This document summarizes a presentation on how to think like a project manager. It discusses defining what a project is, why projects are important, and challenges in projects. It then outlines key aspects of project management like knowledge areas and process groups. The main part discusses six ways to think like a project manager: think balance, think globally, think in teams, think realistically, think holistically, and think about incentives. The document ends with takeaways about advancing project management through knowledge, processes, tools, and thinking like a project manager.
This presentation was given by Brian Wernham (APM Board member), Adrian Pyne & Ann Halloran to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.
This PMP Lecture content was developed within my TAE "Training and Assessment Certificate IV" studies (Project 4). This lecture was provided to a group of volunteer "PMP students".
Project Management for the Non-Project ManagerGary Gelb
This presentation was made for a guest lecture lesson in the course Managing Products & Brands at NYU. It's geared for non-PM professionals who need to know a little about project management, or for people finding themselves in this role without having had PM training.
Capturing Lessons learned Information - Making your current and future projec...Dow Publishing LLC
Agenda:
1. Collect Lessons Learned at Project Kick-off
2. Collect Lessons Learned throughout life of project
3. Review Past Project Information
4. Show discretion in what you are capturing
Topic 1: Overview of the Project Management Landscape
Definition of project, project portfolio and program
Classification of projects
Fundamental of project management
- Topic 2: Traditional Project Management (TPM)
What is Traditional Project Management?
Classification of TPM models
Complexity and Uncertainty in the Project Management Landscape
- Topic 3: Agile Project Management
- Topic 4: Extreme Project Management
- Topic 5: Comparison of TPM – Agile – Extreme Project Management
This presentation was given by Brian Wernham (APM Board member), Adrian Pyne & Ann Halloran to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.
This PMP Lecture content was developed within my TAE "Training and Assessment Certificate IV" studies (Project 4). This lecture was provided to a group of volunteer "PMP students".
Project Management for the Non-Project ManagerGary Gelb
This presentation was made for a guest lecture lesson in the course Managing Products & Brands at NYU. It's geared for non-PM professionals who need to know a little about project management, or for people finding themselves in this role without having had PM training.
Capturing Lessons learned Information - Making your current and future projec...Dow Publishing LLC
Agenda:
1. Collect Lessons Learned at Project Kick-off
2. Collect Lessons Learned throughout life of project
3. Review Past Project Information
4. Show discretion in what you are capturing
Topic 1: Overview of the Project Management Landscape
Definition of project, project portfolio and program
Classification of projects
Fundamental of project management
- Topic 2: Traditional Project Management (TPM)
What is Traditional Project Management?
Classification of TPM models
Complexity and Uncertainty in the Project Management Landscape
- Topic 3: Agile Project Management
- Topic 4: Extreme Project Management
- Topic 5: Comparison of TPM – Agile – Extreme Project Management
Good news to project managers!
Do you know that as a Malaysian(not working in MSC status company), you are now eligible to apply for MSC Malaysia MyProCert Training – PMP under the PEMANDU Strategic Reform Initiatives scheme?
To know more, do attend the briefing session at no cost on 11 Aug Sat. If you cannot attend the briefing but interested to know more, email me for FREE qualification screening session.
Recently I worked on a turnaround project that needed some additional project management discipline and rigor. This presentation covers guidance and tips provided to other Project Managers.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
How to Ace the Product Manager Interview by HubSpot PMProduct School
Main takeaways:
-Learn about different types of Product Manager roles and how it relates to key strengths to focus on during the interview
-Tips on how to ace recruiter and screener interview, face to face interview, what to prepare and how to stand out
-Insights from the hiring manager and recruiter on the decision-making process of selecting a final candidate
FROM PMO TO STRATEGIC PMO - AN INDIRECT APPROACHPhilippe Husser
Managing effectively a portfolio of strategic initiatives is a key success factor. However too often we, PMO, are considered as paper tigers. Truth to be told, too often we, PMO, also lack the required skills.
