PMI StandardsA Time of Fundamental ChangeChris Cartwright MPM, PMPMember PMI Standards MAGMoscow 20th PM Conference Septem...
Agenda                      Context                      Research Informed Standards                      Portfolio       ...
PROJECTMANAGEMENTTRENDS
Project Cancelations and RestartsResults from the quarterly PMI      Project CancelationsEconomic Pulse Survey show       ...
Emerging Issues in Project ManagementBusiness Realities>Quicker time-to-market-Tighter budgets-Smaller staff       Demands...
Critical Project Success FactorsProject initiation continues to lead the list of perceived success factors, followed by st...
PMI Standards Library   Category                                         TITLE PMI Global     A Guide to the Project Manag...
Standards Member Advisory Group (MAG)• MAG Responsibilities:   – Advise and support PMI with the annual standards program ...
Standards Member Advisory Group (MAG)• 2011 MAG Members:   • Monique Aubry, PhD, MPM   • Margareth F.S. Carneiro, PMP, MSc...
Standards Program Accreditation In October 1998 PMI was  accredited as a Standards  Developer by the American  National S...
PMI Standards Operating Principles• Openness – Participation shall be  open to all interested parties• Balance – Providing...
Life Cycle of a Standard                                                              1. Committee Formation              ...
How long does it take to develop a PMIstandard?          It takes approximately 18 to 24 months                  depending...
PMI & ISO                        International                         Standards                        Organisation  BSI ...
PMI External Standards Activities –ISO/PC236 and ISO/TC258ISO/PC236 - Project                     ISO/TC258 – Project,Mana...
What Part Should Research Play inStandards Development?                                         General research          ...
Alignment with ResearchAcademic MAG                PMI               Research                                    PMI Stand...
What are Research Informed Standards?In 2010, Standards Program established the RIS program as a knowledgemanagement enhan...
RIS Project Proposals – Top 31. Applicability of the four foundational   standards within small and mid-size   organizatio...
RIS Project Proposals – Top 32.    What valid and reliable research published in      the past 10 years relates to PMI’s 4...
RIS Project Proposals – Top 33. Portfolio Management Standard   • Ascertain existing portfolio management       standards ...
Portfolio Standard Update  •   Factor feedback from deferred Second Edition Exposure Draft      and post publication comme...
Portfolio Standard Update – We are aligned  with overall Publication Date of Dec 2012Key Milestones                      T...
Program Standard Update  Considerations:      – The relationship between and among        standards, credentials and role ...
Program Standard Update  Considerations (continued):      – The impact of advancing technology and social        networkin...
PMBOK® Guide Update   • Major Deliverables       – Factor feedback from deferred Fourth Edition Exposure          Draft an...
PMBOK® Guide Update       Feedback from Fourth Edition       Need to consider a new knowledge area for       Stakeholder M...
PMBOK® Guide Update                                                 2010Jan    Feb        Mar            Apr   May    Jun ...
Project Management Lexicon UpdateCombined Standards Glossary vs. Lexicon                                                  ...
Project Management Lexicon - Update  What is a Lexicon?  •   “Term” – a word or phrase  •   “Definition” – the meaning or ...
Lexicon Project Charter – 3 Phases  Phase I      • Set of principles to determine which terms and variants should be      ...
Lexicon Phase 1 Report  •   Lexicon should only contain         Term      foundation terms used within            •       ...
Organizational Project Management MaturityModel - OPM3•   Preface - will take the readers through scenarios of their curre...
Organizational Project Management MaturityModel - OPM3• Chapter 3 is “The Standard”. The foundation of OPM3   addresses th...
PMI Standards Participation• Standards Program Working  Sessions• PMI Exposure Drafts• Project Proposal Form on  PMI.org –...
PMI Standards ParticipationThanks to all at PMI Standards for their input to this presentationTo Contact PMI Standards ema...
