IntroductionThe healthcare providers must be prepared to offe.docx

Introduction
The healthcare providers must be prepared to offer care to
culturally diverse populations. This paper will focus on the
Spanish speaking groups.
The Hispanic culture was chosen because they are immigrants
and minorities. This means that the attention given to this group
is minimal because of them being minorities. There is need for
healthcare providers the Hispanic culture. Familiarization with
the culture can be done by the provider through; reading about
the culture, visiting, taking lessons, socializing with persons
from this community, attending social events in that culture,
seeking clarification about their beliefs, traditions and their
history as well as spiritual orientation of the community.
Cultural sensitivity is the knowledge that cultural differences
exist before one can say whether they are good or bad. Failure
in communication can easily be interpreted as bias,
stereotyping, or prejudice and subsequently influence the
quality of care. Nurses must strive to comprehend clients’
health care needs through effective listening, attentiveness to
non-verbal cues, and proper eye contact. Other non-verbal
communication for a given culture include time and space
consciousness, modesty, silence, dressing code, provider’s
gender, among many others.
Key points in the article
The discussion is based on the article ‘Closing the Gap while
working with Spanish speaking populations'. There are several
traits of Hispanics that is experienced from one country to
another. These are discussed below;
Language

In Latin America it is necessary to note that Portuguese and
French also used and some native languages such as Quichua,
Quechua, Quiche, and Aymara. Thus the providers of healthcare
should not assume that Spanish is the language spoken by a
person originating from the Latin America. Therefore, it is
advisable to determine the language spoken by the client before
finding an interpreter. Consideration of use of a word in
different contexts should also be employed.
Greetings
Though they constantly hug, kiss close friends and relatives or
friends introduced by a kin, healthcare providers should shake
the hands of clients to show formality. They have a culture of
offering food and drinks to visitors, hence the healthcare
provider should accept their offer or reject it in a graceful
manner showing appreciation of the gesture.
Personal Space
They embrace being close to others, the providers should note
that the physical distance between Hispanics is nearer as
compared for other communities.
Perceptions of Time
People originating from Latin America are relaxed on the issue
of punctuality. In areas where time and punctuality is observed,
the family can be advised that they must arrive early as failure
to do so may result in rescheduling.
Family
They embrace being in a family and a household may include a
number of generations. The respect for extended family and the
respect for elders, grandparents often must be included in
decisions and therapy sessions to achieve the best outcomes for
the child. In some meetings, the whole family may attend where
children are also brought along rather than left at home.
To be sure the family fully participates, providers should know
who will attend and make accommodations for adequate space
and materials for the children.
To ensure success, providers should involve all decision-makers

when planning interventions, individual education plans as well
as plans involving the family.
Gender Roles
It should be noted that in some Hispanic families boys are not
allowed to play with toys meant for boys and vice versa. Some
families could not want a male provider meeting a mother and
their children at home alone and therefore the inclusion of
another adult is important.
Views on Professionals
Respect for the professional is common in Hispanic culture.
This attitude is grounded in the cultural respect for authority.
Respect for authority may make the involved parties not to ask
questions so as not to be perceived as disagreeing.
Disability
Some cultures may still view a disability as a punishment from
God. Others try to make a disability a private thing that should
not be exposed to the public due to fear of social stigma.
Health Beliefs
To avoid misunderstanding; the provider should enquire how the
Hispanic view traditional medicine as well as western medicine
or the combination of both traditional and western. Providers
should identify when a patient has a different health belief
about their affliction and they should enquire by open-ended
questions so as to know when a patient has a differing health
belief. The information that is gathered by the provider should
be used to determine the most appropriate intervention.
Practice situation demonstrating cultural sensitivity
Providing patient education
For effective communication, the health provider should show
that they have respect for their client’s diversity in culture and
they should always be non-judgmental.
The healthcare provider should consider whether they should
include a family member or a spouse while educating the
patient. The health provider should make the client comfortable

by encouraging them to ask for clarification for any queries that
they may be having. The provider should also ensure that the
language used is appropriate to the patient by investigating
prior to their meeting and they should ensure the right
interpreter is assigned. Another factor to consider is the sitting
arrangement; the distance between health provider and patient,
angle at which eye contact is made. They should also be aware
that certain gestures such as nodding of the head does not
necessarily indicate that the patient has understood, they should
ask the client whether they need further clarification.
Conclusion
To build better relationships with Spanish speaking families, it
is important that service providers understand the health
perceptions and cultural beliefs of Hispanic community. Health
care systems must create culturally competent environments in
an effort to provide optimum health care delivery to these
families.
For providers aspiring to be more culturally competent, they
must remember not to assume that an individuals from one
ethnic group have the same cultural beliefs as another
individual from the same ethnic group. They should
acknowledge that within a certain group there may exist racial
and ethnicity differences. Providers should be honest with their
clients and open and they should indicate that they are
culturally sensitive.
Reference
Sumer, L. (2015). Closing the Gap while working with Spanish
speaking populations. NCHAM.
Gurpreet Singh/ S0281058 - PPMP20009 Course Portfolio for
Week 1
Weekly portfolioWeekly Portfolio Learning Table
Topic and reading samples.

Your personal learning outcomes from this course.
Learnings from your experience.
Supporting documentation including your prior learnings.
Why Project Management?
Through this course, I have come to understand that project
management is associated with every single activities in real
life and we hardly even recognise it. Moreover, project
management is a growing field used widely by organisation and
businesses. Every person can manage their resources, cost and
time resources adequately by knowing all the fundamentals of
project management. By proper utilising resources, cost and
time at optimum level that in order to be a good project
manager one needs to utilize resources and time to their
optimum level leads to good quality projects, we can become
good project manager and that is why there is need to study
project management. I did my Batchelor of technology in
mechanical and in industrial training in production company
project management plays essential role like raw material
arrangement, labour management, estimating investment and
profit.
During my final year of graduation, when I was intern in
production company as trainee. I was working on a group
project. Due to different shifts, we wasted a month.
Group was working on implementing control panels of VMC
machines project. Just before two months of due date, we
selected our team leader and then divided our work and
responsibilities. When we finished our project and went to our
mentor be taking all the project documents and by saying all
work he was really glad with our work, successful project and
management.
According to the Institutionalizing project management
practices improve the success of transformational projects by
Belout and Hobbs
“Studies conducted over the last decade have aimed to analyze
project success based on a variety of dimensions” (Belout and

Gauvreau, 2004, Besner and Hobbs, 2006, Bizan, 2003, Dvir et
al., 2003, Gray, 2001, Kendra and Taplin, 2004, Lipovetsky et
al., 2005, Raz et al., 2002 and Repiso et al., 2007).
Portfolio Reflection
I have learned various project management characteristics
through this course like combination of technical skills and
management skills in projects. And mainly managing the
resources, cost and time. References
A. Belout, C. Gauvreau (2004) Factors influencing project
success: the impact of human resource management, Int. J. Proj.
Manag. , pp. 1-11
C. Besner, B. Hobbs (2006) The perceived value and potential
contribution of project management practices to project success,
Proj. Manag. J., pp. 37–48
1 of 2
Project Management Methodologies
PPMP20009
Week 10 Lecture
Dr Bernard Wong
[email protected]
1
Assignment 4
Continuous Improvement Plan
Week 12 Friday

Open the course profile to review criteria.
2
Reminder
PPMP20009
Presentation weeks 11 or 12
4
Create your own Deming PDCA cycle relating to the last
assignment that you handed in.
Change Management

6
Formulate change
Plan change
Implement change
Manage transition
Sustain change
Take the ‘Act’ segment of the PDCA cycle you created earlier
and define the five CM stages.
Formulate change
Plan change
Implement change
Manage transition

Sustain change
Continuous Improvement?
Why are we wanting to improve?
Where are we now?
What are we working with?
If you don’t know where you are going, any road will get you
there.
Cheshire Cat
(Alice in Wonderland)
There are a number of things to consider when deciding what
level of maturity to aim for.
Why are you wanting to increase your level of maturity in this
space?

