25. The focus of projects has shifted from tactical
to strategic
Enterprise Project Management (EPM)
Project Management Office (PMO)
26. Enterprise Project Management (EPM) is a centralized management of a
portfolio of projects to ensure that the allocation of resources to
projects is directed and balanced toward the strategic focus of the
organization
Enterprise Project Management (EPM)
27. The Project management office (PMO) is the unit responsible for
support of standards, processes, and information system that defines
project management for the organization
Project Management Office (PMO)
29. Training
Uniform training across team makeup, team culture, outside partners,
and organization support allows for standardization in practices and
processes related to projects
30. From
Week 4
Organization Culture
A system of shared beliefs supports organizational flexibility in
meeting the challenges of managing projects in globalized competitive
environments
31. From And Week
Week 4 10
Organization Culture
A system of shared beliefs supports organizational flexibility in
meeting the challenges of managing projects in globalized competitive
environments
33. Information Technology
– web-based management of projects continues to increase as
outsourcing does
– virtual teams continue to increase
– advances in technology such as wireless communication provide new
avenues
34. Risk Management
More attention now turning to managing risk on projects.
Organizations need to balance choice of projects with variety of low,
medium and high risk projects across their portfolio
35. Outsourcing
A common strategy is to outsource standard work or parts and reserve
inside work the is complex and deem proprietary
Companies need to consider; contract management, RFP’s, change
control and partnering
36. Organization
Organization
Training
Training Culture
Culture
Project
Project
Management
Management Multicultural
Outsourcing Multicultural
Outsourcing Discipline
Discipline Projects
Projects
Risk
Risk Information
Information
Management
Management Technology
Technology
38. This section
The 5th discipline
Business Processes
Communities
Virtual worlds
Emergent design
Adaptable v stable (and the impact on planning)
Distributed v central
40. Most organizations only last 40 years.
Organizations that can learn faster than their
competitors will survive longer.
41. To create new learning and thinking behaviors
in its people an organization must follow 5
basic principles:
personal mastery
mental models
shared vision
team learning
systems thinking
44. Processes Rather Than
Functions
A process-centered organization is a
company whose perspective has
shifted from tasks to processes; an
approach to designing an organization
where the business processes are the
driving structures
Advantages:
employees are self-managed
virtually every department is involved
customer perspective
encourages professionalism
45. Communities Rather Than Groups
Communities form of their own volitions. Groups are formed by design; their
members are designated by a project manager
Advantages:
people do the work
helps build tacit knowledge for the organization
change agent; communities are webs of participation, when a pattern
changes the organization changes
46. Virtual Rather Than Physical
Uses computer and telecommunication
technologies to extend capabilities by
working with employees or contractors
located throughout the world.
Eg. e-mail, instant messaging, and
videoconferencing
Time and space are no longer main
organizing foundations
Advantage:
globalization
47. Self-Organizing Rather Than Designed
Nature provides a good model for future organizations;
organizations must deal with complexity, share
information and knowledge, and cope with continuous
and discontinuous change—centered around chaos
theory, ecology and biology
Advantage:
adaptability; can adapt to natural phenomena
48. Adaptable Rather Than Stable
Successful organizations will be structured
to naturally support volatility and
continual surprises. IT is causing the world
to become connected and connectivity
increase volatility. To keep pace,
companies will need to adapt quickly
Advantage:
evolution; organizational models will be
built around networks, and will be
designed to
evolve
49.
50. Distributed Rather Than Centralized
Distributed Capitalism
key features; deep support unique to each individual supported by
IT, individuals may own aspects of the means of production,
distributed production and ownership
Market-Based Organizations
key features; markets supported by IT communication facilities,
decentralized workforce; democratic structures
52. Understanding Users
Value Management
Aligning business and IT
User Centric Design
Putting the user first
Adoption of new technology
Innovation diffusion
54. Understanding Users
How do users adopt to new technology?
Inovation Diffusion Theory.
This model suggests that technologies are adopted at rates that follow a normal distribution
57. Increasing Executives’ Understanding of
Information Technology
You tell them
What are Executives Leadership Roles?
