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Enterprise Project Management SLIDESHARE

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Enterprise Project Management SLIDESHARE

  1. 1. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 1 MakeITWork.Consulting ME Project Management Enterprise Project Management Amman, Jordan 1st June, 2015 A MakeITWork Consulting ME event in cooperation with Association of Banks in Jordan
  2. 2. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 2 MakeITWork Presentation MakeITWork Consulting is a Consulting and Training company, now also based in the Middle-East, specialized in Project and Risk Management, Business Strategy and Resource and Outsourcing services. Founded by a group of professionals with extensive experience and knowledge of the international market, MakeITWork Consulting features an integrated range of services, tailored to the needs of each Company. From the professional experience of its founders, it stands out the success stories in companies and organizations from different sectors of activities, including Banking and Insurance, Information Technology and Telecommunications, Software Industry, Government and overall Public Sector.
  3. 3. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 3 Speaker Presentation Dr. Jorge Vaz Girão, PMP, CISA, PMDPro Jorge Vaz Girão has more than 30 years of experience in the fields of Program, Project and Risk Management, Business Analysis and Change Management for the IT, Banking, Insurance, Telecom, Transportation and Aviation industries. His career path was developed in various business domains both in the private and in the public sectors, having assumed many challenging different projects, especially relating to the areas of international management and consulting, across Europe, Africa and Middle East. He has managed and consulted on more than 35 local and international major projects, being its project and risk manager, for companies like Temenos, Misys, Capgemini, IBM, Altran, Axa Insurance, Sony, Shell and Bertelsmann. Project and Risk management, as well the coaching are his passion. For the past 5 years he has developed and taught over 20 different Project and Risk Management & related training courses. His vast experience and training methodology has received excellent feedback from his students and many domestic and international clients.
  4. 4. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 4 • Introduction to Project Management Culture • The Importance of Project Management • Project Management Today - An Integrative Approach • An Overview of the Business Strategic Management • Project Management and the Business Strategy • The Need for a Project Selection and Priority System • The Rapid Spread of Modern Project Management • Project-Driven and Project-Dependent Organizations • Advantages and Importance of Modern Project Management • The Goals and Benefits of Project Management • Measurement of Project Management ROI • The Value of Project Management: Beyond ROI • Requirements to Achieve these Benefits • Enterprise Project Management Process Maturity Model Agenda
  5. 5. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 5 Introduction to Project Management Culture What is a Project ?...
  6. 6. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 6 Introduction to Project Management Culture What is a Project ?...
  7. 7. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 7 Specific Resources Introduction to Project Management Culture What is a Project ?... Specific Goals and Objectives Specific Deliverables
  8. 8. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 8 Introduction to Project Management Culture What is a Project ?...The (maybe) First Project !...
  9. 9. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 9 Introduction to Project Management Culture What is a Project ?... Another Project…
  10. 10. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 10 Introduction to Project Management Culture What is a Project ?... And a lot more…throughout all times… 2700 BCPyramids 2700 BC Babel Tower 6000 BC 476Roman Empire 1500Age of Discovery 1750Industrial Revolution 1912Titanic 1945Manhattan Project
  11. 11. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 11 Introduction to Project Management Culture Why Project Management?... We believe that we can influence, to act and change the course… Ostrich Approach ignoring the risks or pretend they do not exist Christian Approach waiting for someone or a higher authority to resolve any problems or make them disappear Denial Approach recognize that there are risks but refuse to accept that they will happen to your project
  12. 12. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 12 Introduction to Project Management Culture Why Project Management?... is not the strongest nor the most intelligent of the species that survives… …but that one who is better able to accept and adapt to change… Charles Darwin (Geologist and Naturalist; 1809-1882)
