project management in our changing world
DESCRIPTION
Presentation at the 6th Annual PMI CoP Biopharmaceuital Project Management Conference, March 7, 2011TRANSCRIPT
Project Management in our Changing World
Randy Dunson, MBA, PMP Victoria Kumar, PMP David Staunton, MSc.
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Disclaimer
The views expressed herein represent
those of the presenter and do not necessarily represent the views or
practices of the presenter’s employer, the PMI CoP, or any other party.
Session Summary
• Many successful project management practitioners are accidental project managers
• Three major contributors to project success: – requirements management processes – formal methodology & standardized tools/infrastructure – executive management support
• How project management should be applied in our changing world
• Two project management ideal types – fundamental belief that order can be imposed on the world – fundamental belief that externally imposed order only gives the
illusion of control 3
• Be able to define project success • Understand requirements management processes • Learn about consistent delivery of successful projects • Understand roots of project management & its link
to bureaucracy & classical management • View project management using a different paradigm
that may be more suited to our modern world
Learning Objectives
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Panel
• Session Chair – Randy Dunson, MBA, PMP Community Manager Pharmaceutical CoP
• Panelists – Victoria Kumar, PMP
Project Manager NC Office of the State Controller
– David Staunton, MSc.
Operations Manager Zenith Technologies
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Introductory Questions
• Where do you think project management is heading? – Is it shifting away from command and control?
• What do you think is on the radar for project management of tomorrow?
• Have you heard people in your organization demand to be shown the ROI on implementing project management?
• How do you think our fast paced changing modern world affects project management?
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Delivering Successful Projects
…Every Time
Victoria Kumar, PMP Project Manager NC Office of the State Controller
Abstract
Three major contributors to project success: – requirements management processes – a formal project management methodology and a
standardized tools and infrastructure to implement project management and
– executive management support -- the key ingredients for CONSISTENT delivery of successful projects.
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Session Outline
• Definition of Project Success • Requirements Management Processes • Standard Project Management Methodology • Implementing Projects through a PMO • Executive Management Support and Sustained Executive Management Commitment • Consistent Delivery of Successful Projects
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Definition of Project Success
Exercise: Is your project successful? – Think of the last project that you completed. – Was the project completed successfully? – Or was it completed but not successful? – How do you define project success?
• Satisfying the scope, time, cost objectives • Return on Investment (ROI) • Satisfying Customer Expectations
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2008 1996 Challenged - 44 % 33 % Succeeded - 32 % 27 % Failed - 24 % 40 % * Source: Chaos Reports – The Standish Group, www.standishgroup.com
Standish Group CHAOS Report 2008 vs. 1996 Survey Results
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Reasons for Project Failure
1. Incomplete requirements 13 % 2. Didn’t involve users 12.4 % 3. Insufficient resources/schedule 10.6 % 4. Unrealistic expectations 9.9 % 5. Lack of executive support 9.3 % 6. Changing Requirements 8.7 % 7. Poor Planning 8.1 % 8. Didn’t need it any longer 7.4 % * Source: Chaos Reports, Standish Group International Inc., 1995,
www.standishgroup.com
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Top Ten Reasons for Project Success
1. User Involvement 2. Executive Support 3. Clear Business Objectives 4. Scope Optimization 5. Agile Processes 6. Project Management Expertise 7. Financial Management 8. Skilled Resources 9. Formal Methodology 10. Standardized Tools and Infrastructure
Source: Johnson, J. (2006) My Life is Failure. Standish Group International Inc. 13
• Implement requirements management processes, in collaboration with stakeholders • Develop / institutionalize a formal project
development / management methodology • Implement standardized tools and infrastructure
through a Program Management Office (PMO) • Ensure executive management support for your
projects
Delivering Successful Projects…Every Time
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1. Customers don’t know what they need. 2. Customers don’t communicate their needs effectively. 3. The development team doesn’t understand the customers’
needs. 4. The customers are not involved in requirements definition. 5. There are too many requirements. The customers want too
many functions and features in the product. 6. Users have conflicting requirements. 7. “Unavoidable” scope creeps are being allowed. 8. Requirements changes are not controlled (not managed). 9. Requirements activities performed, not implemented as
processes.
Typical Requirements Issues
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Source: http://www.umsl.edu/~sauter/analysis/random_analysis_thoughts.html
Real Requirements
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Requirements Management Processes
Requirements Management (RM) Processes • Requirements Planning • Requirements Development - Requirements Definition - Requirements Gathering and Elicitation - Requirements Analysis • Requirements Verification • Requirements Change Management
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Requirements Management
• Consists of the following Requirements Processes: Requirements Planning, Requirements Development, Requirements Verification, and Requirements Change Management.
• Includes processes in planning, gathering, defining, refining, organizing, prioritizing, documenting, testing requirements, verifying that requirements are being met, and tracking and controlling requirement changes.