However, there is an approach which allows PMO to acquire skills and demonstrate benefits. This is the indirect approach. The indirect approach is the only one working in large complex organizations.
This presentation focuses on three points:
• First we will explore three key domains of knowledge I explored myself with great benefits
• Second we will share seven snapshots of what I experienced in terms of indirect approach as a PMO at Michelin
• Third I will share with you three takeaways for PMOs to learn and apply
The three domains to explore are:
• Complexity, and a few key characteristics of complex adaptive systems
• Indirectness, and two samples of direct and indirect approaches
• Strategy, and differences in two key schools of strategic thought
The indirect approach will then be walked-through seven real life snapshots:
• Program Cause and Approach
• Local Relays
• First Benefits
• Single Version of Truth
• Tipping Point
• Strategic Gap
• Strategic Initiatives
From this journey, we will share three key takeways to learn and apply by PMO:
• First, learn and apply Complex Adaptive Systems and Chaos Theory
• Second, learn and apply Dual-Mode Strategies
• Third, learn and apply Human Dynamics and how to develop an Appealing WIIFM Cause and an Alliance you Lead from Behind
In our original webinar ‘An Introduction to Project Management’ we looked at the four key stages of a project: Define, Plan, Manage & Review. In this follow-on webinar we will be focussing in on the third stage of ‘Managing a Project’.
In this recorded webinar Jayne McPhillimy will include practical ideas and information about:
Monitoring the Plan
Managing Work Streams
Running Project Meetings
Managing Stakeholders
Project Reporting
This event promises to be an engaging and interactive session where you will learn some valuable tips to help you improve your project management skills.
This webinar is aimed at HR Managers, Senior Business Leaders and Managers.
Agile Start Me Up - Using the Minimum Viable Discovery (MVD)Chris Chan
"The hardest part of building any software system is determining precisely what to build." - Fredrick Brooks
Discovering exactly what customers, stakeholders, and sponsors want to create is often the most difficult part of product development. Getting everyone aligned can be fraught with misunderstanding and misinterpretation. We often start with a backlog, but how do you know that the development of the product supports the growth of your company.
Getting off on the right foot when starting an Agile initiative can set you up for success. This presentation will outline a basic flow of light touch Discovery workshops as a way to start your agile product development engine.
When COVID-19 stopped our face-to-face training we had to innovate or die. In 7 days we created a remote, real-time, engaging and interactive experience which wowed our customers.
Cómo formar y mantener a un equipo de ingenieros felicesSoftware Guru
Detrás de toda empresa de tecnología exitosa yace un motor que impulsa sus metas: el equipo de tecnología.
Esta plática es para equipos de todos tamaños y edades, y abordará los fundamentos detrás de crear y mantener un equipo sano de ingeniería. Platicaremos sobre distintos aspectos tales como reclutamiento, selección, compensación, arranque, motivación, y coordinación Aprenderás cómo encontrar ingenieros de software y cómo mantenerlos contentos.
20130312 The Zombies of Project ManagementYoussef Mourra
This presentation reflects my concern with the misuse and misunderstanding of the concepts around Project Management. We need to look out for these Zombies and eradicate them! These people don't even realise they are zombies and dead from the neck up.
Good news to project managers!
Do you know that as a Malaysian(not working in MSC status company), you are now eligible to apply for MSC Malaysia MyProCert Training – PMP under the PEMANDU Strategic Reform Initiatives scheme?
To know more, do attend the briefing session at no cost on 11 Aug Sat. If you cannot attend the briefing but interested to know more, email me for FREE qualification screening session.
Recently I worked on a turnaround project that needed some additional project management discipline and rigor. This presentation covers guidance and tips provided to other Project Managers.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
How to Ace the Product Manager Interview by HubSpot PMProduct School
Main takeaways:
-Learn about different types of Product Manager roles and how it relates to key strengths to focus on during the interview
-Tips on how to ace recruiter and screener interview, face to face interview, what to prepare and how to stand out
-Insights from the hiring manager and recruiter on the decision-making process of selecting a final candidate
FROM PMO TO STRATEGIC PMO - AN INDIRECT APPROACHPhilippe Husser
Managing effectively a portfolio of strategic initiatives is a key success factor. However too often we, PMO, are considered as paper tigers. Truth to be told, too often we, PMO, also lack the required skills.
