How to sell project management in the organization

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How to sell project management in the organization - Exploring 5 best practices. Presented at Project Manager Week 2010 (Semana do Gestor de Projectos)

Organizations heavily depend on good execution to ensure resource optimization. Quality is also essential to ensure sustainability and future success.

This presentation describes 5 ingredients that contribute for the buying if project management within your organization:
#1 Sponsoring is crucial…show me the numbers (money)
#2 Go for the organization… not just for the individual
#3 Start with the company processes… utilize best practices as a mean
#4 Change management is crucial
#5 Master the engineering of things

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  • Selling project management to different levels
  • How to sell project management in the organization

    1. 2. How to sell project management in the organization Exploring 5 best practices Pedro Gomes – Strongstep Director and Senior Consultant Lisbon, September, 29 th 2010
    2. 3. Agenda <ul><li>Presentation </li></ul><ul><li>Context </li></ul><ul><ul><li>Project Management </li></ul></ul><ul><ul><li>Common stories – Loss and Profit </li></ul></ul><ul><li>Exploring 5 best practices </li></ul><ul><li>Wrap up </li></ul>
    3. 4. Presentation <ul><li>Pedro Veloso Gomes (pvgomes@strongstep.pt) </li></ul><ul><ul><li>Director and senior consultant </li></ul></ul><ul><li>Master in SW Engineering (FEUP) and specialized in IT governance: CMMI, Project Management, Service Management </li></ul><ul><li>Experience in Project Management </li></ul><ul><ul><li>8 years managing and directing IT projects (on mission critical environments and international collaborations) </li></ul></ul><ul><ul><li>Last 3 years: managing, directing and implementing process improvement projects. </li></ul></ul>
    4. 5. CONTEXT
    5. 6. Project Management <ul><li>“ Project management success is the appreciation of the project management results by the relevant interested parties.” </li></ul><ul><ul><li>IPMA Competence Baseline, Version 3.0, IPMA International Project Management Association </li></ul></ul>
    6. 7. To sell <ul><li>“ A sale is the pinnacle activity involved in the  selling  products or services in return for money or other compensation. “ </li></ul><ul><ul><li>in Wikipedia 2010-09 </li></ul></ul>
    7. 8. Selling project management <ul><li>When selling project management people expect returns/benefits. </li></ul><ul><li>To sell you need to understand the customer needs (your organization) and to show the benefits associated. </li></ul>
    8. 9. Today’s context – the global economy Source: Global recession from DismalScientist.com
    9. 10. Today’s context – the Portuguese economy Source: Financial Times September 2010
    10. 11. Successful Project management is essential for… <ul><li>Innovation </li></ul><ul><li>Improved sales </li></ul><ul><li>Cost reduction </li></ul><ul><li>Increased revenues </li></ul><ul><li>Long term customer satisfaction </li></ul>
    11. 12. A common story… loss and profit <ul><li>Your organization started a new project with a new client. </li></ul><ul><li>Before the project </li></ul><ul><ul><li>Scope, requirements, estimates and planning were briefly developed </li></ul></ul>
    12. 13. A common story… loss and profit <ul><li>The project seemed interesting enough </li></ul>Price Cost (Expected) Profit (Expected)
    13. 14. A common story… loss and profit <ul><li>During the project </li></ul><ul><ul><li>“ Implicit” requirements emerged </li></ul></ul><ul><ul><li>The work load was higher then expected for some deliverables </li></ul></ul><ul><ul><li>The schedule was delayed due to that </li></ul></ul>
    14. 15. A common story… loss and profit <ul><li>At the end… </li></ul><ul><ul><li>The project </li></ul></ul><ul><ul><ul><li>Was delayed </li></ul></ul></ul><ul><ul><ul><li>The costs were higher </li></ul></ul></ul><ul><ul><ul><li>The customer satisfaction was low </li></ul></ul></ul><ul><ul><li>Side effects </li></ul></ul><ul><ul><ul><li>Afterwards the customer didn’t requested more projects </li></ul></ul></ul><ul><ul><ul><li>There were no good referrals to other customers </li></ul></ul></ul><ul><ul><ul><li>The team was not motivated </li></ul></ul></ul><ul><ul><ul><li>Other projects were not implemented – perhaps more interesting knowing the real profit </li></ul></ul></ul>
    15. 16. A common story… loss and profit <ul><li>But the real variables were a different story </li></ul>Price Cost (expected) Profit (Expected) Cost (real) Profit
    16. 17. A common story… loss and profit <ul><li>But the real variables were a different story </li></ul>Talk me now about the overhead of project management… Price Cost (real) Profit Opportunity Profit Loss
    17. 18. SELLING PROJECT MANAGEMENT BEST PRACTICES
    18. 19. #1 Sponsoring is crucial… show me the numbers (money) Increased results Brand reinforcement Quality of life Work Fulfillment Progression Recognition Progression Staff retention Quality of life Recognition Company evolution Progression Staff retention
    19. 20. #2 Go for the organization… not just for the individual <ul><li>The need for processes </li></ul><ul><ul><li>Do not reinvent the wheel every time, lessons learned and best practices </li></ul></ul><ul><li>CMMI – Capability Maturity Model Integration </li></ul><ul><li>Tayloring for the organization and for the projects – every one is special </li></ul><ul><li>Don’t create some champions – embrace the champions to create and disseminate the new processes </li></ul>
    20. 21. #3 Start with the company processes… utilize best practices as a mean <ul><li>Motivate and compromise the team </li></ul><ul><ul><li>Nurture the champions </li></ul></ul><ul><li>The starting point - the actual organization processes </li></ul><ul><li>Emergence around best practices </li></ul><ul><li>Apply Lean principles: value, value stream, flow, pull and perfection </li></ul>
    21. 22. #4 Change management is crucial <ul><li>Clarify misconceptions </li></ul><ul><ul><li>The “overheads” </li></ul></ul><ul><ul><li>The “clubs” </li></ul></ul><ul><ul><ul><li>IPMA </li></ul></ul></ul><ul><ul><ul><li>PMI </li></ul></ul></ul><ul><ul><ul><li>Agile </li></ul></ul></ul><ul><ul><ul><li>CMMI </li></ul></ul></ul><ul><li>Use change management best practices </li></ul><ul><ul><li>IDEAL Model </li></ul></ul><ul><ul><ul><li>Coaching </li></ul></ul></ul>
    22. 23. #4 Change management is crucial Source: Ideal Model – Software Engineering Institute
    23. 24. #5 Master the engineering of things <ul><li>To do the right things and the things right engineering is mandatory </li></ul>
    24. 25. Wrap Up <ul><li>#1 Sponsoring is crucial… show me the numbers (money) </li></ul><ul><li>#2 Go for the organization… not just for the individual </li></ul><ul><li>#3 Start with the company processes… utilize best practices as a mean </li></ul><ul><li>#4 Change management is crucial </li></ul><ul><li>#5 Master the engineering of things </li></ul>
    25. 26. Thank you! <ul><li>Questions? </li></ul>
    26. 27. Contacts <ul><li>Pedro Veloso Gomes (pvgomes@strongstep.pt) </li></ul><ul><ul><li>Director and senior consultant </li></ul></ul><ul><li>http://www.strongstep.pt </li></ul>

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