enterprise project management slideshare

MakeITWork.Consulting ME

Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME

1


Project Management

Enterprise Project

ManagementAmman, Jordan

1st June, 2015

A MakeITWork Consulting ME event in cooperation with Association of Banks in Jordan



2

MakeITWork Presentation

MakeITWork Consulting is a Consulting and Training company, now also based in the Middle-East, specialized in Project and Risk Management, Business Strategy and Resource and Outsourcing services.

Founded by a group of professionals with extensive experience and knowledge of the international market, MakeITWork Consulting

features an integrated range of services, tailored to the needs of each Company.

From the professional experience of its founders, it stands out the success stories in companies and organizations from different sectors of activities, including Banking and Insurance, Information Technology and Telecommunications, Software Industry, Government and overall Public Sector.



3

Speaker Presentation

Dr. Jorge Vaz Girão, PMP, CISA, PMDPro

Jorge Vaz Girão has more than 30 years of experience in the fields of Program, Project and Risk Management, Business Analysis and Change Management for the IT, Banking, Insurance, Telecom, Transportation and Aviation industries.

His career path was developed in various business domains both in the private and in the public sectors, having assumed many challenging different projects, especially relating to the areas of international management and consulting, across Europe, Africa and Middle East. He has managed and consulted on more than 35 local and international major projects, being its project and risk manager, for companies like Temenos, Misys, Capgemini, IBM, Altran, AxaInsurance, Sony, Shell and Bertelsmann.

Project and Risk management, as well the coaching are his passion. For the past 5 years he has developed and taught over 20 different Project and Risk Management & related training courses.

His vast experience and training methodology has received excellent feedback from his students and many domestic and international clients.



4

• Introduction to Project Management Culture

• The Importance of Project Management

• Project Management Today - An Integrative Approach

• An Overview of the Business Strategic Management

• Project Management and the Business Strategy

• The Need for a Project Selection and Priority System

• The Rapid Spread of Modern Project Management

• Project-Driven and Project-Dependent Organizations

• Advantages and Importance of Modern Project Management

• The Goals and Benefits of Project Management

• Measurement of Project Management ROI

• The Value of Project Management: Beyond ROI

• Requirements to Achieve these Benefits

• Enterprise Project Management Process Maturity Model

Agenda



5

Introduction to Project Management Culture What is a Project ?...



6




7

Specific Resources


Specific Goals and Objectives

Specific Deliverables



8

Introduction to Project Management Culture What is a Project ?...The (maybe) First Project !...



9

Introduction to Project Management Culture What is a Project ?... Another Project…



10

Introduction to Project Management Culture What is a Project ?... And a lot more…throughout all times…

2700 BCPyramids

2700 BC

Babel Tower 6000 BC

476Roman Empire

1500Age of Discovery

1750Industrial Revolution

1912Titanic

1945Manhattan Project



11

Introduction to Project Management Culture Why Project Management?...

We believe that we can influence, to act and change the course…

Ostrich Approachignoring the risks or pretend

they do not exist

Christian Approachwaiting for someone or a

higher authority to resolve

any problems or make them

disappear

Denial Approachrecognize that there are risks

but refuse to accept that they

will happen to your project



12

Introduction to Project Management Culture Why Project Management?...

is not the strongest nor the most intelligent of the species that

survives…

…but that one who is better able to accept and adapt to change…

Charles Darwin

(Geologist and Naturalist; 1809-1882)



13

Introduction to Project Management Culture Project…. What does it means?...

Project: What does it mean?

Organizations perform work which involves either operations or projects, although the two

may overlap

They share many characteristics:

they are performed by people,

constrained by limited resources,

planned, executed, and controlled.

They differ primarily in:

that operations are ongoing and repetitive

projects are temporary and unique



14

Introduction to Project Management Culture A Project is…

Operations Projects

Existing systems One-time resource configuration

Repetitive work Unique and separate work

Efficiency and effectiveness Cohesion and direction

Reliance on standard procedure End-product driven

Line management Project orientation

Focus on “maintaining” Focus on “change”

“ A project is a temporary endeavour undertaken to create a unique

product, service or result.“



15

The Importance of Project ManagementProject Management … Till Modern Project Management!