  13. 13. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 13 Introduction to Project Management Culture Project…. What does it means?...  Project: What does it mean?  Organizations perform work which involves either operations or projects, although the two may overlap  They share many characteristics:  they are performed by people,  constrained by limited resources,  planned, executed, and controlled.  They differ primarily in:  that operations are ongoing and repetitive  projects are temporary and unique
  14. 14. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 14 Introduction to Project Management Culture A Project is… Operations Projects Existing systems One-time resource configuration Repetitive work Unique and separate work Efficiency and effectiveness Cohesion and direction Reliance on standard procedure End-product driven Line management Project orientation Focus on “maintaining” Focus on “change” “ A project is a temporary endeavour undertaken to create a unique product, service or result.“
  15. 15. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 15 The Importance of Project Management Project Management … Till Modern Project Management! 2010190019701960 200019801950 1958: Polaris, Cold War, PERT 1960: CPM 1963: USAF, EVM 1960’s: NASA Project’s; diffusion into other companies 1969: PMI 1970-80: Matrix Organizations 1983-87: PMBoK 1989: PRINCE Method 1991:PMBoK ANSI Standard 1999: Mng Sucessful Programs (OGC) 2006: PMI Standards on Program Mngmt 1995: MS Project 1996: PRINCE2 1997: ISO 10006 Quality in Pj Mngmt
  16. 16. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 16 The Importance of Project Management Modern Project Management why…?  Increased complexity of the work,  Constraints impacting organizations (Time, Cost, Scope)  Management focus on Program and Benefits Management  Increased enforcement uncertainty, competition (time-to-Market)  Quality Requirement increasing,  Customer Satisfaction, Continuous improvement,  Conformity with maturity models (EFQM)  High technological pace and innovation  Project duration longer, Budgets getting smaller,  Emphasis on justified project costs >2years 1to2years 6to12months 3to6months >3 mth
  17. 17. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 17 The Importance of Project Management Project Management – Why?  Disciplined project management provides:  Focal point for effective communications, co-ordination and control  A plan to assess progress  Emphasis on time and cost performance  Project management provides the framework for  methods,  processes,  monitoring and change control.  What are the benefits ?
  18. 18. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 18 The Importance of Project Management Project Management – What are the Benefits ?
  19. 19. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 19 The Importance of Project Management Project Management – What are the Benefits ? Companies view project management initiatives as valuable to their bottom-line profitability, to product quality, and especially to meeting delivery dates and budget goals
  20. 20. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 20 Project ManagementKnowledge Areas Scope Cost Resource Risk Integration Cost Scope Time CommunicationProcurement Quality Time Ensures the project will include all the work required (and only this!) to be complete successfully. Ensures the project will be completed according planned schedule and on time Ensures the project will be completed within allocated budget o it. Ensures the project will meet the needs that justified its initiation. Optimizes the participation of all the resources involved in the project. Ensures all project information will be developed, disseminated and stored properly. Identifies, analyses and defines the risk responses that somehow have impact on the project. Ensures the correct acquisition of goods and / or services outside the organization. Ensures the various elements of the project are coordinated and integrated correctly. Project Management Today - An Integrative Approach Knowledge Areas
  21. 21. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 21 Project Management Today - An Integrative Approach Project Management Processes Gestão De Projectos Processes Initiation Planning Execution Monitoring & Controling Closing Cost Scope Time The Initiating Process Group consists of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. The Planning Process Group consists of those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives.. The Monitoring and Controlling Process Group consists of those processes required to track, review, and orchestrate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. The Closing Process Group consists of those processes performed to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations. The Executing Process Group consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifications.
