Project
Management
Frameworks
All images courtesy of google.images.com and their respective submitters.© 2013 iStrategize ...
How are your organisations feeling about
Project Management Frameworks?
© 2013 iStrategize PTY LTD
Confused all the time?
Confused at points?
Misunderstandings?
How do your
Project
Managers feel
about the
process?
© 2013 ...
Are these ‘investments’ aligned?
© 2013 iStrategize PTY LTD
Do you have the right mix of
‘investments?’
Is the process
transparent?
© 2013 iStrategize PTY LTD
Have you prioritised your portfolio correctly?
© 2013 iStrategize PTY LTD
What are the benefits
(value) of these
‘investments’?
Have these benefits
been clearly
articulated?
© 2013 iStrategize PTY...
© 2013 iStrategize PTY LTD
Are you taking the right Risks?
How do your Customers experience the results of your projects?
© 2013 iStrategize PTY LTD
So, where does this
leave us?
© 2013 iStrategize PTY LTD
PMBoK
PRINCE2™
ISO 21500:2012
Agile
© 2013 iStrategize PTY LTD
With
options…
PRINCE2 PMBoK
ISO
21500:2012
Agile
YOUR approach…
© 2013 iStrategize PTY LTD
Project Management Body of
Knowledge
 Knowledge Based
 Generic ‘Life Cycle’ Approach
 Governance is self-designed
 Gat...
Project Management Body of
Knowledge
 Users:
 Global
 Implementation:
 Internalised implementations, stages
can be mis...
©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013
© 2013 iStrategize PTY LTD
© 2013 iStrategize PTY LTD
© 2013 iStrategize PTY LTD
Not just the Project
PRINCE2™
 It’s a methodology
 Assumes Knowledge.
 Based around STRONG governance.
 Prescriptive approach.
 Continued ...
PRINCE2™
 Users:
 UK all Government Projects
 Large global corporates, BAT, BOC,
Unilever, Tesco, Sun (Oracle), World
B...
©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013
© 2013 iStrategize PTY LTD
Not just the Project
Managing Successful Programs - MSP Portfolio, Programme and Project Offices - P3O
© 2013 iStrategize ...
IS0 21500:2012
 Light framework.
 High-level directive.
 Origins in PMBoK and PRINCE2.
 International Standard.
 Life...
©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013
© 2013 iStrategize PTY LTD
Agile
 Can be applied within other frameworks,
such as PMBoK – have ‘sprints’ as a part of
the Execution phase or can be ...
©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013
© 2013 iStrategize PTY LTD
Where does this
leave us?
© 2013 iStrategize PTY LTD
Considerations…
 What do you want to achieve?
Build a ‘Business Case’ for the
selection and implementation of a
framework...
Where next?
© 2013 iStrategize PTY LTD
Brainstorm
 In your table groups (using post-it notes),
‘brainstorm’ the top 5 benefits you want to
drive from introducin...
© 2013 iStrategize PTY LTD
Strategic
Alignment
Governance
Enterprise Risk
Management
(ERM)
Value
Management
(benefits)
Com...
© 2013 iStrategize PTY LTD
• Consistent behaviour
Strategic
Alignment
• Use adoption
• Consistent approval processes
• Enh...
Brainstorm
 List your key questions (on the flip-chart
paper), regarding the implementation of a
project management frame...
Adopting a managed
approach…
The ability to…
 balance competing demands
 have a transparent,
repeatable process
 common...
© 2013 iStrategize PTY LTD
http://www.pmi.org/Knowledge-Center/Pulse/Pulse-Key-Findings.aspx
Value gained is achieved from an
integrated approach…
© 2013 iStrategize PTY LTD
Portfolio
Program
Project
Questions?
Dr. Neil Pearson
© 2013 iStrategize PTY LTD
© 2013 iStrategize PTY LTD
http://www.mcgraw-
hill.com.au/html/9781...
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Project Management Frameworks - An Introduction to some of the options...

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PowerPoint to draw your audiences attention to the problems of not having a framework, followed by an Introduction to some of the popular frameworks commonly found in most organisations in one form or another.

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  • How are your organisations feeling about Project Management Frameworks?
  • How do your project managers feel about the process?
  • How do your Customers experience the results of your projects?
  • Project Management Frameworks - An Introduction to some of the options...

