Professional Documents
Culture Documents
P D Rwelamila, PHD, PRCPM: Executive Project Management
P D Rwelamila, PHD, PRCPM: Executive Project Management
Country/Economy forces
Global
Forces
(APM, 2012)
PROJECT MANAGEMENT
“…the application of knowledge, skills, tools and
techniques to project activities in order to meet
stakeholders needs and expectations from a project.”
-(PMI, 2014):PMBoK
Time
Project Life-Cycle [generic] (developed from the PMBOK series. Volume 1, Wideman and Fellow, 1991, p111-2)
PM & PROJECT
GOALS/PARAMETERS
moving from a triangle to a pyramid!
balancing goals/parameters through
planning (defining work requirements,
quantity and quality and resources needed ) &
monitoring (tracking progress, comparing
outcome to predicted outcome; analysing
impact; and making adjustments)
Aligning Projects with Strategy
Dinsmore (1999)
PROJECT-SPECIFIC PRINCIPLES
Product/Service Targets PROJECT E
PROJECT B Interfacing
Monitor
Company Expectations
GENERAL PROJECT
Objectives
ALIGNMENT
Stakeholder Organization
Management Management Create PROJECT F
Product &
PROJECT A Mission, Service
Vision ORGANIZATION Portfolio
MANAGEMENT Prioritization
Risk Analysis Procurement
Operational Strategic Project
Goals Planning
PROJECT L PROJECT G
Organizational
Multi- Overview
Disciplined Team
Teams Mobilization
Source Logistics
PROJECT K Resources PROJECT H
PROJECT J
PROJECT I
OPERATIONAL PROJECTS
SPECIAL PROJECTS?
CHANGE TO PROJECT ORIENTED
CONTEMPORARY ORGANISATIONS
Normally, the existing organisation is not a
project oriented organisation (it is a project
oriented organisation by default)
Moving from a ‘default’ environment requires
what Rogers (1983) refers to as “Successful
change agent..”
7 Critical Roles for Successful Change Agents
Rogers (1983) (1)
(1) Developing the need for change - failure is not usually
caused by just one person but is the result of a combination
of problems (around the drivers of change?)
(2) To be accepted as trustworthy & competent - upper
managers must act with integrity & authenticity - “talk the
talk” & “walk the walk” (drivers of change to define the
culture of the org.)
(3) Diagnosing problems from the perspective of their
audience - avoiding ‘the blame culture’ - the need to see
problems from the PM’s point of view & not to regard
the PM as a culprit.
7 Critical Roles for Successful Change Agents
Rogers (1983) (2)
(4) Creating the intent to change thro’ motivation -
across the board acceptance of initiatives for change (around
the drivers of change?)
(5) Working thro’ others in translating intent into action
- working as a collective (PMs & Operational managers)
(6) Stabilizing the adoption of innovation - ownership of
initiatives across the organisation.
(7) Going out of business as change agents - change
initiatives are projects (with start & end dates) - if the
above steps have been successful, then the need for change
agents vanishes
How mature is your organisation? (1)
Capabilities of applying PM good practices
against others in a particular industry/or
sector:
Stage 1 (Initial): no formal methodology, training, project
review process, project authorization process, project risk
assessment; projects are typically late, over budget, no
utility considerations, poor quality.
Stage 2 (Repeatable): move (just) above Stage 1; 25-50%
of projects deliveries are on time, within budget, utility
issues addressed & there are quality considerations
Stage 3 (Managed): 50/50 move on Stage 1 issues; 50-
75% of project deliveries are on time, within budget, utility
issues addressed & there are quality considerations
How mature is your organisation? (2)
Capabilities of applying PM good practices
against others in a particular industry/or
sector:
Stage 4 (Distributed): Opposite of Stage 1 characteristics;
Certification in PM is a requirement for all PMs; All
employees require basic PM knowledge & skills to be
employed; 75-95% of project deliveries are on time, within
budget, clear utility considerations and quality.
Stage 5 (Sustained): management by projects is an
organisation philosophy; Executives & managers are PM
certified; all PMs must complete internal
qualification/certification program; continuous improvement
is a norm; and 99% of projects are within Q, C,T, & U
levels.
How mature is your organisation? (2)
The amount of time it takes an organisation to
achieve full maturity vary significantly from one
organisation to another
No organisation has reached the 5 stage
Many organisations have achieved the 3rd Stage &
parts of the 4th Stage
It is not unusual for an organisation to exhibit some
of the characteristics in more than one stage
It is not possible to skip a stage (because maturing
is a process that requires time)