-Some might be wanting to do it simply as a continuous
improvement strategy.
Some may be having issues with the performance of their
program and project delivery or portfolio investment returns
Others may need it to be competitive in a market that looks at
the P3M3 levels of organisations in the tendering process
Others may be required to undergo a mandatory audit – as did
the Qld Govt in 2012.
One organisation that I have spoken with has noted that their
environment has become increasingly fiscally constrained and
as such funding is much more competitive. They want to
increase certain sections of their maturity, specifically relating
to benefits management, business case and blueprint
development – so that they can be more competitive in seeking
funding for initiatives. So in this case they are not necessarily
trying to improve their maturity as a whole, but an aspect of it.
In doing this however, it is likely that they will have an
increase in maturity in other areas as well.
We need to know where you are now to assist in deciding where
you want to go. This is where going through an assessment is
essential and I do believe in this being independent. You can
self assess but this will always be impacted with bias. You need
to baseline.
What are you working with? What is your organisational
context? What resources do you have both budget and people?
Do you have authentic sponsorship or are your leaders just
ticking a mandate off? What’s your organisational culture like,
are they open to P3 management or are they likely to see effort
to increase maturity as unnecessary overhead?
So when we went through this process we were fortunate to
have an authentic sponsor, we had a culture of project and
program delivery so the staff understood the value of the
practice (and I do say practice rather than methodology – as if

you have experienced practitioners, they will argue
methodology with you – this is a good thing!). We already had a
number of the tools and processes in place it was just a matter
of fine tuning in a number of areas. And we had a bit of a
mandate as well – so I think the environment was the perfect
storm for us. So we could aim high and put in place a rigorous
process and procedures that drove our maturity.
So where would this not work. Again in an environment
whereby the culture is very different, where there hasn’t been a
focus on consistency or comparison across initiatives, where the
practice, language and tools of portfolio, program and project
management are likely to be seen as unnecessary overhead. And
lets be clear these may not be two different organisations but
could be two areas within the same organisation. For example
perhaps the Information Services branch who are experienced at
program and project delivery versus another branch within the
organisation for example customer services who do not
traditionally utilise program and project management
methodologies to deliver their work outcomes. So if you were
wanting to raise the maturity across both of these areas you
would likely require two different approaches.
This leads to one of the key learnings - you should look at
driving P3 Maturity as a Change Management Initiative –
because the benefits are largely associated with adoption and
usage.
9
Project management maturity model
Level 1
Common language
Level 2

Common processes
Level 3
Singular Methodology
Level 4
Benchmarking
Level 5
Continuous improvement
Basic knowledge
Process definition
Process control
Process improvement
Kerzner p1071
10
Level 1
Awareness of process
Level 2
Repeatable processes
Level 3
Defined Processes
Level 4
Managed Processes
Level 5
Optimised Process
P3M3
Process not usually documented, little or no guidance or
supporting documentation
There may be areas starting to use standard approaches but no
consistency across organisation
Processes are documented, standardised and integrated to some
extent into business processes
Defined processes that are quantitatively managed i.e.

controlled using metrics
Process continuously optimised for changing business needs
11
What would go into a continuous improvement plan
http://www.qgcio.qld.gov.au/category/570-workflow/2680-
maturity-assessments-in-ict-portfolios
Things to consider:
Roadmap
Current state
Baseline
Future state
Where do we want to go
Strategies to bridge the gap
How to get from A to B?
Monitoring
Systems, metrics etc.
Evaluation
Capturing progress
How do you determine your current state?

Historical project data
What projects failed and why
Were they over budget, over time, poor quality, didn’t deliver
the benefits originally thought?
Analysing complaints and trends
Analysing survey data on stakeholder satisfaction
Analysing lessons learnt data
Doing a P3M3 self assessment, or getting an independent
auditor in to do a current state assessment for you.
15
How do you determine your future state?
Listening to suggestions in surveys, feedback or lessons learnt
Analysing the strategic direction of your organisation
Analysing the industry trends
Benchmarking against other organisations
Holding planning and outcomes workshops with key
stakeholders
16
How would you structure your planned improvement actions?
Depending on what the outcomes of your current and future
state analysis was, it would be good to look at key perspectives
of project management.
The knowledge areas of PMBoK for example, the principles and
themes of Prince2, the P3M3 Perspectives

17
https://www.dss.gov.au/sites/default/files/documents/05_2014/t
emplate_10_-_continuous_improvement_plan_accessible.pdf
18
PPMP20009
Week 9 Lecture
Dr Bernard Wong
[email protected]
1
Last week
Theme: Outputs vs Outcomes
Overview of Group Assignments 1 and 3
1) Presentation
3) A project management methodology
Work Breakdown Structures, Dictionaries and Work packages
Inputs vs Outputs vs Outcomes
How to develop a tailored organisational project management
methodology
2

Assignment 1
Presentation
Exam Week (Your Presentation will be scheduled today for
Week 11 or 12)
3
Assignment 3:
Project Management Methodology
Due
Week 9 Friday
4
In relation to outcomes & outputs – fill in the boxes
In the past, we've tended to focus on what is included in the
outputs column - the "what we do and who we reach." We are
anxious to tell our clients, funders and community partners what
it is that we do, the services we provide, how we are unique,
who we serve... We've done a good job of describing and
counting our activities and the number of people who come.

Now, however, we are being asked: "What difference does it
make?" This is a question about OUTCOMES.
Inputs -> Activities -> Outputs -> Outcomes
In some logic models you will see activities separated from
outputs; activities may be displayed before outputs. In those
models, outputs are typically designated as the accomplishment
or product of the activity... for example, number of workshops
actually delivered, number of individuals who heard the media
message. The assumption is that the activity needs to be
delivered as intended before the expected outcomes can occur.
We see this as part of measurement (quantity and quality of
implementation) and as such is covered in Section 7.
5
This Week
Theme: Continuous Improvement
Quality Management
Change Management

7
Quality Management
What is it?
8
Quality Management
Seek to minimise variation and to deliver results that meet
defined requirements
Customer Satisfaction
Prevention over inspection
Management responsibility
Cost of Quality (CoQ)

9
Deming believed that the reason that companies were not
producing quality products was that management was
preoccupied with ‘today’ rather than that future. Deming
postulated that 85 percent of all quality problems required
management to take the initiative and change the process. Only
15% of the quality problems could be controlled by the workers
on the floor. E.G workers were not to blame for poor quality
materials that resulted from managements decision to get lowest
cost materials.
Processes were statistically analysed to determine common and
special causes of quality issues. Focused not only on the
workers but also on what management could do to address
quality – thus the quote ‘Quality is everyone’s responsibility.’
10
Create your own Deming PDCA cycle relating to the last
assignment that you handed in.

Dr Juran began conducting quality control courses in Japan in
1954, four years after Dr. Deming. He developed his 10 steps to
Quality Improvement (Table 20.2, Kerzner, p1021) as well as
the Juran Triology
:
Quality Improvement, Quality Planning and Quality Control.
He stressed that the manufacturer’s view of quality is adherence
to specifications but he customers view of quality is ‘fitness for
use’. He defined five attributes for fitness for use:
Quality of Design: There may be many grades of quality
Quality of conformance: Provide the proper training: products
that maintain specification tolerances; motivation
Availability: reliability (i.e.. Frequency of repairs) and
maintainability (i.e. speed or ease of repair)
Safety: The potential hazards of product use
Field use: This refers to the way the product will be used by the
customer.
12
“Quality is the result of a carefully constructed cultural
environment. It has to be the fabric of the organization, not part
of the fabric.”
Philip B. Crosby
1926-2001

‘Crosby argues that the cost of quality includes only the
nonconformance costs, whereas Juran includes both
conformance and nonconformance costs. Crosby’s argument is
that the conformance costs of prevention and appraisal are not
really the cost of quality but more so the cost of doing business.
Therefore, Crosby argues that quality is free, and the only
associated costs of quality should be those of nonconformance.
Crosby does not emphasize analytical techniques other than
measurement methods for nonconformance costs, and he relies
heavily upon motivation and the rol of senior management.’
Kerzner p1023
13
Expert comparisonsDemingJuranCrosbyDefinition of
QualityContinuous improvementFitness for useConformance to
requirements ApplicationManufacturing driven
companiesTechnology driven companiesPeople driven
companiesTarget
audienceWorkersManagementWorkersEmphasis on type of
toolsTools/system
Statistical process controlMeasurement
Analytical, decision-making and cost of qualityMinimal useUse
of goals and targetsNot usedUsed for breakthrough
projectsPosted goals for workers
Cost of Quality
What is it?