2010190019701960 200019801950

1958: Polaris, Cold War, PERT

1960: CPM 1963: USAF, EVM

1960’s: NASA Project’s; diffusion into other companies

1969: PMI

1970-80: Matrix Organizations

1983-87: PMBoK

1989: PRINCE

Method

1991:PMBoK ANSI

Standard

1999: Mng Sucessful

Programs (OGC)

2006: PMI Standards

on Program Mngmt

1995: MS Project

1996: PRINCE2

1997: ISO 10006

Quality in Pj Mngmt



16

The Importance of Project ManagementModern Project Management why…?

Increased complexity of the work, Constraints impacting organizations (Time, Cost, Scope)

Management focus on Program and Benefits Management

Increased enforcement uncertainty, competition (time-to-Market)

Quality Requirement increasing, Customer Satisfaction, Continuous improvement,

Conformity with maturity models (EFQM)

High technological pace and innovation

Project duration longer, Budgets getting smaller, Emphasis on justified project costs

> 2

years

1 t

o 2 y

ears

6 t

o 1

2 m

on

ths

3 t

o 6

mo

nth

s

> 3

mth



17

The Importance of Project ManagementProject Management – Why?

Disciplined project management provides:

Focal point for effective communications, co-ordination and control

A plan to assess progress

Emphasis on time and cost performance

Project management provides the framework for

methods,

processes,

monitoring and change control.

What are the benefits ?



18

The Importance of Project Management Project Management – What are the Benefits ?



19

The Importance of Project Management Project Management – What are the Benefits ?

Companies view project management initiatives as valuable to their bottom-line

profitability, to product quality, and especially to meeting delivery dates and budget goals



20

Project ManagementKnowledge Areas

Scope

Cost

Resource

Risk

Integration

CostScope

Time

CommunicationProcurement

Quality

Time

Ensures the project will include all the work required

(and only this!) to be complete successfully.

Ensures the project will be completed according

planned schedule and on time

Ensures the project will be completed

within allocated budget o it.

Ensures the project will meet the needs

that justified its initiation.

Optimizes the participation of all the

resources involved in the project.

Ensures all project information will be

developed, disseminated and stored

properly.

Identifies, analyses and defines the

risk responses that somehow have

impact on the project.

Ensures the correct acquisition of goods

and / or services outside the

organization.

Ensures the various elements of the

project are coordinated and integrated

correctly.

Project Management Today - An Integrative ApproachKnowledge Areas



21

Project Management Today - An Integrative ApproachProject Management Processes

GestãoDe

ProjectosProcesses

Initiation

Planning

Execution

Monitoring & Controling

Closing

CostScope

Time

The Initiating Process Group consists of those

processes performed to define a new project or a new

phase of an existing project by obtaining authorization

to start the project or phase.

The Planning Process Group consists of

those processes performed to establish

the total scope of the effort, define and

refine the objectives, and develop the

course of action required to attain those

objectives..

The Monitoring and Controlling Process Group consists of those processes

required to track, review, and orchestrate the progress and performance of

the project; identify any areas in which changes to the plan are required;

and initiate the corresponding changes.

The Closing Process Group consists of those processes

performed to conclude all activities across all Project

Management Process Groups to formally complete the

project, phase, or contractual obligations.

The Executing Process Group consists of

those processes performed to complete the

work defined in the project management

plan to satisfy the project specifications.



22

Act

ivity lev

el

Time

Initiation

Planning

Execution

Monitoring & Control

Closing

Project Management Today - An Integrative ApproachProject Management Processes



23

3 – 5 years

An Overview of the Business Strategic Management Business Strategy and Program/Project alignment…

Vision

Vivid

Description

Mission

Core Values

Strategic

Principles

Learning and

Grow

Perspective

Employee

CompetenceTechnology

Corporate

Culture

Ground Crew Alignment

Ground Crew Alignment

% Ground Crew Trained % Ground Crew Stakeholders

Year 1 : 70 % Year 3 : 90 % Year 5 : 100 %

Ground Crew Training Program (GCTP)

