Cobb s Paradox We know why projects fail; we know how to prevent their failure so why do they still fail?

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2 Cobb s Paradox We know why projects fail; we know how to prevent their failure so why do they still fail? From Martin Cobb's presentation at CHAOS University in 1995,The Standish Group Leszek Stasto 2

3 Survey 2012 March conclusion #1 : 64% of projects successfully met their original goals and business intent in Which means over 1/3 did not. conclusion #2 : when a project fails, an average of one-third of that project s budget is lost for good. PMI 2012 March - an annual global survey of practitioners and project management over 1,000 professionals across a variety of experience levels and industries. Leszek Stasto 3

4 Organisational Competence Performance What makes differrence? Maturity of Organisation Projects on time % Projects on budget % Projects meet original goals High Level 67% 68% 73% Medium Level 55% 58% 67% Low Level 39% 44% 53% Average 54% 57% 64% PMI Pulse of profession 2012, March Leszek Stasto 4

5 Continuous Development of Organisation High Level Medium Level Low Level Initial Defined There are partially defined PP&P standards, structures and processes in place which are partially applied in the organisation Standardised There are fully defined PP&P standards, structures and processes in place which are mostly applied throughout the organisation Managed There are fully defined PP&P standards, structures and processes in place which are fully applied throughout the organisation, which the Management actively controls Optimising There are fully defined PP&P standards, structures and processes in place which are fully applied throughout the organisation, which the Management actively controls and continuously improves. The achievements of Project Management are at a personal level. There are individuals who perform well, but PP&P performance is coincidental. The organisation has no formal PP&P standards, structures and processes in place Leszek Stasto 5

6 Why are we loosing money? Maturity of Organisation Projects failed % 10 M$ budget 50 M$ budget High Level 27% 0.9 M$ 4.5 M$ Medium Level 36% 1.2 M$ 6.0 M$ Low Level 47% 1.6 M$ 8.0 M$ LOST BUDGET LS77, 2012, October Leszek Stasto 6

7 Most critical project success factors (top 7) 75% Ensuring top-level management support for the project & active, committed sponsors 72% Staffing the team with appropriately skilled people - Certification (not less then 35% certified PM) - Career path 71% Project Management Basics: create a realistic implementation plan - use PM good practices 70% Clearly defining the expected benefits from the project - Goal definition 71% Effectively managing change associated with the project - Change management, claim management 69% Formal process in place 65% PMO in place Leszek Stasto 7

8 Why a Competence Difference? You may want more than Knowledge... You board a flight piloted by two Air Academy graduates who have never taken off or landed a plane. Your defense lawyer just passed the bar, knows all the case law, but has never practiced before a jury. Your heart surgeon memorized the manual, but has never used a scalpel. Q: What is missing? Competence! Leszek Stasto 8

9 The Competence Standard The ICB3 standard proves its value to PM practitioners and our stakeholders. It highlights PM knowledge, and the key competences expected from managers of: Projects Programmes Portfolios Leszek Stasto 9

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11 IPMA: Leading The Way World s first International PM organization Formerly named INTERNET (1967) First with role-based, Competenceassessed PM certifications ICB: Standards for PM competence Competence-based Education, Training & Development Awards for Project Excellence International events Leszek Stasto 11

12 A Different Kind of PM Association MA MA MA MA MA IPMA MA MA MA MA 50+ Member Associations (MA), on 6 continents Leszek Stasto 12