15
Cost of Quality
Prevention Costs
Internal Failure Costs
Appraisal Costs
External Failure Costs
Quality Management Plan
A component of the project management plan
Describes how:
The organisations’ quality policies will be implemented.
The project management team plans to meet the quality
requirements of the project.
Process Improvement Plan
A component of the project management plan
Describes steps for analysing PM and product development
processes to identify activities that enhance value.
Considers:
Process boundaries
Process configuration

Process metrics
Targets for improved performance.
Taguchi Approach
Quality should be designed into the product not inspected into
it.
Quality is best achieved by minimising the deviation from a
target.
The cost of quality should be measured as a deviation from the
standard and the losses should be measured system-wide.
The Malcolm Baldrige
National Quality Award
Leadership
Strategic planning
Customer and market
Information and analysis
Human resource development and management category
Process management
Business results
ISO 9000s
ISO 9000
Defines the key terms and acts as a roadmap for the other
standards in the series

ISO 9001
Defines the model for a quality system in relation to designing,
producing and installing products or services
ISO 9002
A Quality system model for quality assurance in production and
installation
ISO 9003
A quality system model for quality assurance in final inspection
and testing
ISO9004
Provides quality management guidelines for any organisation
wishing to develop and implement a quality system.
Change Management
23
Formulate change
Plan change
Implement change
Manage transition
Sustain change

Change Management
Formulate change
Identify:
the need for change
lead and other change management resources
stakeholders and their expectations in the change
Coordinate change management activities with those done in
program management
Define change management scope
Begin change communication
Change Management
Plan change
Define:
The change approach
Sequence, resource and budget CM activities
Measures of benefits realisation
Clarify risks to change acceptance, adoption and realisation and
plan abatement activities
Plan
Stakeholder engagement
Transition and integration
25
Change Management
Implement change process
Prepare organisation for change
Mobilise stakeholders

Deliver project Outputs
Change Management
Manage Transition
Transition outputs into business
Measure adoption rate and Outcomes/Benefits
Change Management
Sustain Change
Ongoing consultation and representation of stakeholders
Conduct sense-making activities
Measure benefits realisation
Take the ‘Act’ segment of the PDCA cycle you created earlier
and define the five CM stages.
Formulate change
Plan change

Implement change
Manage transition
Sustain change
PPMP20009
Week 8 Lecture
Dr Bernard Wong
[email protected]
1
Last week
Core Enabling Processes for implementing organisational PM
methodology
Change Agility
Change Management
Core Enabling Processes
Change Agility

The ability to cope effectively with the discomfort of rapid
change
“If you don’t like change, you’re going to like irrelevance even
less.”
General Eric Shinseki,
Chief of Staff, U. S. Army
Change agility - ‘The ability to cope effectively with the
discomfort of rapid change.’
Everything is changing, things are moving faster, we are being
impacted in ways that we never conceived of.
Accenture’s term– Permanent Volatility.
Jan 9 2007 Steve Jobs announced the iPhone at the Apple’s
Worldwide Developers convention.
June 29 2007 the iPhone was released. Hundreds of people lined
up for its first release.
Stand up if you have a smart phone –iphone or android.
Organisations have to be agile to keep up with the ever
changing environment, to maintain a competitive advantage, to
survive.
The research shows change management is a key capability
required for organisational agility.
PMI - 1/3 -Rigorous Change Management to better adapt to
shifting markets.
Accenture 1/8 – Managing change as a core capability
PWC – 1/5 – Managing change through people
For the Individuals change agility is noted as 1/5 components of

Learning Agility for executive development.
4
Change Management
What?
A planned and structured approach to transitioning to a desired
future state.
Who are we transitioning?
Individuals,
teams, and
organisations
Why?
Improves…
Likelihood of success
Return on investment
5
This week
Theme: Outputs vs Outcomes
Overview of Assignments 1 and 3
1) Presentation
3) A project management methodology
Work Breakdown Structures, Dictionaries and Work packages
Inputs vs Outputs vs Outcomes
How to develop a tailored organisational project management
methodology
Assignment 1
Presentation

Week 10 Friday (22-May-2015) 05:00 PM AEST
Assignment 3:
Due
Week 11 Friday (29-May-2015) 05:00 PM AEST
In the past, we've tended to focus on what is included in the
outputs column - the "what we do and who we reach." We are
anxious to tell our clients, funders and community partners what
it is that we do, the services we provide, how we are unique,
who we serve... We've done a good job of describing and
counting our activities and the number of people who come.
Now, however, we are being asked: "What difference does it
make?" This is a question about OUTCOMES.
In some logic models you will see activities separated from
outputs; activities may be displayed before outputs. In those
models, outputs are typically designated as the accomplishment
or product of the activity... for example, number of workshops
actually delivered, number of individuals who heard the media
message. The assumption is that the activity needs to be
delivered as intended before the expected outcomes can occur.
We see this as part of measurement (quantity and quality of
implementation) and as such is covered in Section 7.

9
Inputs
Activity
Output
Outcome
Work Breakdown Structures
Hierarchical decomposition of total scope of work
Structure work into small elements
Is deliverable oriented
Defines and communicates full scope
Includes only what is in scope
WBS coding

11
Work Package
Represents units of work at level that it is done
Distinguishes one WP from others
Contains start and end dates
Specifies budget
Limits work to relatively short periods of time
In terms of Input, output and outcome – what would a work
package contain?
WBS Dictionary
Provides detailed deliverable, activity and scheduling
information about each component in the WBS.
What should the WBS Dictionary include?
Activities useful in developing an organisation PM
Establish definition of project management & a project
Cataloguing process to list all projects
Determine set of PM processes appropriate for each type of
project
Describe process with consistent documentation format
Define tailoring process – flexibility and scalability
Establish reporting models

WBS Dictionary
Provides detailed deliverable, activity and scheduling
information about each component in the WBS.
What should the WBS Dictionary include?
When developing a methodology what would be the inputs,
tools and techniques and outputs?
P520 Kerzner
Project objectives / goals not agreeable to all parties
Project objectives are too rigid to accommodate changing
priorities
Insufficient time exists to define objectives well
Objectives are not adequately quantified
Objectives are not documented well enough
Efforts of client and project personnel are not coordinated
Personnel turnover is high
16
How to
Identify constraints and resources
Assemble multidisciplinary team
Life cycle for the project type
Map out steps for each phase of the life cycle
Determine changes needed to existing business or project
processes

How to
Review the Project Management Process Group Knowledge
Area Mapping (Table 3.1 PMBoK)
Determine which processes are required for each phase.
Document how the phases are tailored to fit organisation and
project domain
Go to table 3.1
Which processes do you need for your methodology?
How to
Create required templates or checklists that document necessary
steps
What are examples of project management templates?
What templates do you need for your methodology?
How to
Document the methodology
Remember to consider tailoring
What does tailoring a methodology mean? Provide examples.

