Critical Success Factors for Applying (Organizational Project Management) governance in MENA region organizations

1. Critical success factors for apply Organizational
Project Management Governance in MENA Region
Ph.D. Dissertation research
By: Ahmed Alsenosy
2017

2. 2016 Projects performance. 2PMI,2017
AHMED ALSENOSY, Ph.D. (cand), MSc, PMP®, PMI-PBA, PMI-RMP®, PRINCE2
Ahmed Ibrahim Alsenosy holds a Bachelor of Civil Engineering.
Ph.D. (student) …“Critical success factors for applying (OPM) Governance in Construction industry in MENA region”
…Expected ISA 2018 - University of Cincinnati - USA
Member and Certified by the project management institute – Pennsylvania - USA as:
1 - Project manager professional (PMP ®) – 2011
2 - Risk Manager Professional (PMI-RMP ®) – 2013
3- Professional Business Analysis – PMI-PBA – 2017
4- Portfolio Management Professional – PfMP - in progress ISA before Jan 2018
And certified from AXELOS – UK
5 - PRINCE2(practitioner) Certified -2017
Holds academic degrees as per the following:
6- Master of projects management MSc- Denmark. – 2016
“BPCPM of applying PMI Module in construction projects management on KSA”
7 - International Trainer Professional (TOT®) Diploma - Cairo University - 2014
8- Arbitration in Construction Contracts Diploma – Arab Academy for Science – 2016
9- Chairman of Rwaad Al arab PM magazine
10- the founder and the CEO of ProfessionalEngineers company for training, consultation and education
11- the author of PMP Project management Book registered in KSA and published by Jarrir book stores.
About him
Implemented more than
140 PMP & Other PM
courses in MENA region

3. 3You think he can???

4. Source: 2017-2027 Project Management Job
Growth and Talent Gap Report 4
The GDP contributions from project-
oriented industries are forecasted to
reach $20.2 trillion over the next 20 years

5. • Organizations are wasting an
average of $97 million for every $1
billion invested, due to poor project
performance.
5
PMI,2017
PMI, 2018

6. •“If your organization is not good
at project management, you’re
putting too much at risk in terms
of ultimately delivering on
strategy.”
Mark Langley , PMI ‘ CEO, 2017
Mark Langely, 2018

7. 7
Too much money is being wasted on poor project
performance, for many reasons:
• Organizations fail to bridge the gap between strategy design and
delivery.
• Executives don’t recognize that strategy is delivered through projects.
• The essential importance of project management as the driver of an
organization’s strategy isn’t fully realized
PMI, 2018

8. 8
TOP DRIVERS OF PROJECT SUCCESS
•1. Investing in actively engaged executive sponsors
•2. Avoiding scope creep or uncontrolled changes to
a project’s scope
•3. Maturing value delivery capabilities
PMI, 2018

9. •Do hear about
GOVERNANCE before.?

10. •Simple meaning of
Governance

11. •It’s like this also

12. Governance definitions
Governance refers to the set of policies, regulations, functions, processes,
procedures and responsibilities that define the establishment,
management and control of projects, programmes and portfolios.
APM,2009
Governance is the exercise of economic, political and administrative
authority to manage a country’s affairs at all levels. It comprises the
mechanisms, processes and institutions through which citizens and groups
articulate their interests, exercise their legal rights, meet their obligations
and mediate their differences.
United Nations Development Programme, 2004

13. Organizational governance
Corporate governance involves a set of relationships between a
company’s management, its board, its shareholders and other
stakeholders. Corporate governance also provides the structure
through which the objectives of the company are set, and the means
of attaining those objectives and monitoring performance are
determined.
PMI,2016
Organizational governance. A structured way to provide control,
direction, and coordination through people, policies, and processes
to meet organizational strategic and operational goals.
OECD Principles of Corporate Governance 2004
OECD:
The Organisation for Economic Co-operation and Development

14. Organization two live halves
Portfolio
Program
Project
OPMOperations
Strategy
Sustainthebusiness
Changeapplying

15. Organizational Project Management
PMBOK V6,2017
Organizational Project
Management is the
systematic management of
projects, programs, and
portfolios in alignment with
the achievement of strategic
goals.
PMI, 2016

