Project Management For Sustainable Business Development

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The presentation descrbs the roles of business analyst and PMP in sustainable business development . It is presented at New Orient College, 2008

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Project Management For Sustainable Business Development

  1. 1. Project Management for Sustainable Business Development Jie Wang, Ph.D. PMP WiseTransIT Consulting Ltd.
  2. 2. Contents <ul><li>A sustainable business requires a matured enterprise </li></ul><ul><li>What role does Project Management plays in a matured company </li></ul><ul><li>Project Management is the discipline and the culture of a matured company </li></ul><ul><li>Variety of Project Management methodology </li></ul>
  3. 3. A modern rabbit and turtle racing <ul><li>Business has entered into a new phase in which sustainable business performance is of fundamental: </li></ul><ul><ul><li>A global competitive advantage </li></ul></ul><ul><ul><li>A catalyst for innovation </li></ul></ul><ul><ul><li>A way to capture new market and financing opportunities </li></ul></ul><ul><li>Business Sustainable Development is to encourage business people to develop a vision of a sustainable company, translate that vision into a management action plan and turn sustainability into a competitive advantage. </li></ul>
  4. 4. Enterprise Analysis <ul><li>Enterprise Analysis describes the business activities that take place in organizations to: </li></ul><ul><ul><li>Identify business opportunities. </li></ul></ul><ul><ul><li>Build their Business Architecture framework. </li></ul></ul><ul><ul><li>Determine the optimum project investment path for the enterprise growth. </li></ul></ul><ul><li>Enterprise Analysis creates a business model to describe how does the company operate to increase both stakeholder’s value and market share. </li></ul>
  5. 5. What is Business Model? <ul><li>A business model is a conceptual tool that contains a big set of elements and their relationships and allows expressing the business logic of a specific firm. It is a description of the value a company offers to one or several segments of customers and of the architecture of the firm and its network of partners for creating, marketing, and delivering this value and relationship capital, to generate profitable and sustainable revenue streams.— Osterwalder , Pigneur and Tucci (2005) </li></ul>
  6. 6. The objectives of business model <ul><li>Create a common understanding of business essentials. </li></ul><ul><ul><li>Tell the stakeholders what their value is in the business </li></ul></ul><ul><ul><li>Tell the stakeholders how the business runs to make profit </li></ul></ul><ul><li>Show how the business is architecture – a static view </li></ul><ul><li>Gain agreement of how a new/improved business process should operate – business mechanism – a dynamic view </li></ul><ul><li>Show how the business processes supports the business essentials </li></ul><ul><li>Develop a domain model to aid understanding and to support consistency in the design of business processes and software. </li></ul><ul><li>(Ref http://www.appropriateapproach.com) </li></ul>
  7. 7. Role of Business Analyst - BABOK © Copyright 2006 International Institute of Business Analysis
  8. 8. Key: Sustainable Development Business Process Management Create Business Model of new enterprise Business process Re-design Continuous Business Improvement Cease of Business Model of old enterprise
  9. 9. Contents <ul><li>Build a sustainable company </li></ul><ul><li>What role does Project Management plays in a matured company </li></ul><ul><li>Project Management is the discipline and the culture of a matured company </li></ul><ul><li>Variety of Project Management methodology </li></ul>
  10. 10. OPM3: Organizational Project Management Maturity Model <ul><li>OPM3 provides requirements for assessing and developing or improving capabilities for a company in following aspects: </li></ul><ul><ul><li>project management – manage individual projects to achieve the designed scope as temporary endeavor. </li></ul></ul><ul><ul><li>program management – orchestrate project standardization, measurement, control, and continuous improvement, which allows users to integrate project into a business program at the campaign level </li></ul></ul><ul><ul><li>portfolio management – manage multiple projects or programs at the enterprise level. The fundamental objective of the PPM process is to determine the optimal mix and sequencing of proposed projects to best achieve the organization's overall goals </li></ul></ul>
