Applying Program Management Fundamentals from Military to Civilian Domains Mike Durst Deloitte Consulting

Transcription

1 Transitioning? Military to Civilian Program Management Practices Applying Program Management Fundamentals from Military to Civilian Domains Mike Durst Deloitte Consulting

2 Preface Biography Audience poll This is not A Deloitte sales pitch Advocacy for a particular P/PM methodology This is Information sharing Personal point of view As used in this document, Deloitte means [FULL LEGAL ENTITY NAME OF FSS], a subsidiary of Deloitte LLP. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. 1 PMIWDC Career Day 7 Oct 2011

3 Contents Terms Framework Military Drivers Civilian/Industry Drivers Common Responses Program/Project Management Guidelines Packaging Your Skillset Resources 2 PMIWDC Career Day 7 Oct 2011

4 Terms Project Program Portfolio Enterprise Governance Risk Issue Opportunity 3 PMIWDC Career Day 7 Oct 2011

5 Terms Practitioner Whitespace Opportunity Win Themes Pursuit/Capture Win Radiate and Penetrate 4 PMIWDC Career Day 7 Oct 2011

6 Terms Brand Framework Model/Methodology Tool Offering 5 PMIWDC Career Day 7 Oct 2011

7 Project/Program Management Framework Requirements/Scope Dependencies/Seams Cost Schedule Performance/Technical Risks Opportunities Issues Staffing/Leadership/Management 6 PMIWDC Career Day 7 Oct 2011

8 Overview of Military Program/Project Management Drivers Driver Behavior Approach Strategic and Tactical Planning Operational Engagement Objective Selection Force Selection Target Assignment Battle Planning Rules Of Engagement Pre-Deployment Deployment Charter, Schedule Estimating, Risk Management, Business Case Analysis Metrics, Project Control, Risk Management, Business Case Analysis Logistics Support Supply Chain Management Schedule, Cost Control, Data Analysis, Business Case Analysis Continued Battlefield Dominance Intel Debrief Hot Wash After-Action Report Process Improvement, Data Analysis 7 PMIWDC Career Day 7 Oct 2011

9 Overview of Military Program/Project Management Drivers Driver Behavior Approach Personnel Acquisition Staff/Headquarters Recruiting Training Standardization Retention Programming Planning Budgeting Execution Vision Policy Direction Oversight Human Capital, Governance, Mentorship Schedule, Estimating, Risk Management, Business Case Analysis, Project Control Governance Metrics, Project Control, Risk Management 8 PMIWDC Career Day 7 Oct 2011

10 Overview of Civilian/Industry Project/Program Management Drivers Driver Behavior Approach Company Vision and Objectives Client Satisfaction Industry Eminence Financial Viability Industry Leadership Objective Identification Long Range Planning Client Delivery Engagement Management Continuing Education Thought Leadership Subject Matter Expertise Opportunity Selection Engagement Management Charter, Schedule Estimating, Human Capital, Business Case Analysis (BCA) Schedule, Metrics, Project Control, Risk Management, Human Capital Human Capital, Governance, Mentorship Metrics, Cost Control, Data Analysis, Project Control, BCA 9 PMIWDC Career Day 7 Oct 2011

11 Overview of Civilian/Industry Project/Program Management Drivers Driver Behavior Approach Opportunity Pursuits Mergers and Acquisitions Human Resources Organizational Internal Logistics Support Market Research Client Need Analysis P(win) Analysis Teaming Determination Market Research Capability Gap Identification Value Determination Recruiting Training/Standardization Retention Supply Chain Management IT Support Facility Management Requirements Review, Schedule Estimation, Risk Management, Business Case Analysis Charter, Requirements Review, Schedule, Risk Management, Business Case Analysis Human Capital, Governance, Mentorship Schedule, Cost Control, Data Analysis, Metrics, Project Control 10 PMIWDC Career Day 7 Oct 2011

12 Common Responses to Both Military and Civilian/Industry Drivers P/PM Framework Requirements/Scope Dependencies/Seams Cost Schedule Performance/Technical Risks Opportunities Issues Staffing/Leadership/ Management Common Approach Responses Charter, Requirements Review, Schedule Estimation Schedule, Project Control, Risk Management, Business Case Analysis, Metrics, Requirements Review Metrics, Metrics, Project Control, Risk Management, Business Case Analysis, Process Improvement/Data Analysis Human Capital, Governance, Mentorship 11 PMIWDC Career Day 7 Oct 2011

13 Overarching P/PM Guidelines Understand charter, requirements and end-state No requirements = No way to measure success Know the processes and people of your organization, and of the organizations you serve Unknown processes = Unreliable schedules and increased risk Use Subject Matter Experts Use a Work Breakdown Structure (WBS) to scope the project OK to tailor WBS to type of project 12 PMIWDC Career Day 7 Oct 2011

14 Overarching P/PM Guidelines Never plan optimistically If pushed for best case, provide a range Identify trade space and management reserve early Maintain up to date, predictive schedules Track value of work completed/remaining 13 PMIWDC Career Day 7 Oct 2011

15 Overarching P/PM Guidelines Scope your efforts to match your project/program Understand the flexibility afforded to each of your projects across the entire program As a company providing P/PM services to a client, your staff is the largest lever under your control Stay plugged in and in-tune with their well-being Realize that industry very often moves much quicker than Government stay responsive and agile 14 PMIWDC Career Day 7 Oct 2011

16 Packaging your Military P/PM Skillset for Civilian Markets Demonstrate your understanding of what makes your perspective employer tick and what drives their market Acknowledge profitability and business development context surrounding outstanding client support Highlight common responses to similar drivers Translate your experience into non-military terms Responsibility Leadership Actions Results 15 PMIWDC Career Day 7 Oct 2011

17 Packaging your Military P/PM Skillset for Civilian Markets Educate yourself Qualifications and certifications Continuing education be trainable Highlight your ability to multitask and produce at both the strategic big picture/vision level and at the tactical execution level Don t underestimate the value of your subject matter expertise or your network 16 PMIWDC Career Day 7 Oct 2011

18 Resources (PMI Website) A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Fourth Edition (2008). Recognised by the American National Standards Institute (ANSI) as an American National Standard (ANSI/PMI ). The Standard for Program Management Second Edition (2008). Recognised by the American National Standards Institute (ANSI) as an American National Standard (ANSI/PMI ). The Standard for Portfolio Management Second Edition (2008). Recognised by the American National Standards Institute (ANSI) as an American National Standard (ANSI/PMI ). Organizational Project Management Maturity Model (OPM3) -- Second Edition (2008). Recognised by the American National Standards Institute (ANSI) as an American National Standard (ANSI/PMI ). Construction Extension to the PMBOK Guide Second Edition (2007) Government Extension to the PMBOK Guide Third Edition Practice Standard for Earned Value Management (2005) Practice Standard for Project Configuration Management (2007) Practice Standard for Work Breakdown Structures Second Edition (2006) Practice Standard for Project Risk Management (2009) Practice Standard for Scheduling (2007) Project Manager Competency Development Framework Second Edition (2007) 17 PMIWDC Career Day 7 Oct 2011

19 Parting thoughts Much to offer Many skills translatable Understand what drives industry Service and client delivery is key, but they are generally measured in terms of ROI and profitability 18 PMIWDC Career Day 7 Oct 2011

20 Questions? 19 PMIWDC Career Day 7 Oct 2011

21 Member of Deloitte Touche Tohmatsu Limited