PMI PEARL CITY CHAPTER..                               Making project Management Indispensable for Business ResultsRamam A...
Projects Resolution Results  60                                                       53                                  ...
Causes of Project Failure  Poor Communication                       28.0%  Insufficient resource planning           18.0% ...
Where is the value?The types of value realized by organizations included:-   Revenue increases-   Greater market share-   ...
Where is the value?95% of the 60 companies reported achieving indirect value    such as:•   Improvements in decision makin...
Project Leader•   Is the CEO of the project – buck stops with him•   Managing in a multi-cultural / distributed setting•  ...
Project LeadershipLeadership is what separates successful projects from failuresBut what makes for good project Leadership
Project Leadership• A Will to Win   – Successful Project Leaders invest their mission with passion,     enthusiasm and com...
Project Leadership• Adapt to Change   – Great Project Leaders establish a climate in which team     members can respond to...
Project Leadership• Getting a project done on time and under budget is not the only  benchmark for success.   – Learning t...
Project Leadership• Meet budget and timelines – but only in conjunction with critical   thinking about the sponsor goals a...
Project Leadership• Senior executives speak the language of money – constantly  evaluating the value to their business.   ...
Message in a Board RoomProject Management Speak             Executive equivalentGantt Chart                          Timel...
Message in a Board RoomProject Management Speak    Executive equivalentObjectives                  Be specific, ex: cash f...
Project LeadershipPMO focuses on three areas:• Health of portfolio, how well we are doing with current projects   and what...
Transition of PM to Leader
Project Leadership• Project Managers have the ability to provide clear   responsibilities, controls and structures, so the...
Project LeadershipProject Managers need to look beyond the tools, managing risks,  managing a plan, balancing resources --...
Project Leadership• The experience people gain as a PM can help them develop two  critical skills and perspectives that ap...
Influencing the Organization• Ability to “get things done”• Understanding of both the formal and informal structures of al...
Influencing the Organization• Understanding the mechanics of power and politics• Power   – Potential ability to influence ...
Conclusion• Think beyond Project delivery to achieve Project Leadership• Recognize and articulate the value of successful ...
Q&A      THANK YOU      ramam@cognizant.com
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Project Leadership - AV Ramam, PMI Component Mentor (West Asia)

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Presentation given by A.V.Ramam, PMI Component Mentor, West Asia. This was presented during PMIPCC Network Meeting on 26th Nov 2010.

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Project Leadership - AV Ramam, PMI Component Mentor (West Asia)