  22. 22. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 22 Activitylevel Time Initiation Planning Execution Monitoring & Control Closing Project Management Today - An Integrative Approach Project Management Processes
  23. 23. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 23 3 – 5 years An Overview of the Business Strategic Management Business Strategy and Program/Project alignment… Vision Vivid Description Mission Core Values Strategic Principles Learning and Grow Perspective Employee Competence Technology Corporate Culture Ground Crew Alignment Ground Crew Alignment % Ground Crew Trained % Ground Crew Stakeholders Year 1 : 70 % Year 3 : 90 % Year 5 : 100 % Ground Crew Training Program (GCTP) Internal Process Perspective Selected Initiatives Customer Perspective Operational Excellence Customer Intimacy Product Leadership Attract Customers & Retain Attractive Pricing # of Customers Competitive Prices Load Factor Customer Ranking Number 1 Number 1 Customer Loyalty Program (CLP) Financial Perspective Revenue Growth Strategy Productivity Strategy BSC Strategy Map Improve Shareholder Value Profits & ROI Plane Utilization Profitability Plane Utilization Market Value Block Hours/Day 30% 4% Strategic Initiative Objective Measure Target Initiative 3 – 5 years Value Proposition Differentiation Statements Outcome Description 3 – 5 years Goals Strategic Objective Strategic Measures Fast Ground Turnaround Fast Ground Turnaround On Ground Time On- Time Departure 30 minutes 90% Turnaround Cycle Program (TCP) Time Optimization Program (TOP) 3 – 5 years Strategic Risk Opportunities Mega Issues Environmental Scan “Rolling” 1 – 2 years Operating Plan and Budget Program/Project Portfolio Management Strategic Programs Operational Programs Projects Projects Example Strategy Map : “Airline Operating Efficiency” Theme
  24. 24. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 24 An Overview of the Business Strategic Management Maturity Organizations – an Organizational Change People Tools, Technique Processes Organizational Change Methodology ExpertiseTraining
  25. 25. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 25 Project Management and the Business Strategy Maturity Organizations – the Evolution Organizational Resources Vision Mission Organizational Strategies & Objectives High-Level Operations Planning & Management Management of On-Going Operations (recurring operations) (Producing value) Project Portfolio Planning & Management Management of Authorized Programs & Projects (projectized activities) (increasing value, production capacity)
  26. 26. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 26 An Overview of the Business Strategic Management Maturity Organizations – the Evolution Portfolio Program Project Standardize Measure Control Continuously Improvement
  27. 27. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 28 Project Management and the Business Strategy Maturity Organizations - achieving a level of Excellence
  28. 28. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 29 Project Management and the Business Strategy Maturity Organizations - achieving a level of Excellence Use the standard to obtain basic understanding of OPM3, its components and operation High-Level: Use Self-Assessment tool to identify existing and needed Best Practices and position on maturity continuum. Comprehensive: Identify existing Capabilities to determine maturity at detailed level and consider planning for improvements. Option: Exit process if satisfied with results; reassess periodically to monitor effects of change. Use Assessment results and organization’s priorities to determine scope and sequence of improvement efforts. Execute planned organizational development activities to advance on the maturity continuum. Recomended: Return to Step 2 reassess maturity to detect changes caused by recent events. Option: Return to Step 3 to work on otherBest Practices identified in original assessment.
  29. 29. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 30 The Need for a Project Selection and Priority System An Integrated Portfolio Management System Manage operational and business risk Manage Risk • Compliance • Protect assets • Service continuity Better manage operating and capital costs Manage Cost • Optimize resources • Automate processes Align IT investments to organizational needs Align IT Investments • IT portfolio mgmt. • Value mgmt. • Business process mgmt. Deliver maximum value by providing reliable and effective services Improve Service • Service availability • Service mgmt. Unify and Simplify Portfolio Management System
  30. 30. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 31 Enterprise Project Management (EPM) is a new vision for how to unify and simplify the management of enterprise-wide Project initiatives BusinessRequirementOptimization StrategyManagement RiskManagement EnterpriseProjectManagement Manage and Secure Unify Simplify Application Environments ApplicationsUsers Business Processes Business Requirements / Needs The Need for a Project Selection and Priority System Enterprise Project Management
  31. 31. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 32 Business IT Portfolio IT Governance Business Alignment IT Users People & Projects Service Lifecycle Applications Best Practices Process Add value with existent resources Allows better alignment and commitments with the business Increase efficiency by integrating IT & Business processes Demand Services The Need for a Project Selection and Priority System Enterprise Project Management
  32. 32. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 33 The Need for a Project Selection and Priority System Enterprise Project Management Time and Cost Projects and Programs Processes Time and Cost Accounting • Counts actual project costs • Allocates and affects actual project costs (charge-back) Process Management • Creates templates, graphics workflows and methodologies of best practices • Process compliance reports Project Management • Creates estimates, budgets and provides forecasts • Monitors deliverables and progress according to defined milestones • Manage issues and risks Resource Management • Cataloguing, access and research skills • Plans future needs by functionResource Management
