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Slide 1: Project management the state of the art Futurex 2007 - The Conference: ICT: Foundations of the Economy Elmar Roberg 082 651-5138 roberg@iafrica.com
Slide 2: Menu The people  The organisation  The art  Futurex 2007: PM state of the art 2
Slide 3: A little history  First project management body    Internet 1965 IPMA 1969 230,000 members Major standards generating body CAPM, PMP (200,000 certifications) To come: PgMP, PfMP UK OGC / APM 80,000 certifications GAPPS, AIPM, JPMA, etc. etc  PMI       PRINCE2™    Others  Futurex 2007: PM state of the art 3
Slide 4: The state of the art A striking proportion of project difficulties stem from people in both customer and supplier organisations failing to implement known best practice. This can be ascribed to the general absence of collective professionalism in the IT industry, as well as inadequacies in the education and training of customer and supplier staff at all levels. Moreover, there is a broad reluctance to accept that complex IT projects have similarities with major engineering projects and would benefit from greater application of well established engineering and project management procedures. “A significant percentage of IT project failures, perhaps most, could have been avoided using techniques we already know how to apply. For shame, we can do better than this.” (L Hatton) The Challenges of Complex IT Projects BCS, Royal Academy of Engineering April 2004 Futurex 2007: PM state of the art 4
Slide 5: A profession has …   Initial professional education     Licensing Professional development  Law school House doctor, specialist Medical Association PMI, CSSA, IEEE, ACM Accreditation of knowledge requirements   Oversight bodies PMBoK, SWEBoK Housemanship Articles Years of experience CA exams Board exams PMP MCSD, … Professional Societies    Skills development      Code of Ethics Organisational certification     Certification     Beyond individual competence ISO CMM Gibbs, Ford (SEI) & McConnell Futurex 2007: PM state of the art 5
Slide 6: Competence Competence = Skill ƒ(Knowledge, Skill, Personal attributes) = ƒ(Applicable experience, Years, Results) Talents / gifts are 1. recognised 2. developed 3. exercised to become skills Futurex 2007: PM state of the art 6
Slide 7: Knowledge  Project management knowledge     PMBoK PRINCE2 Project manager competency development framework PMP, P2 Foundation / Practitioner SWEBoK Industry certification & training APM BoK Business schools  Domain knowledge    General business    General management Futurex 2007: PM state of the art 7
Slide 8: Skill     Domain Hands on application Years Success, results Futurex 2007: PM state of the art 8
Slide 9: PM personal attributes a la IPMA         Ability to communicate Initiative, engagement, enthusiasm, ability to motivate Empathy, ability to connect, approachability Common sense, assessment of value, acceptance of responsibility, personal integrity Conflict resolution, openness to new ideas, fairness Ability to find solutions, holistic thinking Loyalty, solidarity, readiness to assist weaker members Leadership ability Futurex 2007: PM state of the art 9
Slide 10: Personal attributes a la PMI PMCDF       Achievement & action Helping & human service Impact & influence Managerial Cognitive Personal effectiveness Futurex 2007: PM state of the art 10
Slide 11: How to assess …  Knowledge    PMP Qualifications Assessment  Subject  Required level  Is at level  Assess pattern CV Reference checking Interview techniques Profiling Assessment  Experience     Personal attributes   Examples 11 Futurex 2007: PM state of the art
Slide 12: What is missing? Futurex 2007: PM state of the art 12
Slide 13: Assessing organisations  So, you have employed capable project managers, but just how good is your organisation as a project incubator? Maturity models    PMI OPM3 CMM and derivatives Futurex 2007: PM state of the art 13
Slide 14: Standards, methods, … Standard The definition: “A document established by consensus and approved by a recognised body that provides, for common and repeated use, rules, guidelines or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context.” PMBoK Method The definition: “A way of doing things .” Dict What does this mean? What does this mean? Methodology The definition: “A system of practices, techniques, procedures, and rules used by those who work in a discipline. .” PMBoK What does this mean? Futurex 2007: PM state of the art 14
Slide 15: Value, benefit, … Value The definition: Value management The definition: “The ratio of benefit to the cost to deliver that benefit.” EJR What does this mean? “A management technique to define the perceived and actual value to the enterprise, and then assessing progress and achievements based on this value .” OGC Benefit The definition: What does this mean? Value engineering The definition: “The quantifiable and measurable improvement resulting from an outcome which is perceived as positive by a stakeholder and which will normally have a tangible value expressed in monetary or resource terms. Benefits are expected when a change is conceived. Benefits are realised as a result of activities undertaken to effect the change .” OGC “A creative approach used to optimise project life cycle costs, save time, increase profits, improve quality, expand market share, solve problems, and/or use resources more effectively.” PMBoK What does this mean? What does this mean? Futurex 2007: PM state of the art 15
