Round Table. September 12, 2013 Enterprise Communication Beyond

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1 Round Table September 12, 2013 Enterprise Communication Beyond 1

2 PMINAC Dinner Meeting September 12, 2013 PDU Claim Code - C

3 Business Agenda Annual General Meeting Certification PMINAC Mentoring/Community of Practice 3

4 ANNUAL GENERAL MEETING September 12,

5 Annual General Meeting Adoption of Agenda Acceptance 2012 AGM Meeting Minutes Prepared Statement President s Report Financial Update 2013 / 2014 Board Elections and Appointments AGM Closed 5

6 6

7 Strategic Focus for 2012 / 2013 Enhance PDU Opportunitiesz Enhance Communications Channels Improve Board Performance Build capacity to execute new programs PMINAC AGM

8 Enhance PDU Opportunities Enhance quality and variety of PDU, networking and dinner meeting opportunities. Apply some focus to building services for our members outside of Edmonton. Neil Whitten 2 day seminar Yellowknife outreach Golf Tournament (65 players) PMINAC AGM

9 Enhance Communication Channels Leveraging and enhancing the internal and external communication channels we use to communicate with our members. Provide additional value and touch points to our membership by incorporating website technologies that allow for multimedia content availability of educational content and social networking technology. Developed integrated communications strategy Re-built new more functional website Streamlined event registration process Established twitter Board members presented to various groups in our area and provided exposure to PMINAC Annual General Meeting

10 Improve Board Performance Improve board performance by implementing processes (formal and informal) that ensure accountability and successful delivery of an array of high value services. Made extensive use of pre-defined processes this year Developed Risk Management Plan and started work on implementation PMINAC AGM

11 Build Capacity to Execute New Programs Build capacity to execute new programs and service offerings by active recruiting, placement and management of volunteers. Build a robust and sustainable volunteer management program. Reviewed VRMS to determine applicability to PMINAC Developed processes to align volunteers with appropriate opportunities Placed 12 volunteers Set up database to track volunteers 65 names on waiting list PMINAC AGM

12 Other Accomplishments Over 100 new PMPs this year Completed the fall study group Developed FAQ sheet for the web site Sold out conference $20,000 in net revenue Successful Project of the Year competition PMINAC AGM

Membership Growth by Year 1800 1600 1400 1200 1000 1150 1291

13 Membership Growth by Year PMINAC AGM

14 Dinner Meetings Average attendance 94 7 dinner meetings Round table discussion topics Added to volunteer team 14

15 Financial Statements Initial set of statements prepared Audit is pending Will provide the audited statements once they are completed to our members PMINAC AGM

16 PMINAC Project of the Year 2013 Overall Winner Alberta Infrastructure, ONPA Architects & Stuart Olson Construction Edmonton Remand Centre Category Winner Construction City of Edmonton, Drainage Services WESS Stage W12 Project Category Winner Information Systems Capital Power Corporation Capital Power ERP Process & Systems Redesign Category Winner Government Alberta Health PMO Framework Enhancement Project 16

17 New Edmonton Remand Centre PMINAC AGM

18 Thank you to Previous Board Members VP Administration Victor Amorim VP Programs Michael Smith VP Certification Bob Silversides VP Marketing Dotun Elizier VP Volunteers Sameer Verma VP Membership Luli Hoxha VP Finance Saeed Jafaei 18

19 2013 / 2014 Board Members President Judy Hardement President-Elect Sameer Verma Past President Harold Eggert VP Programs Bill Walkhouse VP Prof Dev Ken Bainey VP Certification Phil Beck VP Finance Marlene Morin VP Marketing John McCarron VP Administration Hemant Kumar VP Volunteers Tarek Chaker VP Membership Rose Joshua 19

20 PMINAC AGM

21 Business Agenda Annual General Meeting Certification PMINAC Mentoring/Community of Practice 21

22 CERTIFICATION UPDATE September 12,

23 Business Agenda - Certification Frequently Asked Questions Available on PMINAC Website Get Certified Certification Prep Questionnaire In progress Will be going out to members shortly 23

24 Business Agenda - New PMPs 71 New PMINAC PMP s over the summer. 995 PMP s total in PMI-NAC Chapter as of end of July 24

25 New PMPs Joel Ajakpovi Rafena Ally Lorraine Bachman Reg Belyea Safari Bushayija Tarek Chaker Nathan Chalifoux Peter Clarke Greg Courtepatte Deepak Dave Nitish Dev Carl Drotsky Amanda Eid Harold Ernst Oluseyi Faniran Naheed Karim Paulin Katamba Casey MacDonald Indra Mathew Umasankaran Mohambourame John Onyskiw Mona Patel Carson Pierce Scott Pura Ronald Roth Evelyn Schwabe Randy Shippit Lara Suriyakumaran Ajay Verma 25

26 Business Agenda Annual General Meeting Certification PMINAC Mentoring/Community of Practice 26

27 Introduction to: PMINAC Mentoring/Community of Practice Marguerite LeBlanc Director, Mentoring Program 27

28 PMINAC Dinner September 12, 2013 PDU Claim Code - C

29 Presentation September 12,

30 PMBOK vs. PRINCE2 Complementary or Competitive? PMINAC September 2013 Dinner Meeting

31 Agenda Welcome and Introductions About PMBOK About PRINCE2 PMBOK vs. PRINCE2 Q&A Page 31

32 PMBOK Page 32

33 PMBOK Background DESCRIPTIVE in defining the inputs, processes and outputs of 10 distinct knowledge areas Defines a METHODOLOGY as A system of practices, techniques, procedures, and rules to guide a PM in the performance of their job Instructs us to use a Project Management Methodology as a tool to support the development of various project artifacts and management plans, BUT it doesn t tell us which one to use