However, there is an approach which allows PMO to acquire skills and demonstrate benefits. This is the indirect approach. The indirect approach is the only one working in large complex organizations.
This presentation focuses on three points:
• First we will explore three key domains of knowledge I explored myself with great benefits
• Second we will share seven snapshots of what I experienced in terms of indirect approach as a PMO at Michelin
• Third I will share with you three takeaways for PMOs to learn and apply
The three domains to explore are:
• Complexity, and a few key characteristics of complex adaptive systems
• Indirectness, and two samples of direct and indirect approaches
• Strategy, and differences in two key schools of strategic thought
The indirect approach will then be walked-through seven real life snapshots:
• Program Cause and Approach
• Local Relays
• First Benefits
• Single Version of Truth
• Tipping Point
• Strategic Gap
• Strategic Initiatives
From this journey, we will share three key takeways to learn and apply by PMO:
• First, learn and apply Complex Adaptive Systems and Chaos Theory
• Second, learn and apply Dual-Mode Strategies
• Third, learn and apply Human Dynamics and how to develop an Appealing WIIFM Cause and an Alliance you Lead from Behind
In our original webinar ‘An Introduction to Project Management’ we looked at the four key stages of a project: Define, Plan, Manage & Review. In this follow-on webinar we will be focussing in on the third stage of ‘Managing a Project’.
In this recorded webinar Jayne McPhillimy will include practical ideas and information about:
Monitoring the Plan
Managing Work Streams
Running Project Meetings
Managing Stakeholders
Project Reporting
This event promises to be an engaging and interactive session where you will learn some valuable tips to help you improve your project management skills.
This webinar is aimed at HR Managers, Senior Business Leaders and Managers.
Agile Start Me Up - Using the Minimum Viable Discovery (MVD)Chris Chan
"The hardest part of building any software system is determining precisely what to build." - Fredrick Brooks
Discovering exactly what customers, stakeholders, and sponsors want to create is often the most difficult part of product development. Getting everyone aligned can be fraught with misunderstanding and misinterpretation. We often start with a backlog, but how do you know that the development of the product supports the growth of your company.
Getting off on the right foot when starting an Agile initiative can set you up for success. This presentation will outline a basic flow of light touch Discovery workshops as a way to start your agile product development engine.
When COVID-19 stopped our face-to-face training we had to innovate or die. In 7 days we created a remote, real-time, engaging and interactive experience which wowed our customers.
Cómo formar y mantener a un equipo de ingenieros felicesSoftware Guru
Detrás de toda empresa de tecnología exitosa yace un motor que impulsa sus metas: el equipo de tecnología.
Esta plática es para equipos de todos tamaños y edades, y abordará los fundamentos detrás de crear y mantener un equipo sano de ingeniería. Platicaremos sobre distintos aspectos tales como reclutamiento, selección, compensación, arranque, motivación, y coordinación Aprenderás cómo encontrar ingenieros de software y cómo mantenerlos contentos.
20130312 The Zombies of Project ManagementYoussef Mourra
This presentation reflects my concern with the misuse and misunderstanding of the concepts around Project Management. We need to look out for these Zombies and eradicate them! These people don't even realise they are zombies and dead from the neck up.
Flow project management has been providing development, design and construction management services to Developers, Consultants and Contractors in the GCC. Project Management, Design Management, Construction Management, Claims, Expert Witness
In this highly informative session, Tony will leverage PMI research findings to explore the primary issues and opportunities in innovation project management. Innovation is a critical element in helping product-oriented companies achieve their market objectives and projects in these environments are development are complex, long, resource-intensive, and risky. Therefore, it is important to detect problems early to avoid waste of time and resources. Because that is often easier said than done, Tony will couple PMI’s research with observations from his company’s client interactions in the field to help session attendees fully comprehend each of the top five innovation project management issues.
