Ten aspects to be considered in order to improve the success of our projects

1. Project Management
10 ways to improve success of projects
Barcelona, 2011
Ramon Costa
MIC Productivity
ramonc@micproductivity.com
Member of:

2. Presentation
Ramon Costa i Pujol
Degree in Informatics Engineering by the UPC (Technical
University of Catalonia); Master in Pedagogical Qualification
for Engineers by ICE-UPC and General Management
Programme graduate by the Business School EADA
Business Productivity at Microsoft Innovation Center –
Productivity Center.
Associate Professor of EADA and the Escoles Universitàries
Gimbernat (UAB); Co-director of “IT Project Management”
postgraduate course at EUG.
Member of Project Management, MCTS in Microsoft Project
certified, IT Project+ certified (CompTIA) and Master Project
Manager (AAPM).
http://www.pgpsi.com
Twitter: pgpsi
Facebook: www.facebook.com/pgpsi
Linkedin: ramoncosta
http://www.iproductividad.com
Twitter-Facebook: MICProductivity

3. A project fail if….
• It does not provide the expected benefits,
the intended scope or is canceled in advance
• It deviates by 30% in execution time
• It deviates by 30% in budget
Scope
Quality
Cost Time

4. A project fail if….
http://www.projectsmart.co.uk/the-curious-case-of-the-chaos-report-2009.html

5. Project failure can be eliminated…
… but we can mitigate its probability
10 aspects to be considered in order
to improve success in projects

6. 1. Global Vision: “More than PM”
Project Portfolio Management
Programme Management
Project Management
Pre-Project Project
Proyecto Operations
Change Management
Information Systems (IISS)

7. 2. Portfolio and Program Management: “Processes”

8. 2. Portfolio and Program Management: “Processes”

9. 2. Portfolio and Program Management: “Processes”
10

10. 3. Business Case: “Business value of projects”

11. 3. Business Case: “Business value of projects”

12. 4. Methodology: “A standard way to do PM”
Associations on Project Management:
• PMI (Project Management Institute, 1969): www.pmi.org
• IPMA (International Project Management Association, 1965): www.ipma.ch
• IAPPM (Intern. Association of Project and Program Management, 2003): www.iappm.org
• APM (Association for Project Management): www.apm.org.uk
• AIPM (Australian Institute of Project Management, 1976): www.aipm.com.au
Methodologies:
• PRINCE2 (Projects in Controlled Env., 1989): www.prince2.com
• Scrum (Agile Project Management and Dev.): www.scrum.org
Academies:
• American Academy of Project Managers (AAPM):
www.projectmanagementcertifications.com
Other institutions (IT specialized):
• CompTIA (1982): www.comptia.org
Linked to software programs:
• Microsoft Certified Technical Specialist: www.microsoft.com

13. 4. Methodology: “A standard way to do PM”
PMI Certifications
(March 2010)
• Project Management Professional (PMP)®  Total members: 317.962
• Certified Associate in Project Management (CAPM)®  Total active
PMPs: 375.959
• Program Management Professional (PgMP)®
• PMI Scheduling Professional (PMI-SP)®
• PMI Risk Management Professional (PMI-RMP)®
Standars
• A Guide to the Project Management Body of
Knowledge (PMBOK® Guide)- Fourth Edition
• Practice Standard for Project Risk Management
• Practice Standard for Earned Value Management
• Practice Standard for Project Configuration
Management
• Practice Standard for Work Breakdown Structures
• Practice Standard for Scheduling
http://www.pmi.org

14. 5. Integrated PM: “A holistic vision of projects”

15. 6. Risk Management: “Be prepared for Murphy”
Initiation Planning
Control and Execution
Monitoring
Closing
Risk
Risk Management Qualitative Quantitative Risk Response Risk Monitoring
Ident.
Planning Risk Anal. Risk Anal. Plan and Control

