mark dochtermann, pmp, cissp microsoft corporation september 13, 2006 project management performance
TRANSCRIPT
Mark Dochtermann, PMP, CISSPMicrosoft CorporationSeptember 13, 2006
Project Management Project Management PerformancePerformance
SpeakerSpeaker
Mark “Doc” Dochtermann, PMP, CISSP, MSP Black Belt
Format of MeetingFormat of Meeting
6:00 PM – Welcome & Introductions6:10 PM – Project Management Performance7:10 PM – Panel of Experts8:10 PM - Closing Remarks & Prize Drawing8:30 PM - Adjournment and PDU distribution
The KPMG International 2002-2003 Program Management Survey* interviewed 230 organizations in 15 countries, including the Asia-Pacific region. It revealed that 59 per cent of the organizations surveyed had failed projects. The average cost of these failures across all participants was $10.4 million USD. Further, the survey showed that only around 10% of projects come in ‘on time’; less than 20 per cent came in ‘on budget’ – and only around 50 per cent of those projects that were evaluated even meet sponsor expectations. * KPMG’s International 2002-2003 Program Management Survey
www.kpmg.com.au/Portals/0/irmprm_pm-survey2003.pdf
What’s the Issue?What’s the Issue?
Cost OverrunsCost Overruns
180%
142%
69%
45% 43%56%
0%
20%
40%
60%
80%100%
120%
140%
160%
180%
200%
1994 1996 1998 2000 2002 2004
The Standish Group, 2005
Time OverrunsTime Overruns
164%
131%
79%63%
82% 84%
0%
20%
40%
60%
80%
100%
120%
140%
160%
180%
1994 1996 1998 2000 2002 2004
The Standish Group, 2005
Feature And FunctionFeature And Function
60%61%
66%
70%
67%
64%
54%
56%
58%
60%
62%
64%
66%
68%
70%
72%
1994 1996 1998 2000 2002 2004
The Standish Group, 2005
The Chaos TenThe Chaos TenRecipe for project successRecipe for project success
User Involvement 1 2
Executive Management Support 2 1
Clear Business Objectives 3 4
Experienced Project Manager 4 3
Minimizing Scope and Requirements 5 5
Iterative and Agile Process 6
Skilled Resources 7
Formal Methodology 8 8
Financial Management 9
Standard Tools and Infrastructure 10 6
Firm Basic Requirements 7
Reliable Estimates 9
Other 10
20052005 20002000
The Standish Group, 2005
Problem StatementProblem Statement
There are 16 million copies of Microsoft Project in use today, 190 thousand Project Management Professionals (PMP), and fewer than 5 thousand persons certified in the use of Project. While some are experts, most project managers and executives feel scheduling and tracking skills could be improved, but they lack awareness of what the tool can be doing for them.
A Fool with a Tool Is still a Fool !
Chaos in Project Chaos in Project ManagementManagement
From Wikipedia, the free encyclopedia
Chaos derives from the Greek Χάος and typically refers to unpredictability. In the metaphysical sense, it is the opposite of law and order: unrestrictive, both creative and destructive.
Pay Me Now, or Pay Me Pay Me Now, or Pay Me LaterLater
Software Risk Management Author: Brian A. Will
Nevertheless, why dig ditches with your hands, when you
can get the keys to the backhoe?
Who Is The Project Who Is The Project Manager?Manager?Employee from Functional Area – 49 %
Trained, Certified Project Manager – 26%
Half of those managing projects are not “career” project management practitioners
PMI Executive Survey-2004
PM Career Path PM Career Path Within OrganizationsWithin Organizations
Across all countries17% have formal, clearly defined, written career paths56% have informal or unstated career paths27% have no career path
PMI Executive Survey-2004
Expected Growth In The Expected Growth In The Utilization of Project Utilization of Project ManagersManagers
Worldwide 64% of Executives say they will increase project manager utilization
76% in North America52% in Europe54% in Asia Pacific
PMI Executive Survey-2004
Recent TrendsRecent TrendsWorkplace learning and performanceWorkplace learning and performance
“BEST organizations provide a broad range of learning opportunities to their employees.
57% had access to leadership development programs,
70% received employer support for conference attendance,
85% had access to tuition reimbursement.”ASTD (2004)2004 State of the Industry
PMI’s PMI’s CareerFrameworkCareerFramework
Professional Professional CompetenciesCompetencies
Interpersonal Interpersonal CompetenciesCompetencies
Leadership Leadership CompetenciesCompetencies
Six BoxesSix Boxes™™
Performance ThinkingPerformance Thinking
www.sixboxes.com
Failing to plan is planning to fail!
Dr. Kerzner, Advanced Project Management, Best Practices on Implementation, 2nd Edition
The primary benefit of NOT planning is that failure will come as a complete surprise rather than being preceded by a period of worry and depression.
Dr. Kerzner, Advanced Project Management, Best Practices on Implementation, 2nd Edition
Time To Go Do ITTime To Go Do IT
1. Utilize a Competency Framework to Perform a Personal Competency Assessment
2. Develop your Personal Curriculum (i.e. Foundation Skills for Schedule, Work, Resource, and Cost Management)
3. Select a Training Vendor that offers a curriculum that incorporates a scheduling method, tools, and Best Practices.
4. Become Competent in the Create and Maintenance of Project Schedules.
ReferencesReferencesKPMG’s International 2002-2003 Program Management Survey -www.kpmg.com.au/Portals/0/irmprm_pm-survey2003.pdfThe Standish Group - http://www.standishgroup.com/ http://www.standishgroup.com/sample_research/index.php Project Management Institute (PMI) Career Headquartershttp://www.pmi.org/info/PDC_CareerHQOverview.asp?nav=0408 PMI Today (ISSN 1040-8754) published monthly by the Project Management Institute (PMI)http://www.pmi.orgInternational Institute for Learning (IIL) Orange Belt MSP Certificationhttp://www.iil.com/msproject Project Management Institute Bookstorehttp://www.pmibookstore.org/ Six Boxes, Dr Carl Binderhttp://www.sixboxes.com MPAhttp://www.mympa.org
The Official Industry Associationfor Microsoft Office Project