By the end of the presentation, participants will have a very clear understanding of the specific challenges that plague low-performing organizations and the best practice activities that characterize their high-performing counterparts. The costs and benefits of employing these best practices in organizations where they do not yet exist will also be provided, as will be lessons learned from performance improvement efforts in innovation environments. If you want to understand how to assist an organization with improving time-to-market success rates, increase the value of product development efforts, and maximize opportunity in the world of innovation, this session is for you.
20130911 The Zombies of Program, Project Office and Portfolio ManagementYoussef Mourra
This presentation reflects my concern with the misuse and misunderstanding of the concepts around Program Managemen, Project Offices and Portfolio Management. We need to look out for these Zombies and eradicate them!
Project Management without business and domain knowledge is dead. It is time for project and product leadership. These as slides talks about PMI Talent Triangle and how to use that as framework for moving to Product and Project Leadership
Slides from the keynote presentation 'Busting Project Manager and Business Analyst Silo Mentality', as presented by Joe Newbert at PMI MENA Conference 2018.
Presentation abstract
Is the scope focussed to enable the right activities? Is the budget sufficient to reap the desired benefits? Is the schedule designed to cement the organisational change?
Delivering stakeholder quality by navigating through these constraints is an imperative for every business in this modern age — an age that’s bringing ever-increasing customer expectations, business risks and project pressures.
This talk explores the relationship between project managers and business analysts, and considers how these leadership roles can better collaborate to provide the strategic and tactical expertise required by organisations today.
Key takeaways
What you’ll learn:
Past, present and future narratives of industry and organisations
New definitions and considerations for business and project success
Current role dynamics and future collaboration opportunities
Actions to build strong working relationships and drive team cohesion
Whether you’re a project manager, business analyst or a hybrid of the two, this talk will unpack common challenges facing business change and spell-out the transformation needed to deliver project leadership through excellence and innovation.
Event details
What, when and where it happened:
PMI MENA (Middle East and North Africa) Conference
3-4 November 2018
Kuwait City, Kuwait and Manama, Bahrain
About the speaker
Joe Newbert is a trainer, writer, speaker and business consultant, with a focus on successful business change through performance improvement. He is the Managing Director at Business Change Academy and founder of Inter-View.Report.
For more than 20 years, Joe has been working and managing teams on over 100 projects, across five continents, helping organisations and individuals to leverage the benefits of business analysis, solution development and change management for enduring results. Newbert’s other projects include the creation of the hands-on business consulting toolset Sketchnalysis, and Pragnalysis, a resource hub that provides practical guidance for business analysts, project leaders and change managers.
When not enabling business change, you can usually find Joe out in the wilderness, running a trail somewhere.
This presentation was given by Tracy Bergamin of CGI UK Ltd to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.
This Masterclass is used to provide an introduction to the world off multi-national consulting, problem solving, client relationship skills and project management for first year post MBA Associate Consultants. We have used this introductory module and others in the series to help McKinsey, BCG, Deloitte and KPMG in Africa, China and Australia bring their new hires up to speed
Presentation pmi - october 26 - 2017 - naji bejjaniPMILebanonChapter
Talking Points & Agenda:
* Reminder of what EQ is – The 5 dimensions
* How to use EQ in project engagements
* EQ impact and effects on project execution
* Consequence of leveraging EQ on project results
Learning Objectives:
Project management is too often focused on the hard skills of executing a project.by the end of the session participants will understand how, by using EQ, the “soft side” of the project can direct boost its “hard” results.
About the Speaker: Dr. Naji Bejanni
Dr. Bejanni has done his Doctoral studies in Econometrics at La Sorbonne, with a Double “maitrise” in Econometrics and in International Relations from Université Dauphine in Paris, and a double M.B.A. from I.E.S.E., Barcelona, and from HARVARD External program.