  11. 11. Enterprise Business Model Portfolio Management Business Process Management Program Management Business Change Management Project Management Enterprise Strategy Development Business Process Re-Design Process Continuous Improvement Business Analysts Project Managers Business Matured Model Senior Executive Team Executive Team Business Management Business Administrators
  12. 12. Contents <ul><li>A sustainable business requires a matured enterprise </li></ul><ul><li>What role does Project Management plays in a matured company </li></ul><ul><li>Project Management is the discipline and the culture of a matured company </li></ul><ul><li>Variety of Project Management methodology </li></ul>
  13. 13. Project Management is the Discipline of Business Operation <ul><li>Core value of project management is: </li></ul><ul><ul><li>planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. </li></ul></ul><ul><ul><li>adhering to classic project constraints—usually scope, quality, time and budget . </li></ul></ul><ul><ul><li>Integrated with enterprise strategy and business model </li></ul></ul>
  14. 14. Project management is the Enterprise Culture <ul><li>What is Culture? </li></ul><ul><ul><li>distinct sets of behaviour and beliefs </li></ul></ul><ul><ul><li>The culture does not only for a society, but also for a community, or a company; it should be called subculture </li></ul></ul><ul><ul><li>The company that adopts the PMBOK knowledge domain has a set of distinct way to run their business </li></ul></ul>
  15. 15. CTC Culture – some highlights <ul><li>CTC hires two PMs for their projects, one for business and one for IT </li></ul><ul><li>They setup a business program to manage multiple projects – Customer-Link, East DC project </li></ul><ul><li>No project can be launched if it is not in corporation project plan. </li></ul><ul><li>Tight scope control and high successful ratio, but cost is also quite high </li></ul>
  16. 16. Saga Culture <ul><li>Not apply PMI methodology </li></ul><ul><li>Need flexibility to have scope change </li></ul><ul><li>Release driven – feature driven </li></ul><ul><li>Small project team without huge overhead for project management </li></ul><ul><li>Technical staffs (product architect) have more influence on project progress, next to product manager </li></ul>
  17. 17. Contents <ul><li>A sustainable business requires a matured enterprise </li></ul><ul><li>What role does Project Management plays in a matured company </li></ul><ul><li>Project Management is the discipline and the culture of a matured company </li></ul><ul><li>Variety of Project Management methodology </li></ul>
  18. 18. Variation of PM methodology <ul><li>PMBOK is a knowledge domain, neither a industry standard, nor government regulation </li></ul><ul><li>It is not 100% accepted by all PM practitioners – various system and methodology </li></ul><ul><li>It is overlapped with many other knowledge domains – BA, Quality management, Risk management, business administration and … </li></ul><ul><li>It varies from industry to industry – IT, Pharmaceutics, construction, finance, public sectors. </li></ul><ul><li>It varies from country to country </li></ul>
  19. 19. Other Project Management Method <ul><li>PRINCE ( PR ojects IN C ontrolled E nvironments) </li></ul><ul><li>V-Model (German project management method) </li></ul><ul><li>HERMES method (The Swiss general project management method, selected for use in Luxembourg and international organizations) </li></ul><ul><li>Project and Program Management (P2M) - Japan Project Management </li></ul>
  20. 20. Prince2 vs. PMI initiate Plan Execute Control Closure PMI PR oject In C ontrlled E nvirn. (1989)
  21. 21. V-Model vs. PMBOK
  22. 22. P2M = program + project Business Process Management Create Business Model of new enterprise Business process Re-design Continuous Business Improvement Cease of Business Model of old enterprise
  23. 23. P2M = BABOK + PMBOK
