Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Foment treball columbusit-mic-productivity-pmbestpractices-recommendations-20110630


Published on

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

Published in: Business, Technology
  • Be the first to comment

Foment treball columbusit-mic-productivity-pmbestpractices-recommendations-20110630

  1. 1. Project Management 10 ways to improve success of projects Barcelona, 2011 Ramon Costa MIC Productivity ramonc@micproductivity.comMember of:
  2. 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.comTwitter: pgpsiFacebook: ramoncostahttp://www.iproductividad.comTwitter-Facebook: MICProductivity
  3. 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. 4. A project fail if….
  5. 5. Project failure can be eliminated…… but we can mitigate its probability10 aspects to be considered in order to improve success in projects
  6. 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. 7. 2. Portfolio and Program Management: “Processes”
  8. 8. 2. Portfolio and Program Management: “Processes”
  9. 9. 2. Portfolio and Program Management: “Processes” 10
  10. 10. 3. Business Case: “Business value of projects”
  11. 11. 3. Business Case: “Business value of projects”
  12. 12. 4. Methodology: “A standard way to do PM”Associations on Project Management:• PMI (Project Management Institute, 1969):• IPMA (International Project Management Association, 1965):• IAPPM (Intern. Association of Project and Program Management, 2003):• APM (Association for Project Management):• AIPM (Australian Institute of Project Management, 1976):• PRINCE2 (Projects in Controlled Env., 1989):• Scrum (Agile Project Management and Dev.): www.scrum.orgAcademies:• American Academy of Project Managers (AAPM): www.projectmanagementcertifications.comOther institutions (IT specialized):• CompTIA (1982): www.comptia.orgLinked to software programs:• Microsoft Certified Technical Specialist:
  13. 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
  14. 14. 5. Integrated PM: “A holistic vision of projects”
  15. 15. 6. Risk Management: “Be prepared for Murphy” Initiation Planning Control and Execution Monitoring Closing RiskRisk Management Qualitative Quantitative Risk Response Risk Monitoring Ident.Planning Risk Anal. Risk Anal. Plan and Control
  16. 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. 17. 8. Stakeholders: “the human side of projects” Needs: Identified Expectations: Non requirements Stakeholders identified requirementsStakeholders management & Expectations Management disciplines
  18. 18. 9. Change Management: “Because change is need”Project Project Execution Deployment OperationsProject Project Definition Project ProjectMangt and Planning Control and Monitoring ClosingChange Change Manag. Change Management Plan Execution EvaluationMangt Definition and Plan.
  19. 19. 9. Change Management: “Because change is need”
  20. 20. 10. IISS: “More than scheduling software” Integration Scope Risks Time InformationProviders Systems CostsCommunication Quality Team
  21. 21. 10. IISS: “More than scheduling software”
  22. 22. 10. IISS: “More than scheduling software” Unified Collaboration Mobile Individual Environments Communications Apps Productivity Search ContentNew User ManagementInterfaces Social Information Processes / Project Networks Analysis Management
  23. 23. 10. IISS: “More than scheduling software”Instant messagingAudio/VideoconferenceTelephonyMobile telephonyPresenceIntegration...Intranet, extranet“Cloud computing” appsShared calendars/AgendasVirtual meetings....
  24. 24. 10. IISS: “More than scheduling software”
  25. 25. Conclusions1. 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. 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. 27. References & Bibliography “La dirección de proyectos, una herramienta de gestión empresarial”
  28. 28. References & Bibliography“The portable MBA in Project Management”
  29. 29. References & Bibliography “Microsoft Project 2010. The missing manual”
  30. 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. 31. References & Bibliography• web.html• de-projectes.html• framework-model.html• til-per-la.html• resources.html•• usefull-for.html•
  32. 32. Thanks a lot!MIC Productivity - Centre d’Innovació en Productivitat, Fundació Privada. 2010Avgda. Bases de Manresa, 1 – 08242 ManresaTelf: 93 877 21 00. @: info@micproductivity.comBlog: - -“Aviso Legal: Esta obra está sujeta a una licencia Reconocimiento – NoComercial -CompartirIgual (by-nc-sa) de Creative Commons:No se permite un uso comercial de la obra original ni de las posibles obras derivadascuya distribución tiene que hacerse con una licencia igual a la que regula la obraoriginal.La licencia se puede consultar en ”