Internal

Process

Perspective

Selected Initiatives

Customer

Perspective

Operational

Excellence

Customer

Intimacy

Product

Leadership

Attract Customers & Retain Attractive Pricing

# of CustomersCompetitive Prices

Load Factor Customer Ranking

Number 1Number 1

Customer Loyalty Program (CLP)

Financial

Perspective

Revenue

Growth

Strategy

Productivity

Strategy

BSC Strategy

MapImprove Shareholder Value

Profits & ROI Plane Utilization

Profitability Plane Utilization

Market Value Block Hours/Day

30% 4%

Strategic

InitiativeObjective Measure Target Initiative

3 – 5 years

Value

Proposition

Differentiation

Statements

Outcome

Description

3 – 5 years

Goals

Strategic

Objective

Strategic

Measures

Fast Ground Turnaround

Fast Ground Turnaround

On Ground Time On-Time Departure

30 minutes90%

Turnaround Cycle Program (TCP)Time Optimization Program (TOP)

3 – 5 years

Strategic

Risk

Opportunities

Mega Issues

En

viro

nm

en

tal

Sc

an

“Rolling” 1 – 2 years

Operating Plan and Budget

Program/Project Portfolio Management

Strategic Programs Operational Programs

Projects Projects

Example Strategy Map : “Airline Operating Efficiency” Theme



24

An Overview of the Business Strategic Management Maturity Organizations – an Organizational Change

People Tools, Techniques

Processes

OrganizationalChange

Methodology

ExpertiseTraining



25

Project Management and the Business StrategyMaturity Organizations – the Evolution

Organizational Resources

Vision

Mission

Organizational

Strategies &

Objectives

High-Level

Operations Planning

& Management

Management of On-Going

Operations(recurring operations)

(Producing value)

Project Portfolio

Planning &

Management

Management of Authorized

Programs & Projects(projectized activities)

(increasing value, production capacity)



26

An Overview of the Business Strategic ManagementMaturity Organizations – the Evolution

Portfolio

Program

Project

Standardize Measure Control Continuously Improvement



28

Project Management and the Business StrategyMaturity Organizations - achieving a level of Excellence



29

Project Management and the Business StrategyMaturity Organizations - achieving a level of Excellence

Use the standard to obtain basic

understanding of OPM3, its

components and operation

High-Level: Use Self-Assessment

tool to identify existing and needed

Best Practices and position on

maturity continuum.

Comprehensive: Identify

existing Capabilities to determine

maturity at detailed level and

consider planning for

improvements.

Option: Exit process if satisfied

with results; reassess periodically

to monitor effects of change.

Use Assessment results and

organization’s priorities to

determine scope and sequence

of improvement efforts.

Execute planned organizational

development activities to

advance on the maturity

continuum.

Recomended: Return to Step

2 reassess maturity to detect

changes caused by recent

events.

Option: Return to Step 3 to

work on otherBest Practices

identified in original

assessment.



30

The Need for a Project Selection and Priority SystemAn Integrated Portfolio Management System

Manage operational and business risk

Manage Risk

• Compliance

• Protect assets

• Service continuity

Better manage operating and capital costs

Manage Cost

• Optimize resources

• Automate processes

Align IT investments to organizational needs

Align IT Investments

• IT portfolio mgmt.

• Value mgmt.

• Business process mgmt.

Deliver maximum value by providing reliable

and effective services

Improve Service

• Service availability

• Service mgmt.

Unify and Simplify

Portfolio Management System



31

Enterprise Project

Management (EPM)

is a new vision for

how to unify and

simplify

the management of

enterprise-wide

Project initiatives

Bu

sin

ess R

eq

uire

men

t Op

timiz

atio

n

Stra

teg

y M

an

ag

em

en

t

Ris

k M

an

ag

em

en

t

En

terp

rise

Pro

jec

t Ma

na

ge

men

t

Manage and Secure

Unify Simplify

Application Environments

ApplicationsUsers

Business Processes

Business Requirements / Needs

The Need for a Project Selection and Priority SystemEnterprise Project Management



32

BusinessIT

Portfolio

IT Governance

Business Alignment

IT

Users

People &Projects

Service Lifecycle

Applications

Best

Practices

Process

Add value with existent

resources

Allows better alignment and

commitments with the business

Increase efficiency by

integrating IT & Business

processes

Demand

Services




33


Time and Cost

Projects and

Programs

Processes

Time and Cost Accounting

• Counts actual project costs

• Allocates and affects actual

project costs (charge-back)