What are the Current, Existing and Upcoming IT Issues
What this deeper understanding of projects means for
Executive Learning
58. Educating Information System People about
Business
Train the business
Move into the business
Lead with the business
Attend business programs
62. Temporary
Assignments
Career Paths Pursuing a Career
Professional
Training and Gaining Visibility
Certification
Success in
Mentors
Key Projects
63. Review
Current trends in IT include; global competition, knowledge
management, innovation, marketing and product life-cycles.
Future trends affecting IT project managers include; scope change,
system integration, and a more disciplined approach.
Organization principles include; learning culture, process-centred,
communities, virtual businesses, self-organizing, adaptable, and
distributed business.
Challenges for project managers include; increasing executives
understanding of IT and increasing IT’s business savvy.
Project management is the career of the future, however it is not
all smooth sailing.
64. References
Luftman, J. (2004). Managing the information technology resource –
Leadership in the information age. Prentice-Hall.
McNurlin, B., & Sprague, R. (2006). Information systems management in
practice (7th ed.). Upper Saddle River, N.J.: Pearson/Prentice-Hall.
65. This is the end of this series of Project Management
presentations.
It was based upon the textbook “The Project Management Process” by Gray
and Larson, referenced in the first few pages of most of the slide packs. It’s a
little dated, especially as it assumes a waterfall development framework.
However most of this content is about the social and interpersonal aspects of
project management, which are agnostic of all pm processes and frameworks. So
it still delivers pertinent and relevant messages. Go read it.
Your feedback is the main reason I provide my content online for free. So if
you read and like, dislike or even hate the content I have provided, it would be
great to hear from you.
You can drop comments here, on Slideshare, or at my blog, BetterProjects.net.
Thanks for reading along.
Craig Brown
66. BetterProjects.net
Title page pic care of rAmmoRRison & CC @ Flickr
http://www.flickr.com/photos/rammorrison/2651957971/
Editor's Notes
Picture care of rAmmoRRison @ flickr http://www.flickr.com/photos/rammorrison/2651957971/
Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
Part of Portrait Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/ Image 1 from Austrade http://www.austrade.gov.au/images/UserUploadedImages/1438/austrade-globalisation-chart.jpg Image 2 from Bized.co.uk http://www.bized.co.uk/educators/16-19/economics/international/presentation/globalisation_map.htm
Part of Portrait Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/ Image 1 from Austrade http://www.austrade.gov.au/images/UserUploadedImages/1438/austrade-globalisation-chart.jpg Image 2 from Bized.co.uk http://www.bized.co.uk/educators/16-19/economics/international/presentation/globalisation_map.htm
Part of Portrait Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/ Image 1 from Austrade http://www.austrade.gov.au/images/UserUploadedImages/1438/austrade-globalisation-chart.jpg Image 2 from Bized.co.uk http://www.bized.co.uk/educators/16-19/economics/international/presentation/globalisation_map.htm
Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
Image cc from Wikipedia http://en.wikipedia.org/wiki/Technological_singularity
Iamge 1 from Tom Fishburn http://cilinc.net/?p=225 Image 2 from ux-strategy.com http://ux-strategy.com/2007/01/30/who-am-i-and-why-am-i-here/
Iamge 1 from Tom Fishburn http://cilinc.net/?p=225 Image 2 from ux-strategy.com http://ux-strategy.com/2007/01/30/who-am-i-and-why-am-i-here/
Iamge 1 from Tom Fishburn http://cilinc.net/?p=225 Image 2 from ux-strategy.com http://ux-strategy.com/2007/01/30/who-am-i-and-why-am-i-here/
Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
From Stronglist.com http://stronglist.com/2007/06/web-apps-against-releasing-early/
Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/
Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration Enterprise Project Management (EPM) centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Increasing discipline in the way projects are managed Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing Photo from Vermin Inc @ flickr http://www.flickr.com/photos/vermininc/2337307518/
Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration Enterprise Project Management (EPM) centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Increasing discipline in the way projects are managed Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing
Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration Enterprise Project Management (EPM) centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Increasing discipline in the way projects are managed Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing
Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration Enterprise Project Management (EPM) centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Increasing discipline in the way projects are managed Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing
Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration Enterprise Project Management (EPM) centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Increasing discipline in the way projects are managed Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing
http://flickr.com/photos/calavera/65098350/
Photo by Vermin Inc , CC @ Flickr http://www.flickr.com/photos/vermininc/2335148856/in/photostream/
