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Similar to Outreach at Boeing - Value of Project Managmenet for Organization
Similar to Outreach at Boeing - Value of Project Managmenet for Organization (20)
Outreach at Boeing - Value of Project Managmenet for Organization
- 1. The Value of Project Management for Organizations Kevin Fitzgerald Director At Large Project Mgt Institute (PMI) – Oklahoma City Chapter PMI/BWIL - Lunch N Learn Event May 13, 2010
- 10. PMI OKC - Local Chapter
- 12. PMI OKC PMP Prep Course offered in partnership with Oklahoma City university Project Management Professional (PMP) Prep Course PMI OKC – Provides Training
- 14. PMI OKC – Monthly Meetings Jobvite Inc L-3 Communications L-3 Communications /EITS Looking for work Love's Travel Stops & Country Stores Mid-America Christian University Objectstream Inc OG&E Electric Service OG&E Energy Corp OK Dept. of Human Services Oklahoma Univerity - Health Science Center PMI OKC Roche Diagnostics Seagate Technology Sonic Corp and Subsidiaries Sonic Industries Sumaria Systems Teleflora, LLC The Addison Group The City of Oklahoma City The Persimmon Group TKC Global TKO Associates, Inc. TRONOX U.S. Small Business Administration U.S. Air Force University of Oklahoma Vinson Consulting Group Woodgroup ESP A.I.D.E., Inc. ABDs of Continuous Improvement LLC Addison Technical Angela Troupe-Gunn AT&T Avaya Battelle Blackwood Family, LLC Boeing CACI, Inc. Candid Color System Chesapeake Energy Chickasaw Enterprises Deloitte Consulting DEQ Devon Energy Corporation Enogex, Inc. FAA Globe Life & Accident Insurance Company Healthcare Partners Investments LLC Hewlett-Packard I.S. Technologies LLC IBM IS Technologies
- 15. http://www.pmiokc.org/content/Newsletters/PL2010.04.OKC.pdf PMI OKC – Monthly Newsletter
- 17. PMI OKC – 2009 Fall Conference Held on October 9 th Francis Tuttle Technology Center in OKC Attendees: 120 PDU: 7 Rick Brenner Virtual Teams Dennis Stauffer Innovative Leadership: A Clockwise Approach to Successful Execution in Challenging Times http://www.insightfusion.com/seminars.htm www.chacocanyon.com/workshops.shtml
Editor's Notes
- Original slide - 1 My name is Kevin Fitzgerald, I run the Project Management Office for the Provost at the University of Oklahoma Health Sciences Center. I am Director at Large in the local Project Management Institute Chapter here in Oklahoma City. (That may sound impressive, but I am actually the newbie and low man on the totem pole. )
- Original slide – 2 There is a big misunderstanding that project management is a skill you learn and apply as a part of management or any other job. It’s not a skill any manager can pick up along the way through experience. It’s not typically a routine part of an undergraduate business major, or of the MBA curriculum, but it is making its way into the curriculum. It’s not about software. Learning to use MS-Project will help you, but that by itself wont’ turn you into a project manager. Project management is a mindset that some people will find more easier to execute than others. Project management is a professional discipline all its own. It has a distinct body of specialized knowledge and skills. And it can be critical to your organization’s success.
- Original slide – 3 This is the structure of the “classic” modern organization. You see it in all the text books. This structure evolved from the Industrial Revolution through the 20 th century. It is able to expand to enormous scale and be adapted to new technologies and markets. It has delivered tremendous economic growth around the world. This is about production or operations.
- Original slide - 4 This is a description of a project. A project is temporary: when it delivers a result, it’s over. If the result is a new product or technology or business process, it is typically turned over to operating units, which will fine-tune it as they gain experience. A project requires learning and adaptation and a project team bringing together skills and knowledge that aren’t found in any one department or consulting group. Periodic project reviews ensure that all the stakeholders are aligned, and the project scope becomes more focused and detailed. This is about change. Operations is producing products, running a network, providing healthcare. Change is about designing new products, engineering a new network, or researching new health care techniques.
- Original slide - 9 PMI founded 1969 by working project managers PMI today has 450,000 members and credential holders around the world. PMI had developed and documented professional and practice standards developed. The credentials administered by PMI indicate the experience and knowledge of their holders as project team members and leaders. PMI is the only association in the field to support a dedicated academic research program, with 15-20 studies currently under way.
- Original slide - 12 Organizations can be confident that PMI credential holders have the skills to add value to their projects. For those starting their careers as project team members, or working in specialized areas: Certified Associate in Project Management (CAPM ® ) Scheduling Professional (PMI-SP ® ) Risk Management Professional (PMI-RMP SM ) The majority of project team leaders with 5 to 20 years’ experience , engaged in building their careers, hold: Project Management Professional (PMP ® ) -- recognized and transferable worldwide Advanced managers of programs (multiple related projects) or of organizational portfolios (e.g., Project Management Officers) may seek: Program Management Professional (PgMP ® ) http://www.pmi.org/AboutUs/Pages/Credentials.aspx
- Original slide - 13 Research has been conducted that proves these techniques work. A study called “Researching the Value of Project Management.” was performed by 48 investigators collecting information from five continents, using interviews and questionnaires to assemble a multi-dimensional picture of project management from global corporations to small businesses, public agencies to charities. They heard a lot about value in better project results for customer and stakeholder satisfaction such as the Fluor corporation that used project management standards and methodology to clean and restore operations at a 1000 acre uranium processing facility outside of Cincinnati, Ohio, USA. They achieve outstanding results, completing the project 12 years ahead of schedule and $7.8 billion below initial estimates. They heard many senior executives emphasize the organizational learning that comes with project management’s documented processes such as Huawei, a Chinese technology manufacturer that requires all management to receive project management training and all senior project managers to be PMI certified. They started as a commodity hardware vendor, but moved from there into higher-value components and leading-edge technology growing sales from from $2.6B in 2002 to $15B in 2007 Others cited project management ‘s strong emphasis on communication , both within project teams and in keeping the project aligned with organizational strategy especially Montreal, Quebec who decided to spend 90 million dollars rebuilding one of the most trafficked zones of the city that hosts international events and a contains a convention center that ranks third in North America for international conventions. The project was completed under budget, leaving surpluses for future improvements. There was no litigation or claim -– extremely rare for such a complex undertaking -- and the City of Montreal gave the project a 100 percent satisfaction rating. http://www.pmi.org/BusinessSolutions/Pages/Researching-Value-of-Project-Management-Study.aspx
- Original slide - 20 Those are three areas where project management delivers value to organizations. They combine in a positive feedback: To yield more repeatable, reliable business results To make the organization more responsive, flexible, and adaptive – a learning organization And to enhance communications for better feedback and alignment between strategy and project execution You can see that they’re three areas where every organization can benefit!
- Original slide – 21 However you look at the value of project management, successful organizations such as Fluor, Huawei and Montreal’s city government recognize it. They seek out qualified, credentialed project management practitioners. They cultivate mature project management practices within their organizations, and they reap the benefits of their commitments in projects delivered on time and on budget. Every organization can benefit from the practice of project management. PMI works with them toward its envisioned goal: “ Worldwide, organizations will embrace, value and utilize project management and attribute their success to it.”
- PMI OKC Slide 1 Introduction: Bojan Kalajdzic, VP of Marketing, Project Manager working for L-3 Communciations