Rcde fem uncafeal-estadi-lagestiodeprojectes-ramoncosta-20120921


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Presentació sobre 'Gestió de Projectes a les Organitzacions' de la sessió 'Un cafè a l'Estadi'

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Rcde fem uncafeal-estadi-lagestiodeprojectes-ramoncosta-20120921

  1. 1. Material disponible a www.actioningorganizations.com www.ramoncosta.net
  2. 2. Project Management 10 ways to improve success of projects Barcelona, 2012 Ramon Costa i Pujol rcosta@eada.edu Senior Associate ProfessorOperations Management and Information Systems Dpt.
  3. 3. 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 and Project Director at Microsoft Innovation Center – Productivity Center. Senior Associate Professor in EADA and Associate Professor in Escoles Universitàries Gimbernat (UAB); Co-director of “IT Project Management” postgraduate course at EUG. Member of Project Management Institute, MCTS in Microsoft Project certified, IT Project+ certified (CompTIA) and Master Project Manager (AAPM). Dynamic Partner & Cofounder of inPreneur.www.ramoncosta.netwww.iproductividad.com Senator of Junior Chamber International and member ofwww.actioningorganizations.com Amnesty InternationalTwitter: @ramoncostaLinkedIn: ramoncostaFacebook: Prof.RamonCostaSlideshare: rcostaYoutube: pgpsi
  4. 4. 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
  5. 5. A project fail if…. http://www.projectsmart.co.uk/the-curious-case-of-the-chaos-report-2009.html
  6. 6. Project failure can be eliminated…… but we can mitigate its probability 10 aspects to be considered in order to improve success in projects
  7. 7. 1. Global Vision: “More than PM” Project Portfolio Management Programme Management Project Management Pre-Project Project Proyecto Operations Change Management Information Systems (IISS)
  8. 8. 2. Portfolio and Program Management
  9. 9. 2. Portfolio and Program Management
  10. 10. 3. Business Case: “Business valueof projects”
  11. 11. 3. Business Case: “Business valueof projects”
  12. 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. 13. 4. Methodology: “A standard way to do PM” PMI Certifications • Project Management Professional (PMP)® (March 2010)  Total members: 317.962 • Certified Associate in Project Management (CAPM)®  Total active • Program Management Professional (PgMP)® PMPs: 375.959 • 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. 14. 5. Integrated PM: “A holistic vision”
  15. 15. 6. Risk Man.: “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. 16. 7. Project Man.: “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. 25
  17. 17. 8. Stakeholders: “the human side” Needs: Expectations: Non Identified Stakeholders identified requirements requirements Stakeholders management & Expectations Management disciplines
  18. 18. 9. Change Management: “...change happens” 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. 19. 10. IISS: “Beyond scheduling software” Integration Scope Risks Time Information Providers Systems Costs Communica Quality tion Team
  20. 20. 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: “Beyond scheduling software”
  21. 21. 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
  22. 22. References & Bibliography “La dirección de proyectos, una herramienta de gestión empresarial”http://ramoncosta.blogspot.com/2007/11/50-lecciones-de-management-eahttp://ramoncosta.blogspot.com/2005_07_01_ekipsnet_archive.html
  23. 23. References & Bibliography “The portable MBA in Project Management”
  24. 24. References & Bibliography “Microsoft Project 2010. The missing manual”
  25. 25. 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)
  26. 26. 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
  27. 27. Thanks a lot! “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 www.creativecommons.org/licenses ”