He taught 6,000 students for 23 years in important Lebanese universities in senior courses, MBAs, and Doctoral programs.
He is an international management consultant, coach and trainer, and a key note speaker in leading conferences in Lebanon and 22 countries across 4 continents.
Was a regular columnist in many magazines (E.g: “Le Commerce du Levant”, “Masculin”, Al Iktissad wal Aamal”), being on the cover story of 2 of them.
Over more than 2 decades, he has provided 60 consulting assignments and trained more than 50,000 people from thousands of companies.
Has been the Private coach of businessmen, politicians, and opinion leaders often on Leadership and public speaking.
He has been also coaching entrepreneurs since 1999 first in universities, then also in BERYTECH since 2002. He was a jury member in the MIT Arab Business Plan Competition and in BERYTEC and guest in many talk shows on Lebanese TV.
Dr. Bejanni has been a keynote speaker in several conferences in the region speaking to medical doctors and government officials in the « Kuwait Health Reform » conference; the international congress for businesses in Bahrain: “Benchmarking for Excellence”, about: “Balance Scorecard” and “Six Sigma”; “Enhancing Productivity” in the 4th GCC International Congress on Productivity in Bahrain; TEDx speaker on Emotional Intelligence in NDU (on Youtube); More recently a panelist in a Digital Transformation Congress in AUB, talking about the effect of Digital Transformation on Education
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How to Think Like a Project Manager
1. How to “Think Like a Project Manager”
JULY 11, 2013 | VERSION 1.0 | TE WU
This presentation is used during an oral presentation and discussion. Without the accompanying oral comments, the text is incomplete as a record of the presentation.
6. What is a project?
According to Project Management Institute (PMI)
a project is:
“a temporary endeavor undertaken to create a unique product, service, or
result.”
PROPRIETARY AND CONFIDENTIAL
Project– Temporary because there is a start and end date
– Unique because it is a one-time endeavor
6
7. Why are projects important?
Trends
PROPRIETARY AND CONFIDENTIAL
Prior to the 1980s main business focus was
planning & operations, with some projects for
incremental enhancements.
Since the late ‘80s, accelerated in the ‘90s and
the new millennium are two unstoppable
trends:
o Globalization – present for the past 200
years but far more intense in the last 30 years,
especially with the rise of the emerging
economies such as China, India, Brazil, Indonesia,
etc.
o Technology – the general productivity growth was
moderate in the ‘80s but accelerated in the
‘90s. Today, technology is often a game changer
(e.g. Facebook, Amazon)
0.0
2.0
4.0
6.0
8.0
RelativeIntensity
Organization Focus
Planning Operating Changing
7
8. Why are projects important?
Trends
PROPRIETARY AND CONFIDENTIAL
The rapid rise of project management as a profession is self evident.
Today the PMI entails:
an annual increase > 10%
380,000+
Certified PMPs
600,000
Members strong
6 certifications,
including PMP and
PgMP
8
9. The most commonly cited
framework is the Theory of Triple
Constraint which presents three
constraints that bind the project.
Why are projects challenging?
Constraints
PROPRIETARY AND CONFIDENTIAL 9
Scope /
Quality
Schedule /
Time
Resource /
Cost
Projects are challenging for numerous reasons.
10. Why are projects challenging?
Constraints
But, in reality there are many more dimensions
PROPRIETARY AND CONFIDENTIAL 10
Process
Strategic
alignment
Risk
Governance
Relationship
how people
work with each
other
how
decisions are
made
how mature is the
project organization
how well is the
project aligned with
business objectives
unpredictability that
inevitably arises in
larger projects
Cross
Cultural
Increasingly, projects
involve teams across
cultures
11. PROPRIETARY AND CONFIDENTIAL
State of IT Implementation
As IT projects are one of the most widely studied, we have some meaningful
quantitative numbers for examination.
