Program Management Outsourcing: Challenges & Factors Contributing to SuccessMoataz Y. Hussein
Over the past few years, outsourcing the program management function in large-scale programs has been popular amongst public and private sector organizations. It has been implemented in countries with promising national development plans in the sectors of Construction, Oil & Gas, Public Health, Education, and Telecommunication as well as in countries which are hosting special international events like the Olympics, World Cup, or a global exposition. The clients, public or private sectors, tend to go for well-known program management consultants (PMCs). Few reasons justify this strategy, among which are transferring the risks resulting from the administrative and technical complexity of the program to a third party and lack of skills and expertise. Nevertheless, these programs are challenged with meeting budget, schedule, and other program or business objectives.
This study aims at investigating and identifying the common challenges and factors contributing to success in PMC engagements. The study addresses these common challenges expressed as the missing enablers or factors in the program. The absence of these critical factors is considered a challenge that faces the Program Management Outsourcing model used today. In the same way and by the same argument it is shown that the existence of these factors or enablers will increase the likelihood of program success. The focus is on the key factors that pave the road for a productive client-PMC relationship, without going into the details of the program and related technical issues. In order to elicit these factors or enablers, a literature review has been done coupled with a questionnaire survey conducted amongst practitioners & academics. Finally a PMC-led program governance structure has been proposed.
Project Management Scope Templates for SharePointToby Elwin
Impact Analysis, Stakeholder Assessment, and Communications Plan templates available for Microsoft SharePoint web application framework and platform.
These templates are help projects and teams manage across a host of project management frameworks and lend themselves for intranet, content management, and document management application.
Each are suitable for people with or without a project management background.
Business scorecard multiple workstreams - Travis Barker, MPA GCPM (2018)Innovate Vancouver
Business scorecard approach to managing and evaluating a complex enterprise project
Travis Barker, MPA GCPM
Innovate Vancouver
Consulting@innovatevancouver.org
A summary of the current state of PMOs and a view of a PMO that has a more strategic focus on implementing business strategy instead of tactical project execution.
Program Management Outsourcing: Challenges & Factors Contributing to SuccessMoataz Y. Hussein
Over the past few years, outsourcing the program management function in large-scale programs has been popular amongst public and private sector organizations. It has been implemented in countries with promising national development plans in the sectors of Construction, Oil & Gas, Public Health, Education, and Telecommunication as well as in countries which are hosting special international events like the Olympics, World Cup, or a global exposition. The clients, public or private sectors, tend to go for well-known program management consultants (PMCs). Few reasons justify this strategy, among which are transferring the risks resulting from the administrative and technical complexity of the program to a third party and lack of skills and expertise. Nevertheless, these programs are challenged with meeting budget, schedule, and other program or business objectives.
This study aims at investigating and identifying the common challenges and factors contributing to success in PMC engagements. The study addresses these common challenges expressed as the missing enablers or factors in the program. The absence of these critical factors is considered a challenge that faces the Program Management Outsourcing model used today. In the same way and by the same argument it is shown that the existence of these factors or enablers will increase the likelihood of program success. The focus is on the key factors that pave the road for a productive client-PMC relationship, without going into the details of the program and related technical issues. In order to elicit these factors or enablers, a literature review has been done coupled with a questionnaire survey conducted amongst practitioners & academics. Finally a PMC-led program governance structure has been proposed.
Project Management Scope Templates for SharePointToby Elwin
Impact Analysis, Stakeholder Assessment, and Communications Plan templates available for Microsoft SharePoint web application framework and platform.
These templates are help projects and teams manage across a host of project management frameworks and lend themselves for intranet, content management, and document management application.
Each are suitable for people with or without a project management background.
Business scorecard multiple workstreams - Travis Barker, MPA GCPM (2018)Innovate Vancouver
Business scorecard approach to managing and evaluating a complex enterprise project
Travis Barker, MPA GCPM
Innovate Vancouver
Consulting@innovatevancouver.org
A summary of the current state of PMOs and a view of a PMO that has a more strategic focus on implementing business strategy instead of tactical project execution.
As the large effort of a program, issues of conflict resolution, communication, benefit and change management are some of the main reasons program and project fails to delivery their outcomes.
The program governance integrates with the benefits management domain to help ensure that the program is continuously aligned with organizational strategy and that the intended value can still be achieved by the delivery of program benefits.