16. 7. Project Manager: “More than technical skills”
Project
Management
Skills
Management Business
Skills Skills
The main knowledge needed to manage projects is unique to project
management, but to carry out the project direction must be
complemented with knowledge pertaining to the “general management”
area and with specific business skills that will serve project.
24

17. 8. Stakeholders: “the human side of projects”
Needs: Identified Expectations: Non
requirements Stakeholders identified requirements
Stakeholders management & Expectations Management disciplines

18. 9. Change Management: “Because change is need”
Project Project Execution Deployment Operations
Project Project Definition Project Project
Mangt and Planning Control and Monitoring Closing
Change Change Manag.
Change Management Plan Execution Evaluation
Mangt Definition and Plan.

19. 9. Change Management: “Because change is need”
http://www.kotterinternational.com
www.ouricebergismelting.com

20. 10. IISS: “More than scheduling software”
Integration Scope
Risks Time
Information
Providers Systems Costs
Communication Quality
Team

21. 10. IISS: “More than scheduling software”

22. 10. IISS: “More than scheduling software”
Unified Collaboration Mobile
Individual Environments
Communications Apps
Productivity
Search Content
New User Management
Interfaces
Social
Information Processes / Project
Networks
Analysis Management

23. 10. IISS: “More than scheduling software”
Instant messaging
Audio/Videoconference
Telephony
Mobile telephony
Presence
Integration
...
Intranet, extranet
“Cloud computing” apps
Shared calendars/Agendas
Virtual meetings
....

24. 10. IISS: “More than scheduling software”

25. Conclusions
1. Global Vision: “More than PM”
2. Change Management: “Because change is need”
3. Business Case: “Business value of projects”
4. Methodology: “A standard way to do PM”
5. Integrated PM: “A holistic vision of projects”
6. Risk Management: “Be prepared for Murphy”
7. Project Manager: “More than technical skills”
8. Stakeholders: “the human side of projects”
9. Change Management: “Because change is need”
10. IISS: “More than scheduling software”

26. References & Bibliography
“50 claves para la
dirección de proyectos”
• Managing a project starts by the enthusiasm and personal
commitment of project director
• A project is not done without a team
• Project must meet the expectations and needs of users and
stakeholders
• Communication is key in the project
• You cannot ever forget the commitments
• Equally important is managing the project
as close and transfer it to operations

27. References & Bibliography
“La dirección de proyectos, una
herramienta de gestión empresarial”
http://ramoncosta.blogspot.com/2007/11/50-lecciones-de-management-eada.html
http://ramoncosta.blogspot.com/2005_07_01_ekipsnet_archive.html

28. References & Bibliography
“The portable MBA in Project Management”

29. References & Bibliography
“Microsoft Project 2010.
The missing manual”

30. References & Bibliography
• American Academy of Project Management AAPM
• Association for Project Management (APM)
• Australian Institute of Project Management (AIPM)
• CompTIA Project+
• The International Association of Project and Program
Management.
• International Project Management Association (IPMA)
• International Project Management Commission (IPMC)
• Project Management Institute (PMI)
• Stanford University Advanced Project Management (SAPM)
• Telecommunications Project Management Association (TPMA)

31. References & Bibliography
• http://ramoncosta.blogspot.com/2005/07/bibliografia-i-recursos-
web.html
• http://ramoncosta.blogspot.com/2010/05/bibliografia-de-direccio-
de-projectes.html
• http://ramoncosta.blogspot.com/2010/04/project-management-
framework-model.html
• http://ramoncosta.blogspot.com/2008/07/site-molt-interessant-i-
til-per-la.html
• http://www.pgpsi.com/2010/09/microsoft-project-2010-
resources.html
• http://www.pgpsi.com/2010/02/project-management-guide.html
• http://www.pgpsi.com/2009/12/about-project-management-
usefull-for.html
• http://www.pgpsi.com/2009/12/earned-value-management.html

32. Thanks a lot!
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