The Evolution of Project Management. Sacramento Valley Chapter PD Day November 7, 2014 Frank Schettini Vice President, Information Technology
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1 The Evolution of Project Management Sacramento Valley Chapter PD Day November 7, 2014 Frank Schettini Vice President, Information Technology
2 Project Management: Pyramids 2
3 Project Management: Burj Khalifa 3
4 Today s Reality: A Complex Environment 4
5 Innovation: A Necessity for Survival Apple Iphone 5S Samsung Galaxy 5S Apple Iphone 6/ Apple Pay 5
6 Look for Opportunities to Improve Organizational Agility 6
7 Ability of Organizations to adapt quickly to changes in market conditions 7
8 How to Evaluate Agility What are the practices most indicative of organizational agility? Quick response to strategic opportunities 75% Shorter decision/ production /review cycles 64% Focus on change management 59% Integrating voice of the customer 54% Focus on risk management 53% Interdisciplinary project teams 53% Elimination of organization silos 53% Contingency planning 51% Use of iterative project management practices 50% Leveraging technology 46% PMI Pulse of the Profession Organizational Agility In-Depth Study,
9 9
10 Triple Constraint Scope 10
11
12 PMI s Talent Triangle Skills & Competencies Project & Program Management Product Knowledge Sector Knowledge Negotiation Communication Motivation Problem Solving Organization Change Management Strategy Alignment Innovation Finance/Marketing/HR Operational Functions Source: 2013 Pulse of the Profession Talent Management In-Depth Report 12
13 PMI s Talent Triangle Most organizations say that technical skills are hardest to find but easiest to teach 66% 71% of organizations say that leadership skills are not most as important teachable for but long-term are most success in important project for anagement early success in project management Source: 2013 Pulse of the Profession Talent Management In-Depth Report 13
14 High Performing Organizations Identify Most Important Skills for Dealing With Complexity 9% 81% Source: 2013 Pulse of the Profession Talent Management In-Depth Report Note: 1% said other 9% 14
15 UK Major Projects Authority Talent Allocations CabinetOffice Commercial Capability 25% Technical Understanding 25% Major Project Leadership 50%
16 PMI s Talent Triangle Leadership Behaviors Managing Emotions Acting Courageously Maintaining Presence Inspiring Teammates Building a Culture of Trust, Accountability & Continuous Improvement Source: 2013 Pulse of the Profession Talent Management In-Depth Report 16
17 17
18 Speaking the Language of the Business
19 The State of Agile Of 4,770 respondents from 91 countries, 90% said they use some sort of agile. When teams switched to agile, 85% of respondents saw some increase in productivity. 92% said agile improved their ability to manage changing priorities. Source: Study by Analysis.Net and VersionOne
20 PMI s History with Agile Congress presentations since 2004 Dedicated Congress Agile tracks SeminarsWorld sessions since 2005 Agile Community of Practice established 2009 PMBOK Guide references to iterative development Agile reference sources in PMI Marketplace PMI-ACP certification launched in 2011 Created by practitioners for practitioners!
21 PMI Agile Certified Practitioner (PMI-ACP) Validates your ability to understand and apply agile principles and practices on basic projects. Carries a high level of credibility as it requires a combination of agile training, experience working on agile projects and examination on agile practices of project management. Who Should Apply? Those who: Have experience leading or working on agile project teams Have knowledge of a variety of agile approaches
22 PMI-ACP Certification Holders As of 30 October, 2014, there are 6,885 active PMI-ACP holders worldwide.
23 Regional Breakdown of Active PMI-ACP Holders APAC, 22% NAM, 63% EMEA, 12% LAM, 3%
24 Benefits of Obtaining a PMI-ACP Demonstrates a practitioner s knowledge and skill in agile principles, practices, tools, and techniques Covers multiple agile methodologies, not simply limiting a practitioner to one agile approach Increases professional versatility in project management Provides the practitioner a certification that is more credible than existing entry-level, training or exam-only based offerings
25 PMI s Agile Certification Product Definition PMI-ACP is NOT a methodology-specific certification (e.g., Scrum, XP, DSDM, or Lean specific) PMI-ACP is NOT an Agile Project Manager credential (rolebased credential) PMI-ACP is NOT exclusively for IT PMI-ACP does NOT require PMP as a prerequisite
26 The Way Forward
27 Inspiration My Parents Jim Highsmith Adaptive Leadership: Accelerating Enterprise Agility Jim Cundiff Big Visible, former MD, Scrum Alliance, Book: The Software Project Manager's Bridge to Agility by Michele Sliger and Stacia Broderick
28 Thank you. Making project management indispensable for business results.
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