16. Benefits of (OPM) to Organization
OPM Guide, 2014

17. OPM and other core units types
OPM Guide, 2014

18. Organizational & OPM Governance
Portfolio
Program
Project
OPMOperations
Strategy
Sustainthebusiness
Changeapplying
Organizational
Governance
OPM Governance

19. OPM governance
The governance of portfolios, programmes and projects is a necessary
part of organisational governance. It gives an organisation the required
internal controls, while externally, it reassures stakeholders that the
money being spent is justified.
APM, 2004
The framework, functions, and processes that guide organizational
project management activities in order to align portfolio, program, and
project management practices to meet organizational strategic and
operational goals. PMI, 2016

20. OPM Governance Elements
Governance-related elements are
dynamic and should adapt to the
changing organizational, portfolio,
program, and project environments.

21. Governance Activities
VS
Management Activities

22. Governance Activities VS Management Activities

23. Governance and Program and Project Complexity
Scenario A. This scenario indicates that the
governance resources and processes are
greater than required based on program and
project complexity, resulting in inefficient
governance.
Scenario B. This scenario indicates that the
existing governance resources and processes
are less than required based on the program
and project complexity resulting in risks to
program and project execution and the
achievement of strategic goals and
objectives.

24. MENA Region
Projects
Status
Based on survey consistent of more than 120
respondents dispersed over MENA Region

25. Completing
Projects on
Time

26. Completing
Projects on
Budget

27. To what extent
you accept that
OPM governance
absence affects
the OPM
performance

28. OPM Governance Critical Success
Factors
•Research statistics
• Results and,
•OPM Governance Module

29. Organizations industry

30. OPM Governance Critical Success Factors Domains
OPM
Governance
Strategic
Alignment
OPM
Methodologies
& Competency
Performance
and Risk
Management
Communications
and Decision-
Making

31. Strategic Alignment Factors
Critical success Factors Order.
1 The presence of organizational strategy and goals.
2
The clearly coherent and supporting relationship between the overall business strategy and the
OPM.
3 The procedures for prioritization of projects to align with strategy and operational objectives.
4
The strategic alignment which ensures portfolios, programs and projects support achievement of
business objectives.
5
The OPM direction which seeks to ensure that all projects are identified within the one,
sustainable OPM.

32. OPM Methodologies & Competency Factors
Critical success Factors Order.
1
The existence of (Vision, Mission, Values, Regional differences, Regulatory Policies and Risk tolerances, view of leadership, hierarchy, and authority, and
motivation and reward system are in place.
1
The existence of Organizational Project Management Methodology which provides the structure (people and processes) necessary to
implement portfolios, programs, and projects.
3 The design governance at the portfolio, program, and project levels, consistency and synergy lead to adoption and successful implementation.
4 The disciplined governance arrangements, supported by appropriate methods, resources and controls are applied throughout the project lifecycle.
5 The OPM tailoring considerations such as (projects sizes, complexity and Risks).
6
The providence of the necessary human resources to implement the governance, considering that; when increasing the human resources plus the need
may cause bureaucracy, and the shortage may entail risks and lack of effectiveness.
7
The sufficiency of Competency Management which ensures that skills are developed and available when needed to implement portfolios, programs, and
projects.
8
The mandatory compliance documents and communicate policies that define the conditions for mandatory compliance with organizational governance
processes.
9 The clearly coherent and supporting relationship between the overall business strategy and the OPM.
10 The establishment of an integrated framework for governance and access to conform to the existing structure and the nature of current OPM.

33. OPM Methodologies & Competency Factors
Top 5 Critical success Factors Order.
1
The existence of (Vision, Mission, Values, Regional differences, Regulatory Policies and Risk
tolerances, view of leadership, hierarchy, and authority, and motivation and reward system
are in place.
1
The existence of Organizational Project Management Methodology which provides the
structure (people and processes) necessary to implement portfolios, programs, and projects.
3
The design governance at the portfolio, program, and project levels consistency and synergy
lead to adoption and successful implementation.
4
The disciplined governance arrangements, supported by appropriate methods, resources and
controls are applied throughout the project lifecycle.
5 The OPM tailoring considerations such as (projects sizes, complexity and Risks).