Source: http://www.cio.com/article/495306/Recession_Causes_Rising_IT_Project_Failure_Rates_
Success rate was 25%
a decade ago – little
improvement
of IT projects are considered successful.32%
44%
were considered to be challenged
25% were considered failures
11
12. State of IT Implementation
Taxonomy of IT Project Failure
PROPRIETARY AND CONFIDENTIAL
Reference: Al-Ahmad, W., Al-Fagih, K., Khanfar, K., Alsamara, K., Abuleil, S., and Abu-Salem, H. A
taxonomy of an IT project Failure: Root causes, 2009, 5 [1], pgs. 93-106.
12
13. Project Management Basics
Project management is the application of knowledge, skills, and techniques to
execute project effectively and efficiently.
According to the Project Management Institute, there are
Combined with techniques, collectively these provide a strong basis for the practice
of project management.
PROPRIETARY AND CONFIDENTIAL 13
10
knowledge
areas
5
process
groups
14. Project Management Basics
To be a professional
project manager, a deep
understanding of these is
essential - but insufficient
PROPRIETARY AND CONFIDENTIAL 14
10knowle
dge
areas
5
process
groups
• Initiating
• Planning
• Executing
• Monitoring and
Controlling
• Closing
• Integration
• Scope
• Time
• Cost
• Quality
• Procurement
• Human Resources
• Communications
• Risk Management
• Stakeholder Mgmt
16. 2. How to Think
like a Project
Manager
PROPRIETARY AND CONFIDENTIAL 16
17. How to think like a project manager?
o Project management is a young
& growing discipline
o Its application is heavily
dependent on its context and
the project complexity
o Aside from the technical skills of
project management such as
creating a detailed schedule and
the soft skills such as
communication, it is important
to have the right mindset!
PROPRIETARY AND CONFIDENTIAL 17
19. How to think like a project manager?
• Must mentally balance optimism,
skepticism, and occasional cynicism
• Must be able to balance analysis with
action
• to avoid analysis paralysis on one
hand but tendency of “fire, aim, and
ready”
• Always think in terms of trade-offs
(there is no free lunch)
PROPRIETARY AND CONFIDENTIAL 19
Think balance
20. How to think like a project manager?
• Be culturally sensitive
• Be respectful
• Maintain an open mind
• Embrace diversity
- Diversity of people & culture
- Diversity of ideas
• Must genuinely appreciate differences
PROPRIETARY AND CONFIDENTIAL
Think global
20
21. How to think like a project manager?
• Must have ownership and take charge
attitude – to set an example for others
• Must be willing to challenge others. Yet,
must be able to yield to expertise
• Must communicate, communicate,
communicate
21PROPRIETARY AND CONFIDENTIAL
Think teamwork
22. How to think like a project manager?
(and thus require courage)
• Must be fiercely realistic, at least to
oneself
• Need to be practical when dealing with
people – sometimes play a “bad cop”, but
should balance that out with being a
“good cop”
22PROPRIETARY AND CONFIDENTIAL
Think realistically
23. How to think like a project manager?
• We are all driven by incentives, whether
they are tangible or intangible
- Tangible: compensation, promotion
- Intangible: recognition, respect from
peers, sense of well being
• Design metrics carefully, to reinforce the
right incentives
23PROPRIETARY AND CONFIDENTIAL
Think Incentives
24. How to think like a project manager?
• Must not lose the strategic perspective of
the bigger goals of the project
• A project is often greater than a set of
deliverables. It may have
interdependencies with other areas.
24PROPRIETARY AND CONFIDENTIAL
Think holistically
25. Takeaways
Project management is progressing rapidly
PROPRIETARY AND CONFIDENTIAL 25
Knowledge is expanding
Processes are improving
Tools are becoming more sophisticated
26. Takeaways
But there is more…
To be a true project manager, one must think like one.
This presentation presents six dimensions:
PROPRIETARY AND CONFIDENTIAL 26
Think
balance
Think
global
Think
teamwork
Think
realistically
Think
incentives
Think
holistic