    1. 1. Project Management Frameworks All images courtesy of google.images.com and their respective submitters.© 2013 iStrategize PTY LTD Local Government Project Management Forum September 2013
    2. 2. How are your organisations feeling about Project Management Frameworks? © 2013 iStrategize PTY LTD
    3. 3. Confused all the time? Confused at points? Misunderstandings? How do your Project Managers feel about the process? © 2013 iStrategize PTY LTD
    4. 4. Are these ‘investments’ aligned? © 2013 iStrategize PTY LTD
    5. 5. Do you have the right mix of ‘investments?’ Is the process transparent? © 2013 iStrategize PTY LTD
    6. 6. Have you prioritised your portfolio correctly? © 2013 iStrategize PTY LTD
    7. 7. What are the benefits (value) of these ‘investments’? Have these benefits been clearly articulated? © 2013 iStrategize PTY LTD
    8. 8. © 2013 iStrategize PTY LTD Are you taking the right Risks?
    9. 9. How do your Customers experience the results of your projects? © 2013 iStrategize PTY LTD
    10. 10. So, where does this leave us? © 2013 iStrategize PTY LTD
    11. 11. PMBoK PRINCE2™ ISO 21500:2012 Agile © 2013 iStrategize PTY LTD With options…
    12. 12. PRINCE2 PMBoK ISO 21500:2012 Agile YOUR approach… © 2013 iStrategize PTY LTD
    13. 13. Project Management Body of Knowledge  Knowledge Based  Generic ‘Life Cycle’ Approach  Governance is self-designed  Gates are self-designed  Descriptive Process & Tools  Generally recognized as ‘Best Practice’ © 2013 iStrategize PTY LTD
    14. 14. Project Management Body of Knowledge  Users:  Global  Implementation:  Internalised implementations, stages can be missed or combined.  Sequential, Phased, Overlapped approaches. © 2013 iStrategize PTY LTD
    15. 15. ©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013 © 2013 iStrategize PTY LTD
    16. 16. © 2013 iStrategize PTY LTD
    17. 17. © 2013 iStrategize PTY LTD Not just the Project
    18. 18. PRINCE2™  It’s a methodology  Assumes Knowledge.  Based around STRONG governance.  Prescriptive approach.  Continued business justification (Business Case) goes with the project.  Gates (Stages) are part of the methodology (Governance).  Must involve Senior Management – heavily role based. © 2013 iStrategize PTY LTD
    19. 19. PRINCE2™  Users:  UK all Government Projects  Large global corporates, BAT, BOC, Unilever, Tesco, Sun (Oracle), World Bank  Australia, OCIO Queensland Government (mandated) and other Government Departments  Implementation:  Tailored implementations, must have all components, but may be scaled… © 2013 iStrategize PTY LTD
    20. 20. ©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013 © 2013 iStrategize PTY LTD
    21. 21. Not just the Project Managing Successful Programs - MSP Portfolio, Programme and Project Offices - P3O © 2013 iStrategize PTY LTD ©APMG-International
    22. 22. IS0 21500:2012  Light framework.  High-level directive.  Origins in PMBoK and PRINCE2.  International Standard.  Life Cycle approach includes some pre- project and post-project activities. © 2013 iStrategize PTY LTD
    23. 23. ©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013 © 2013 iStrategize PTY LTD
    24. 24. Agile  Can be applied within other frameworks, such as PMBoK – have ‘sprints’ as a part of the Execution phase or can be applied as a methodology in its own right.  Can be mimicked by having ‘2 week’ Stages in PRINCE2.  Requirements are not fully known and/or are developing.  Users:  ICT projects globally  Suncorp locally © 2013 iStrategize PTY LTD
    25. 25. ©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013 © 2013 iStrategize PTY LTD
    26. 26. Where does this leave us? © 2013 iStrategize PTY LTD
    27. 27. Considerations…  What do you want to achieve? Build a ‘Business Case’ for the selection and implementation of a framework – it’s a ‘project’ in its own right.  How accessible do you want to make your ‘framework’?  One ‘version’ but multiple paths – ‘light’ and ‘heavy’.  Do employee’s know their role?  Not just a ‘framework’ build in an education journey to complement.  Link Position Descriptions to Roles and have a Competency Framework.  The ‘value’ of obtained from projects is directly linked to the ‘value’ expected from your framework.  Success is not ‘just’ the framework but the way it is ‘embedded’ in your organization/Department.  Maturity is a journey, OPM3 and other maturity assessments are a good practice to adopt from the start. © 2013 iStrategize PTY LTD
    28. 28. Where next? © 2013 iStrategize PTY LTD
    29. 29. Brainstorm  In your table groups (using post-it notes), ‘brainstorm’ the top 5 benefits you want to drive from introducing a project management framework in your organization/Department.  Place on the grid. © 2013 iStrategize PTY LTD
    30. 30. © 2013 iStrategize PTY LTD Strategic Alignment Governance Enterprise Risk Management (ERM) Value Management (benefits) Competency and Training PMO Portfolio Management Change Management Capability (Resourcing) Project Management Framework Business Planning Sustainability
    31. 31. © 2013 iStrategize PTY LTD • Consistent behaviour Strategic Alignment • Use adoption • Consistent approval processes • Enhancer to government • Accountability • Clarity of roles • Roles and responsibilities • Governance • Risk reduction considered in project benefits • Flexible risk assessment • Consistent methodology Enterprise Risk Management (ERM) Value Management (benefits) Competency and Training PMO • Projects assessed equally Portfolio Management Change Management Capability (Resourcing) • Streamlined, projects can start quickly (when appropriate) • Usable • Across organization • Sizable/flexible • Accessible • User friendly • Self-service • Framework is viewed as an asset not a burden • Light framework that touches on key things Project Management Framework Business Planning Sustainability
    32. 32. Brainstorm  List your key questions (on the flip-chart paper), regarding the implementation of a project management framework – these will be taken forward into the Q & A Panel session at the end of the day. © 2013 iStrategize PTY LTD
    33. 33. Adopting a managed approach… The ability to…  balance competing demands  have a transparent, repeatable process  common language for the management of projects  manage cross-project risks with documented strategies  consistently monitor and control project deliverables milestones and costs  consider capability. Can you execute what you plan?  manage dependencies The ability to…  have known and communicated roles among the project team, executive sponsor, customer and stakeholders  to have a defined tools and process to measure project performance (EVM is becoming popular!)  to understand the impact to timelines and critical paths when risk events occur  check back on original project scope and ensure projects deliver outcomes, outputs and benefits (value) © 2013 iStrategize PTY LTD
    34. 34. © 2013 iStrategize PTY LTD http://www.pmi.org/Knowledge-Center/Pulse/Pulse-Key-Findings.aspx
    35. 35. Value gained is achieved from an integrated approach… © 2013 iStrategize PTY LTD Portfolio Program Project
    36. 36. Questions? Dr. Neil Pearson © 2013 iStrategize PTY LTD © 2013 iStrategize PTY LTD http://www.mcgraw- hill.com.au/html/978174307723 8.html

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