Mic productivity project-management-foment-20121022-succesinpmv1
Upcoming SlideShare
Loading in...5
×
 

Mic productivity project-management-foment-20121022-succesinpmv1

on

  • 4,354 views

How to improve the success of project management

How to improve the success of project management

Statistics

Views

Total Views
4,354
Views on SlideShare
1,408
Embed Views
2,946

Actions

Likes
0
Downloads
21
Comments
0

16 Embeds 2,946

http://www.gestionproyectostic.com 1573
http://micproductivity.wordpress.com 633
http://www.ramoncosta.net 620
http://www.pgpsi.com 52
http://www.directorioblogs.es 32
http://abtasty.com 14
http://www.linkedin.com 7
https://micproductivity.wordpress.com 4
https://twitter.com 3
http://translate.googleusercontent.com 2
http://www.yatedo.com 1
http://4686775446400859731_4314df8d5c07f398bc1f92a61e0171f2b9ac1a85.blogspot.com 1
http://contchar11.katinia.com 1
https://si0.twimg.com 1
https://www.linkedin.com 1
http://mail.directorio-webs.es 1
More...

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

CC Attribution-ShareAlike LicenseCC Attribution-ShareAlike License

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Mic productivity project-management-foment-20121022-succesinpmv1 Mic productivity project-management-foment-20121022-succesinpmv1 Presentation Transcript

  • Project Management 10 ways to improve success of projects Barcelona, 2012 Ramon CostaBusiness Productivity Advisor. MIC Productivity. ramonc@micproductivity.com http://www.micproductivity.com http://www.iproductividad.com Associate Professor. EADA. rcosta@eada.edu. www.eada.edu Associate Professor. EUG. rcosta@eug.es www.eug.es
  • 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 Scope Quality Cost Time
  • A project fail if…. http://www.projectsmart.co.uk/the-curious-case-of-the-chaos-report-2009.html
  • Project failurecan’t be eliminated…… but we can mitigate its probability 10 aspects to be considered in order to improve success in projects
  • 1. Global Vision:“More than PM” Project Portfolio Management Programme Management Project Management Pre-Project Project Proyecto Operations Change Management Information Systems (IISS)
  • 2. Portfolio andProgram Management
  • 2. Portfolio andProgram Management
  • 3. Business Case:“Business valueof projects”
  • 3. Business Case:“Business valueof projects”
  • 4. Methodology:“A standard way to do PM” 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” PMI Certifications • Project Management Professional (PMP)® (March 2010)  Total members: 317.962 • Certified Associate in Project Management (CAPM)®  Total active • Program Management Professional (PgMP)® PMPs: 375.959 • 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 http://www.pmi.org
  • 5. Integrated PM:“A holistic vision”
  • 6. Risk Management:“Be prepared for Murphy” Initiation Planning Control and Execution Monitoring Closing Risk Risk Management Qualitative Quantitative Risk Response Risk Monitoring Ident. Planning Risk Anal. Risk Anal. Plan and Control
  • 7. Project Management:“More than technical skills” Project Management Skills Management Business Skills 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.
  • 8. Stakeholders:“the human side” Needs: Expectations: Non Identified Stakeholders identified requirements requirements Stakeholders management & Expectations Management disciplines
  • 9. Change Management:“...because change happens” Project Project Execution Deployment Operations Project Project Definition Project Project Mangt and Planning Control and Monitoring Closing Change Change Manag. Change Management Plan Execution Evaluation Mangt Definition and Plan.
  • 10. Information Systems:“Beyond scheduling software” Integration Scope Risks Time Information Providers Systems Costs Communica Quality tion Team
  • Conclusions 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”
  • References & Bibliography “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 “La dirección de proyectos, una herramienta de gestión empresarial”http://ramoncosta.blogspot.com/2007/11/50-lecciones-de-management-eahttp://ramoncosta.blogspot.com/2005_07_01_ekipsnet_archive.html
  • References & Bibliography “The portable MBA in Project Management”
  • References & Bibliography “Microsoft Project 2010. The missing manual”
  • References & Bibliography • 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 • 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
  • 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 derivadascuya distribución tiene que hacerse con una licencia igual a la que regula la obraoriginal.La licencia se puede consultar en www.creativecommons.org/licenses ”