Coral Trisko, PMP

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Project Management . . .
a step in the right direction!
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WHAT IS PROJECT MANAGEMENT?

• The application of knowledge, skills, and tools
• techniques project activities.
• The Goals
• Select the right projects!!
• Deliver projects on
• time and on budget!

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WHAT IS A PROJECT?

• PMBOK definition A temporary endeavour
  undertaken to create a unique product or
  service PMBOK 2004
• Specific work assignment outside the routine
  operations
• Has a beginning and an end
• Has established goals, objectives and
  deliverables
• Has defined constraints
• scope
• quality
• time
• cost

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WHY DO PROJECTS FAIL?

• Project should not have been started!
• No business case
• Pet project
• Scope Definition
• Unclear
• conflicting goals among stakeholders
• proper scope identification not carried out
• unrealistic in the first place

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WHY DO PROJECTS FAIL?

• Planning
• Planning phase of the project skipped all
  together or a cursory job completed!
• This spells disaster!!
• we dont have time to do it right in the first
  place but we have time to do it over again!!!

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THE BUSINESS CHALLENGE

• The urgent is completed, at the expense of the
  important!

• Inflation of projects
• Unstructured determination of priorities
• Insufficient capacity
• Need for co-ordination with external support
• Staff assigned to multiple projects
• Low success rate

• The expanding economical competition (e.g.
  globalization), demands continuous change, and
  consequently an increasing need for resources

• A multitude of measures are used

• Accumulated break-down
• Lower quality
• Poor delivery

Cross-organizational projects are started
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SENIOR EXECUTIVE QUOTES

• Why define the scope? Everyone knows what this
  project is about.
• Planning is a waste of time.Cross the bridge
  when you come to it.
• Assign responsibilities?A competent team member
  should know what he/she has to do.

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COST OF POOR PROJECT MANAGEMENT

• Organizations continue to underestimate the
  amount of planning, cost, time and pain required
  to deliver their complex projects.
• Survey data

Gordon 1999IT Projects in 100 Companies 37
completed on time 42 completed on budget
The Standish Group 2000 Less than 16 of all IT
projects are completed on-time and on-budget 31
were cancelled before completion 53 were more
than 90 over budget
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COST OF POOR PROJECT MANAGEMENT
Project Performance 1994-2000
Succeeded Projects completed on time, and on
budget with all features and functions. Failed
Cancelled projects. Challenged Describes
projects delivered over budget, late and with
fewer features and functions.
The chart depicts 30,000 application projects in
large, medium and small cross-industry U.S.
companies tested by The Standish Group since
1994. Source Feb/ Mar 01 Software magazine
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CRITICAL SUCCESS FACTOR

• PM is recognized as critical success a companys
  competitiveness

• Gartner, 2002
• 70 of successful projects will have certified
  PMs
• 90 of failed projects have been managed by
  non-certified PMs
• PMs with credentials are transferable cross
  organizations

• The Standish Group, 2000
• Identification of 10 project success factors
• User Involvement
• Executive Management Support
• Clear Statement of Requirements
• Proper Planning
• Realistic Expectations
• Smaller Project Milestones
• Competent Staff
• Ownership
• Clear Vision Objectives
• Hard-Working, Focused Staff

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ROLE OF PROJECT MANAGEMENT
Project life cycle
Product life cycle
Pre-project phase
Strategic
Operations
Project Management
Planning
BPPM
Benefits
Realization
Vision
I can feel
I know what I
I can see it
I know
must do to get
working
measure the
what I
benefits
there
want to
achieve
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WHY PROJECT MANAGEMENT ?

• Disciplined project management provides
• Focal point for effective communications,
  coordination and control
• A plan to assess progress
• Emphasis on time and cost performance
• Project management provides the framework for
  methods, processes, monitoring and change control.

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STRATEGIC BENEFITS
Profit
Control over budgets and delivery
Timely management information No
Surprises!
Effectiveness Innovation
Competitive advantage
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STRATEGIC BENEFITS Contd . . .

• Improve organizational effectiveness
• Focus on people and processes
• Improves performance and profitability
• Support continuous improvement through learning

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BENEFITS OF PM PROCESSES
Lower Risk
Risk Management
Increase Control
Planning Tracking
Contain Cost
Change Management
Improve services products
Quality Control
Document, improve, repeat for future projects
PM Framework
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VISION
We live in a world of possibilities when we
believe it, well see it.

• First you have to believe in the vision in order
  for others to believe it!
• Commit to the results the project must achieve
• Find ways around obstacles
• Have high expectations others will follow

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FOCUS ON THE FRONT-END

• Choose projects that are aligned with corporate
  strategy
• See the project in terms of its linkages to
  business areas
• Clearly define the project and its objectives
• Optimize project objectives to realize bottom
  line benefits

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WHAT WILL IT TAKE?
You cant make project management work in an
organization in which nobody believes in project
management (James P. Lewis)

• Leadership from the top is required!
• Consistent terminology and processes
• Accept up-front planning costs to realize down
  stream project and long-term corporate benefits

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WHAT WILL IT TAKE? contd

• Requires commitment
• Is a long-term investment
• Transforms an organization

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QUESTIONS
Inquires Web page www.epm.bc.ca Telephone
[phone]