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Управление проектами, Стандарты PMI: время фундаментальных изменений

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Управление проектами, Стандарты PMI: время фундаментальных изменений

  1. 1. PMI StandardsA Time of Fundamental ChangeChris Cartwright MPM, PMPMember PMI Standards MAGMoscow 20th PM Conference September 2011
  2. 2. Agenda Context Research Informed Standards Portfolio Program PMBoK Lexicon OPM3 ParticipationMoscow 20th PM Conference September 2011
  3. 3. PROJECTMANAGEMENTTRENDS
  4. 4. Project Cancelations and RestartsResults from the quarterly PMI Project CancelationsEconomic Pulse Survey show 54% 55% 54%that the percent of firms 48% 47% 46% 41%canceling projects (due toeconomic conditions) hasdecreased since the height of 2009 2009 2009 2009 2010 2010 2010the global recession. However, Jan-Mar Apr-June Jul-Sep Oct-Dec Jan-Mar Apr-June Jul-Septhe figure remains over 40% asof the end of third quarter of2010.On a more positive note, one if Project Restartsfive say their firms have 21% 21% 21%restarted projects that werecanceled or delayed during the 18%recession. 2009 2009 2009 2009 2010 2010 2010 Jan-Mar Apr-June Jul-Sep Oct-Dec Jan-Mar Apr-June Jul-SepSource: PMI Economic Pulse Survey
  5. 5. Emerging Issues in Project ManagementBusiness Realities>Quicker time-to-market-Tighter budgets-Smaller staff Demands Project Agility+More stakeholders+More transparency *Better change management+More sustainability +More agile methods^Globalization +More multi-tasking Demands Project Maturity +More virtual project management ^Executive understanding of strategic value of project management >Alignment of projects and business strategy +Standardized best Demands Ever-Increasing practices Project Manager +Project metrics Competency ^Leadership skills *Risk management skills +Communication skillsSource: PMI 2010 Pulse of the Profession Survey +Team motivation skills *Financial skills +Negotiation skills
  6. 6. Critical Project Success FactorsProject initiation continues to lead the list of perceived success factors, followed by strategicissues such as change management and executive support. Planning for timely, practical and realistic implementation Defining key objectives, benefits and expectations before you start Managing change Ensuring you have top-level management supportMatching project objectives with business objectives Staffing the team appropriately Acquiring appropriate resources Understanding the project objectives The skills and experience of the project managerRecognizing and quantifying opportunities and risks 0% 10% 20% 30% 40% 50% Source: PMI 2010 Pulse of the Profession Survey
  7. 7. PMI Standards Library Category TITLE PMI Global A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Foundation The Standard for Program Management Standards / PMI American The Standard for Portfolio Management National Organizational Project Management Maturity Model (OPM3®) Standards PMI Global Practice Standard for Earned Value Management Practice Practice Standard for Scheduling Standards Practice Standard for Project Configuration Management Practice Standard for Project Risk Management Practice Standard for Work Breakdown Structures Practice Standard for Project Estimating PMI Global Construction Extension to the PMBOK® Guide Standard Government Extension to the PMBOK® Guide Application Area Software Development Extension to the PMBOK® Guide(Currently being Extensions developed) PMI Project Manager Competency Development Framework Standards PMI Project Management Lexicon (Currently being developed) Adjunct Products
  8. 8. Standards Member Advisory Group (MAG)• MAG Responsibilities: – Advise and support PMI with the annual standards program – Provide professional input regarding programs and projects – Help recruit PMI volunteers for standards projects – Assist in the communications of the program• MAG members are selected by the PMI Standards Manager to serve up to five consecutive one-year terms. PMI membership is not required. PMI Standards
  9. 9. Standards Member Advisory Group (MAG)• 2011 MAG Members: • Monique Aubry, PhD, MPM • Margareth F.S. Carneiro, PMP, MSc • Chris Cartwright, MPM, PMP • Terry Cooke-Davies, PhD, BA, FAPM, FCMI, FRSA • Laurence Goldsmith, PMP • Paul E. Shaltry, PMP PMI Standards