Balancing the elements of a program – strategic alignment, governance, stakeholder and benefit management - is the program manager's job.
In this presentation the attendees will have the satisfaction to see a real case framework to approach a program management so as to improve the delivery of intended benefits by setting-up a Project governance, stakeholder management, benefit and change management through a framework within which project decisions are made to improve program and project performances.
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
The role and responsibilities of the project manager ProofHub
For aspiring project managers, this slide brings an insight to the roles and responsibilities that a manager needs to perform. So let’s take a look at what it is about being a project manager:
SoftPMO Project Management Toolkit for Microsoft Project ServerMichael Kaplan
The SoftPMO Project Management Toolkit is a web based project management solution for your entire company. It helps you execute and deliver projects successfully. It maps out the project step-by-step. It includes practical templates and examples. It’s easy to customize and share.
The Project Manager is responsible for everything that is required to make the project a success - whether directly or indirectly. It is not like a typical hierarchical line management role. The Project Manager is at the centre of everything relating to the project. Controlling the contributions of seniors and peers is just as important as managing the work of the team. Here we have an overview of what exaclty Project Management is.
Travis Barker, MPA GCPM
Innovate Vancouver
https://innovatevancouver.org
Consulting@innovatevancouver.org
Download a copy of the playbook at http://innovatevancouver.org
"Project Management Generator"
As the large effort of a program, issues of conflict resolution, communication, benefit and change management are some of the main reasons program and project fails to delivery their outcomes.
The program governance integrates with the benefits management domain to help ensure that the program is continuously aligned with organizational strategy and that the intended value can still be achieved by the delivery of program benefits.
Balancing the elements of a program – strategic alignment, governance, stakeholder and benefit management - is the program manager's job.
In this presentation the attendees will have the satisfaction to see a real case framework to approach a program management so as to improve the delivery of intended benefits by setting-up a Project governance, stakeholder management, benefit and change management through a framework within which project decisions are made to improve program and project performances.
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
The role and responsibilities of the project manager ProofHub
For aspiring project managers, this slide brings an insight to the roles and responsibilities that a manager needs to perform. So let’s take a look at what it is about being a project manager:
SoftPMO Project Management Toolkit for Microsoft Project ServerMichael Kaplan
The SoftPMO Project Management Toolkit is a web based project management solution for your entire company. It helps you execute and deliver projects successfully. It maps out the project step-by-step. It includes practical templates and examples. It’s easy to customize and share.
The Project Manager is responsible for everything that is required to make the project a success - whether directly or indirectly. It is not like a typical hierarchical line management role. The Project Manager is at the centre of everything relating to the project. Controlling the contributions of seniors and peers is just as important as managing the work of the team. Here we have an overview of what exaclty Project Management is.
Travis Barker, MPA GCPM
Innovate Vancouver
https://innovatevancouver.org
Consulting@innovatevancouver.org
Download a copy of the playbook at http://innovatevancouver.org
"Project Management Generator"
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
DISCUSSION POINTS:
1. UNDERSTANDING PROJECT BASICS
2. IMPORTANCE OF PROJECT MANAGEMENT
3. PROJECT MANAGEMENT KNOWLEDGE AREAS
4. PROJECT CONSTRAINTS
5. MAJOR CHALLENGES AND THE WAY FORWARD
Free Webinar on "Major Project Management Challenges and the Way Forward"
https://www.facebook.com/events/1240889433429450
We help our clients solve big, complex industry issues and capitalize on opportunities to help deliver outcomes that grow, optimize and protect our clients’ businesses.
Our project portfolio management approach takes a holistic view of your company’s overall strategy, helps gain control of investments and helps to deliver meaningful value to the business. It focuses on the entire life cycle of the project
portfolio from planning to monitoring and on to delivery. This includes three major processes — portfolio strategy, planning
and portfolio operations: all three processes centre around both value alignment and identification within the business, as well
as value realization within your IT and operations functions.
Our holistic approach will enhance your organization’s chance of success in its transformation efforts because it will help
the organization to focus on the risks that matter. In addition, this approach will help enable a common risk language within
programs and projects, thereby strengthening your company’s risk culture.
AI has made significant inroads into various fields, including project management. AI can enhance project management by automating repetitive tasks, providing data-driven insights, and improving decision-making. Here are some use cases of AI in project management, along with explanations and examples:
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
This document comprises of topics based on The Project Management, the project manager and project lifecycle.