Create a mind map of Assignment 3
What are principles, themes and processes of Prince2?
P520 Kerzner
priorities
25
Prince2Principles1Continued business justification2Learning
lessons3Roles and responsibilities4Managing by
stages5Managing by exception6Product focused7Tailored to suit
Prince2Themes1Business
Case2Organisation3Quality4Plans5Risk6Change7Progress
Prince2Processes1Starting up a project2Directing a
project3Initiating a project4Managing a stage
boundary5Controlling a stage6Managing product

delivery7Closing a project
Portfolio
Collect
Reflect
Share
Select
PPMP20009
Week 7 Lecture
Dr Bernard Wong
[email protected]
1
Core Enabling Processes
Strategic Alignment
Enables organisations to align portfolios with strategy through
informed project selection

Find the strategic plan for the organisation related to your
assignment case study.
How does your project align with the strategic objectives of the
organisation?
2012 Qld State Election
A brave world
New ideas, new structure, new mandate, new processes…
Information Services DoC - Early adopter
Portfolio composition adjusted
Implementing Organisational PM
5
Implementing Organisational PM Outputs
PM Methodology
Portfolio view
Changes to (or new) polices and procedures
Project document templates
Project roles and responsibilities
KPI visibility
Updated organisational change management, communications,
and training plans

Foundational Organisational PM
6
Activities useful in developing an organisation PM
Establish definition of project management & a project
Cataloguing process to list all projects
Determine set of PM processes appropriate for each type of
project
Describe process with consistent documentation format
Define tailoring process – flexibility and scalability
Establish reporting models
Governance
Enables:
Consistent management of projects
Maximisation of value
Effective decision making
By establishing:
Clear agreements
KPIs to monitor performance
Regular performance reviews,
And ensuring alignment to strategy

8
Competency Management
Facilitates the timely & appropriate assessment of skills and
development of the experience to implement P3
Conducted with Human Resource Management
Tailored to organisation
By:
Short and long term competency planning
Ensuring everyone understands roles and responsibilities
Everyone has the required knowledge/skills and opportunity to
expand
Mechanisms for continuous improvement
Review portfolio
Gap Analysis
Intervention strategies
Review impact
Assess necessary skills

Competency Management Activities
Competency model
Career development framework
Training curriculum
Experiential learning
Infrastructure of knowledge sharing
Assess alignment with Organisational skill needs
Benchmark against other organisations
“By failing to prepare, you are preparing to fail.”
Benjamin Franklin
1706-1790
Validate the Objectives

13
What are some problems that might arise when developing
project objectives?
P520 Kerzner
priorities
14
3 Column Analysis
Current State
How to get there
Future State
Processes
Organisation
Technology
Information
15

The 4th and 5th Columns
RISKS
ASSUMPTIONS
Change Agility
The ability to cope effectively with the discomfort of rapid
change
“If you don’t like change, you’re going to like irrelevance even
less.”
General Eric Shinseki,
Chief of Staff, U. S. Army
Change agility - ‘The ability to cope effectively with the
discomfort of rapid change.’
Everything is changing, things are moving faster, we are being
impacted in ways that we never conceived of.
Accenture’s term– Permanent Volatility.
Jan 9 2007 Steve Jobs announced the iPhone at the Apple’s
Worldwide Developers convention.

June 29 2007 the iPhone was released. Hundreds of people lined
up for its first release.
Stand up if you have a smart phone –iphone or android.
Organisations have to be agile to keep up with the ever
changing environment, to maintain a competitive advantage, to
survive.
The research shows change management is a key capability
required for organisational agility.
PMI - 1/3 -Rigorous Change Management to better adapt to
shifting markets.
Accenture 1/8 – Managing change as a core capability
PWC – 1/5 – Managing change through people
For the Individuals change agility is noted as 1/5 components of
Learning Agility for executive development.
19
Change Management
What?
A planned and structured approach to transitioning to a desired
future state.
Who are we transitioning?
Individuals,
teams, and
organisations
Why?
Improves…
Likelihood of success
Return on investment

20
ElementGoal or Objective“The Change”To improve the
organisation in some fashion – for instance reducing costs,
improving revenues, solving problems, seizing opportunities,
aligning work and strategy, streamlining information flow
within the organisation.Project ManagementTo develop a set of
specific plans and actions to achieve ‘the change’ given time,
cost and scope constraints and to utilise resources effectively
(managing the ‘technical’ side of the change)Change
ManagementTo apply a systematic approach to helping the
individuals impacted by ‘the change’ to be successful by
building support, addressing resistance and developing the
required knowledge and ability to implement the change
(managing the ‘people side of the change).
Tim Creasy, Prosci Research
21
What’s out there?
A number of models and frameworks
Lewin – Freezing anology
Kotter - 8 steps
Prosci - ADKAR
How to manage Change (APMG)
CMBoK (CMI)
Lewin – Un-freeze, Change, Re-freeze
Kotter - 8 steps – Create Urgency, Form a powerful Coalition,
Create a vision for change, communicate the vision, remove
obstacles, Create short-term wins, build on the change, Anchor
the changes in Corporate culture
Prosci – ADKAR – Awareness for the need to change, Desire to

participate and support the change, Knowledge on how to
change, Ability to implement required skills and behaviors,
Reinforcement to sustain the change.
How to manage Change (APMG) – Focuses on the theories of
how change impacts on and is affected by: The individual, The
Team, The Organisation and the Change Leader. Based on the
book by Esther Cameron and Mike Green.
CMBoK – The Effective Change Manager – Looks at 13
knowledge components that a change manager should be
competent in, including overarching theories, Defining change,
Managing benefits, Stakeholder strategy, communication and
engagement, change impact, change readiness planning and
measurement, Project management, Education and learning
support, facilitation, sustaining systems, personal and
professional management, Organisational considerations.
22
Are you change agile
What makes a person change agile?
How do you rate?
What can you do this week to increase your change agility?
You must take personal responsibility. You cannot change the
circumstances, the seasons, or the wind, but you can change
yourself. That is something you have charge of.
Jim Rohn
http://www.brainyquote.com/quotes/topics/topic_change.html#R
34MEDcRkA7T4rKY.99
Self awareness
Self Management (in the business psychology sense)

goal setting, decision making, focusing, planning,
scheduling, time management, risk management
Analytical, imaginative, resourceful, well-organised
Optimism / positive outlook / calm
Preparation – thinking through scenarios – insurance,
contingency plans
Also in the way this is done, be mindful of the language you
use.
Cognitive Behavioural Therapy (CBT) and Neuro-Linguistic
Programming (NLP)
connection between how we think and specifically the language
used, changes how we communicate and behave. And ultimately
changes the personal outcome.
Increasing change agility – try new things, experiment
23
Maintain balance in your life
Create and pursue goals
Focus on productivity
Make informed decisions
Work outside your comfort zone
Keep things simple

Focus on continuous improvement
Learn from mistakes
24
What are principles, themes and processes of Prince2?
P520 Kerzner
priorities
25

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PPMP20009
Week 6 Lecture
Dr Bernard Wong
[email protected]
1

2
3
4
Current State
Current State Review Document
PMI IOPM identified 14 inclusions
Other lens to describe current state POTI
Processes
Organisation
including skills, culture, staffing
Technology
including equipment, buildings, ICT
Information
including data, business intelligence, reporting
5

Future State
Current State with strategic direction -> future state
6
Implementation
Gap analysis -> Imp’ Roadmap -> Imp’ Plan
7
Developing a blueprint or roadmap
Knowing where the organisation is now.
Knowing where the organisation wants to be in the future.
How
3 Column Analysis

Current State
How to get there
Future State
Processes
Organisation
Technology
Information
9
Project Selection
(Portfolio Prioritisation)
What is it and who does it?
Which picture represents project management to you?
Is it all about how well the team works together?
Is it about building something out of disparate parts?
Is it about juggling multiple things at the same time?
What about identifying and managing your stakeholders,
leveraging them?
Is it purely about delivery – tell me what you want and I’ll dig
it up for you?
Is it all about the balancing act? Balancing the cost and
benefits?
Is it about the schedule – the detail
Is it about a life cycle.
Class discussion. – get into groups as to the picture you think
reflects project management more and discuss what that means
to you. Come up with a definition of project management,
One member of each group to present this back to the class,

discussing how the picture you choose aligns to the definition.
10
Lessons Learnt
What are lessons learnt?
How could they relate to developing a roadmap?
What are some ways to gather lessons learnt?
Activity
PPMP20009 Lessons Learnt
History
Ancient History
Greeks, Egyptians, Romans, Chinese, Mayans etc
Pre 1940’s – techniques started to develop – henry Gantt
developed the Gantt Chart, there were techniques in risk
management, budgeting being played with.
Post WW2 governments started to re-build economies and
projects came into being more in the form we know today
1960’s to 1985 – new management techniques were developed
and shared – quality management, Just in Time management,
matrix management – all giving new frames on how we worked
and how projects were being managed
1985-2009 – Started to see specialised project management

firms starting up, project management was starting to be
outsourced.
2009 – 2020 Project management becoming more specialised –
project domains emerging and greater emphasis on strategic
project management.Starting to see standards being adopted ISO
21500, hiring only qualified PMs for big projects etc
11
Prince2
Prince2