  24. 24. IT Project Management <ul><li>The traditional approach - SDLC </li></ul><ul><li>Rational Unified Process - RUP </li></ul><ul><li>Temporary organization sequencing concepts </li></ul><ul><li>Critical Chain </li></ul><ul><li>Extreme Project Management </li></ul><ul><li>Event chain methodology </li></ul><ul><li>Process-based management </li></ul>
  25. 25. SDLC – Waterfall Model initiate Plan Execute Control Closure
  26. 26. SDLC and V-model
  27. 27. Agile Project Management
  28. 28. Agile and Scrum Model
  29. 29. Rational Unified Process initiate Plan Execute Control Closure PMI RUP
  30. 30. Six Key Principles <ul><li>Adapt the process </li></ul><ul><li>Balance stakeholder priorities </li></ul><ul><li>Collaborate across teams </li></ul><ul><li>Demonstrate value iteratively </li></ul><ul><li>Elevate the level of abstraction </li></ul><ul><li>Focus continuously on quality </li></ul>
  31. 31. Use Case – Business Model <ul><li>Actor / Roles (who) – A Role defines a set of related skills, competences, and responsibilities. </li></ul><ul><li>Package / Work Products (what) – A Work Product represents something resulting from a task, including all the documents and models produced while working through the process. </li></ul><ul><li>Case / Tasks (how) – A Task describes a unit of work assigned to a Role that provides a meaningful result. </li></ul><ul><li>Within each iteration, the tasks are categorized into nine Disciplines: </li></ul>
  32. 32. RUP Disciplines <ul><li>Business Modeling – Use Case - BIZ </li></ul><ul><li>Requirements </li></ul><ul><li>Analysis and Design – Use case - IT </li></ul><ul><li>Implementation </li></ul><ul><li>Test </li></ul><ul><li>Deployment </li></ul><ul><li>Configuration and </li></ul><ul><li>Change Management </li></ul>
  33. 33. RUP Project Management <ul><li>Development plan for each phase (project) </li></ul><ul><ul><li>Risk management and risk list </li></ul></ul><ul><ul><li>Measurement Plan </li></ul></ul><ul><ul><li>Problem Resolution Plan </li></ul></ul><ul><ul><li>Product Acceptance Plan </li></ul></ul><ul><li>RUP does not cover following aspects </li></ul><ul><ul><li>Managing people: hiring, training, etc. </li></ul></ul><ul><ul><li>Managing budget: defining, allocating, etc. </li></ul></ul><ul><ul><li>Managing contracts: with suppliers, with customers, etc </li></ul></ul><ul><li>Iteration plan for creating “Work Product “ </li></ul><ul><ul><li>Current iteration – track the current progress </li></ul></ul><ul><ul><li>Next iteration – plan next work product </li></ul></ul>
  34. 34. RUP Model and Agile www.ibm.com/.../RationalEdge/aug04/5558.html
  35. 35. Critical Chain
  36. 36. From RUP to Extreme Programming <ul><li>Fine scale feedback </li></ul><ul><li>Pair programming </li></ul><ul><li>Planning game </li></ul><ul><li>Test driven development </li></ul><ul><li>Whole team </li></ul><ul><li>Continuous process </li></ul><ul><li>Continuous integration </li></ul><ul><li>Re-factoring or design improvement </li></ul><ul><li>Small releases </li></ul><ul><li>Shared understanding </li></ul><ul><li>Coding standards </li></ul><ul><li>Collective code ownership[5] </li></ul><ul><li>Simple design[5] </li></ul><ul><li>System metaphor </li></ul><ul><li>Programmer welfare </li></ul><ul><li>Sustainable pace </li></ul>
  37. 37. Extreme Programming Practice
  38. 38. Event chain methodology <ul><li>- Based on critical path </li></ul><ul><li>Dependency analysis </li></ul><ul><li>Planning </li></ul><ul><li>Execution </li></ul><ul><li>Monitoring </li></ul><ul><li>there is no an absolute optimum , only &quot;good enough&quot; solutions </li></ul><ul><li>Use buffers </li></ul><ul><ul><li>project buffer </li></ul></ul><ul><ul><li>feeding buffers </li></ul></ul><ul><ul><li>resource buffers. </li></ul></ul>
  39. 39. Process-based Management
  40. 40. Business-Based Project Management ISO 9000 - Model of a process-based quality management system Business Processes
  41. 41. Q & A
  42. 42. Thank You!
  43. 43. About MySelf <ul><li>JIE WANG (tfw5233@hotmail.com) </li></ul><ul><li>With a family of three </li></ul><ul><li>6 years in China + 8 years in Italy + 13 years in Canada (limited in USA) </li></ul><ul><li>Civil Engineering + System Analyst > PM + IT Consultant + Supply Chain </li></ul>

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