Process Management

• Creates templates,

graphics workflows and

methodologies of best

practices

• Process compliance

reports

Project Management

• Creates estimates, budgets

and provides forecasts

• Monitors deliverables and

progress according to

defined milestones

• Manage issues and risks

Resource Management

• Cataloguing, access and

research skills

• Plans future needs by

functionResource

Management



34

The Need for a Project Selection and Priority System



35

Project-Driven and Project-Dependent OrganizationsTypes of Organizational Structure

FunctionalOrganization is grouped by

areas of specialization

Project generally occur within

a single department

ProjectizedEntire company is organized

by projects

Personnel are assigned and

report to a project manager



36


Weak MatrixPower rest with the functional

manager

Power of project manager =

coordinator or expediter

Balanced MatrixPower is shared between the

project manager and the

functional manager



37


Strong MatrixPower rest with the project

manager

Composite



38

Project-Driven and Project-Dependent OrganizationsInfluences of organizational structure on projects

Part-Time Part-Time

Part-Time Part-Time Part-Time

Full Time Full Time Full Time

Part-Time Full Time

Project

Manager

Project

Manager

Functional

Manager

Functional

Manager

Little or None

Little or None

Moderated to

High

High to

Almost Total

Moderated to

High

High to

Almost Total

Limited

Limited

Low to

Moderate

Low to

Moderate

Mixed



39

Project-Driven and Project-Dependent OrganizationsInfluences of organizational structure on projects

Advantages Disadvantages

Functional • Easier management of specialists

• Team members report to only one

supervisor

• Similar resources are centralized, as the

company is grouped by specialties

• Clearly defined career paths in areas of

work specialization

• People place more emphasis on their

functional specialty to the detriment of the

project

• No career path in project management

• The project manager has little or no authority

Projectized • Efficient project organization

• Loyalty to the project

• More effective communication than

functional

• No “home” when project is completed

• Lack of professionalism in disciplines

• Duplication of facilities and job functions

• Less efficient use of resources

Matrix • Highly visible project objectives

• Improved project manager control over

resources

• More support from functional area

• Maximum utilization of scarce resources

• Better coordination

• Extra administration is required

• More than one boss for project teams

• More complex to monitor and control

• Tougher problems with resource allocation

• Need extensive policies and procedures



41

Advantages and Importance of Modern Project Management Major Reasons of Failure in IT Projects



42

Lack of best practices in project

management

• The largest contributor to project failures in IT is

due to the lack of best practices applied by the

project manager and the project team

• The main areas of non-adherence to best practices

can be found in estimating, scheduling , proper time

phased budgeting, project performance measuring,

risk and quality management and close out

activities.




43

Inadequate stakeholders interface

management

• If one considers that the success or failure of a project is

determined by all of its stakeholders, then it is of paramount

importance that the project manager and project team identify

all the possible stakeholders to the project.

• A stakeholder that gets “forgotten” during the start of the

project might become non-supportive for all or part of the

project.

• A Stakeholder Segmentation Model becomes an important

element in the crucial stakeholders interface management

practices.




44

Inadequate Scope Management

• Apart from the absence of proper techniques

applied to gather the scope input, the

incomplete stakeholders identification in the

beginning of the project mostly leads to

incomplete scope definition.

• Remember if one stakeholder is forgotten, we

miss a 100% of this stakeholders’ requirements

to be defined in the project scope




45

Advantages and Importance of Modern Project Management Failing to observe the 10 basic Commandments

1. Mistaking every half-baked idea for a viable project

2. Don’t overlook the stakeholders, don’t forget the champions, don’t ignore the

nemesis

3. Failing to assess project complexity

4. Not developing a comprehensive project charter and scope

5. Not developing a comprehensive project action plan

6. Failing to design a functional team structure

7. Accepting or developing unrealistic and unachievable estimates

8. Accepting status report that contain mostly noise and not enough signal

9. Looking back and not ahead ( reactive instead of pro-active)

10.Not following a robust project architecture



46

The Goals and Benefits of Project ManagementProject Best Practices (*)…

Proven, Sound, Project Management Fundamentals

Includes knowledge of proven, traditional practices

Widely applied and recognized for their value

Shown to enhance success over a wide range of projects

Includes knowledge of innovative and advanced practices which had limited general

exposure so far

With Skills, tools, techniques

Based on sharing experiences

Applying “Lessons Learned” practices

By professional practitioners who network through Specific Interest Groups (SIG) and

professional organizations

Updated and advanced, with emerging innovative practices in the profession of Project

Management

(*) A Continuous improvement process on the sum of knowledge and practices

within the profession of Project Management.