The Project Board
The duties of the Project Board are to:
Be accountable for the project
Provide unified direction
Delegate effectively
Facilitate cross-functional integration
Commit resources
Ensure effective decision making
Support the Project Manager
Ensure Effective communication
Prince2 vs PMBoK
What doesn’t Prince2 cover?
What doesn’t PMBoK cover?
How is Prince2 different to PMBoK?
How does PMBoK and Prince2 work together?
History
Ancient History

outsourced.
20
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PPMP20009
Week 5 Lecture
Dr Bernard Wong
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1
Best Practice
Different definitions
“…best practices are those actions or activities undertaken by
the company or individuals that lead to a sustained competitive
advantage in project management.”Kerzner
Early days – industry focused successes whereas the
government looked at failures to identify best practice.
Gary
2
Assessing Readiness for Implementing Organisational PM
3
Critical Success Factors
Committed sustained executive level leadership
Organisational change management including assessing the
organisation’s readiness for change
Continuous Improvement to sustain benefits of implementation

4
Critical Success Factors
Determine feasibility by determining strategic need and the cost
benefit position
Share OPM information – to increase awareness,
understanding and buy-in
Evaluate the organisation’s current state
5
Developing a blueprint or roadmap
Knowing where the organisation is now.
Knowing where the organisation wants to be in the future.
How
Business Case
Capture rationale of OPM
Set parameters and define success criteria
Tool to guide design, management, and evaluation of the OPM
initiative.
What should be included in a business case?

Key Points (Kerzner)
Once business case endorsed form an OPM team to lead the
implementation
Need to demonstrate the linked to the organisational strategic
objectives
Consider the culture and environment carefully
Senior leadership commitment and support needs to be visible,
as do the OPM Leaders.
Strong sponsorship
Clear vision
Implementation plan
Understand your people

Strong sponsorship
One of clear findings when looking at why we achieved the
ranking we did was that we had strong sponsorship. Our sponsor
had decades of experience in Program and Project Delivery,
understood the importance of maturity in program and project
management, was well positioned to negotiate the support and
resources required to drive the increase in maturity and was
forward thinking – really pushing the Portfolio view.
Clear vision
We presented to the Portfolio Board at the time the levels that
we wanted to attain and gained their support. These were also
communicated to the Program and Project management staff.
We also used the audit recommendations and the full P3M3
auditing tool to drive improvements where needed, but also to
identify, promote and celebrate good work.
Understand your people – they are the greatest asset you have in
achieving your maturity or your greatest issue should they be
highly resistant. As stated before you need to understand the
capability and the culture of the workforce you have and ensure
the plan takes these aspects into consideration.
9
Co-design with diverse working group

Context appropriate governance & method
Meaningful accountability
Co-design with Diverse working group
Leverage your stakeholders to assist with both designing your
maturity journey and in embedding and sustaining the maturity
you achieve. Capitalise on the diverse skills and experience in
your organisation and not only those you work well with. Look
to build in constructive conflict to the process – uncomfortable,
a little slower, but leads to a better solution in the end. Think
about scrabble –your people as the tiles on the board – in the
game if you only have all ‘a’s then you can only get one word,
likewise if your team (or program and project workforce) are
very similar in outlook and background then you are likely to
have a very happy working environment, but you will have
limited opportunity for thinking outside the box, finding better
ways of working, better solutions for clients etc. If you take the
whole alphabet of 26 letters the Global Language Monitor as at
1 January 2014 estimated the English language consisted of
1,025,109.8 words. So in words – one letter one word, 26 letters
1,025,109.8 words (you have to love stats). So the value of
adding just a few more diverse minds, skills and experiences
around the table (and I’m in no way suggesting there should be
26) the possibility of getting the right solution in the right way
increases exponentially. Don’t just pay lip service to this one,
be comfortable with the uncomfortable and take on the
challenge. To drive the maturity in Information Services, we

established a working party from all facets of the department–
things took a little longer – yes if we designed in isolation we
could have had a plan much quicker, but we wouldn’t have had
the buy-in, there would have been increased resistance and we
had the added benefit of ensuring distributed effort in the end
processes.
What do I mean here –traditionally a somewhat centralised PMO
would undertake an assurance function for programs and
projects. We shifted this to have the PMO as a facilitator of
assurance and an assurer of some management products.
Assurance was distributed to the areas of expertise– so the risk
management assured the risk and issue logs, the Information
Security area assured the initiatives information security
assessment, the Right to information and Privacy area assured
the privacy assessments, procurement assured the tenders and
contract management plans. This provided boards with
confidence that projects presented gates for signoff had been
reviewed by experts and that any concerns raised by the experts
that the PM was not able to address presented to the boards, not
only from the PMs perspective but also that of the expert who
raised the concern. Enabling more informed decisions.
Context appropriate governance & method
When discussing governance and methodology we have all
heard the comments ‘there are too many templates to fill in’ ‘all
this paperwork is unnecessary overhead’; ‘We don’t have the
time to do all of this’; ‘I can’t wait for the Board to meet’ And
these comments come from practitioners and the inexperienced
alike. The Department had and still has what I call a ‘project by
numbers’ tool set – this consisted of everything you would need
to come into the area as a contractor and understand the
methodology and process we proscribed for managing our
projects from a technical perspective, this includes profiling
tools, program and project life cycles indicating required
documents, gate templates dictating which docs were required

to be completed and assured prior to submission to the board.
There were templates with explanatory text of what information
was being sought. Highly standardised, clear and explicit
guidance on the process etc.
You need the ‘right level’ of process, documentation and
governance. The level will change for each organisation but
more importantly should change for each initiative depending
on the complexity and risk profile. It is important to have the
right people at the table, and be cognisant of governance burden
and administrative overhead – it needs to add value to the
decision making and to the delivery.
Meaningful Accountability
When we talk about accountability we need to have a shared and
agreed understanding the roles and responsibilities. And these
need to work within your organisational context and BAU
structure as well. There is no use banging the drum that the
book says XXX has to be accountable for something if where it
currently sits won’t delegate that down. Use best practice as a
guide, have the conversations, challenge the status quo but pick
your battles. Here the important thing is to have the roles and
responsibilities clear (and complete). Not a battle of semantics -
that the head of the project board needs to be termed a project
executive and not an SRO. In a very low maturity environment
it’s likely semantics will be the least of your worries.
10

