In PROJECT MANAGEMENT

PMPMS®

Best Practices

InProject

Management

StrategicPartnership

ManagingLiabilities

CustomerDriven PM

ProjectManagement

Vision

Mission

Accountability

Creditability

Building-up PM Culture

PMPMS®

Risk Game

CORPORATE FRAMEWORK

PMPMS®

Management Support

ProfessionalMandate

ForCivilization

Accountability

Sustainability

Continuous Improvement

Team Work

Strategy

Quality

Value

Grow

Asset

DEFINITION OF RISK

PMPMS®

Risk Threats

OBJECTIVE

“Uncertainty is an uncommon state of Nature, characterized by the absence of any Information related to a desired outcome”

“Risk is a discrete occurrence that may affect the project for Good or Bad”

Risk Opportunities

What

Impact

When

How-often

Uncertainty

RISK OWNER

Does not Accept Risk

Does not want Risk

Does Not Realizes Risks

Accepts certain amount of Risk

Calculates Risks & Responses

Monitors Risk Occurrence

Tolerant

Risk Manager

Analyzes/Plans Responses

Ready to Confront/Manage Risks

Project Manager

Averse

PMPMS®

Threats

Opportunities

Threats

Opportunities

Threats

Opportunities

Threats

Opportunities

PM in CORPORATE RISK MANAGEMENT

PMPMS®

BOARD OF EXECUTIVES

RISK EXECUTIVE

Administration& Documentation

Integrated Risk(Operations)

Risk Framework(Guidelines)

Risk R&D(Profile Management)

Outsourced Consultancy

Risk Operations CommitteeRisk Response Core Team

Inte

rdep

art

men

tal C

oord

inati

on

Corp

ora

te R

isk A

ware

ness

Singular Process TeamBusiness Continuity Plan

Business Operations Executives Business Operations UnitsPM

Document

Audit

Monitor

ControlPlan

Analyze

Prioritize

Identify

Communications

Scope Statement

Scope Definition

Planning Processes

Integration Management

Lessons Learned

CACS

Controlling Processes

Execution Processes

PMPMS®

RISK CYCLE

PMPMS®

Strategic Objectives

Strategies

Year 4Year 3Year 2Year 1

Risk Exploration & Tentative Actions

Departmental Interface on Risk issues

Risk Charter

Risk Frame work

Risk Policy

Implementation of Risk Framework

Develo

pm

en

t of R

isk Te

am

Ris

k A

ud

it &

Pla

nn

ing

of E

nh

an

cem

en

ts

Develo

pm

en

t of R

isk F

ram

ew

ork

Ou

tsou

rcin

g R

isk In

t’l Exp

ertis

e

An

aly

sis

& D

ocu

men

tatio

n o

f Ris

k

ow

ners

hip

; Cate

gorie

s &

Resp

on

se

Para

mete

rs

Form

al Is

su

e o

f DIF

C R

isk P

olic

y

An

nu

al R

isk A

ud

it

RISK IN CORPORATE DEVELOPMENT

Customer Satisfaction

Customer Dissatisfaction

Customer Satisfaction

Team Speaks with One Voice

Speak Customer’s Language

Quickly Correcting Mistakes

Extremely Responsive to

Customer’s Concerns

8

1

Carefully Managed Information Flow

Active Customer Involvement

Work Closely with the Client’s Organization

Acquire Glimpses of Effort

Avoiding Surprises

Turn Expectations into Data

PMPMS®

Clear Scope Statement

Reliable CommunicationSystem

Business Performance

Technical Performance

RESPONSE PLANNINGPROFILE

POLICY FRAMEWORK EXECUTION

MissionProject

ManagementProperty

Management

PM Territories

PMPMS®

AUDIT

CONTROL

PropertyManagement

RISK CHAIN

From a Business Point of View

RiskOpportunities

Qualitative

Quantitative

Tolerance Rates

PMPMS®

Scope Implications

Cost/Schedule Implications

Quality Implications

Risk Management

RiskResponses

Mitigate Risks

Transfer Risks

Accept Risks

Insurance

Insurance

Quality Policy

From a Business Point of View

Execution/Control

RiskOpportunities

Expectations

Info Flow

Skepticism

ProjectManagement

RiskManagement

MainContractor

LeadConsultant

ProjectManager

Suppliers

AuthorityRegulators

ProcurementSystem

PeerReviewers

PMPMS®

Scope Management

Reporting System

Quality Management

BENEFITS OF MoR

PMPMS®

Corporate decision making is improved through the high visibility of risk exposure, both for individual activities, and major projects, across the whole of