The concepts being tackled include:
-definition of project manager
-responsibilities of a project manager
-stages in the project management lifecycle
-organizational strategy
-Main functions of PMO
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P r i n t
PROJECT MANAGEMENT IMPROVEMENTS AT KEYSTONE
MANAGEMENT
INTRODUCTION
As the new Project O�ce Director for Keystone Management, Aaron has been asked to participate in the
corporate Continuous Process Improvement initiatives by identifying recommendations for speci�c aspects of
Keystone's project management methodology.
To meet this requirement, Aaron began by talking with project managers about their experience and insights,
which he then translated into strategies aimed at improving the process, environment, and quality of project
management at Keystone Management.
Your goal is to review the information Aaron gathered and his recommendations for each of the six topics in
this simulation. You will then clarify how improvements in each area can contribute to improvements at
Keystone. Each topic corresponds with a unit in the course. Although you may choose to complete each topic
in conjunction with the course unit, you may also want to follow the simulation from beginning to end to see
how the concepts in each topic relate. Along the way, we will provide you with the following:
Project Manager re�ections.
Aaron's recommendations.
Opportunities to clarify improvement opportunities.
Feedback on improvement opportunities.
Topic summaries.
INSTRUCTIONS
In this simulation, you will work through a total of six topics related to project management improvements for
Keystone Management. For each topic, you will be presented with project manager re�ections and Aaron's
recommendations. You will use this information to clarify how improvements in each area can contribute to
improvements for Keystone Management. Feedback will be provided on your responses.
Since each topic corresponds with a unit in the course, you can either complete each topic in conjunction with
the course unit, or follow the simulation from beginning to end to see how the concepts in each topic relate.
TOPIC 1: DEFINING REQUIREMENTS
What role do project requirements play in project management quality and success?
Figure of Requirements De�nition
C r e d i t s
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This �gure illustrates how di�erent types of requirements are connected and de�ned.
Business requirements are de�ned by the project sponsor.
Size and complexity information is de�ned by the project management team.
Functional and non-functional requirements are de�ned by both the development and testing teams.
Expectations and constraints are de�ned by other stakeholders.
User requirements are de�ned by user representatives.
Aaron began his discussions with project managers by stating that from his experience, well-de�ned
requirements are the cornerstone for project success and quality results.
Review the project manager responses and Aaron's recom ...
3. LEARNING OBJECTIVES
The “Basics” of Project Construction
Management – Inception to Completion
Leadership – The impacts on effective
and efficient project deliveries
Risk – The inherent “White Elephant” of
our profession; How do we mitigate?
Relationships - The significance of
building and the consequences of
tarnishing them!
SMC Co-Learning 2016 June 20
4. BASICS
(Definitions)
Program Management;
The principle of professional construction management
practices applied to a capital improvement program of one
or more project types with multiple location sites focused on
key elements of the process that include Governance,
Umbrella Management, Financial Management/Controls,
MIS Global Infrastructure, and Planning on Multiple Levels
and with Competing Goals.
Project Management;
The use of integrated Phases of and procedures applied to
a project site and the multiple construction types associated
with delivering the project from inception to completion.
Construction Management;
The use of defined sub systems within the integrative
delivery process utilizing the SOP’s and technical
competencies to deliver projects.
SMC Co-Learning 2016 June 20
5. Leadership
Relationships
Risk
Contracts
Scope
Cost
Time
Quality
Sustainability
Safety
STANDARDS OF PRACTICE
(Common Threads)
SMC Co-Learning 2016 June 20
10. Project Controls
RFI Process and Log
Schedule Maintenance Review (SMR)
Submittal Process and Log
Issues Log
Communications Procedures and Log
Conversation Record
Payment Application Process / Log
Invoice Process / Log
Change Modification Process / Log
Inspection Request Procedure / Log
Email management using the practice of
“Inbox Zero” technique
Quality starts day one and involves
information categorizing and document
control
The MIS - aids in Verbal, Written,
Electronic, and Visual (white board)