Not in the text books
Audit management
70%
20%
10%
Change Mgt initiative
Experienced Practitioners
10, 20, 70 principle
Resource constrained?
‘Project by numbers vs practice flexibility
Drive Maturity as a Change Management Program – you need to
understand your workforce, the culture etc
Experienced Practitioners – SMEs don’t always make good PMs
and a 5 day course won’t make them practitioners. Not only
were our practitioners very experienced but what we have
realised in hind sight is that they were extremely diverse – our
Program Directors had backgrounds in technology Project
management, in policy, we had a statistician, some come up
through public service ranks, testers wanting a change, change

managers whose soft skills were invaluable as a project
manager. We had leaders who authentically supported the PMO,
we had a PMO which provided robust assurance and reporting
whilst also building capability. We had a Program and Project
resourcing team who provided invaluable council in terms of
have the right resource in the right place, we had a finance team
who drove value and efficiencies while supporting strategic
forward planning. We had amazing authentic leaders. There was
a great level of respect, healthy debate, constructive conflict
and a desire to support and share for the betterment of the
portfolio not just the delivery of individual initiatives.
This I believe was the secret ingredient – the people, the
culture. We had the perfect storm. We didn’t do this
consciously- it was organic. How do you recreate this – all you
can do is really be committed to cultivating such a culture.
Build it from the ground up – as it is easier to grow it than to
change a pre-existing one.
10, 20, 70 principle – Lombardo and Eichinger described this as
we learnt (for example project management)
10% from formal learning - courses and reading (so the course
and text isn’t going to cut it)
20% from social learning - people (usually the boss or a mentor)
(having the education and a great mentor – still not enough)
70% from experiential learning - on the job experience (you
have to cut your teeth on a project)
So 10% education, 20% Exposure and 70% Experience is
another way to think of it.
What we did was provide experiential development
opportunities for those who either were keen to try their hand at
project management or those who we had recognised had
potential by providing them with training, providing them an
experienced practitioner as a supervisor/mentor – and we then

gave them a minor work to cut their teeth on ($100k or less).
Resource Constraints–I have asked the question of many of my
colleagues whether they thought an organisation could achieve a
high level of maturity in a resource constrained environment. At
the time we were not resource constrained, we probably thought
we were but in hind sight we weren’t. We had the right
resources, the right people in the right roles, the time to upskill
and mentor less experienced staff etc. Some responses I got to
this to this question were ‘No’ ‘No, although I think it would be
easier to get a 5 than a 4 (idea of fully optimised/tailored etc)’
‘I would hope so’ ‘We can strive for it’ ‘Yes of course but it
depends on your timeframes.’ ‘Yes absolutely – its scalable –
less resources, less money less risk.’
The best response came from the current CIO Darrin Bond, he
said ‘Don’t blame a lack of resources on not getting to a
reasonable level of maturity. [it may be] more difficult, [it] is
achievable and sometimes that can be better.’
And there are startups that have successfully implemented great
projects in a resource constrained environments however it
would be interesting if audited whether they could meet all the
requirements. This again goes to what it is you are trying to
achieve, focus on maturity not the ranking.
If you are resource constrained you need to be realistic. But you
also have to be innovative – we went from a PMO consisting of
9 people to 2. Rather than the known process of PMO
performing health checks, we started peer-reviewed health
checks. The unexpected benefit was building capability in less
mature PMs, and increased shared learnings. This is something I
would keep even if resources increased.
Also the organisation needs to consider the cost benefit balance
when investing in P3 maturity. The cost in striving for a level 5

may not be returned as value on the bottom line.
Right mix of ‘project by numbers’ and practice flexibility
In most organisations they want a level of documentation for a
number of reasons – audit trails, knowledge management etc.
And that isn’t accounting for upskilling inexperienced PMs.
There needs to be a balance–there needs to be flexibility – the
purpose in project management is to deliver something that will
realise a benefit. The tools and processes are to support delivery
and provide confidence to the investors or the business that they
will get what they have asked for.
Audit Preparation
For those organisations who want an independent assessment of
their maturity levels it is important that you understand the
audit process and allow significant time to prepare for it.
Participants need comprehensive understanding of full process –
use the audit information as a check sheet to gather examples of
best practice.
Normally in a mature environment certain people won’t have a
full understanding of the end to end process – If there is trust
with the control processes the board may not know the specifics
or the P3 language of the process especially SMEs, however if
they are being interviewed it is likely that they will be
questioned on it. So if independent assessment is important
making sure that those being interviewed are made aware of not
only what the end to end processes are but how they relate to
the different levels.
Do you remember walking out of a job interview and thinking –
I can’t believe I didn’t say that, I should have given them that
example, that would have been perfect. Manage this – prepare
your people. It is about ensuring the auditors have the full
picture.

Use it as an awareness campaign - What is great about this is
that it exposes the great work that is actually getting done and
provides stakeholders with a good appreciation of effort and
value add of Portfolio, Program and Project Management.
11
Key Points (DoC)
Understand what you want to achieve, why you want to achieve
it, & if you have an authentic sponsor.
Develop a practical and pragmatic implementation plan. Know
what is realistic with the resources and timeframes you have.
Your people are your greatest asset. Implement as a change
management initiative. Use them to co-design the journey and
co-maintain the maturity.
12

Project Selection
(Portfolio Prioritisation)
What is it and who does it?
leveraging them?
it up for you?
benefits?

13
Feasibility Study vs Cost Benefits analysis
Feasibility Study
Can we do it?
Validate that the project is feasible in terms of cost, technology,
safety, marketability, and ease of execution requirements
Cost Benefit Analysis
Should we do it?
Validate that if executed correctly, the project will provide
required financial or non-financial benefits.
That benefits are of greater value than the cost of the initiative.
1. What is an opportunity cost and why do executives
prioritising projects need to consider it?
2. What metrics could be used for a cost benefits analysis?
leveraging them?
it up for you?
benefits?

14
Prioritisation Criteria
What criteria would a portfolio board use to select projects?
Utilising categorisation in prioritisation
leveraging them?
it up for you?
benefits?

16
Organisational Structures
Matrix Structures
Matrix and Project Management
The Article
Project Management Journal
Volume 44 No 1, pages 17-34
Besner C. & Hobbs B. (2012) Contextualized Project
Management Practice: A Cluster Analysis of Practices and Best
Practices

Lessons Learnt
Activity
History
Ancient History
outsourced.

25
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PPMP20009
Week 4 Lecture
Dr Bernard Wong
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1
Organisational PM
The framework used to align project, program and portfolio
management practices with organisational strategy & objectives,
and customising or fitting these practices within the
organisation’s context, situation or structure.

2
Benefits of OPM
3
Essentials for Implementation
Tailoring the approach
Why would we tailor the way we implement organisational
project management?
Provide examples of how an organisation could tailor the
implementation of OPM?
leveraging them?

it up for you?
benefits?
5
Predicting project success
What constitutes project success?
How would you predict project success?
leveraging them?
it up for you?
benefits?

6
Project success is usually based on the actions of three groups
The project manager and team
The parent organisation
The customer’s organsiation
What is project management
Project initiation
Selection of the best project given resource limits
Recognising the benefits of the project
Preparation of the documents to sanction the project
Assigning of the project manager
7
What can these groups do to aid project success?Project
Manager and TeamParent OrganisationCustomer’s Organisation
8
Project manager effectiveness with dealing with upper level
management
Credibility
Priority

Accessibility
Visibility
9
Best Practice
Different definitions
“…best practices are those actions or activities undertaken by
the company or individuals that lead to a sustained competitive
advantage in project management.”Kerzner
Early days – industry focused successes whereas the
government looked at failures to identify best practice.
Gary
10
What to do with a best practice?
Given the definition includes ‘competitive advantage’
Sharing knowledge internally only
Hidden from all but a selected few
Advertise to your customers
Critical Questions
Who determines that an activity is best practice?
How do you properly evaluate what you think is best practice to
validate that in fact it is a true best practice?
How do you get executives to recognise that best practices are
true value-added activities and should be championed by
executive management?

Best Practice Levels
Professional Standards
Industry Specific
Company Specific
Project Specific
Individual
Directorate specific
International Standards
Best Practices can fail
Lack of stability, clarity or understanding of the best practice
Failure to use best practices correctly
Identifying a best practice that lacks rigor
Identifying a best practice based upon erroneous judgment
Best Practice Library
What would be kept in the library?
Who would use the library?
How would the library be used?
Who would play the role of the librarian?

Lessons Learnt
Activity
History
Ancient History
outsourced.

