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Addressing the Challenge of Climate Change

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Peter Morris at the Fusing the Project World conference at ITER on 4 September 2015.

Addressing the challenge of climate change: The power of portfolio, program and project management

Peter MorrisPeter Morris was Head of The Bartlett School of Construction and Project Management, at the University College London until August 2012 and is widely respected as one of the leading thinkers in project management.

During this period the School tripled in size and was rated top in its Unit of Assessment for its research. From 1996 to 2009 Peter was also Executive Director of INDECO, a consultancy specializing in the management of projects.

Prior to these appointments he was Professor of Project Management at the University of Manchester Institute of Science and Technology and was a main board member of Bovis Ltd., a global construction company. He has worked all over the world in advisory and management roles for numerous projects.

Peter Morris was Chairman of the Association for Project Management (APM) from 1993 to 1996 and Deputy Chairman of the International Project Management Association (IPMA) from 1995 to 1997.

He received the Project Management Institute’s 2005 Research Achievement Award, IPMA’s 2009 Research Award and APM’s 2008 Sir Monty Finniston Lifetime Achievement Award.

He is the author of over 130 papers and Reconstructing Project Management [Wiley, 2013]. Peter’s work covers the energy sectors [oil & gas], ICT, general manufacturing, drug development, and construction. Through his research, Peter has shown that managing the front-end of projects is key to their success; that managing them in relation to their context (environment) is also important, as is managing the technical and commercial issues; and that above all, projects begin and end with people.

Published in: Science
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Addressing the Challenge of Climate Change

  1. 1. Project Management et al. and Climate Change Professor Peter Morris University College London and the Association for Project Management
  2. 2. P3M: Project, Program and Portfolio Management PM is a social construct: a prisoner of its history; disputed, useful and flawed
  3. 3. Wheelwright & Clark (1990) • All projects follow a life-cycle development • This is what distinguishes projects from non-projects • Stage-gate process • Project Management – execution or also front-end? The project [product development] life-cycle What is the role of management in the Front-End? Project Management – Execution
  4. 4. P3M (Project, Program and Portfolio Management) PM is a social construct: a prisoner of its history; disputed, useful and flawed •Project Management misses the management of the front- end
  5. 5. 5 • Integration • Time • Cost • Scope • Risk • Human Resources • Communications • Quality • Procurement Initiate Plan Execute Control Close Out •Time •Budget •Scope “given” “delivered” PROJECT MANAGEMENT: “On time, in budget, to scope” execution/ delivery PMBOK: execution management: misses the front-end entirely
  6. 6. P3M (Project, Program and Portfolio Management) & climate change PM is a social construct: a prisoner of its history; disputed, useful and flawed •Project Management misses the management of the front- end •Program Management too often seen as the home of project strategy rather than inter-related projects •Portfolio Management fails when there are policy and strategy conflicts
  7. 7. 7 • Integration • Time • Cost • Scope • Risk • Human Resources • Communications • Quality • Procurement Initiate Plan Execute Control Close Out • Time • Budget • Scope “delivered”Project Definition Project Delivery • Strategy & finance • Technology (requirements, design, make, test) • Commercial (supply chain, procurement, etc.) • Organizational (structure & people) Interaction with the business and general environment Concept Feasibility Definition Execution Close-out/ Operations Paradigm shift!
  8. 8. ‘The MANAGEMENT OF PROJECTS’
  9. 9. P3M (Project, Program and Portfolio Management) & climate change • Projects have a major role in addressing climate change • IPCC has yet to suggest a coherent strategy for addressing global warming – Ad hoc or centrally organized like Manhattan Project?
  10. 10. Wheelwright & Clark (1990)MOP AND CLIMATE CHANGE • R&D projects • Institutional framework • Change programs • Capital expenditure programs and projects: new capacity and mitigation
  11. 11. Wheelwright & Clark (1990)HOW BEST TO ORGANISE P3M/MOP SUPPORT? • Should the approach be integrated or ad hoc? Single-shot or systemic? • Do we have the competencies to meet this management challenge? • Do we have the political leadership and the governance structures?

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