  33. 33. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 34 The Need for a Project Selection and Priority System
  34. 34. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 35 Project-Driven and Project-Dependent Organizations Types of Organizational Structure Functional Organization is grouped by areas of specialization Project generally occur within a single department Projectized Entire company is organized by projects Personnel are assigned and report to a project manager
  35. 35. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 36 Project-Driven and Project-Dependent Organizations Types of Organizational Structure Weak Matrix Power rest with the functional manager Power of project manager = coordinator or expediter Balanced Matrix Power is shared between the project manager and the functional manager
  36. 36. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 37 Project-Driven and Project-Dependent Organizations Types of Organizational Structure Strong Matrix Power rest with the project manager Composite
  37. 37. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 38 Project-Driven and Project-Dependent Organizations Influences of organizational structure on projects Part-Time Part-Time Part-Time Part-Time Part-Time Full Time Full Time Full Time Part-Time Full Time Project Manager Project Manager Functional Manager Functional Manager Little or None Little or None Moderated to High High to Almost Total Moderated to High High to Almost Total Limited Limited Low to Moderate Low to Moderate Mixed
  38. 38. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 39 Project-Driven and Project-Dependent Organizations Influences of organizational structure on projects Advantages Disadvantages Functional • Easier management of specialists • Team members report to only one supervisor • Similar resources are centralized, as the company is grouped by specialties • Clearly defined career paths in areas of work specialization • People place more emphasis on their functional specialty to the detriment of the project • No career path in project management • The project manager has little or no authority Projectized • Efficient project organization • Loyalty to the project • More effective communication than functional • No “home” when project is completed • Lack of professionalism in disciplines • Duplication of facilities and job functions • Less efficient use of resources Matrix • Highly visible project objectives • Improved project manager control over resources • More support from functional area • Maximum utilization of scarce resources • Better coordination • Extra administration is required • More than one boss for project teams • More complex to monitor and control • Tougher problems with resource allocation • Need extensive policies and procedures
  39. 39. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 41 Advantages and Importance of Modern Project Management Major Reasons of Failure in IT Projects
  40. 40. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 42 Lack of best practices in project management • The largest contributor to project failures in IT is due to the lack of best practices applied by the project manager and the project team • The main areas of non-adherence to best practices can be found in estimating, scheduling , proper time phased budgeting, project performance measuring, risk and quality management and close out activities. Advantages and Importance of Modern Project Management Major Reasons of Failure in IT Projects
  41. 41. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 43 Inadequate stakeholders interface management • If one considers that the success or failure of a project is determined by all of its stakeholders, then it is of paramount importance that the project manager and project team identify all the possible stakeholders to the project. • A stakeholder that gets “forgotten” during the start of the project might become non-supportive for all or part of the project. • A Stakeholder Segmentation Model becomes an important element in the crucial stakeholders interface management practices. Advantages and Importance of Modern Project Management Major Reasons of Failure in IT Projects
  42. 42. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 44 Inadequate Scope Management • Apart from the absence of proper techniques applied to gather the scope input, the incomplete stakeholders identification in the beginning of the project mostly leads to incomplete scope definition. • Remember if one stakeholder is forgotten, we miss a 100% of this stakeholders’ requirements to be defined in the project scope Advantages and Importance of Modern Project Management Major Reasons of Failure in IT Projects
  43. 43. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 45 Advantages and Importance of Modern Project Management Failing to observe the 10 basic Commandments 1. Mistaking every half-baked idea for a viable project 2. Don’t overlook the stakeholders, don’t forget the champions, don’t ignore the nemesis 3. Failing to assess project complexity 4. Not developing a comprehensive project charter and scope 5. Not developing a comprehensive project action plan 6. Failing to design a functional team structure 7. Accepting or developing unrealistic and unachievable estimates 8. Accepting status report that contain mostly noise and not enough signal 9. Looking back and not ahead ( reactive instead of pro-active) 10.Not following a robust project architecture
  44. 44. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 46 The Goals and Benefits of Project Management Project Best Practices (*)…  Proven, Sound, Project Management Fundamentals  Includes knowledge of proven, traditional practices  Widely applied and recognized for their value  Shown to enhance success over a wide range of projects  Includes knowledge of innovative and advanced practices which had limited general exposure so far  With Skills, tools, techniques  Based on sharing experiences  Applying “Lessons Learned” practices  By professional practitioners who network through Specific Interest Groups (SIG) and professional organizations  Updated and advanced, with emerging innovative practices in the profession of Project Management (*) A Continuous improvement process on the sum of knowledge and practices within the profession of Project Management.