16
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Week 3 Lecture
Dr Bernard Wong
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1
Staffing a project
Regardless of the structure a project is only as good as the
individuals within it:
Project management needs:
Project Manager
An assistant project manager
A project (home) office
Staff usually fulltime on project

A project team
Usually work out of functional units and only spend some of
their time on a project
2
5 questions
Before staffing, five questions should be considered:
What are the requirement for an individual to become a
successful project manager?
Who should be a member of the project team?
Who should be a member of the project office?
What problems can occur during recruiting activities?
What can happen downstream to cause the loss of key team
members?
3
Staffing Environment
Two major types os problems
Personnel performance problems
Personnel policy problems
Personnel Performance Problems
Changed way of working

Adapting to working for two managers
Personnel Policy Problems
Us and them mentality – Different way of working and priorities
Grades and salaries for Project vs Functional (Grass is
greener)
Project Manager
Usually has the greatest influence during staffing
Needs to have both technical and management expertise,
inlcuding good communication
Characteristics needed include:
Honesty and integrity
Understanding personnel problems
Versatility, energy, toughness
Decision making ability
Risk and uncertainty evaluation
leveraging them?
it up for you?
benefits?

5
Project Manager Selection
Executive Decision
Experience vs potential
Another 5 Questions
What are the internal vs external sources?
How do we select?
Who do we provide career development in project management?
How can we develop project management skills?
How do we evaluate project management performance?
Project initiation
6
The Project Manager
The person assigned by the performing organisation to lead the
team that is responsible for achieving the project objectives.
PMBOK
Responsible for coordinating and integrating activities across
multiple functional lines.
Integrating the activities necessary to:

Develop a project plan
Execute the plan
Make changes to the plan
Search the internet for Project Manager roles. What are some of
the attributes they require?
Team building
Leadership
Conflict resolution
Technical expertise
Organisation
Entrepreneurship
Administration
Management support
Resource Allocation
7
PM Skills
Team Building
Leadership Conflict resolution
Technical expertise
Planning
Organisational (social architect)
Entrepreneurship
Administration
Management support
Resource Allocation
8

Special Cases in Project Manger selection
Part-time vs full-time assignments
Several Projects assigned to one project manager
Projects assigned to functional managers
The project manager role retained by the general manager.
Gary Heerkins (cited in Kerzner ch1, pg 11) provides several
revelations of why business knowledge has become important
for project managers.
9
The wrong project manager
Maturity
Breadth of experience not necessarily just the years of
experience
Hard-Nosed Tactics
Micro-management can be problematic – need variety of
leadership styles
Availability
Switching Project Managers between projects sometimes
necessary to get best Project Manager for that stage of the
project
The wrong project manager
Technical Expertise
Subject matter experts not necessarily best project managers
Customer Orientation
Being able to communicate with customer does not guarantee
project success.
New Exposure
Risk of project failure if appointment only so employee can
gain exposure to project management

Company Exposure
Just because person has worked in many areas of the
organisation doesn’t necessarily mean they will make good
project managers.
Project management office
Focal point of information for reporting
Monitoring and controlling time, cost and performance
Ensuring work required is documented and distributed
appropriately
Ensuring work performed is authorized and funded
Integration
The Functional Members
Not always full time
Usually act as subject matter experts
May be reporting both to the project manager and to a
functional manager
May be utilised for specific stages of the project e.g. planning
and user testing
Undermining vs supporting project implementation
The aggressor
The dominator
The devil’s advocate
The topic jumper
The recognition seeker

The withdrawer
The blocker
The initiators
The information seekers
The information givers
The encouragers
The clarifiers
The harmonisers
The consensus takers
The gate keepers
Mistakes made by inexperienced project managers
Refer to the list on page 213-214 Kerzner.
Pick a common mistake and consider how an inexperienced
project manager may try to avoid the risk.
History
Ancient History

outsourced.
15
Morality Ethics and the Corporate Culture
Internally driven adversity
When managers ask you to take action that might be in the best
interests of the company but is not aligned to your ethical
beliefs
Externally driven adversity
When your customers ask you to take action that may be in the
customers best interest (and possibly your companies) but is not
aligned to your ethical beliefs
Professional Responsibilities
PMP Code of Ethics and Professional Conduct
Four Sections
Responsibility

Respect
Fairness
Honesty
Conflict of Interest
Acceptance of Gifts
Go to the PMI Website and find the Code of Ethics and
Professional Conduct
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Next week
Complete second portfolio entry
Readings and Resources
MOODLE!!!

PPMP20009
Week 2 Lecture
Dr Bernard Wong
[email protected]
1
Research shows us that the majority of projects fail.
Time / cost
Benefits realisation
Biggest barriers
people factors underestimating complexity
2
Many faces of failure
1980s
Ineffective planning

Ineffective scheduling
Ineffective estimating
Ineffective cost control
Project objectives being ‘moving targets’
Many faces of failure
1990s
Poor morale
Poor motivation
Poor human relations
Poor productivity
No employee commitment
No functional commitment
Delays in problem solving
Too many unresolved policy issues
Conflicting priorities between executives, line managers, and
project managers
Stage Gate Process
Gates
structured decision points.
Gate Review Checklists
inform the Project manager what needs to be prepared to be able
to pass through the gate.
Gate Keepers?
Providing assurance
Decision making

Sta
5
Stage gate reviews
Decisions
Proceed based on original objectives
Proceed based on revised objectives
Delay making decision until further information obtained
Cancel Project
A structured process for managing a multitude of projects is
most commonly called:
Project management policies
Project management guidelines
Industry-wide templates
A project management methodology
A repetitive series of processes, activities and tools used on
every project
A single methodology
Organisations tailor project management methodology to their
culture and context
consider QUT and TMR project management frameworks (week
1 moodle site)

Single methodology doesn’t mean one size fits all: Tiered
projects
1
Low cost, risk, complexity, criticality
Lite suite of documentation and assurance
2
Medium cost, risk, complexity, criticality
Standard documentation and assurance
3
High cost, risk, complexity, criticality
Significant documentation and assurance

Enterprise project management methodologies
When products, services or customers have similar requirements
can implement a enterprise wide PM methodology.
Implementing methodologies may initially be based on rigid
policies and procedures
As project management maturity improves shift to guidelines,
templates, checklists
Consider a university.
Would the customers (users) be the same for all projects?
Would a rigid policy based PM methodology be appropriate?
Defn’s of a project
10
Enterprise project management methodologies
In what situations would it be difficult to create a single
enterprise wide project management methodology?
How could you still maintain some level of consistency if you
needed to have multiple methodologies in your organisation?
A situation where it would be difficult to create a single
enterprise wide project management methodology would include
organisations that span a number of domains.
E.g. A government department that is highly welfare focussed
may need two methodologies, one for welfare projects driving
the strategic direction and one for ICT projects where they
design and implement ICT solutions to support the business.

To maintain some level of consistency, you can have a project
management framework that is more flexible, with guidelines on
tiering, project lifecycles etc and also separate suites of
specialist templates additional to the standard project
management templates e.g. network security template for the
ICT project suite, and community consultation templates for the
welfare projects.
11
Methodologies can fail
There are a number of reasons why a methodology may fail
including:
Executive level
Have a poor understanding of what it is, think it is a quick fix, a
silver bullet
Working levels
It is too abstract and high level
Too detailed and complex
Insufficient explanation of how to use
Lacks integration into the business
Does not fit project type
Comprehensive list Kerzner p91-92
Deciding on what type of methodology
Factors to consider
Overall company strategy
Size of project scope and team
Project priority
Project criticality
Project risk profile
Project complexity

Project cost
How flexible the methodology and its components are.
Where would each of these methodologies work well?
Level 1
Common language
Level 2
Common processes
Level 3
Singular Methodology
Level 4
Benchmarking
Level 5
Basic knowledge
Process definition
Process control
Process improvement
Kerzner p1071
15
Level 1
Awareness of process
Level 2
Repeatable processes
Level 3

Defined Processes
Level 4
Managed Processes
Level 5
Optimised Process
P3M3
Process not usually documented, little or no guidance or
supporting documentation
There may be areas starting to use standard approaches but no
consistency across organisation
Processes are documented, standardised and integrated to some
extent into business processes
Defined processes that are quantitatively managed i.e.
controlled using metrics
Process continuously optimised for changing business needs
16
What Level of
Maturity?
Why?
Where are we now?
What are we working with?

