Center of Excellence in Project Management HELLENIC AMERICAN UNION. HAU Center of Excellence in Project Management

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1 Center of Excellence in Project HELLENIC AMERICAN UNION

2 HAU Center of Excellence in Project Mission: Build up a critical mass for a project-based culture in Greece Objectives: Offer services for aligning project management skills with organisational performance requirements: A curriculum of career and skill-based PM training programmes Repository of PM cases Helpdesk Conferences / lectures Collaborative Partners: Hellenic American Union Project Institute, PMI USA Business Consultants

3 HAU CoE in Numbers : - 2 courses with the American Association : - initiation, 4 standard courses including the PMP Prep course - 70 delegates : - Introducing Prince2 TM : 6 Greek P2 Practitioners - Trained more than 750 delegates - 12 in-house clients - 25 in-house training sessions - 4 regular in-house clients

4 Business Consultants Leaders in Global PM and OD: X-functional PM application at all levels of the organisation Instructors apply more than 57 years of experience in multi-cultural PM located on all continents Global organisation North America, Europe and Asia Accredited Project Training Provider of: PMI, APM-UK, OGC (Prince2), U.S. General Services Administration (GSA) Federal Supply Service Coaching, consultancy & training: 14 languages, 50 countries - Africa, North America, Europe, Asia and the Middle East Each year BMC Consultants train/coach executives BMC customers profile: 17% pharmaceuticals, 16% telecoms, 12% banking, 8% engineering, 6% consulting, 5% oil, 36% others. Indicative clientele: Bahrain Ministry of Works and Housing, Baxter Healthcare, GlaxoSmith Kline, Honeywell, National Radio Astronomy Observatory (NRAO) and NASA. In 2003 BMC was selected by Airbus as its Strategic Advisor for Project

5 Why Projects Fail? Source: Project Workout - Robert Buttrick

6 The Top 10 Reasons Projects Fail Inadequately trained and/or inexperienced project managers Poor effort estimation Failure to set and manage expectations Poor communications Poor leadership at any and all levels Misalignment between the project team and the business or other organization it serves Failure to adequately identify, document and track requirements Inadequate or misused methods Poor plans and planning processes Poor planning, control, change management Source: Frank Winters, The Top 10 Reasons Projects Fail in gantthead.com

7 What is Project Method? The Orchestration of skills and experience in project teams to deliver planned project results for a customer within agreed Time, Cost and Quality parameters Company BUS Bus DEVEL Dev. Business OPS Sales ACCT Ops IT/IS MIS Customer PM PM Project A Project B Projects

8 The essential ingredients of an effective Project TOOLS & TECHNIQUES, BEHAVIOURS, LEADERSHIP & PEOPLE SKILLS Organizational Support Teams as Building Blocks Essential Ingredients for Effective Project Principles & Methods

9 The Project Methodology allows organizations understand client requirements well, translate these to well defined objectives, develop a realistic project execution plan, execute and control this with an effective project team, delivering value to internal or external customers. Client Requirements Risk Planning 1 Reprogramming Organising & Staffing Directing & Leading 2 3 Reporting 5 Controlling 4

10 Five Basic Project Planning Elements and Behaviours Client Requirements Project Objectives 1 Agreement Work Breakdown WBS 2 Control Recycle Project Organisation 3 Accountability Project Schedule 4 Communications Project Baseline (Budget) 5 Control

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23 Work Breakdown Structure or WBS enables the project manager and team members gain control over the project. The WBS shows that we know what we have to do Example: A New Product Launch WBS Product Launch WBS Level 1 Definition Feasibility Acceptance Program Development Program Launch Sales 2 Brochures Margin Stock Profile Support Training Sales Aids & Brochure Production Advertising Training DBT Stocking & Measurement System

24 Project Organisation: Once we know what we have to do we can then agree on who will do the tasks the project organisation creates a behaviour of accountability. Architecture and and Integration J J Rozwadowski PMO H W ilson ilson Process Functional & A pplication Architecture Infrastructure Software Integration Version T T Johns Johns S Price Price J J Debrosse M O zb zbilen Zborschil Test and and Support User Administration Training Data Exchange Solutions A Manoukovsky M Bayons L L De De Langhe F F Francis

25 Project Organisation: Clarifying Project Team Member Roles Version scope Freeze Version Architecture validation Begin Integration Business Change Ideas Version Intent Version freeze Begin acceptance Tests Begin Equipmt Tests Move to Prod Environment Begin Final Acceptance Buy Off XL-MoS Buy Off #2- full deploy. A: Accountable R: Responsible S: Support C: Consulted I: Informed M0 M1 M3 M5 M7 M9 M10 M10A M11 M12 M13 M13A Phase prior to M0 Version Scoping Version Architecture feasibility & analysis Version architecture definition Version architecture detailed definition Development Integration User acceptance testing Prod. Testing Move to prod environment Final acceptance First operational use Business Architecture A/R C C C I I I I I I I I CRM S A/R A S S I I S S C A/R A Architecture & Integration S C R A S S A/R A/R A/R A/R C S Domains & Projects S C S R R R S S S S S S Version Manager N/A I S S A A S S S S C S Operations (Except VM) Customers (Programs, Functions) I C S S S S S S S S S S C C S S S I I S S S C R/C

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27 What do I do most of the time? (An example of the scoring) I. Planning 1. I reach a clear agreement with the project s client concerning the overall project objectives 2. I appropriately involve key project staff members in project planning A B C D E X X Percentage of of Time Time You You Agree Agree A B C D E Total Scoring 5xA + 4xB + 3xC + 2xD + E =? 5x0 + 4x1 + 3x0 + 2x1 + 0 = 6

28 How Do I Compare to Very Successful Practising Project Managers? International Data Base of Scores Find the Percentage of People Whose Scores are Less than Yours 100 Planning 100 Or gan izin g & Staffin g % % Inventory Score Inventory Score 100 Dir ecting & Leading 100 Controlling % % Inventory Score Rep or tin g % Inventory Score Inventory Score

29 What Motivates People on your Project Teams?

30 The People s side of Projects Desired Characteristics of Effective Project Managers Understands the Organisation Can Plan, Organise and Coach (Control) Good at Communicating Can Deal with Uncertainty and Make Decisions Can Solve People Problems Understands Project Technologies

31 Thank you!