1. Project Management
10 ways to improve
success of projects
Ramon Costa i Pujol
Ramon.costa@eug.es
Associate Professor EUG
rcosta@eada.edu
Senior Associate Professor EADA
Operations Management and Information Systems Dpt.

2. 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.
Senator of Junior Chamber International and member of
Amnesty International
www.ramoncosta.net
www.iproductividad.com
www.actioningorganizations.com
Twitter: @ramoncosta
LinkedIn: ramoncosta
Facebook: Prof.RamonCosta
Slideshare: rcosta
Youtube: pgpsi

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
Cost Time
Quality
Scope

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
Project Management
Proyecto
Change Management
Information Systems (IISS)
Pre-Project Project Operations
Programme Management

7. 2. Portfolio and Program Management

8. 2. Portfolio and Program Management

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

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

11. 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
4. Methodology: “A standard way to do PM”

12. PMI Certifications
• Project Management Professional (PMP)®
• Certified Associate in Project Management (CAPM)®
• 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
4. Methodology: “A standard way to do PM”
http://www.pmi.org
(March 2010)
 Total members: 317.962
 Total active
PMPs: 375.959

13. 5. Integrated PM: “A holistic vision”

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

15. 24
Project
Management
Skills
Management
Skills
Business
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.
7. Project Man.: “More than technical skills”

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

17. 9. Change Management: “...change happens”
Project Definition
and Planning
Project Execution
Project
Control and Monitoring
Deployment Operations
Project
Closing
Change Manag.
Definition and Plan.
Change Management Plan Execution Evaluation
Project
Project
Mangt
Change
Mangt

18. Information
Systems
Team
Quality
Costs
Time
Scope
Providers
Communica
tion
Risks
Integration
10. IISS: “Beyond scheduling software”

19. 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”
Conclusions

20. “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
References & Bibliography

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

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

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

24. • 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)
References & Bibliography

25. • 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
References & Bibliography

26. Thanks a lot!
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