  45. 45. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 47 The Goals and Benefits of Project Management Project Management Fundamentals The Project Management Framework Defines Key Terms and the Broad Environment in which projects operate The Standard for Project Management of a Project Specifies all the project management processes used by the project team to manage a project. The Project Management Knowledge Areas Organizes the 47 processes into 10 Knowledge Area’s Introduction, Purpose Project Lifecycle and Organization Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communication Management Risk Management Procurement Management Stakeholder Management Project Management Processes, Groups Project Management Process Mapping What is a Project, What is Project Management, Areas of Expertise, Project Management Context The Project Lifecycle, Project Stakeholders, Organizational Influences Project Management Processes, Project Management Process Groups, Process Interactions Customizing Process Interactions, Project Management Process Mapping
  46. 46. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 48 The Goals and Benefits of Project Management Project Management – What are the Benefits ?  Improved communication among participants  Realistic expectation management and clarified project goals  providing a better balance between competing demands  adequate understanding of initial project scope  managing change of that scope  Facilitates priority setting on project portfolio  Better planning of the work to be done and accurate projection of the resource requirements  Constant monitoring and control of the project  providing consistent method for tracking tasks and milestones  improved mechanism for performance measurement  Identification of problem areas  Ongoing identification, impact analysis and mitigation of project risk
  47. 47. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 49 The Goals and Benefits of Project Management Program & Portfolio Management – The Benefits…  Delivery of Change (Coordinated Change-enabler)  Alignment between strategy and project levels  Management involvement, support, monitoring and control  Balanced Resource management  Improved Risk management  Benefit realization  Better coordination and control at execution level  Transition management  Consistency of performance
  48. 48. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 50 The Goals and Benefits of Project Management Program & Portfolio Management – The Benefits… [2] Planned (multi project) [2] Planned (multi project) Multi project [3] Integrated (project portfolio) [3] Integrated (project portfolio) Multi project Project portfolio [4] Strategic (multi programme) [4] Strategic (multi programme) Multi project Project portfolio Multi programme [5] Collaborative (programme portfolio) [5] Collaborative (programme portfolio) Visie, missie, strategie, doelen Project thinking Project thinking Project thinking Project thinking [1] Initial (project thinking) [1] Initial (project thinking) LevelsofMaturity Time Vision, mission, strategy, goals Basic PM Project-portfolio Planning & Control Continuous Programme-portfolio Improvement Multi-project Planning Programme Governance [2] Planned (multi project) [2] Planned (multi project) Multi project [3] Integrated (project portfolio) [3] Integrated (project portfolio) Multi project Project portfolio [4] Strategic (multi programme) [4] Strategic (multi programme) Multi project Project portfolio Multi programme [5] Collaborative (programme portfolio) [5] Collaborative (programme portfolio) Visie, missie, strategie, doelen Project thinking Project thinking Project thinking Project thinking [1] Initial (project thinking) [1] Initial (project thinking) LevelsofMaturity Time Vision, mission, strategy, goals Basic PM Project-portfolio Planning & Control Continuous Programme-portfolio Improvement Multi-project Planning Programme Governance
  49. 49. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 51 Measurement of Project Management ROI Findings From 5-Year Study on Quantifying the Value of Project Management  Companies with more mature project management practices have better project performance (on time and budget vs. 40% over time and 20% over cost targets)  Project management maturity is strongly correlated with more predictable project schedule and cost performance (i.e. 0.08 schedule performance index variation vs. 0.16)  Good project management companies have lower direct costs than poor project management companies (6-7% vs. 11 - 20%)  Over 94% of senior project management professionals say that implementing PM added value to their organizations  Formula to predict increased company ROI based on increased PMM level  Determine cost to improve PMM level, improvement in cost performance index (CPI), then calculate PM ROI using profit margins and projected annual revenue The Cost Performance Index (CPI) is a measure of the value of work completed compared to the actual cost or progress made on the project