the organization A progressive management style and a culture of continuous improvement that is

enhanced by the encouragement of openness in relation to risk The objectives of the organization and its stakeholders are more likely to be

realized through the early identification and proactive management of threats to cost, time and performance

The needs of corporate governance are met by embedding the MoR processes which provide a clear message and directives

There is clear ownership and accountability for risk and its management, so that they are effectively monitored, and proactively managed

Financial benefit to the organization through improved 'value for money' potential and better management of project and programmed finance

Management of project risk is carried out within the wider context of programmers, thus minimizing the risk of individual project failure through

greater visibility of the potential impact of other projects Consistency of approach through high-level monitoring and direction

Creation of an environment for the conscious acceptance of business risks on an informed basis

Improved contingency plans and the organization's business continuity plans  Better awareness in all personnel of the cost and benefit implications of their

actions.

PMPMS®

GOALS OF MoR

PMPMS®

Increased certainty and fewer surprises

Value for money

Better services

More effective management of change and greater confidence in innovation

More efficient use of resources

Improved decision-making; better management

Reduced waste and fraud

Service SOW

Hierarchy

Scope

Conceptual

Commonly

Responsibility

Formally

Principally

Construction ManagerCMP

Project ManagerPMP

Employed By the Client Agent to the Client

Partially Substitutes Supervision Consultant

Monitors Performance of All Employed Parties

Focuses onTime, Cost & Quality

Focuses onScope, Time, Cost & Quality

Unlikely Involved inBusiness Plan Processes

Assist Developing Business Plan

Literally for Construction Industry

Applicable to All Industries

Primarily Manages Execution works

Primarily Manages Planning & Controls

Protected by the ClientUS Labor Office

Protected by his ManagementPMI

PMPMS®

Why?What?When?

How Much?

Processes to Plan & Control

Execution

Fulfillment of Project Plan

To Verify suitability to

business plan

or agreed specifications

Performance

Change Orders

Business PlanOr

Stakeholders’Interests

Market Dynamics

Detailed Description of Targeted Service or Product

A project generally results in a single product, but that product may include subsidiary components, each with its own separate but interdependent product scopes

Scope Management

PMPMS®

Scope Definition

Out-putsToolsIn-puts AffectionSource

Scope Planning is the process of progressively elaborating and documenting the project work that produces the product of the project

