPMA) • International Project Management Commission (IPMC) • Project Management Institute (PMI) • Stanford University Advanced Project Management (SAPM) • Telecommunications Project Management Association (TPMA) References & Bibliography
  25. 25. • http://ramoncosta.blogspot.com/2005/07/bibliografia-i-recursos- web.html • http://ramoncosta.blogspot.com/2010/05/bibliografia-de-direccio-de- projectes.html • http://ramoncosta.blogspot.com/2010/04/project-management- framework-model.html • http://ramoncosta.blogspot.com/2008/07/site-molt-interessant-i-til-per- la.html • http://www.pgpsi.com/2010/09/microsoft-project-2010-resources.html • http://www.pgpsi.com/2010/02/project-management-guide.html • http://www.pgpsi.com/2009/12/about-project-management-usefull- for.html • http://www.pgpsi.com/2009/12/earned-value-management.html References & Bibliography
  26. 26. Thanks a lot! “Aviso Legal: Esta obra está sujeta a una licencia Reconocimiento – NoComercial - CompartirIgual (by-nc-sa) de Creative Commons: No se permite un uso comercial de la obra original ni de las posibles obras derivadas cuya distribución tiene que hacerse con una licencia igual a la que regula la obra original. La licencia se puede consultar en www.creativecommons.org/licenses ”

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