  10. 10. Standards Program Accreditation In October 1998 PMI was accredited as a Standards Developer by the American National Standards Institute (ANSI), reaccredited in 2001 and again in 2006
  11. 11. PMI Standards Operating Principles• Openness – Participation shall be open to all interested parties• Balance – Providing an opportunity for fair and equitable Due participation without any Process dominance by any single interest• Due Process – Providing opportunity for public comment, Consensus with prompt consideration given to views and objections including an appeals mechanism Openness Balance• Consensus – Ensuring substantial agreement has been reached by directly and materially affected interests
  12. 12. Life Cycle of a Standard 1. Committee Formation 2. Draft Development 3. PMI Public Exposure Draft Review 1. Leadership Selection 4. Adjudication of 2. Charter and Schedule recommendations Creation 5. Consensus Body vote 3. ANSI Notification Project Standard 6. ANSI Notification Initiation Development Stage I Stage II 7. Publish standard Standard Standard Evaluation Maintenance Stage IV Stage III1. Review of standard 1. Record and archive2. Revise, reaffirm or retire recommendations decision 2. Change control process
  13. 13. How long does it take to develop a PMIstandard? It takes approximately 18 to 24 months depending on the project
  14. 14. PMI & ISO International Standards Organisation BSI ANSI RosStandart PMI PMI provides the ISO Secretary and administers the US Technical Advisory Group
  15. 15. PMI External Standards Activities –ISO/PC236 and ISO/TC258ISO/PC236 - Project ISO/TC258 – Project,Management Programmed, Portfolio• An ISO Project Committee (PC) Management has a limited scope with a single • An ISO Technical Committee (TC) work item has a more extended scope than• ISO/PC 236 is working on ISO a PC, with the possibility of 21500 - Guidance to Project multiple work items Management • TC formation approved in Nov’10  Based on PMI contribution of • First plenary Jun’11 PMBOK® Guide Ch. 3 and • Next plenary Feb’12 Glossary• Publication date for ISO 21500 is PMI provides the ISO Secretary and slated for Q3 of 2012 administers the US Technical Advisory Group
  16. 16. What Part Should Research Play inStandards Development? General research to understand trends etc. Specific research to assist in preparing a good charter Market research to understand awareness, adoption and usefulness of standard.
  17. 17. Alignment with ResearchAcademic MAG PMI Research PMI Standards Standards MAG Joint Committee Established “PMI” is a registered trade and service mark of the Project Management Institute, Inc. Presentation Title ©2010Permission is granted to PMI for PMI® Marketplace use only
  18. 18. What are Research Informed Standards?In 2010, Standards Program established the RIS program as a knowledgemanagement enhancement of standards development.RIS adds various types of credible research information into the standardsdevelopment process.Types of Standards research needs: Detect and monitor trends in the profession to support Standards Portfolio Strategy Supply information needed for specific existing standards Supply information needed for a specific proposed standardResearch may be longitudinal or ad hoc, and timed to support Standards Program needs for decisions “PMI” is a registered trade and service mark of the Project Management Institute, Inc. Presentation Title ©2010Permission is granted to PMI for PMI® Marketplace use only
  19. 19. RIS Project Proposals – Top 31. Applicability of the four foundational standards within small and mid-size organizations • Develop an integrative framework for organizational project management standards • How do organizations go about building PM capabilities? • Costs and benefits of implementing a formalized PM programJustification: • In the US, small organizations represent 99.7% of all employer firms • Motivations for PM may be different for smaller firms or mid-size firms RIS Summary
  20. 20. RIS Project Proposals – Top 32. What valid and reliable research published in the past 10 years relates to PMI’s 4 foundational standards • How agile are PMI’s Standards • Graphical mapping/tabular assessment of research findings to specific elements of the big 4 • Summary of findings and recommendation for frequency of repeating the projectJustification: • Findings would help inform decisions regarding updates of foundational standards and related work • Form a model for future inquiry • Basic element for evolving a good RIS program RIS Summary
