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Project Management Frameworks
All images courtesy of google.images.com and their respective submitters.
Local Government Project Management Forum
September 2013
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How are your organisations feeling about Project Management Frameworks?
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Confused all the time?
Confused at points?
Misunderstandings?
How do your Project Managers feel about the process?
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Are these ‘investments’ aligned?
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Do you have the right mix of ‘investments?’
Is the process transparent?
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Have you prioritised your portfolio correctly?
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What are the benefits (value) of these ‘investments’?
Have these benefits been clearly articulated?
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Are you taking the right Risks?
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How do your Customers experience the results of your projects?
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So, where does this leave us?
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PMBoK
PRINCE2™
ISO 21500:2012
Agile
With options…
PRINCE2 PMBoK ISO 21500:2012 Agile
YOUR approach…
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Project Management Body of Knowledge
Knowledge Based
Generic ‘Life Cycle’ Approach
Governance is self-designed
Gates are self-designed
Descriptive Process & Tools
Generally recognized as ‘Best Practice’
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Project Management Body of Knowledge
Users: Global
Implementation: Internalised implementations,
stages can be missed or combined.
Sequential, Phased, Overlapped approaches.
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©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013
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Not just the Project
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PRINCE2™
It’s a methodology
Assumes Knowledge.
Based around STRONG governance.
Prescriptive approach.
Continued business justification (Business Case) goes with the project.
Gates (Stages) are part of the methodology (Governance).
Must involve Senior Management – heavily role based.
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PRINCE2™
Users: UK all Government Projects Large global corporates, BAT, BOC,
Unilever, Tesco, Sun (Oracle), World Bank
Australia, OCIO Queensland Government (mandated) and other Government Departments
Implementation: Tailored implementations, must have
all components, but may be scaled…
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©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013
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Not just the Project
Managing Successful Programs - MSP Portfolio, Programme and Project Offices - P3O
©APMG-International
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IS0 21500:2012
Light framework.
High-level directive.
Origins in PMBoK and PRINCE2.
International Standard.
Life Cycle approach includes some pre-project and post-project activities.
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©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013
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Agile
Can be applied within other frameworks, such as PMBoK – have ‘sprints’ as a part of the Execution phase or can be applied as a methodology in its own right.
Can be mimicked by having ‘2 week’ Stages in PRINCE2.
Requirements are not fully known and/or are developing.
Users: ICT projects globally Suncorp locally
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©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013
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Where does this leave us?
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Considerations…
What do you want to achieve? Build a ‘Business Case’ for the selection and implementation of a framework – it’s a ‘project’ in its own right.
How accessible do you want to make your ‘framework’?
One ‘version’ but multiple paths – ‘light’ and ‘heavy’.
Do employee’s know their role?
Not just a ‘framework’ build in an education journey to complement.
Link Position Descriptions to Roles and have a Competency Framework.
The ‘value’ of obtained from projects is directly linked to the ‘value’ expected from your framework.
Success is not ‘just’ the framework but the way it is ‘embedded’ in your organization/Department.
Maturity is a journey, OPM3 and other maturity assessments are a good practice to adopt from the start.
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Where next?
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Brainstorm
In your table groups (using post-it notes), ‘brainstorm’ the top 5 benefits you want to drive from introducing a project management framework in your organization/Department.
Place on the grid.
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Strategic Alignment Governance
Enterprise Risk Management (ERM)
Value Management (benefits)
Competency and Training PMO Portfolio
ManagementChange Management
Capability (Resourcing)
Project Management Framework
Business Planning Sustainability
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• Consistent behaviour
Strategic Alignment
• Use adoption• Consistent approval processes• Enhancer to government• Accountability• Clarity of roles• Roles and responsibilities•
Governance
• Risk reduction considered in project benefits
• Flexible risk assessment• Consistent methodology
Enterprise Risk Management (ERM)
Value Management (benefits)
Competency and Training PMO
• Projects assessed equally
Portfolio Management
Change Management
Capability (Resourcing)
• Streamlined, projects can start quickly (when appropriate)
• Usable• Across organization• Sizable/flexible• Accessible• User friendly• Self-service• Framework is viewed as an asset not a
burden• Light framework that touches on key
things
Project Management Framework
Business Planning Sustainability
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Brainstorm
List your key questions (on the flip-chart paper), regarding the implementation of a project management framework – these will be taken forward into the Q & A Panel session at the end of the day.
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Adopting a managed approach…
The ability to…
balance competing demands
have a transparent, repeatable process
common language for the management of projects
manage cross-project risks with documented strategies
consistently monitor and control project deliverables milestones and costs
consider capability. Can you execute what you plan?
manage dependencies
The ability to…
have known and communicated roles among the project team, executive sponsor, customer and stakeholders
to have a defined tools and process to measure project performance (EVM is becoming popular!)
to understand the impact to timelines and critical paths when risk events occur
check back on original project scope and ensure projects deliver outcomes, outputs and benefits (value)
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Value gained is achieved from an integrated approach…
Portfolio
Program
Project
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Questions?Dr. Neil Pearson
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http://www.mcgraw-hill.com.au/html/9781743077238.html