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• Development, review and approval of a Requirements Management Plan
– Review by all appropriate stakeholders (Customers, Users, Development / Design Team Leads/Managers)
– Approval by Project Sponsor and Key Customers
Requirements Planning
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• Requirements Gathering & Elicitation • Requirements Definition • Requirements Analysis
Requirements Development
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• Ensuring all stated requirements are being satisfied
• Includes an analysis how the requirements are being addressed in the development plan, and user acceptance testing and validation
• Formal acceptance is required Sign it!
Requirements Verification
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• Implementing a Change Control Procedure • Managing implementation of approved change requests
Cost
Sign it!
Requirements Change Management
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Requirements Management
Requirements Development
Requirements Verification
Requirements Change
Management
Requirements Definition
Gathering & Elicitation
Requirements Analysis
Requirements
Planning
Requirements Management Processes
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As Project Management Processes
with defined
Inputs, Tools and Techniques, and Outputs
Implementing Requirements Management as Processes
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• Implement requirements management processes, in collaboration with stakeholders • Develop / institutionalize a formal project
development / management methodology • Implement standardized tools and infrastructure
through a Program Management Office (PMO) • Ensure executive management support for your
projects
Delivering Successful Projects…Every Time
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Formal Project Development / Management Methodology
• Project Development vs. Project Management – Agile vs. traditional project development
• Develop / institutionalize a standard project management methodology
• Provide tools (e.g., templates), training, coaching – Increases project management competency level – Understanding value of project management – Enforces compliance to the standard processes
• Allow flexibility for smaller, less risky projects
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Formal Project Management Methodology
• Allow flexibility for smaller, less risky projects
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Benefits of a Consistent PM Approach Source: Eskerod, P., Riis, E., 2009. Value Creation by Building an Intraorganizational Common Frame of Reference Concerning Project Management. Project Management Journal 40(3), 6-13.
Implementing an approach consistently throughout an organization through: A common project management model. Companywide project management training programs Project management career development Knowledge-sharing activities
Resulting Benefits Communication / Optimal use of resources Time management / Financial management Project progress / Customer satisfaction/Knowledge
sharing
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• Implement requirements management processes, in collaboration with stakeholders • Develop / institutionalize a formal project
development / management methodology • Implement standardized tools and infrastructure
through a Program Management Office (PMO) • Ensure executive management support for your
projects
Delivering Successful Projects…Every Time
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Implementing Projects Through the PMO
The PMO has become the executive-chosen infrastructure for organizations to implement projects and programs.
PMO is the standard infrastructure to perform the following functions: – Standardized Methodology and Tools – Repository of Best Practices – Training and Certification, Coaching and Mentoring – Project Monitoring and Oversight – Enterprise-wide PM Services
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• Implement requirements management processes, in collaboration with stakeholders • Develop / institutionalize a formal project
development / management methodology • Implement standardized tools and infrastructure
through a Program Management Office (PMO) • Ensure executive management support for your
projects
Delivering Successful Projects…Every Time
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Know Your Executive Management: Executives are Special Stakeholders
• Understand and document the executive management’s definition of project success and delivery priorities.
• Understand requirements and expectations of senior management.
• Get the senior and executive management involved in requirements management.
• Get executive project sponsors to participate in risk analysis and risk mitigation.
• Develop a project communication plan that focuses on specific communications requirements of senior and executive management.
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Selling Your Projects to Executive Management
• Understand how the project fits the organization in terms of operational and strategic goals
• Explain how the project contributes toward achieving long-term operational and strategic goals
• Emphasize business results, relating project results to organization’s key business priorities
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Summary
Key ingredients for CONSISTENT delivery of successful projects
• Requirements management processes • Formal methodology and standardized
tools and infrastructure • Executive management support
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Project Management Paradigms
David Staunton, MSc. Operations Manager Zenith Technologies
Origins of Project Management
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Military Pioneers
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Space Program
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The Project Lifecycle
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Project Management
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Classical Management
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Links with Bureaucracy
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Scientific Management
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Links with Taylorism
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Links with Taylorism
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Links with Taylorism
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Monitoring & Controlling Processes
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PM Differentiator
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Bureaucratic Roots
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Breaking Apart Problems
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Pre-determined Course of Action
Intended
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Mastermind Game
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External to the System
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Detailed Planning at the Start
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Bureaucratic Project Manager
• Is external to the project system
• Holds a mechanical view of the world
• Imposes believed predictability in ‘one best
way’
• Responsibility for planning and execution are
separated 55
Alternative to Reductionism
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Open Systems
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Success of the Whole
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Complexity
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Rules Change Over Time
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The Edge of Chaos
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Deal with What is Emerging
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Emergence
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Creativity & Adaptability
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Sensemaking
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You Must Make Time
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PM as Surfer
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Post-Bureaucratic Project Manager
• Is part of the project system and gives the illusion of
control by being aware of the project
• Holds an open organic view of the world
• Believes that the emergent pattern is unpredictable
and there are many different ways
• Planning and execution are not separated. The
Project Manager plans, acts, adapts and has faith 68
Don’t Limit Your Thinking
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References
• Agazzi, E. (1991). The Problem of Reductionism in Science, Episteme, 18. Dordrecht, Kluwer Academic Publishers.
• Bedau, M. A. and P. Humphreys (2008). Emergence - Contemporary Readings in Philosophy and Science. London, Massachusetts Institute of Technology.
