Challenges of PM in Albania and a New. Professional Perspec8ve. Prepared by: Dritan Mezini, MBA, MPM B.S. CS

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1 Challenges of PM in Albania and a New Professional Perspec8ve Prepared by: Dritan Mezini, MBA, MPM B.S. CS

2 Table of contents Presenter s brief introduc8on General Concepts What is a project? What is Project Management? What does it mean life cycle? What is Project Management Life Cycle (PMLC)? What is Project Life Cycle (PLC)? The rela8onship in between PMLC and PLC Knowledge Areas PM Challenges and Failures (What goes wrong with PM?) Is it any Solu8on to the PM challenges? (PMI, PMBOK, PMP, CAPM) Call for training (3 days in November)

3 Speaker s Brief introduc8on Name: Dritan Mezini Execu8ve Director DM Consul8ng Services Albania sh.p.k Senior Consultant and Project Manager Educa)on: B.S. CS, MBA, MPM Experience: Over 20 years job experience, including over 10 years managerial experience in and out of the country

4 What is a project? A project is a temporary endeavor undertaken to create a unique product or service. performed by people constrained by limited resources planned, executed, and controlled. Source: PMI, A Guide to the Project Management Body of Knowledge 1996, p.10

5 What is a Project Management? Project management is the applica3on of knowledge, skills, tools, and techniques to project ac8vi8es to meet the project requirements. Time Source: (PMBOK Guide (2008) Scope Budget

6 What Makes Project Management Different? Every project is a snowflake each project is inherently unique there are no absolute rules controlling risk is especially important

7 and Project management is profession science and art Involves technical terms and processes Involves roles and responsibili8es Authority level

8 What does it mean life cycle? Life cycle implies: Perpetual process Obligatory or uni- lateral sequence of events

9 What is project management life cycle? The project management life cycle is the Framework around which project management ac8vi8es are structured. It is a key concept in formal project management according to PMI. 1. Ini)a)on 2. Planning 3. Execu)on 4. Monitoring and controlling 5. Closure

10 Why it is called LC but it is not?!!

11 Project life cycle (PLC) Project development phases a project can go through. Example: So`ware Development Life Cycle (SDLC) Analysis Design Development Implementa9on Maintenance

12 Developing an HRIS: System Development Life Cycle (SDLC) Planning Analysis Design Implementa8on Maintenance

13 Project Life Cycle The phases a project goes through are determined by the nature of a project. The project life cycle is tailored to suit individual project needs. In contrast, the project management life cycle stays the same for all projects

14 Rela8onship in between PMLC and PLC Each phase of the project life cycle (such as Analysis or Design) can go through the en8re project management life cycle. In other words, each phase can be thought of as an independent project that has its own complete project management life cycle.

15

16 Process group The project management life cycle refers to its stages as process groups What are the boundaries in between the PMLS stages or process groups? The outputs/deliverables of one process group serves as input for the next process group.

17 What is PMLC?

18 Propor8on of stages

19 PMLC and Management Processes 5 process groups 44 management processes

20 Knowledge areas Management processes into each process group are split into knowledge areas. Knowledge areas Areas of exper)se or specializa)on

21 Knowledge Areas Project Integra8on Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resources Management Project Communica8ons Management Project Risk Management Project Procurement Management

22 Knowledge Areas

23 PMBOK A Guide to the Project Management Body of Knowledge (PMBOK), published by Project Management Ins8tute (hgp://www.pmi.org) PMBOK is organized based on Knowledge Areas, doesn t follow the natural path of the project.

24 PM Challenges Project Manager as a new fragile profession Lack of PM Standards Lack of proper market demand Lack of professional communi8es Unrealis8c deadlines Communica8on deficit Scope changes Resource compe88on and conflict

25 Challenges Customers and end- users are not engaged during the project Vision and goal not well- defined Insufficient Team skills Lack of accountability Failure to manage risk Uncertain dependencies

26 Projects failures Based on Standish Group 70% of projects fail to deliver on 8me, budget and expected quality or within the scope. Why? Poor project sponsorship Undefined requirements Miscommunica8on No. 1 reason Lack of adop8on of a formal project methodology.

27 Answer The answer is simple: use a repeatable project methodology with structured project processes for ini)a)ng, planning, execu)ng and closing projects effec)vely. Ques3on: Which methodology to use? No clear answer. Few best- prac8ce project management methodologies exist in the market place. Today we will introduce the one who has the most professionals using it, mainly in USA and all over the world (PMBOK).