47

The Goals and Benefits of Project ManagementProject Management Fundamentals

The Project Management

Framework

Defines Key Terms and the Broad

Environment in which projects operate

The Standard for Project

Management of a Project

Specifies all the project management

processes used by the project team to

manage a project.

The Project Management

Knowledge Areas

Organizes the 47 processes into 10

Knowledge Area’s

Introduction, Purpose

Project Lifecycle and

Organization

Integration Management

Scope Management

Time Management

Cost Management

Quality Management

Human Resource Management

Communication Management

Risk Management

Procurement Management

Stakeholder Management

Project Management

Processes, Groups

Project Management Process

Mapping

What is a Project, What is Project

Management, Areas of Expertise,

Project Management Context

The Project Lifecycle,

Project Stakeholders,

Organizational Influences

Project Management Processes,

Project Management Process Groups,

Process Interactions

Customizing Process Interactions,

Project Management Process Mapping



48

The Goals and Benefits of Project ManagementProject Management – What are the Benefits ?

Improved communication among

participants

Realistic expectation management

and clarified project goals

providing a better balance between

competing demands

adequate understanding of initial project

scope

managing change of that scope

Facilitates priority setting on project

portfolio

Better planning of the work to be

done and accurate projection of the

resource requirements

Constant monitoring and control of the

project

providing consistent method for tracking

tasks and milestones

improved mechanism for performance

measurement

Identification of problem areas

Ongoing identification, impact

analysis and mitigation of project

risk



49

The Goals and Benefits of Project ManagementProgram & Portfolio Management – The Benefits…

Delivery of Change (Coordinated Change-enabler)

Alignment between strategy and project levels

Management involvement, support, monitoring and control

Balanced Resource management

Improved Risk management

Benefit realization

Better coordination and control at execution level

Transition management

Consistency of performance



50

The Goals and Benefits of Project ManagementProgram & Portfolio Management – The Benefits…

[2]

Planned(multi project)

[2]


Multi

project

[3]

Integrated(project portfolio)

[3]


Multi

project

Project

portfolio

[4]

Strategic(multi programme)

[4]


Multi

project

Project

portfolio

Multi

programme

[5]

Collaborative(programme portfolio)

[5]


Visie, missie,

strategie, doelen

Project

thinkingProject

thinking

Project

thinking

Project

thinking

[1]

Initial(project thinking)

[1]


Le

ve

ls o

f M

atu

rity

Time

Vision, mission,

strategy, goals

Basic PM

Project-portfolioPlanning & Control

ContinuousProgramme-portfolio

Improvement

Multi-projectPlanning

ProgrammeGovernance

[2]


[2]


Multi

project

[3]


[3]


Multi

project

Project

portfolio

[4]


[4]


Multi

project

Project

portfolio

Multi

programme

[5]


[5]


Visie, missie,

strategie, doelen

Project

thinkingProject

thinking

Project

thinking

Project

thinking

[1]


[1]


Le

ve

ls o

f M

atu

rity

Time

Vision, mission,

strategy, goals

Basic PM

Project-portfolioPlanning & Control

ContinuousProgramme-portfolio

Improvement

Multi-projectPlanning

ProgrammeGovernance



51

Measurement of Project Management ROIFindings From 5-Year Study on Quantifying the Value of Project Management

Companies with more mature project management practices have better projectperformance (on time and budget vs. 40% over time and 20% over cost targets)

Project management maturity is strongly correlated with more predictable projectschedule and cost performance (i.e. 0.08 schedule performance index variation vs.0.16)