  21. 21. RIS Project Proposals – Top 33. Portfolio Management Standard • Ascertain existing portfolio management standards • Understand the challenges faced by organizations • Understand the experiences organizations have when seeking to implement portfolio managementJustification: • Understand where the Standards for Portfolio Management fits into its universe • Ensure that the standard addresses the correct issues • Broaden appeals RIS Summary
  22. 22. Portfolio Standard Update • Factor feedback from deferred Second Edition Exposure Draft and post publication comments into update • Reposition Chapter 3 (The Standard for Portfolio Management) as a stand-alone standard – Updates in Process Groups & Knowledge Areas will be needed • Consistent with the content and philosophy of the PMBOK® Guide, The Standard for Program Management, OPM3®, and LexiconCommittee Chair: Jen Skrabak “PMI” is a registered trade and service mark of the Project Management Institute, Inc. Presentation Title ©2010Permission is granted to PMI for PMI® Marketplace use only
  23. 23. Portfolio Standard Update – We are aligned with overall Publication Date of Dec 2012Key Milestones TimeframeCharter Signed August 2010Core Team Confirmed September 2010Sub-Teams /Framework Development October – December 2010Core Team Face to Face Meeting November/December 2010Content Development January 2011 – September 2011Exposure Draft (incl Preparation, October 2011 – June 2012Adjudication, Finalization)Final Publication December 2012Committee Chair: Jen Skrabak “PMI” is a registered trade and service mark of the Project Management Institute, Inc. Presentation Title ©2010Permission is granted to PMI for PMI® Marketplace use only
  24. 24. Program Standard Update Considerations: – The relationship between and among standards, credentials and role delineation studies – The relationship between and among Program Management, Portfolio Management and the Program/project Management Office – Core committee and team membership composed of business/industry representatives as well as individual practitionersCommittee Chair: Eric Norman, PMP, PgMP “PMI” is a registered trade and service mark of the Project Management Institute, Inc. Presentation Title ©2010Permission is granted to PMI for PMI® Marketplace use only
  25. 25. Program Standard Update Considerations (continued): – The impact of advancing technology and social networking – Achieving broad acceptance and adoptionCommittee Chair: Eric Norman, PMP, PgMP “PMI” is a registered trade and service mark of the Project Management Institute, Inc. Presentation Title ©2010Permission is granted to PMI for PMI® Marketplace use only
  26. 26. PMBOK® Guide Update • Major Deliverables – Factor feedback from deferred Fourth Edition Exposure Draft and post publication comments into update – Reposition Chapter 3 (The Standard for PM) as a stand- alone standard – Address key inter-relationships between ISO 21500 and PMBOK® Guide – Ensure PMI Lexicon terminology is represented consistently and identically in the PMBOK® Guide Committee Chair: Dave Violette “PMI” is a registered trade and service mark of the Project Management Institute, Inc. Presentation Title ©2010Permission is granted to PMI for PMI® Marketplace use only
  27. 27. PMBOK® Guide Update Feedback from Fourth Edition Need to consider a new knowledge area for Stakeholder Management Committee Chair: Dave Violette “PMI” is a registered trade and service mark of the Project Management Institute, Inc. Presentation Title ©2010Permission is granted to PMI for PMI® Marketplace use only
  28. 28. PMBOK® Guide Update 2010Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Review Fourth Edition Comment 2011Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Draft Initial Content Independent Internal Review Draft Exposure Draft Content Prepare Exposure Draft 2012Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Exposure Draft Adjudication Finalization Final Draft Submitted to PMICommittee Chair: Dave Violette PMBOK® Guide – Fifth Edition published “PMI” is a registered trade and service mark of the Project Management Institute, Inc. Presentation Title ©2010Permission is granted to PMI for PMI® Marketplace use only