Picture from Laughing Squid CC @ Flickr http://www.flickr.com/photos/laughingsquid/102689397/in/photostream/
Picture from wikipedia http://commons.wikimedia.org/wiki/Image:Peter_Senge.jpg
THE TOOL Senge's learning organization model consists of the following five disciplines: Systems thinking --Senge attests that we must look at the patterns that connect the larger system. Systems thinkers cure headaches by removing the cause, rather than simply ingesting aspirin. They pay careful attention to how different tasks and functions interact. Systems thinkers believe that by examining these patterns of interplay, we can better pinpoint the important issues. Personal mastery --Senge stresses the significance of continually clarifying and deepening our personal vision, focusing our energies, developing patience, and seeing reality objectively. Shared vision --Senge defines this discipline as the "picture of the future." A shared vision is intuitive and instinctive; it's not something that's learned by rote. A shared vision is also a collective experience--it's the cumulative total of each participant's personal vision. Team learning --Senge's fourth discipline states that any group's collective IQ will always be much higher than an individual's IQ. The only way to begin building group IQ is to open the channels of communication within the group and start talking to one another. Mental models --Senge defines mental models as the deeply ingrained assumptions, generalizations, and even pictures or images that influence how we understand the world. Since how we act is based on our impressions of our surrounding environment, it's imperative that we recognize and re-evaluate our mental models and preconceived assumptions. Senge's five components of a learning organization are all interrelated. Personal mastery, shared vision, team learning, and mental models make up the foundation of the organization. And systems thinking is the cement that holds it all together. In order for the learning organization to work, each of the five disciplines must be developed simultaneously and integrated with one another.
Personal Mastery a lifelong learning culture where people continually clarify and deepen their personal vision—sadly few organizations are committed to full development of their staff Mental Models people’s deeply fixed assumptions, generalizations and images that influence how they see the world to change, people must look inward—few organizations encourage. eg. Shell (70’s oil crisis) Shared Vision an organization’s view of its purpose. Provides the common identity by which employees and other view it. eg. IBM (exemplary service) Team Learning teams are fundamental unit of the modern organization. If teams do not learn, neither does the organization. When teams learn, they produce extraordinary results. One of the major tools for team learning is dialog Systems Thinking understanding underlying patterns of an organization and contemplating its whole not its parts. Systems thinking is a conceptual framework for making complete patterns clearer
Diagram from www.betterprojects.net http://www.betterprojects.net/2007/08/process-analysis-101-part-1.html
Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/
Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/
Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/
Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/
Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/
Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/
Adoption of Technology: (Luftman, 2004, p182) In addition to the inherent lage in the identification of benefits to a new technology, there are human characteristics that affect the rate at which technologies are adopted. A key model in understanding this is found in the theory of diffusion of innovations. This model suggests that technologies are adopted at rates that follow a normal distribution. Eg. Digital TV, Wind farming, MS software Innovators: Organizations or people that are willing to take higher risk, have “deeper pockets” or have experience in evaluating/piloting projects based on emerging technologies. Early adopters: Organizations or people that are more visionary. There is some assurance of the potential returns from adopting a technology, but is visibility is not yet widespread, or only these adopter see its application. Early majority: Adopters who waited until there was more assurance fro the success of the technology. Other firms, perhaps competitors have already proven that the technology can be successful and there is an understanding that the technology can be successful and there is an understanding. Late majority: Includes the organizations that have realized they will have to adopt the technology to stay competitive. These are the conservative organization with prefer low risk or have low investment capability. Eg. Scanning - supermarkets. Laggards: These are the true sceptics. The technology is likely to have become a base technology and the main benefit to adopting it is to stay in the market.
Executives Leadership Roles? set tone of the enterprise toward technology envision how IT can serve business strategy govern as well as lead use IT to promote business change assess costs and benefits Current, Existing and Upcoming IT Issues impact of new regulations measuring the value of IT change management organization and control of the IS organization cross-organizational e-processes obtaining services via the Web Means for Executive Learning learn by doing learn by governing learn via educational programs
Photo by Jason Mulcahy CC @ Flickr http://www.flickr.com/photos/holdenj9/2661014993/