• Black, J. A. and S. Edwards (2000). "Emergence of virtual or network organizations: Fad or feature." Journal of Organizational Change Management 13(6): 567-576.
• Bolan, R. S. (1974). Mapping the Planning Theory Terrain, American Institute of Planners.
• Brown, S. L. and K. M. Eisenhardt (1998). Competing on the Edge: Strategy as Structured Chaos. Boston M.A., Harvard Business School Press.
• Burns, T. and G. M. Stalker (1961). The Management of Innovation. London, Tavistock.
• Byrne, D. S. (1998). Complexity Theory and the Social Sciences: An Introduction. New York, Routledge.
• Cleland, D. I. and W. R. King (1968). Project Management Handbook. New York, Van Nostrand Reinhold.
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References
• Devaney, R. L., Ed. (1988). "Dynamics of Simple Maps" in Chaos and Fractals: The Mathematics Behind the Computer Graphics. Providence, American Mathematical Society.
• Dixon, D. (1993). Non-Deterministic Chaos, Institution for Geophysics and Planetary Physics, University of California.
• Favre, A., H. Guitton, et al. (1995). Chaos and Determinism: Turbulence as a Paradigm for Complex Systems Converging Toward Final States. London, The John Hopkins University Press.
• Fay, B. (1990). "Critical Realism?" Journal for the Theory of Social Behaviour(20): P 33-41.
• Fayol, H. (1916). Elements of Management. London, Pitman. • Flood, R. L. (1999). Rethinking the Fifth Discipline: Learning the Unknowable. New
York, Routledge. • Gray, C. F. and E. W. Larson (2008). Project Management - The Managerial Process.
New York, McGraw-Hill/Irwin. • Harrison, F. L. (1981). Advanced Project Management. Aldershot, Gower.
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References
• Heckscher, C. and A. Donnellon (1994). The Post-Bureaucratic Organisation - New Perspectives on Organisational Change. London, Sage Publications.
• Hodgson, D. E. (2004). "Project Work: The Legacy of Bureaucratic Control in the Post-Bureaucratic Organisation." Organisation 11(1): 81 -100.
• Katz, D. and R. L. Kahn (1978). The Social Psychology of Organisations. New York, John Wiley & Sons.
• Kerzner, H. (2003). Project Management - A Systems Approach to Planning, Scheduling and Controlling. Hoboken, NJ, John Wiley & Sons.
• Koontz, H. (1958). "A Preliminary Statement of Principles of Planning and Control." Journal of the Academy of Management(I): 45-61.
• Lawrence, P. R. and J. W. Lorsch (1967). Organisation and Environment. Boston MA, Harvard Business School.
• Meredith, J. R. and S. J. J. Mantel Project Management - A Managerial Approach. New York, John Wiley & Sons.
• Mintzberg, H. (2009). Strategy Safari - Your Complete Guide Through the Strategic Wilds of Strategic Management. London, Prentice Hall.
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References
• Morgan, G. (2006). Images of Organisation. London, Sage Publications. • Morris, P. W. G. (1994). The Management of Projects. London, Thomas Telford. • Nutt, P. C. (1983). "Implementation Approaches for Project Planning." Academy of
Management Review 8(4): 600 - 611. • PMI (2004). A Guide to the Project Management Body of Knowledge (PMBOK). NY,
PMI. • Sawyer, G. C. (1983). "Corporate Planning as a Creative Process." Oxford, OH,
Planning Executives Institute. • Sewell, G. (1998). The Discipline of Teams: the Control of Teambased Industrial Work
through Electronic and Peer Surveillance. 43. • Smuts, B. (2000). 'Emergence in Social Evolution: A Great Ape Example' in The Re-
Emergence of Emergence - The Emergentist Hypothesis From Science to Religion Philip Clayton and Paul Davies (eds.). New York, Oxford University Press.
• Taylor, F. W. (1911). The Principles of Scientific Management. New York, Dover Publications.
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References
• Weber, M. (1946). Bureaucracy. In H.H. Gerth & C.W. Mills (Eds.), From Max Weber: Essays in Sociology. New York, Oxford University Press.
• Weick, K. E. (2001). Making Sense of the Organisation, Blackwell Publishing. • Westerlund, G. and S. E. Sjostrand (1979). Organisational Myths. New York, Harper &
Row. • Wildavsky, A. (1979). Speaking Truth to Power: The Art and Craft of Policy Analysis.
Toronto, Little, Brown & Co.
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Randy Dunson, MBA, PMP PMI Pharmaceutical CoP [email protected] +1 919.732.1707 David Staunton, MSc. Zenith Technologies [email protected] +353 1 461 200 Victoria Kumar, PMP NC Office of the State Controller [email protected] +1 919.924.1013
Contact Information
Thank You!
Q&A
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Introductory Questions
• Where do you think project management is heading? – Is it shifting away from command and control?
• What do you think is on the radar for project management of tomorrow?
• Have you heard people in your organization demand to be shown the ROI on implementing project management?
• How do you think our fast paced changing modern world affects project management?
77