  29. 29. Project Management Lexicon UpdateCombined Standards Glossary vs. Lexicon LEXICON Pub 1 Variations and Pub 1 inconsistencies across Definitions Combined Standards Pub 2 Pub 2 Standards Consistent Glossary Lengthy explanations, not Pub 3 Translatable Pub 3 definitions Pub 4Publications push glossaries to Combined Glossary Glossaries pull appropriate entries from LexiconCommittee Chair Carol Steuer “PMI” is a registered trade and service mark of the Project Management Institute, Inc. Presentation Title ©2010Permission is granted to PMI for PMI® Marketplace use only
  30. 30. Project Management Lexicon - Update What is a Lexicon? • “Term” – a word or phrase • “Definition” – the meaning or significance of the term within a specific field • “Self-consistent” – terms used in a definition are consistent with how they themselves are defined • “Unlike an encyclopedic description or an explanation, a definitions main purpose is not to provide a means for a complete understanding of a given concept but rather to provide enough understanding so as to avoid confusing the concept in question with other related concepts.” (ISO 704: 2009)Committee Chair Carol Steuer “PMI” is a registered trade and service mark of the Project Management Institute, Inc. Presentation Title ©2010Permission is granted to PMI for PMI® Marketplace use only
  31. 31. Lexicon Project Charter – 3 Phases Phase I • Set of principles to determine which terms and variants should be included. • Process to identify other potential sources of widely-accepted authoritative definitions of terms used in project management and a set of principles for reconciling PMI definitions with these sources. Phase II – CURRENT STAGE • Apply the principles and processes developed in Phase I to the terms contained in the glossaries of all 14 of PMI’s current standards resulting in Version 1 of the Lexicon. Phase III • Guidance on translation into 10 official languages. • Long term maintenance procedures.Committee Chair Carol Steuer “PMI” is a registered trade and service mark of the Project Management Institute, Inc. Presentation Title ©2010Permission is granted to PMI for PMI® Marketplace use only
  32. 32. Lexicon Phase 1 Report • Lexicon should only contain Term foundation terms used within • Definition professional project • Acronyms / Abbreviations management. • Formula • Synonyms • Lexicon should be used by • Variants lexicographers and Standards • Obsolete terms teams as a reference source, • Related terms not as an encyclopaedia. • Reference to Standards • Students of project management would be the best assumption for our audience.Committee Chair Carol Steuer “PMI” is a registered trade and service mark of the Project Management Institute, Inc. Presentation Title ©2010Permission is granted to PMI for PMI® Marketplace use only
  33. 33. Organizational Project Management MaturityModel - OPM3• Preface - will take the readers through scenarios of their current business concern, give them a vision of success• Chapter 1 - sets the stage and tone for the rest of this document. It provides the reader with the general concepts about OPM3• Chapter 2 - describes the foundational concepts of OPM3. those concepts include organizational project management, the OPM3 model, and process improvement
  34. 34. Organizational Project Management MaturityModel - OPM3• Chapter 3 is “The Standard”. The foundation of OPM3 addresses the core elements of the standard, consisting of the OPM3 construct, process groups/processes, Best Practices and categorizations.• Chapter 4 provides a practitioner with the knowledge needed to adopt and assess OPM within a business environment.• Chapter 5 explains in detail the inputs, tools and techniques required to plan and execute a OPM3-based Assessment.• Chapter 6 describes the necessary activities for evaluating, prioritizing and implementing the best practices.
  35. 35. PMI Standards Participation• Standards Program Working Sessions• PMI Exposure Drafts• Project Proposal Form on PMI.org – Current PMI Standards Projects page• Visit the Volunteer Opportunities page Thanks for your participation Chris Cartwright
  36. 36. PMI Standards ParticipationThanks to all at PMI Standards for their input to this presentationTo Contact PMI Standards email John.Zlockie@pmi.orgTo contact Chris Cartwright email ccartwright@bigpond.com

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