From InitiationAsVerified By theProject Manager

Decomposition

Documented Baseline &

Revisable Project Plan

Documented Details of Project

Performance

Work Breakdown Structure Templates

WBS

PMPMS®

Decision Making

AnalyticalTools

Follow up,Assessment

&Recommendations

Other planning outputs

Assumptions

Scope Statement

Constraints

Historical Information

WBS

Scope Statement Update

From ScopePlanning

From Scope Definition

From Scope Verification

From PMIS

Back to Scope Definition

Additional Planning

Performance Reports

Back to Schedule & Cost Controls

Back to Scope DefinitionScope Changes

Performance Measurements

Scope Change Control System

Back to Initiation Database Lessons Learned

Scope Change Control

Out-putsToolsIn-puts AffectionSource

PMPMS®

Adjusted Baseline

Corrective Actions

WBS

Change Requests

Scope Management Plan

Change orCompletion

ProgressPerformanceInstructions

Decision-Making

Decision

Decision

Process

Acceptance

PlanningOut-Put

Decision

Decision

Conformity

Decision

Process

Process

Controlling

Decision

MonitoringTools &

Techniques

Process

Improvement

PMPMS®

PMPMS®

The Template

Template

Parties Reference Auditability

Project Plan Performance Progress

Request Instruction Report

Acceptance

Change

Information

Actions

Change

Irregular

Weekly

Monthly

Correlation Compliance Completion

Authorization Monitoring Quality

The Design of the Templates should

adequately meet the Products of the pre-

determined Technology for both Processing &

Monitoring

PMPMS®

Purpose

Subject

Form

Communications Breakdown

Technical Skills

Personal Skills

Negotiation

Briefing

Decisions

Instructions

Project Team

RecommendationsMeeting

Stakeholders

Sponsor

Management

Project Manager

Vocal Interfaces

Written Interfaces

ToMaintain

Both Business &

Project Plans

PMPMS®

SponsorSponsor

High Way vs. PMI Way

Cost Index

Schedule Index

Impressionist

Editorial

Politically-oriented

Covert

Reporting Concept

Check Lists

PMPMS®

Logs

Earned Value

PV/EV=SPISchedule Performance Index

AC/EV=CPICost Performance Index

Budgeted Cost of work Scheduled=PVPlanned Value

Cost of work-done=ACActual Cost

Project Budget=BACBudget At Completion

BACx% Comp=EVEarned Value

WBS

Cost

Time

Actual

PlannedA

B

PMPMS®

Project Plan

Scope Statement

Project Documents

Formal Acceptance

Project Team

Progress Reports

Performance Reports

Stakeholders

Sponsor

Management

Project Manager

Corrective Actions

Contractual Documents

MaintainProject

Plan

Sufficient Reporting

PMPMS®

Blind Self

Unknown Self

PrivateSelf

Public Self

Unknown to Self

Known to Self

Kn

ow

n t

o

Oth

ers

Un

kn

ow

n

to O

thers

Behavior Frequency

100%

Time

Professional Development

To Gain Trust

Speak Customer's Language

Anticipate Customer’s

Expectations

Quickly Response to

Queries

MaturelyShow off

Your Efforts !!

PMPMS®

PMPMS®

The Project

Third Parties

Procedures

Stakeholders

Quality Assets

People

Policies & Strategies

Partnership & Resources

Theory of Quality

Performance

Contract

Product

BASELINES

PMPMS®

High Way vs. PMI Way

INDEX

Performance Reporting

Controlling Processes

Sponsor

Execution Processes

Planning Processes

ReportingSystem

CorrectiveActions

Construction Processes

Sponsor

Design Processes

BaselineDocuments

WBS

Control Theory

PMPMS®

Auditable

Roles &Responsibilities

Matrix

Inspection

Upon Completion of a Task

Measurable

Tangible

Certifiable

Preferable

Quality ManagementInitiation of

Dependency Task

Satisfactory, Conduction, Conformity, Correctly, Completion & Signing off

Scope Verification primary focus is on customer acceptance of the work, while quality control involves analysis of the acceptance of the work. Both work in parallel

Formal Acceptance as Authorized

Inspections

PMPMS®

The Breakthrough

Success Partnership

Constructability

Scope Satisfaction

Communications

Liabilities

Change Control

Written Formal

Developing Skills

Draw Boarders

Legal Theme

Efficiency

Creditability

Quality

Auditable Performance

Quality Theme

Accountability

PMPMS®

PMI Best Practices

PMPMS®

Executive ParticipationExecutive Participation

Promoting ProfessionalismPromoting Professionalism

Enabling ToolsEnabling Tools

Experienced Project Managers

Experienced Project Managers

Program Management Support

Program Management Support

Obtaining executive-level supportObtaining executive-level support

Recognizing and broadcasting the need for changeRecognizing and broadcasting the need for change

Gathering cooperation by using effective community Gathering cooperation by using effective community

Putting together quality teams Putting together quality teams

Knowing what the customer needs and wants Knowing what the customer needs and wants

Prioritization of ProjectsPrioritization of Projects Providing goals that relate to organization’s strategic

plan

Providing goals that relate to organization’s strategic plan

Performance MeasuresPerformance Measures

Measuring outcomes accurate Measuring outcomes accurate

Defined ProcessesDefined Processes

Continuing to plan for improvementContinuing to plan for improvement

Thank You & Good Luck

PMPMS®