34 PMBOK 5 th Edition released January processes (4 more than previous edition) Project Stakeholder Management is new Some processes renamed Some inconsistencies removed Inputs, tools, techniques and outputs reviewed and better explained Page 34

35 PMBOK Framework PMBOK Initiate Plan Execute Monitor & Control Close Integration Management Scope Management Time Management Cost Management Quality Management HR Management Communications Management Risk Management Procurement Management Stakeholder Management Page 35

36 PMBOK Examples CEMS Project at U of A Faculty of Extension (PMBOK) VISTAS Act Modernization Project at Service Alberta (PMBOK + Agile/Scrum) HAL Project at AB Municipal Affairs (PMBOK + PRINCE2 + Agile/Scrum) Page 36

37 PRINCE2 Background Page 37

38 PRINCE2 Background PRINCE2 (PRojects IN Controlled Environments) Response to major project failures Owned and operated by the UK Government, but completely open to the public.

39 PRINCE2 A structured method for effective project management Provides a stage-gated governance model for organizing activities and decisions throughout the project lifecycle Is prescriptive in its approach to establishing and operating project management services Open, end-to-end project delivery method scalable to any industry and business sector

40 PRINCE2

41 PRINCE2 What Are PRINCE2 s Strengths? Stage Gating ensures that projects remain aligned to the need Work packages allow detailed control Project board mandates governance approach

42 PRINCE 2 Weaknesses Prescriptive can be applied with no understanding Blindly followed Not appropriately scaled Page 42

43 PRINCE2 Benefits Why is PRINCE2 so successful? Focus on: Clear links between project and organization s key strategic priorities Clear senior management ownership and leadership Proven approach to project management and risk management Attention to breaking projects into manageable steps Evaluation of proposals driven by long-term value rather than initial price (business case) Understanding of, and contact with, supply teams Suitable for any industry and size/complexity of project

44 PRINCE 2 Benefits Ultimately, provides a proven method for applying the PMBOK Framework Page 44

45 For more info on PRINCE2 Websites: Best Management Practice (BMP) Portfolio Office: Official PRINCE2 site:

46 PMBOK vs. PRINCE2 PRINCE2 or PMBOK? vs. Might as well ask, Babies or puppies? Page 46

47 Let s compare PMBOK vs. PRINCE2 PMBOK Guide Knowledge Area Integration Scope, Time, Cost Quality Risk Communications (now Project Stakeholder Management) Human Resources Procurement Comparable PRINCE2 Themes Combined Processes and Themes Change Plans Business Case Progress Quality Change (Configuration Management) Risk Progress Organization (limited) Not Covered Page 47

48 PMBOK vs. PRINCE2 different perspectives PMBOK Provides excellent focus on developing the SOW, but leaves Business Case behind (initial justification for investment) States 80% or more of PM s work is Communications, but is thinnest chapter in PMBOK Communication Plan is best practice and should be established, but that s it PRINCE2 Provides special focus on Business Case throughout project life cycle, at centre of directing gated GO/NO-GO decisions to mitigate investment risk integrates project performance into portfolio management decision making process measurable business benefits Includes 8 major processes, 45 subprocesses, 36 product descriptions, definition of what should be included in project communications documents such as Acceptance Criteria, Highlight Report, Exception Reports, End Stage Report, Lessons Learned Report, and prescriptively directs the PM to deliver vital status information and what data should be included in the communication

49 PMBOK vs. PRINCE2 different perspectives PMBOK Describes best practices, areas in which a PM needs to be knowledgeable Includes reference to Communication, Leadership, People Management skills, and Procurement, and guidance across knowledge areas and process groups to address them Emphasises professional and social responsibility to strengthen integrity of PM s PMBOK provides the ingredients PRINCE2 PRINCE2 does not address these areas specifically Provides focus on Principles known to PMBOK, but highlighted as essential to project success in PRINCE2 While PMBOK is a framework and a toolbox, PRINCE2 helps PM s answer the questions of where do I start? and where do I finish? PRINCE2 is the recipe

50 PMBOK vs. PRINCE2 You can have both babies AND puppies! PRINCE2 and PMBOK are complementary, not competitive! PMBOK is the comprehensive source of information on PM best practice, and knowledge of the PM profession what a PM should know PRINCE2 is a PM Methodology what a PM should do to organize that knowledge PMBOK calls on the practitioner to apply a PM methodology (as a tool), and PRINCE2 provides a reliable and practical one PRINCE2 answers questions of Where do I actually start? How do I pull all this together and actually run a project?

51 We CAN get along! Page 51

52 PMBOK vs. PRINCE2 And finally... any questions?

53 What would a PMI-NAC Dinner Meeting be without DOOR PRIZES!!! Page 53

54 Thank You! Page 54

55 QUESTIONS + NEXT STEPS? 55

56 Wrap Up Dinner Meeting Survey Please fill out before you leave! PDU Number: Provider ID: C023 Activity Code/Number:

Chapter Policy: Governance Structure and Director Roles and Responsibilities

Chapter Policy: Governance Structure and Director Roles and Responsibilities Introduction: The purpose of this document is to: Serve as a companion document to the Bylaws and the Strategic Plan documents;