34. Communications and Decision-Making
Factors
Critical success Factors Order.
1
The roles, responsibilities, accountabilities, and authorities that document and communicate the specific authorities such as thresholds for
decision making of the governance bodies.
2
The OPM stakeholders are engaged at a level that is commensurate with their importance to the organization and in a manner, that fosters
trust.
3 The context and environment (multinational, governmental agency, nongovernmental organization) be taken into consideration.
4
The board or its delegated agents decide when independent scrutiny of PPP or project management systems is required and implement such
assurance accordingly.
5 The organization fosters a culture of improvement and frank internal disclosure of project management information.
6
The transparent existence which means that decisions were taken and their enforcement are done in a manner that follows the rules and
regulations.
7
The OPM sponsorship which seeks to ensure that PPP support is the effective link between the organization’s senior executive body and the
management of each project or program.

35. Communications and Decision-Making Factors
Top 5 Critical success Factors Order.
1
Existence of The roles, responsibilities, accountabilities, and authorities that document and
communicate the specific authorities such as thresholds for decision making of the governance
bodies.(Management Elements)
2
The OPM stakeholders are engaged at a level that is commensurate with their importance to the
organization and in a manner, that fosters trust.
3
The context and environment (multinational, governmental agency, nongovernmental
organization) be taken into consideration.
4
The board or its delegated agents decide when independent scrutiny of PPP or project
management systems is required and implement such assurance accordingly.
5
The organization fosters a culture of improvement and frank internal disclosure of project
management information.
PPP: Portfolio, Program, Project

36. Performance and Risk Management Factors
Critical success Factors Order.
The oversight which provides overall guidance and direction to OPM1
The clearly defined criteria for reporting project, program and portfolio status and the escalation of risks and issues to the levels required by
the organization.
2
The application of Key Performance Indicators in order to measure governance effectiveness as well as portfolio, program and project
performance in order to ensure business value is being delivered.
3
The control Which establishes appropriate controls, audits, and reviews including reporting and risk management activities.4
The effective and efficient - Good governance means that processes and institutions produce results that meet the needs of stakeholders
while making the best use of resources at their disposal.
5
The development of change management mechanisms for continuous improvement for governance structure.6
The existence of OPM Risk Management through PPP.7
The obeying of the rule of law whereas good governance requires fair legal frameworks that are enforced impartially.8
The disclosure and reporting which seeks to ensure that the content of PPP reports will provide timely, relevant and reliable information that
supports the organization’s decision-making processes, without fostering a culture of micro-management.
9
The learning then adopts any redesign. Governance is an evolutionary process. Learn from mistakes and new or improved knowledge.10

37. Performance and Risk Management Factors
Top 5 Critical success Factors Order.
The oversight which provides overall guidance and direction to OPM1
The clearly defined criteria for reporting project, program and portfolio status and the escalation of
risks and issues to the levels required by the organization.
2
The application of Key Performance Indicators in order to measure governance effectiveness as
well as portfolio, program and project performance in order to ensure business value is being
delivered.
3
The control Which establishes appropriate controls, audits, and reviews including reporting and risk
management activities.
4
The effective and efficient - Good governance means that processes and institutions produce
results that meet the needs of stakeholders while making the best use of resources at their
disposal.
5

39. Effective OPM Governance Module
Critical Success Factors
OPM
Portfolio Management
Program Management
Project Management
Strategic Alignment
Domain
OPM Methodologies &
Competency Domain
Communication &
DecisionMaking Domain
Performance & Risk
Management Domain
Functions
Integration, Overseeing, Control, Decision Making,
OPM Governance Body

40. OPM Governance Framework
Circle
This slide is perfect for product descriptions
OPM
Governance
Cycle
Conduct lessons learned
Perform knowledge transfer
Improve
Plan OPM governance
improvements
Improve
OPM governance sponsor
OPM governance business case
OPM governance project manager
Initiation
Assess current OPM
governance
Assess
Perform Gap analysis
Assess
Develop OPM Governance
implementation plan
Plan
Establish OPM governance
roles and authorities
Plan
Implementation
organizational change
management
Implement
Implement
Implementation OPM
governance structure and
processes
• OPM
governance
Charter
• OPM governance
management
plan
• Integrated
governance functions
and processes
• Improved
opportunities
• Closure report
Assess Deliverables
Planning DeliverablesImplementation Deliverables
Improvement Deliverables

41. Thanks,…
Any Questions ??
41
www.linkedin.com/in/alsenosy
www.alsenosy.com

42. THANK YOU FOR ATTENDING THE
PRESENTATION