Project Management Back to the Future

Transcription

1 Project Management Back to the Future David Barrett Introductions My PM Journey Project Management in 1999 Project Management Today Project Management 2019 What s in it for you? 1

2 The Royal Bank of Canada ICB Computers 1985 Stellaris Corporation Gregory, Barrett Group Limited 1987 Computer Seminar Centres Symantec Corporation TimeLine Solutions Solutions Network Inc 1996 present Project Management Recruiting Inc. Project Management Symposiums ProjectTimes The Masters Certificate in Project Management Schulich School of Business The Masters Certificate in BusinessAnalysis Schulich School of Business Imark Communications ProjectWorld Diversified Business Communications present ProjectTimes.com BusinessAnalystsTimes.com 2

3 Something for manufacturing and construction No PM interest from Systems and Technology No PM interest t from the general business sector No in-depth training for PMs No easy-to-use PM tools The PMI membership world-wide K Computing Canada, 1996 Over 70% of IT projects are failing. IT Projects begin to get recognition Y2K rears its head Windows 95 released MSProject makes scheduling more accessible PMI releases PMBOK I join PMI member #

4 Canada s first Masters Certificate launched Project Management Symposium 97 Demand for IT PMs & PMPs starts to rise Canada s first PM magazine launched Canada s first PM recruiting firm launched PMBOK becomes world-wide standard knowledge The PMO / Centre of Excellence arrives PM reaches the director level The role of the BA gets recognition Engineering and Construction industry invented project management and then went to sleep. It was using the old model of project management: time-cost-quality (not even scope management). Most of project managers were the old type who were of fthe opinion: i Project tmanagement what s the big deal. Use your common sense and you ll be fine. The only way to learn project management is through making mistakes (working). With the surge of infrastructure projects, this is changing. Michael Stefanovic, Procept Associates 4

5 Program Management gets an audience in IT Enterprise scheduling & consolidation becomes a standard Training lives through the recession we learn that our people are the key to project success not the tools PMBOK proves to be a good foundation for knowledge (PMP & CAPM) Program Management Professional (PgMP) certification released Dept/division i i or corporate-wide methodologies get a good look see BUT. The PMO goes away and comes back PM stays at the Director level PgMP doesn t really catch on 5

6 So where are we going? What s in it for me? The Strategic Link The Business Analyst Measured Project Value How we do it Technology Wider Definition of a PM Project Management + Program Management + Strategic Management organizations are sloppy at articulating their strategy or they don t have one Keith Farndale, President, Procept Associates 6

7 Michael Porter once said: A bad strategy executed well is far better than a good strategy executed poorly. In 2010 the need to execute strategy will be paramount to the survival of organizations as we crawl out of the recession. This means focused portfolio management to tightly manage initiatives this is your strategy execution engine. Along with a portfolio and initiative management framework it will be essential to implement the key components of a strategy execution culture. People will be the drivers of the execution engine. Catherine Daw, Top 10 Trends for 2010 October, 2003 The IIBA (theiiba.org) 90 chapters world-wide BABOK CBAP designation May, 2004 BusinessAnalystWorld 2005 BATimes.com The work of business analysts does sometimes leads to a business case, but there are many other functions that enterprises business analysts perform, such as: Driving business architecture discussion and development Creating-functional decomposition of business areas Providing thought leadership within their organizations Assisting business areas in understanding the big picture (rather than talking in terms of project teams and business lines) Aligning project portfolios with overall business strategy Creating feasibility studies for new products, markets and systems Making strategic recommendations for process improvements and streamlining across departmental divides and geographical locations Business Analysts: A Key to Companies' Success 7

8 We are hearing a new language Cost savings and ROI PMs need to be more business savvy- they need to see the whole picture Gary Heerkins, 2010 Savvy PMs will be able to speak CXO language and garner respect at the executive level. Telling truth to power will be an essential element in their tool kit Catherine Daw, 2010 Methodologies Prince2 OPS IT Methodology RBC s PM Framework (PMF) Agile PM Lean Project Mangement Lean Six Sigma Organizations will be looking for ways to deliver more effectively and efficiently than ever before Catherine Daw, 2010 MS Office 2010 MSProject Sharepoint Project Server Portfolio Server Microsoft Business Scorecard Oracle Projects Revenue links to Projects 8

9 Is the roll of the PM being diminished? Are we trivializing the process? Was a CAPM a good idea? Do we need to understand and grasp the new PM? The Strategic Link The Business Analyst Measured Project Value How we do it Technology Wider Definition of a PM It s not about the PMBoK it s about the people its about leadership Neal Whitten PMs need to learn to stand up and say no Gary Heerkins We need to understand the virtual team David Barrett Acquiring, developing and retaining talent that moves projects forward will be essential in 2010 (and beyond). Catherine Daw 9

10 David Barrett DavidBarrett.ca 10