Project Management The Key to Career Growth

Transcription

1 Project Management The Key to Career Growth Kevin Chui, Vice President P.O. Box 30657, Causeway Bay, Hong Kong Internet: http;//

2 Agenda 1. What is a project and how it differs from operation? 2 What is project management and why is it needed? 3 Benefits of PM to organizations and individuals 4 The science of project management: Overview of PM process groups & knowledge areas 5 The art of managing project: Roles & responsibilities of a project manager 6 Roadmap to improvement - Project management professional development & certification programs 7 Questions & Answers

3 What is a Project? A project is a temporary endeavor undertaken to create a unique product or service.

4 Operations vs. Projects? Operations Semi-permanent charter, organization and goals Maintenance of status quo Standard product or service Homogeneous teams Ongoing Project Original charter, organization and goals Catalyst for change Unique product or service Heterogeneous teams Start and end date

5 Management Buzz Project management is the furnace in which careers are forged. Fortune, 3/20/95 Project management is evolving from a specialty into the central task of middle management. Fortune, 7/10/95 Turn everything into a project. Tom Peters Circle of Innovation, 1997 In the new economy, all white-collar work is project work. Tom Peters Fast Company, May 1999

6 What is Project Management? Application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. From A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition

7 A Balanced Project Time Cost Quality Scope

8 Project Management - Accelerating Trends Corporate globalization Massive mergers and reorganizations Flatter organizations Drive for faster results

9 Project Management - Accelerating Trends Team environment Importance of interpersonal skills Multinational projects Recognition of cultural differences Dependence on technology

10 Project Failure Statistics Roughly 40 percent of all IT projects fail to meet business requirements. (TechRepublic Inc./ Gartner Group) 74 percent of all IT projects fail, come in over budget or run past the original deadline percent of projects fail altogether. Every year, $75 billion is spent on failed IT projects in the U.S. (The Standish Group, 1998) In larger companies [where the average cost of a development project is $2,322,000], only 9 percent of the projects come in on time and on budget. (The Standish Group, June 1999) 31.1 percent of projects will be canceled before they ever get completed. (The Standish Group, June 1999) The percentage of IT projects that fail to meet objectives hovers near 50 percent. (Gartner Group, December 2000)

11 Common Pitfalls Unclear objectives Lack of senior management support Lack of effective project integration Inadequate funding Change in business priorities Original assumptions invalid Ineffective team Lack of effective communication processes

12 Why Project Management? Disciplined project management provides: Focal point for effective communications, coordination and control A plan to assess progress Enhanced productivity Project management provides the framework for methods, processes, monitoring and change control.

13 Potential Benefits of PM for the Organization Balances competing demand Increases communication among participants Improves monitoring & control Improves project support and resource utilization Increases stakeholders trust, confidence & satisfaction Improves performance measurement Improves project success

14 Potential Benefits of PM for the Individual Gets recognition of PM as a profession Provides future source of company leaders Creates high visibility of project results Enhances professional & personal growth opportunities Builds one s reputation and network Develops portable skills and experience

15 Potential Benefits of PM for SME Enhance company image Increase client confidence & trust regarding delivery and management capabilities Speak common language with corporate customers Apply management skills and techniques to improve project and operational efficiency Optimize use of company resources Fast growing recognition of PMP qualification in China

16 Industries Deploying Project Management Information technology Telecommunications Construction & engineering Healthcare Financial services Education and training Automobile Space & aircraft Pharmaceutical And many more

17 Project Management Institute (PMI) Established in 1969, headquartered in USA World s leading not-for-profit project management professional association More than 142,000 members in over 140 countries and representing different industries (Sep 2004) Over 260 chartered and potential chapters Over 30 Specific Interest Groups (SIG) Two colleges PMI Hong Kong Chapter established in 1998

18 PMI Membership Growth 145, , , , ,000 95,000 85,000 75,000 65,000 55,000 45,000 35,000 25,000 15,000 5,

19 PMI Membership Distribution Geographic Distribution USA 68.67% USA 10.67% Canada 20.66% Outside USA/Canada Canada Outside USA/Canada

20 Sampling of Organizations Embracing PMI and PMBOK ABB American Express AT&T Blue Cross Blue Shield The Boeing Co. Cap Gemini/Ernst & Young Computer Science Corp. Deloitte & Touche EDS Ericcson GE General Motors Hewlett-Packard Co. Hitachi IBM JP Morgan Chase KPMG Lockheed Martin Lucent Technologies Microsoft Motorola NCR NEC Nokia Nortel Networks PricewaterhouseCoopers Samsung Shell Services International Siemens AG Sprint TATA Consultancy Services TELUS Unisys US Army/US Air Force HONG KONG Airport Authority CLP OGCIO JOS HIT Housing Authority

21 The Science of Project Management The technical dimension: It is the formal, disciplined, pure logic parts of the project management process.

22 Project Management Methodology 1984 PMI Published first Standard 2000 A Guide to the Project Management Body of Knowledge or PMBOK Guide 2000 Edition released 2004 PMBOK Guide Third Edition released ANSI approved De Facto Global Standard Translated versions in many languages including Chinese

23 PMBOK 5 Process Groups

24 PMBOK 9 Knowledge Areas Scope Time Cost Procurement Integration Quality Communication Risk People

25 The Art of Managing Project The social cultural dimension: Creating a temporary social system within an organization, combining talent of a divergent set of professionals working as a team to achieve the project objectives.

26 Project Manager Roles Decision-maker Coach Communicator Encourager Power broker Disciplinarian Manager Sales person PM expert Facilitator Behavior model Leader

27 Project Manager Responsibilities Project plan implementation Achievement of objectives Project integration Communications Stakeholder relations Change management system Priority establishment and maintenance

28 PMP Certification Program PMP Certification Introduced in 1984 Eligibility Requirements: Demonstrated experience Demonstrated education Attended PM training courses 35 contact hours Pass examination Agree to abide by the Code of Professional Conduct Number of PMP: 91,923 (Sep 2004)

29 PMP Certification - Purpose & Goal Development Maintenance Evaluation Promotion Administration of a rigorous, examinationbased, professional certification credential of the highest caliber

30 PMP Continuing Certification Requirement Program Enhance the ongoing professional development of PMPs Encourage and recognize individualized learning opportunities Offer a standardized and objective mechanism for attaining and recording professional development activities Sustain the PMP as a global certification credential Maintain the PMP certification Attain no less than 60 Professional Development Units (PDUs) within a three-year cycle Agree to continue to adhere to PMI s Project Management Professional Code of Professional Conduct.

31 Value of Project Manager Certification Access to globally recognized credentials & standards Provides professional & personal recognition Expedites professional advancement Creates job growth & opportunities within an organization Increases employees value to the organization Growing popularity of PMP qualification in China

32 PM Demand in China Immediate need for 600,000 project management practitioners in China according to estimate from the State Economic and Trade Commission (SETC) and the United Nations Industrial Development Organization (UNIDO) Memorandum of Understanding between PMI and the State Administration of Foreign Expert Affairs (SAFEA) to work together to introduce PMI standards and certifications into China Around 4,000 in the PRC have attained PMP as of 2003

33 PMP Demand in China

34 Building professionalism in project management. TM