If you don’t know where you are going, any road will get you
there.
Cheshire Cat
(Alice in Wonderland)
There are a number of things to consider when deciding what
level of maturity to aim for.
Why are you wanting to increase your level of maturity in this
space?
-Some might be wanting to do it simply as a continuous
improvement strategy.
Some may be having issues with the performance of their
program and project delivery or portfolio investment returns
Others may need it to be competitive in a market that looks at
the P3M3 levels of organisations in the tendering process
Others may be required to undergo a mandatory audit – as did
the Qld Govt in 2012.
One organisation that I have spoken with has noted that their
environment has become increasingly fiscally constrained and
as such funding is much more competitive. They want to
increase certain sections of their maturity, specifically relating
to benefits management, business case and blueprint
development – so that they can be more competitive in seeking
funding for initiatives. So in this case they are not necessarily
trying to improve their maturity as a whole, but an aspect of it.
In doing this however, it is likely that they will have an
increase in maturity in other areas as well.
We need to know where you are now to assist in deciding where
you want to go. This is where going through an assessment is
essential and I do believe in this being independent. You can
self assess but this will always be impacted with bias. You need
to baseline.

What are you working with? What is your organisational
context? What resources do you have both budget and people?
Do you have authentic sponsorship or are your leaders just
ticking a mandate off? What’s your organisational culture like,
are they open to P3 management or are they likely to see effort
to increase maturity as unnecessary overhead?
So when we went through this process we were fortunate to
have an authentic sponsor, we had a culture of project and
program delivery so the staff understood the value of the
practice (and I do say practice rather than methodology – as if
you have experienced practitioners, they will argue
methodology with you – this is a good thing!). We already had a
number of the tools and processes in place it was just a matter
of fine tuning in a number of areas. And we had a bit of a
mandate as well – so I think the environment was the perfect
storm for us. So we could aim high and put in place a rigorous
process and procedures that drove our maturity.
So where would this not work. Again in an environment
whereby the culture is very different, where there hasn’t been a
focus on consistency or comparison across initiatives, where the
practice, language and tools of portfolio, program and project
management are likely to be seen as unnecessary overhead. And
lets be clear these may not be two different organisations but
could be two areas within the same organisation. For example
perhaps the Information Services branch who are experienced at
program and project delivery versus another branch within the
organisation for example customer services who do not
traditionally utilise program and project management
methodologies to deliver their work outcomes. So if you were
wanting to raise the maturity across both of these areas you
would likely require two different approaches.
This leads to one of the key learnings - you should look at

driving P3 Maturity as a Change Management Initiative –
because the benefits are largely associated with adoption and
usage.
17
Portfolio Management
August 2010 - self assessment
In August 2010, we decided to really have a look at the
Portfolio Maturity and decided to do a self assessment utilising
the p3M3 model which now with Axelos. We determined that
our current level was between the level 1 and level 2
(Awareness of and repeatable process) – represented by the blue
18
Portfolio Management
2012 external assessment
19
Consider the different types of project management
methodologies and discuss for what projects they would be
appropriate.

Dr Kerzner’s 7 Fallacies that delay Project Management
Maturity
Our ultimate goal is to implement project management
We need to establish a mandatory number of forms, templates,
guidelines and checklists by a certain point in time.
Maturity
We need to purchase project management software to accelerate
the maturity process.
We need to implement project management in small steps with a
small breakthrough project that everyone can track
Maturity
We need to track and broadcast the results of the breakthrough
project.
We need executive support
We need a project management course so our workers can

become Project Management Professionals (PMPs)
Questions?
Why have you chosen to study project management?
Next week
Have decided which case study you will be using for your
assessments
Readings and Resources – get onto MOODLE!!!
PPMP20009
Week 1 Lecture
Dr Bernard Wong
[email protected]
1
Course Overview
Exploring the project lifecycle and associated practices and
knowledge areas
Utilise case studies to expand principles through the illustration
of key project outputs, e.g. business cases, project plans, scope
statements, and other plans and schedules

Explore the alignment of project success criteria to the
principles of time, resource, quality and cost measurement
according to project domain
2
Disclaimer
This is a post-graduate ACADEMIC practical course about
project management!
Not a HANDS ON practical course!
If you want a hands on practical course then you must go to
TAFE and do the competency based education pathway!
3
House keeping
Course profile document
12.5 hours study a week
Moodle site
http://moodle.cqu.edu.au
Texts
Weekly readings and resources
Online video presentations

Devices (laptop, tablet, iPad)
Census Date
4
Assessments
Project Portfolio
Individual
Due Weekly and consolidated in week 12
Template and resources
Presentation and Written Assessment
Group of 3
Due from Week 11 onwards
PowerPoint & notes/script
Practical Assessment – PM Methodology
Group of 3
Due Week 9
Utilising case study
Practical Assessment – Continuous Improvement
Individual
Due Week 12
Utilising case study
5
Project Management

Five process groups PMBOK
Project Initiation
Project Planning
Project Execution
Project monitoring and control
Project Closure
What is the name of the following project management
document?
A document issued by the project initiator or sponsor that
formally authorises the existence of a project and provides the
project manager with the authority to apply organisational
resources to project activities.
What documents would be developed during project initiation?
Project initiation
6
The Project Manager
The person assigned by the performing organisation to lead the
team that is responsible for achieving the project objectives.
PMBOK
Responsible for coordinating and integrating activities across
multiple functional lines.
Integrating the activities necessary to:

Develop a project plan
Execute the plan
Make changes to the plan
What are some of the relationships that the Project Manager has
to manage?
The term interface management is often used for this role which
can be described as managing relationships:
Within the project team
Btn the project team and the functional organisations
Btn the project team and senior management
Btn the project team and the customer’s organisation, whether
an internal or external organisation.
7
Project Success
Completion:
Within the allocated time period
Within the budgeted cost
At the proper performance or specification level
With acceptance by the customer/user
With minimum or mutually agreed upon scope changes
Without disturbing the main work flow of the organisation
Without changing the corporate culture
(Kerzner)

2.2.3. PMBOK states that project success should be measured in
terms of completing the project within the contraints of scope,
time, cost, quality, resources and ridk as approved btn the
project managers and Senior Management.
8
Heerkins Revelations
The need for the project manager to become more actively
involved in business aspects
Gary Heerkins (cited in Kerzner ch1, pg 11) provides several
revelations of why business knowledge has become important
for project managers.
9
It really doesn’t matter how well you execute a project,
if you are working on the wrong project.
10
There are times when spending more on a project could be smart
business –
even if the project is delivered after the original deadline.
11

There are times when spending more on a project could be smart
business –
even if you exceed the original budget.
12
13
Portfolio
Collect
Reflect
Share
Select
14
The changing face of PM

Ancient history
Pre 1940’s
Post World War 2
1960 - 1985
1985 - 2009
2009 - 2020
Have you noticed changes in PM within your career?
History
Ancient History

outsourced.
15
Dr Kerzner’s 16 Points to Project Management Maturity
Adopt a project management methodology and use it
consistently
Implement a philosophy that drives the company towards
Project Management Maturity and communicate it
Commit to developing effective plans at the beginning of each
project
Minimise scope changes by committing to realistic objectives
Recognise that cost & schedule management are inseparable
Select the right person as the Project Manager
Provide executives with sponsor information not project
management information
Strengthen involvement & support of line management
Focus on deliverables rather than resources
Cultivate effective communication, co-operation and trust to
achieve rapid project management maturity
Share recognition for project success with entire project team
and line management
Eliminate non-productive meetings
Focus on identifying and solving problems early, quickly and
cost effectively
Measure progress periodically
Use project management software as tool – not as a substitute
for effective planning or interpersonal skills

Institute an all-employee training program with periodic updates
based upon documented lessons learnt.
16
Questions?
Next week
Complete first portfolio entry
Choose case studies
Readings and Resources
MOODLE!!!
What are some strategies you can use to cope better with the
stress of study?
17

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