communications
To Be Successful
Take Ownership
Clarity in your Work Product
Be Consistent
Trust / Verify
Build and Maintain Relationships
BASICS
Closeout Phase Components
Begins when the Project starts
Consolidation of Project files
As-Build” Documents
Beneficial Occupancy
Completion
Testing and Inspection Affidavits
Warranty Management transfer
Final permits
Commissioning
O&M’s
Claims Resolution
Project Audit
Closeout Post Mortems
Occupancy
Final Acceptance
Business Development and Marketing
Reliance on Dependent and Independent
Variables
Client Assessment
Organization – Culture
Type of Organization – top down / bottom
up
Financial Stability
Resource Skill Sets
History
SMC Co-Learning 2016 June 20
11. Key Characteristics of Leadership
Motivator
Communicator
Ability to build, nurture, manage relationships
Ability to resolve conflict
LEADERSHIP
SMC Co-Learning 2016 June 20
12. What is Leadership? Varied Translations!
The ability to interpret human behavior for the
purpose of channel the strengths while shoring
the weaknesses of the individual to energize the
Team to successfully deliver the project(s).
The ability to understand a project’s integrating
process nuisances' and the impacting outcomes.
The ability to realize individuals when positioned
to succeed will deliver the metrics of success.
The ability to institute a culture of flexibility as the
delivery process absorbs and adapts to project
change conditions.
The ability to unite the Team with focus toward a
common objective..
The ability to keep purpose, goals, and approach
relevant and meaningful.
Directive Style vs. Delegative Approach
Successful Organizations
Balance Leadership; Training; Equipment;
Communications
Teaming must rely on the ability of the Leader to
create a culture from multiple cultures
Significance
Leaders Care
Leaders Engage
Leaders Initiate
Leaders Collaborate
Leaders Mentor
Leaders Achieve
Lack of Leadership has a profound affect on the
cost, schedule, and quality of the project
Solid Leadership establishes an environment for
success
LEADERSHIP
SMC Co-Learning 2016 June 20
13. RISK
Definition
Risk Management: Assessing and identifying under all
circumstances the level of exposure and risk to the Owner and
Project throughout the life cycle of the Project.
Key Statements Concerning Risk Allocation
Identify, Quantify, Analysis
Understand your Owners ability to burden the Risk and be
positioned to manage it
All Risk should be allocated to create a better working relationship
Implementation of Risk allocation - CM must assign Risk to the
party most suitable to control and burden that Risk.
The CM is responsible to immediately release written
recommendations to minimize or eliminate the identified Risk.
It is in the Owners best interest to accept the Risk when no other
Party can control the Risk or burden the cost
Mitigation of Risk / Issues by educating followed by facilitation of
the chosen mitigating measure(s)
Consider the use of a Risk Register to facilitate recognition of risk
Dispute Resolution involves mitigating issues using the techniques of
Mediation, Arbitration and Litigation. Typically the Party will Deny, Delay,
then Sue. Establish yourself as an Authoritative Figure. Build trust and
confidence of yourself within those in dispute to better negotiate
settlements avoiding impacts to the project.
SMC Co-Learning 2016 June 20
14. RELATIONSHIPS
Establish By Espousing
Trust
Confidence
Dependability
Reliability
Responsibility
Respect
Key Statements
Delivering a Project under budget and on time are
still important deciding factors but ground has
been gained by building and maintaining
Relationships.
Relationships are building blocks for all
Community organizing activities.
Be perceived a someone to contributes rather
than takes
Lost relationships is a loss of assets,
opportunities, and allies
Relationship loss can have a market rippling
impact detrimental to growing business and
attracting skilled and experienced resources
SMC Co-Learning 2016 June 20
Why Build and Maintain Relationships
Gives meaning and richness to work and our lives
Grow our Community to increase our connection
within the market
Build a circle of Allies
15. PROJECT EXAMPLE No 01
Project - ESUHSD Santa Teresa High School Building
100 Replacement HVAC Unit A-2:
Description – Building 100 on the campus is home to
the Library and Photography Classroom/Lab. Space
conditioning was poor to non existent. Objective
‘Replace “In Like Kind” a 5ton HVAC Multi Zone Unit.
How long of a process in time do you believe it
took to delivery and closeout this project?
What is your Approach and Methodology to
develop and delivery this project?
Inception to Completion PRACTICAL APPLICATION
SLVHS 2016 April 15
16. SLVHS 2016 April 15
Inception to Completion PRACTICAL APPLICATION
17. What are your questions?
Email me a tfakner@swinerton.com
QUESTIONS for ANSWERS
(Q&A)