Good project management companies have lower direct costs than poor projectmanagement companies (6-7% vs. 11 - 20%)

Over 94% of senior project management professionals say that implementing

PM added value to their organizations

Formula to predict increased company ROI based on increased PMM level

Determine cost to improve PMM level, improvement in cost performance index (CPI), then

calculate PM ROI using profit margins and projected annual revenue

The Cost Performance Index (CPI) is a measure

of the value of work completed compared to the

actual cost or progress made on the project



52

Measurement of Project Management ROIProject Management ROI Example

Case Study

Company has 10.000.000,00 USD in Year Project Revenue

Current Profit Margin, P%current = 5%

Company wants to go from a PMMcurrent = 2,3 to PMMtarget = 3,1

With an upgrade cost of 400.000,00 USD

PMM CPI Profit Margin

2,3 0,71 5,0 %

3,1 0,94 6,6 %

Then the PM/ROI realized by upgrading from PMMcurrent to PMMtarget is:

PM ROI = (6,6 %-5,0 %) * $10.000.000) = 40,0 %

$400.000



53

The Value of Project Management: Beyond ROIProgram & Portfolio Management – The Benefits…



54

Implementation

Management

Communication

Project Organisation

Short comm.

lines

Project

Management

Audit on implementation

Ambition

Roadmap

Scope+Related

Projects

Budget

Roll-out Strategy

Risk Analysis

Time Planning

Procedures

Sponsor

Steering Committee

+Changed

organization

Requirements to Achieve these BenefitsWhat should be in place before you start

Tool Implementation

OBS

Training

‘time registration’

Authorizations

Technology

Processes

Knowledge

Software

Installation

+Potential

screen adjustments

+Training

‘project- en resource planning’

Overall

Process flow

Role descriptions

WBS

+Accurate process flow+Interfaces

Fit/non-fitTraining

‘administration’Prepare data files

Quick reference

+Competence

Management

+Team-

development

+Project Portfolio

Management

+Knowledge

Management

Organisation

Development

+Insight in

project costs

+Processes definition

Time registration

Elementary reports

+CV’s

+Resource planning

+Management

Reports

+Project

Management

+Project Office

+Project

evaluations

HRM

Operations

Finance

Quality

+Controlling

Concept

+Organization

al ChangeSupport

Organization

+PM methodology

+Professionalize

Working in Projects

+Transfer pricing

system

+TRC’s

Rates

+Project budgets

+ABC

+Project profitability

+External

benchmark

+Planning and Control

Resource Management

Project, Time and Capacity

Management

Portfolio Management



55

Enterprise Project Management Process Maturity ModelProcess Reference Model

Customer

Relationship

Management

Financial

Accounting

Management

Control &

Alerts

Management

Value Web

Collaboration

Management

Portfolio

Intelligence

Management

Business

Development

Management

Knowledge &

Document

Management

Programme

Delivery

Management

Resource

Allocation

Management

Project

Execution

Management

Project

Cost

Management

Human

Resources

Management

Maintain the

relation

Record (internal)

customer

Check

customer

satisfaction

Generate

leads

Administrate

ledger

Administrate

earnings and

spendings

Monitor

debtors/

creditors

Administrate

salaries

Administrate

fixed assets

Control

planning and

scheduling

Manage alerts

Control

workflows

Exchange

resource

information

Maintain

relation with

partners

Intensify

value web

Exchange

project

information

Exchange

time/expense

information

Exchange

purchase

information

Exchange

financial

information

Management

information

(resources)

Management

information

(projects)

Control

quality

Identify the

project and issue

project brief

Develop

new

business

Collect

knowledge

Make

knowledge

accessible

Utilize

and reuse

knowledge

Manage

documents

Manage

ad hoc reporting

Control

progr./project

organization

Control

risk and

issues

Control

change requests

Manage

configuration

Define the

business case

Identify the

programme and

issue progr. brief

Define the

programme and

issue progr. plan

Manage delivery

of programme

benefits

Govern the

programme

Close the

programme

Execute

reversed

billing

Search for

suitable

resources

Search for

available

resources

Reserve

capacity

Allocate

resources

Plan

unavailability

Define the

project and

issue PID

Control a

project stage

Manage delivery

of project

capabilities

Manage

project stage

boundaries

Direct the

project

Record

time

Check

timesheet

submission

Approve

timesheets

Record

commitments

Record

WIP

Close the

project

Charge back/

‘invoice’

the project

Record

purchases

Record

personnel

Recruit

and select

personnel

Assess

personnel

Administrate

competences

Management

development

Certify

personnel

Train

personnel

Manage the

resource

portfolio

Audit and

assess

Manage

stakeholders

Manage the

programme

portfolio

Manage the

project

portfolio

Manage

organisational

change

Management

information

(programmes)

