project management frameworks

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Project Management Frameworks

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Local Government Project Management Forum

September 2013


How are your organisations feeling about Project Management Frameworks?


Confused all the time?

Confused at points?

Misunderstandings?

How do your Project Managers feel about the process?


Are these ‘investments’ aligned?


Do you have the right mix of ‘investments?’

Is the process transparent?


Have you prioritised your portfolio correctly?


What are the benefits (value) of these ‘investments’?

Have these benefits been clearly articulated?


Are you taking the right Risks?


How do your Customers experience the results of your projects?


So, where does this leave us?


PMBoK

PRINCE2™

ISO 21500:2012

Agile

With options…

PRINCE2 PMBoK ISO 21500:2012 Agile

YOUR approach…



Project Management Body of Knowledge

Knowledge Based

Generic ‘Life Cycle’ Approach

Governance is self-designed

Gates are self-designed

Descriptive Process & Tools

Generally recognized as ‘Best Practice’


Project Management Body of Knowledge

Users: Global

Implementation: Internalised implementations,

stages can be missed or combined.

Sequential, Phased, Overlapped approaches.


©McGraw-Hill ‘Project Management in Practice’, Pearson et al. 2013


Not just the Project


PRINCE2™

It’s a methodology

Assumes Knowledge.

Based around STRONG governance.

Prescriptive approach.

Continued business justification (Business Case) goes with the project.

Gates (Stages) are part of the methodology (Governance).

Must involve Senior Management – heavily role based.


PRINCE2™

Users: UK all Government Projects Large global corporates, BAT, BOC,

Unilever, Tesco, Sun (Oracle), World Bank

Australia, OCIO Queensland Government (mandated) and other Government Departments

Implementation: Tailored implementations, must have

all components, but may be scaled…


Not just the Project

Managing Successful Programs - MSP Portfolio, Programme and Project Offices - P3O

©APMG-International


IS0 21500:2012

Light framework.

High-level directive.

Origins in PMBoK and PRINCE2.

International Standard.

Life Cycle approach includes some pre-project and post-project activities.


Agile

Can be applied within other frameworks, such as PMBoK – have ‘sprints’ as a part of the Execution phase or can be applied as a methodology in its own right.

Can be mimicked by having ‘2 week’ Stages in PRINCE2.

Requirements are not fully known and/or are developing.

Users: ICT projects globally Suncorp locally


Where does this leave us?


Considerations…

What do you want to achieve? Build a ‘Business Case’ for the selection and implementation of a framework – it’s a ‘project’ in its own right.

How accessible do you want to make your ‘framework’?

One ‘version’ but multiple paths – ‘light’ and ‘heavy’.

Do employee’s know their role?

Not just a ‘framework’ build in an education journey to complement.

Link Position Descriptions to Roles and have a Competency Framework.

The ‘value’ of obtained from projects is directly linked to the ‘value’ expected from your framework.

Success is not ‘just’ the framework but the way it is ‘embedded’ in your organization/Department.

Maturity is a journey, OPM3 and other maturity assessments are a good practice to adopt from the start.


Where next?


Brainstorm

In your table groups (using post-it notes), ‘brainstorm’ the top 5 benefits you want to drive from introducing a project management framework in your organization/Department.

Place on the grid.


Strategic Alignment Governance

Enterprise Risk Management (ERM)

Value Management (benefits)

Competency and Training PMO Portfolio

ManagementChange Management

Capability (Resourcing)

Project Management Framework

Business Planning Sustainability


• Consistent behaviour

Strategic Alignment

• Use adoption• Consistent approval processes• Enhancer to government• Accountability• Clarity of roles• Roles and responsibilities•

Governance

• Risk reduction considered in project benefits

• Flexible risk assessment• Consistent methodology

Enterprise Risk Management (ERM)

Value Management (benefits)

Competency and Training PMO

• Projects assessed equally

Portfolio Management

Change Management

Capability (Resourcing)

• Streamlined, projects can start quickly (when appropriate)

• Usable• Across organization• Sizable/flexible• Accessible• User friendly• Self-service• Framework is viewed as an asset not a

burden• Light framework that touches on key

things

Project Management Framework

Business Planning Sustainability


Brainstorm

List your key questions (on the flip-chart paper), regarding the implementation of a project management framework – these will be taken forward into the Q & A Panel session at the end of the day.


Adopting a managed approach…

The ability to…

balance competing demands

have a transparent, repeatable process

common language for the management of projects

manage cross-project risks with documented strategies

consistently monitor and control project deliverables milestones and costs

consider capability. Can you execute what you plan?

manage dependencies

The ability to…

have known and communicated roles among the project team, executive sponsor, customer and stakeholders

to have a defined tools and process to measure project performance (EVM is becoming popular!)

to understand the impact to timelines and critical paths when risk events occur

check back on original project scope and ensure projects deliver outcomes, outputs and benefits (value)


Value gained is achieved from an integrated approach…

Portfolio

Program

Project


Questions?Dr. Neil Pearson


http://www.mcgraw-hill.com.au/html/9781743077238.html




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