28 Adop8on of Methodology No methodology, no path. Without adop8ng a clear methodology or framework for delivery, most project teams start building deliverables before their scope and objec8ves are clearly thought through. They have no structured processes for undertaking project tasks, and so they fail to effec8vely manage 8me, cost, quality, risks, issues and changes within the project. It is inevitable that such projects suffer from scope creep, milestone delays, poor deliverable quality and a lack of customer sa8sfac8on.

29 What project managers use now? Project managers have to resort to wri8ng their own methodology. Unfortunately because of the nature of their roles, they never have the 8me to research, write and implement a comprehensive methodology for their projects. Project managers rely on industry standard guidelines for their projects, which offer a generic framework but do not provide the depth of knowledge required to successfully undertake a project. Project managers are forced to ini8ate projects without the 8me to put in place a structure needed to ensure their success.

30 Is this enough? Project Success is : 10% methodology (driving license for project management) 30% common sense (personal skills) 60% communica8on skills (personal skills for team) (source:hgp://www.associa8onhq.com/pmi/e- link/emeaelink80.html#featured1 ) Project success = Driving success A driver you may be by having a driving license, but in order to be a good driver you need other skills.

31 Solu8on Project Management Ins8tute hgp://www.pmi.org The Project Management Ins)tute (PMI) is a non- profit professional organiza8on for the project management profession with the purpose of advancing project management. PMI Methodology (PMBOK) CAPM + PMP Cer8fica8on, Training, Educa8on Large Interna8onal PM Community

32 PMI Membership card

33 PMBOK PMBOK : The "Project Management Body of Knowledge" (PMBOK ) is an inclusive term that describes the sum of knowledge within the profession of project management. This full body of knowledge includes knowledge of proven, tradi3onal prac3ces, which are widely applied, as well as knowledge of innova3ve and advanced prac3ces, which may have seen more limited use.

34 Who can benefit from Project Management knowledge and methodology? Target audience Business owners Will benefit from Standardizing the manner within which projects are undertaken. Using this methodology as the basis upon which to manage the performance projects Project managers Project teams Project consultants Having a clear framework for the successful delivery of projects. Using a comprehensive suite of processes to effec8vely manage 8me, cost, quality, change, risks, issues, suppliers and customers Gaining the knowledge required to build deliverables more efficiently. Not having to start from scratch, by using forms and templates Being able to adopt a standard framework for managing clients projects. Using this intellectual property to rapidly build client deliverables Trainers Using it as a basis upon which to create training courses. Crea8ng targeted training presenta8ons founded on this methodology used by 45,000 people around the world Students Learning how to manage projects efficiently using a formal methodology. Taking their learning into the workplace, by adop8ng this methodology for their professional project management ac8vi8es

35 CAPM + PMP The Project Management Ins8tute (PMI) is offering a range of services to the Project Management profession such as : Cer8fied Associate in Project Management (CAPM) Project Management Professional (PMP) And so on.

36 PMP Cer8fica8on Launched in 1984 Around 370,000 hold PMP (The 4th most demanded worldwide ceer8fica8on) Prerequisite: Experience and educa8on PMP Exam 200 mul8ple choices Ini8a8ng the project (11%) Planning the project (23%) Execu8ng the project (27%) Monitoring and controlling the project (21%) Closing the project (9%) Professional and social responsibility (9%)

37 Eligibility Candidates must verify a high school diploma or an associates degree with 60 months (7,500 hours) of project management experience, or a bachelor's degree with 36 months (4,500 hours) of project management experience. In both cases candidates must also have 35 contact hours of project management educa8on. The applica8on for the exam and verifica8on of educa8on and experience are done online At the PMI website.

38 Con)nuous creden)al requirements (CCR) To maintain the PMP qualifica8on, 60 professional development units (PDUs) must be earned over a three- year cycle, from ac8vi8es such as researching, authoring ar8cles, speaking on project management- related topics, or being engaged full 8me in project management.

39 Call for training When: November 2010 Dura8on: 3 days Schedule (TBD) Maximum par8cipa8on 15 people Training fee 150 Euro 3 days Time (lunch included) Trainer: Dritan Mezini, MPM Organiza8on: Albanian Informa8on Technology Associa8on (AITA) Expression of interest al.org ; consul8ng.biz Tel:

40 Any ques8on?

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