Request for

resources

Analyse

the portfolio

scenarios

Adapt the

portfolio

Issue

programme or

project mandate

PORTFOLIOmanagement

RESOURCEmanagement

PROGRAMMEmanagement

PROJECTmanagement



56

Project Management Professional PassportProject Management Institute

Founded in 1969,

1st Project Management International Association,

world's leading not-for-profit professional membership

association for the project, program and portfolio

management profession,

improves organizational success and further matures

the profession of project management,

globally recognized standards and certifications,

delivers value for more than 2.9 million professionals

working in nearly every country in the world through

global advocacy, collaboration, education and research



57

Project Management Professional Passport PMBOK, The evolution of the Standards on Project Management

2013



58

Project Management Professional PassportPMBOK Guide – the purpose…

The primary purpose of the PMBOK® Guide is to identify that subset of the Project

Management Body of Knowledge that is generally recognized as good practice.

“Identify” means to provide a general overview as opposed to an exhaustive

description.

“Generally recognized” means that the knowledge and practices described are

applicable to most projects most of the time, and that there is widespread consensus

about their value and usefulness.

“Good practice” means that there is general agreement that the correct application

of these skills, tools, and techniques can enhance the chances of success over a

wide range of different projects.

Good practice does not mean that the knowledge described should always be applied

uniformly on all projects;

the project management team is responsible for determining what is appropriate for any

given project.



59

Project Management Professional PassportPMI – the standards on Project Management

Project Management best practices are being developed based on the main

international standards published by the PMI®.

PMBOK® 5th Edition –A Guide to the Project Management Body of Knowledge

The Standardfor Program Management 3th Edition

The Standard for Portfolio Management 3th Edition

OPM3 3th Edition – Organizational Project Management Maturity Model

PMCDF 2nd Edition – Project Manager Competency Development Framework



60

Project Management Professional PassportPMI – the standards on Project Management

Complemented with specific Practice Standard guides for ain related knowledge

areas...

Practice Standard for Work Breakdown Structures - Second Edition

Practice Standard for Scheduling

Practice Standard for Project Risk Management

Practice Standard for Earned Value Management

Practice Standard for Project Configuration Management



61

Project Management Professional PassportPMI – Professional Certifications

=

PgMP ® Program Management

ProfessionalDesigned for those who manage multiple, complex

projects to achieve strategic and organizational

results

=

PfMP ® Portfolio Management

ProfessionalRecognizes the advanced experience and skill of

portfolio managers and demonstrates proven ability

in the coordinated management of one or more

portfolios to achieve organizational objectives

=PMP ® Project Management ProfessionalThe most important globally-recognized and independently validated

credential for project managers, perfect if you have demonstrated

experience and competence in leading project teams



62

Project Management Professional Passport PMI – Professional Certifications

1 CAPM

on a project

Project = 1 PMP

holder and multiple

CAPM holders

Program = 1 PgMP

overseeing multiple

projects

1 CAPM

on a project



63

1. Project Management Professional Passport

A Certified Training Course provided by


Project Management



64

A MakeITWork Consulting ME Training CourseProject Management Professional Passport



65




66




67

Our Contacts

For ERM consultation and workshops:

Jorge Vaz Girão, CISA, PMP, PMDPro I, ERMCP, CAMS

Regional Director, MakeITWork Consulting ME

+44 37 0801 1345 (UK)

+962 798 110 562 (Jordan)

[email protected]

For overall consultation, general inquiries:

MakeITWork Consulting ME

+44 37 0800 1306 (UK)

+962 795 338 447

+962 (0) 6581 3505

[email protected]

enterprise project management slideshare

Documents