  1. 1. PMI PEARL CITY CHAPTER.. Making project Management Indispensable for Business ResultsRamam Atmakuri - PMI Component Mentor (West Asia)26 November, 2010
  2. 2. Projects Resolution Results 60 53 51 49 50 46 44 40 34 35 32 29 Succeeded 30 28 Failed 23 24 Challenged 18 19 20 15 10 0 2000 2002 2004 2006 2008 Copyright © 2010 The Standish Group International, Inc.
  3. 3. Causes of Project Failure Poor Communication 28.0% Insufficient resource planning 18.0% Unrealistic schedules 13.2% Poor Project requirements 9.8% Lack of stakeholder buy-in 6.7% Undefined project success criteria 5.2% Unrealistic budgets 4.8% Insufficient or no risk planning 4.4% Lack of control / change process 4.3% SOURCE: PM Network July 2007
  4. 4. Where is the value?The types of value realized by organizations included:- Revenue increases- Greater market share- Increased competitive advantage - Customer retention - Increased Customer share (more engagements per customer)- Reduced write-offs and rework- Cost savings
  5. 5. Where is the value?95% of the 60 companies reported achieving indirect value such as:• Improvements in decision making.• Enhancement of communications and collaboration.• Improvements in effective work cultures.• Alignment of practices, terminology and values within the organization.• Overall effectiveness of the organization and its management approach.• Improved transparency, clarity of structure, roles and accountability
  6. 6. Project Leader• Is the CEO of the project – buck stops with him• Managing in a multi-cultural / distributed setting• Scalability : increased span of control• Adaptability• Ability to develop others• Influencing behaviors• Vision for process, project, technologies• Supposed to be master of soft skills• Expected even to be a domain expert
  7. 7. Project LeadershipLeadership is what separates successful projects from failuresBut what makes for good project Leadership
  8. 8. Project Leadership• A Will to Win – Successful Project Leaders invest their mission with passion, enthusiasm and commitment to succeed, that is contagious and critical• Focus on results – Effective Project Leaders make sure their teams understand the requirements and objectives that lead to project success
  9. 9. Project Leadership• Adapt to Change – Great Project Leaders establish a climate in which team members can respond to uncertainty• Create an environment of Trust – Successful projects rely on collaboration, which require all team members – including employees, vendors, consultants and partners – to trust one another • TRUST is the peculiar belief predicated not on evidence but on the lack of contrary evidence
  10. 10. Project Leadership• Getting a project done on time and under budget is not the only benchmark for success. – Learning to SPEAK IN TERMS senior executives understand advances project manager to next level
  11. 11. Project Leadership• Meet budget and timelines – but only in conjunction with critical thinking about the sponsor goals and with clear communication with senior executives. This is the proven method for gaining trust, confidence and overall success
  12. 12. Project Leadership• Senior executives speak the language of money – constantly evaluating the value to their business. – PM’s tend to focus more on technical / project decisions – not on economic or strategic goals – PM’s knows they add value to organization. They know their projects improve the bottom line. They should know how to articulate this value, how to measure it concretely and how to speak in terms that senior executives understand – True Project leaders think in terms of what is right for the entire organization – not just right for a project
  13. 13. Message in a Board RoomProject Management Speak Executive equivalentGantt Chart TimelineDependency Task SequenceResource Be specific: People, money or materialDelays Reveal the problem in conjunction with the solutionProject Risk / Risk identification Potential issuesPMBOK Guide Documented best Practices
  14. 14. Message in a Board RoomProject Management Speak Executive equivalentObjectives Be specific, ex: cash flowWBS List of tasks, schedulingLabor Hours PeopleCritical Path Priority TasksEarned Value calculation Project StatusCost Performance Index On or off budget? By how much? Give statisticsRelease Plan Where, How and When the Project will be deliveredDeployment Install System, rolloutPlanning and coordination Events Planning
  15. 15. Project LeadershipPMO focuses on three areas:• Health of portfolio, how well we are doing with current projects and what are we planning for future• Methods, policies and processes we use• Development of PM capabilities - not on leadership and hence limits us
  16. 16. Transition of PM to Leader
  17. 17. Project Leadership• Project Managers have the ability to provide clear responsibilities, controls and structures, so the team understands its goals and objectives• Project Managers like to manage many tasks simultaneously and keep them going in the same positive direction. In the process, they thrive on challenges and are Leaders
  18. 18. Project LeadershipProject Managers need to look beyond the tools, managing risks, managing a plan, balancing resources ---- these are necessary basics – If you want to move up the ladder, you need to demonstrate an understanding of business goals. – Instead of just being focused completely on project, you need to know what the business is aiming to do and how your projects fit into that
  19. 19. Project Leadership• The experience people gain as a PM can help them develop two critical skills and perspectives that apply to Senior management – Understanding how different parts of the organization have to work together to achieve success – How to build consensus and resolve conflicts between different functions and parts of the organization
  20. 20. Influencing the Organization• Ability to “get things done”• Understanding of both the formal and informal structures of all the organizations involved – the performing organization, customers, partners, contractors, and numerous others, as appropriate.
  21. 21. Influencing the Organization• Understanding the mechanics of power and politics• Power – Potential ability to influence behavior, to change the course of events, to overcome resistance, and to get people to do things that they would not otherwise do• Politics – Getting collective action from a group of people who may have quite different interests. It is about being willing to use conflict and disorder creatively.
  22. 22. Conclusion• Think beyond Project delivery to achieve Project Leadership• Recognize and articulate the value of successful project delivery (even failure)• What worked yesterday wont work tomorrow……world is changing and so are dynamics• Build the skills needed to transition from Project Leader to Business Leader
  23. 23. Q&A THANK YOU ramam@cognizant.com

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