13 Led By Volunteer PM Practitioners Supported by the World s PM opinion leaders Leszek Stasto 13

14 This is IPMA s World Leszek Stasto 14

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16 3.01 P Project orientation 3.02 Pg Programme orientation ICB In a Periodic Table of Project Management Competence Elements 3.03 Pf Portfolio orientation IPMA PM Competence Element Groups Contextual Competence Elements Technical Competence Elements Behavioral Competence Elements 2.04 As Assertiveness 2.02 M Engagement & motivation 2.05 R Relaxation 2.01 L Leadership 2.03 Sc Self-control 2.06 O Openness 3.04 Pp Project, program & portfolio implemen Po Permanent organization 1.01 Ps Project management success 1.02 Ip Interested parties 1.03 Rq Project requirements & objectives 1.04 Ri Risk & opportunities 1.05 Q Quality 2.07 Cy Creativity 2.08 Ro Results orientation 2.09 E Efficiency 3.06 Bu Business 3.07 Sa Systems, products & technology 1.06 Po Project organization 1.07 T Teamwork 1.08 Pb Problem resolution 1.09 Ps Project structures 1.10 Sd Scope & deliverables 2.10 Co Consultation 2.11 Ne Negotiation 2.12 Cc Conflict & crisis 3.08 Pe Personnel management 3.10 Fi Finance 3.09 Hs Health, security, safety, & environment 3.11 Le Legal 1.11 Tp Time & project phases 1.16 Cr Control & reports 1.12 Re Resources 1.17 In Information & documentation 1.13 C Cost & finance 1.18 Ca Communication 1.14 Cn Procurement & contract 1.19 Su Project startup 1.15 Ch Changes 1.20 Cs Project closeout 2.13 Rl Reliability 2.15 Et Ethics 2.14 Va Values appreciation ICB: IPMA Competence Baseline Leszek Stasto 16

17 Project Management Knowledge Areas From Other PM Sources Others use knowledge areas and exam-based certifications about project management. They primarily cover the Technical elements of PM Pi Project Integration Management 1.04 Ri Project Risk Management 1.05 Q Project Quality Management 1.10 SC Project Scope Management 1.11 Ti Project time management 1.12 Hu Project Human Resources Management 1.13 Co Project Cost Management 1.14 Pr Project Procurement Management 1.18 Cm Project Communication Management Interestingly, recent editions are adding Behavioral items. Leszek Stasto 17

18 Demonstrating PM Competence 5 Performance 4 Competence 3 Attitudes 2 Skill 1 Knowledge The Progression: 1. Classes introduce Knowledge 2. Application leads to Skill 3. Reinforcement, plus Interpersonal Skills: Attitudes 4. Experience and adaptation generates PM Competence 5. Review proves Performance The Result? Business Benefits Leszek Stasto 18

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20 4 Level Certification System True, Role-Based Certification Leszek Stasto 20

21 What IPMA Certifications Offer... Recognition & Reward Global Certification Differentiation from Basic Certifications Standards Based Continued Professional Growth Professional Community Public Registry Leszek Stasto 23

22 Move Up To Assessed Competence... with the IPMA 4-L-C Advanced, Professionally Assessed C B A Exam- Based D Other PM certifications Leszek Stasto 24

23 Organisational PM Maturity 3 aspects: Individual competences Project results & PM application Organisational PM competence Environment Culture Strategy $ Structure Process Organisational PM Competence Leszek Stasto 25

24 IPMA Delta Benefits Know areas for improvements to lever performance in project management -- in all dimensions Learn from experienced local and international assessors applying proven standards Show management attention and commitment for project related work Align projects with corporate strategy Improve competitive market position Leszek Stasto 26

25 IPMA s Focus For the Future IPMA leads the evolution of the PM profession and the maturity of its practice. Advanced, Competence-based certifications. A unique federal structure which thinks globally and acts locally, serving local needs. Recognize and respect cultural differences. Alliances with those having complementary visions. A Partner for Project Management knowledge, competence and performance. Leszek Stasto 27

26 IPMA s Benefits Member driven, practitioner-managed. Competence and PM Performance-oriented. Open intellectual property attracts the thought leaders of the PM profession. Our Federation: Thinks globally, acts locally. Role-based, advanced certifications, with professional assessors in addition to exams. The IPMA Family spirit: Easy to enjoy, difficult to describe, impossible to replicate! Leszek Stasto 28

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