  50. 50. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 52 Measurement of Project Management ROI Project Management ROI Example  Case Study  Company has 10.000.000,00 USD in Year Project Revenue  Current Profit Margin, P%current = 5%  Company wants to go from a PMMcurrent = 2,3 to PMMtarget = 3,1  With an upgrade cost of 400.000,00 USD PMM CPI Profit Margin 2,3 0,71 5,0 % 3,1 0,94 6,6 %  Then the PM/ROI realized by upgrading from PMMcurrent to PMMtarget is: PM ROI = (6,6 %-5,0 %) * $10.000.000) = 40,0 % $400.000
  51. 51. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 53 The Value of Project Management: Beyond ROI Program & Portfolio Management – The Benefits…
  52. 52. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 54 Implementation Management Communication Project Organisation Short comm. lines Project Management Audit on implementation Ambition Roadmap Scope +Related Projects Budget Roll-out Strategy Risk Analysis Time Planning Procedures Sponsor Steering Committee +Changed organization Requirements to Achieve these Benefits What should be in place before you start Tool Implementation OBS Training ‘time registration’ Authorizations Technology Processes Knowledge Software Installation +Potential screen adjustments +Training ‘project- en resource planning’ Overall Process flow Role descriptions WBS +Accurate process flow +Interfaces Fit/non-fit Training ‘administration’ Prepare data files Quick reference +Competence Management +Team- development +Project Portfolio Management +Knowledge Management Organisation Development +Insight in project costs +Processes definition Time registration Elementary reports +CV’s +Resource planning +Management Reports +Project Management +Project Office +Project evaluations HRM Operations Finance Quality +Controlling Concept +Organization al Change Support Organization +PM methodology +Professionalize Working in Projects +Transfer pricing system +TRC’s Rates +Project budgets +ABC +Project profitability +External benchmark +Planning and Control Resource Management Project, Time and Capacity Management Portfolio Management
  53. 53. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 55 Enterprise Project Management Process Maturity Model Process Reference Model Customer Relationship Management Financial Accounting Management Control & Alerts Management Value Web Collaboration Management Portfolio Intelligence Management Business Development Management Knowledge & Document Management Programme Delivery Management Resource Allocation Management Project Execution Management Project Cost Management Human Resources Management Maintain the relation Record (internal) customer Check customer satisfaction Generate leads Administrate ledger Administrate earnings and spendings Monitor debtors/ creditors Administrate salaries Administrate fixed assets Control planning and scheduling Manage alerts Control workflows Exchange resource information Maintain relation with partners Intensify value web Exchange project information Exchange time/expense information Exchange purchase information Exchange financial information Management information (resources) Management information (projects) Control quality Identify the project and issue project brief Develop new business Collect knowledge Make knowledge accessible Utilize and reuse knowledge Manage documents Manage ad hoc reporting Control progr./project organization Control risk and issues Control change requests Manage configuration Define the business case Identify the programme and issue progr. brief Define the programme and issue progr. plan Manage delivery of programme benefits Govern the programme Close the programme Execute reversed billing Search for suitable resources Search for available resources Reserve capacity Allocate resources Plan unavailability Define the project and issue PID Control a project stage Manage delivery of project capabilities Manage project stage boundaries Direct the project Record time Check timesheet submission Approve timesheets Record commitments Record WIP Close the project Charge back/ ‘invoice’ the project Record purchases Record personnel Recruit and select personnel Assess personnel Administrate competences Management development Certify personnel Train personnel Manage the resource portfolio Audit and assess Manage stakeholders Manage the programme portfolio Manage the project portfolio Manage organisational change Management information (programmes) Request for resources Analyse the portfolio scenarios Adapt the portfolio Issue programme or project mandate PORTFOLIO management RESOURCE management PROGRAMME management PROJECT management