Slide 16: Portfolios, programmes, projects Project The definition: “A temporary endeavour undertaken to create a unique product, service, or result.” PMBoK Programme The definition: “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing individually. Programmes may include elements of related work (e.g. ongoing operations) outside the scope of the discrete projects in a programme .” PMBoK Portfolio The definition: “A collection of projects or programmes and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programmes of the portfolio may not necessarily be interdependent or directly related.” PMBoK What does this mean? Start and end date. Unique. Scarce resources. Complex. Cross-functional. What does this mean? Related projects, work. Coordination. Complementary. What does this mean? A list. Linked to strategy / business plans. Futurex 2007: PM state of the art 16
Slide 17: Portfolios, programmes, projects Portfolio Portfolios Projects Programmes Programmes Projects Programmes Projects Other Work Projects Projects Projects Sub-Programme Portfolio Programme Portfolio Futurex 2007: PM state of the art 17
Slide 18: Example: MSF programme Tranche 1 Rqmts O’ll Arch Envision Build Releases Stab Rel1 Deploy Deploy Realise benefits Tranche 2 Tranche 3 … Deploy Stab Rel2 Deploy Deploy Realise benefits … Deploy Stab Rel3 Deploy Deploy Realise benefits … Deploy Close … Benefit realisation measurement Futurex 2007: PM state of the art 18
Slide 19: Portfolios, programmes, projects (2) Project Management The definition: “The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.” PMBoK Programme Management The definition: “The centralised, coordinated, management of a program to achieve the programme’s strategic objectives and benefits .” PMBoK Portfolio Management The definition: “The centralised management of one or more portfolios, which includes identifying, prioritising, authorising, managing and controlling projects, programmes, and other related work, to achieve specific business objectives .” PMBoK What does this mean? . What does this mean? . What does this mean? . Multi-project management Mega-project management Futurex 2007: PM state of the art 19
Slide 20: Portfolio, programme and project management Project Scope Narrow Deliverables change Change tolerance Success Measurement Averse On time Within budget Products delivered to spec Wide Programme Portfolio Business Changes with strategic goals Monitors need for change Aggregate performance of portfolio components Changes to meet benefit expectations Expected and even encouraged ROI New capabilities Benefits PMI PFM Std Futurex 2007: PM state of the art 20
Slide 21: Portfolio, programme and project manager Project Manager Leadership style focus Task delivery Directive Technicians Specialists “Doers” Team players Motivate through knowledge and skills Detailed Delivery of products Programme Manager Relationships Conflict resolution Politics Project managers Portfolio Manager Adding value to portfolio decision-making Management / coordination of portfolio management staff Provide insight and synthesis and leadership Manages Team role Provide vision and leadership Planning level Planning focus High-level Provide guidance to projects Create and maintain process and communication relative to aggregate portfolio Monitor aggregate performance and value indicators Activity Monitor & control tasks Monitor & control production of products Monitor & control projects Monitor & control ongoing work Method of control Hands on Governance structures PMI PFM Std Futurex 2007: PM state of the art 21
Slide 22: PPPM context Vision Mission Org strategy & objectives Ops planning & mgt Proj Portfolio planning & mgt Mgt of ongoing ops Mgt of projectised activities (pgms, pjs) Organisational resources PMI PFM Std Futurex 2007: PM state of the art 22
Slide 23: How it all hangs together Strategy Business Plan Operational Plans Enterprise Portfolio Management Support Programme management P M O P S O Manage benefits Manage programme portfolio Control projects Project Initiation concept Project Initiation Project concept Planning Initiation Project concept Planning Initiation concept PlanningExecuting Controlling Planning Controlling Executing Controlling Executing Closing Controlling Executing Closing Closing Closing Identify programme Close programme Describe programme P O Provide programme governance 23 Futurex 2007: PM state of the art
Slide 24: A progression … Portfolio management Programmes PO Coordinated projects Independent unrelated projects PO Futurex 2007: PM state of the art PO PO PO PO PMO Budget PSO PO PO PO PMO 24
Slide 25: Do your bit … “TO BE RECOGNIZED AS THE LEADER OF THE PROFESSIONAL DEVELOPMENT OF PROJECT MANAGEMENT IN SOUTH AFRICA” www.pmisa.org.za 011 315 0035 info@pmisa.org.za Futurex 2007: PM state of the art 25
Slide 26: Futurex 2007: PM state of the art 26