  54. 54. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 56 Project Management Professional Passport Project Management Institute  Founded in 1969,  1st Project Management International Association,  world's leading not-for-profit professional membership association for the project, program and portfolio management profession,  improves organizational success and further matures the profession of project management,  globally recognized standards and certifications,  delivers value for more than 2.9 million professionals working in nearly every country in the world through global advocacy, collaboration, education and research
  55. 55. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 57 Project Management Professional Passport PMBOK, The evolution of the Standards on Project Management 2013
  56. 56. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 58 Project Management Professional Passport PMBOK Guide – the purpose…  The primary purpose of the PMBOK® Guide is to identify that subset of the Project Management Body of Knowledge that is generally recognized as good practice.  “Identify” means to provide a general overview as opposed to an exhaustive description.  “Generally recognized” means that the knowledge and practices described are applicable to most projects most of the time, and that there is widespread consensus about their value and usefulness.  “Good practice” means that there is general agreement that the correct application of these skills, tools, and techniques can enhance the chances of success over a wide range of different projects.  Good practice does not mean that the knowledge described should always be applied uniformly on all projects;  the project management team is responsible for determining what is appropriate for any given project.
  57. 57. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 59 Project Management Professional Passport PMI – the standards on Project Management  Project Management best practices are being developed based on the main international standards published by the PMI®.  PMBOK® 5th Edition –A Guide to the Project Management Body of Knowledge  The Standardfor Program Management 3th Edition  The Standard for Portfolio Management 3th Edition  OPM3 3th Edition – Organizational Project Management Maturity Model  PMCDF 2nd Edition – Project Manager Competency Development Framework
  58. 58. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 60 Project Management Professional Passport PMI – the standards on Project Management  Complemented with specific Practice Standard guides for ain related knowledge areas...  Practice Standard for Work Breakdown Structures - Second Edition  Practice Standard for Scheduling  Practice Standard for Project Risk Management  Practice Standard for Earned Value Management  Practice Standard for Project Configuration Management
  59. 59. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 61 Project Management Professional Passport PMI – Professional Certifications = PgMP ® Program Management Professional Designed for those who manage multiple, complex projects to achieve strategic and organizational results = PfMP® Portfolio Management Professional Recognizes the advanced experience and skill of portfolio managers and demonstrates proven ability in the coordinated management of one or more portfolios to achieve organizational objectives = PMP® Project Management Professional The most important globally-recognized and independently validated credential for project managers, perfect if you have demonstrated experience and competence in leading project teams
  60. 60. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 62 Project Management Professional Passport PMI – Professional Certifications 1 CAPM on a project Project = 1 PMP holder and multiple CAPM holders Program = 1 PgMP overseeing multiple projects 1 CAPM on a project
  61. 61. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 63 1. Project Management Professional Passport A Certified Training Course provided by MakeITWork.Consulting ME Project Management
  62. 62. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 64 A MakeITWork Consulting ME Training Course Project Management Professional Passport
  63. 63. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 65 A MakeITWork Consulting ME Training Course Project Management Professional Passport
  64. 64. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 66 A MakeITWork Consulting ME Training Course Project Management Professional Passport
  65. 65. MakeITWork.Consulting ME Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME 67 Our Contacts For ERM consultation and workshops: Jorge Vaz Girão, CISA, PMP, PMDPro I, ERMCP, CAMS Regional Director, MakeITWork Consulting ME +44 37 0801 1345 (UK) +962 798 110 562 (Jordan) jorgevazgirao@makeitworkconsulting.co.uk For overall consultation, general inquiries: MakeITWork Consulting ME +44 37 0800 1306 (UK) +962 795 338 447 +962 (0) 6581 3505 makeitwork@makeitworkconsulting.co.uk

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