Il Project Management a supporto della. Pubblica Amministrazione. Stato dell'arte a livello internazionale

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1 Il Project Management a supporto della Pubblica Amministrazione Stato dell'arte a livello internazionale Russell D. Archibald PhD (Hon), MSc, Fellow PMI & APM/IPMA, PMP Project Management e Pubblica Amministrazione Roma, Luiss B. S. - Aula Magna Viale Pola, 12

2 Presentation Objectives: To provide a road map to Ministers and PA senior executives for achieving the full power of project management. To help PM professionals show their senior managers where the development of project management should be going. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 2

3 What You Can Expect: Verification 70% Clarification 20% Revelation! 10% (I hope!) 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 3

4 Presentation Outline 1. Strategic Project Management 2. Integrated Project Portfolio Management 3. The Three Basic Project Management Concepts 1. Key Integrative Roles 2. Integrated and Predictive Project Planning and Control Systems 3. Project Teams 4. Conclusion 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 4

5 PM State of the Art Today PM principles and practices are sufficiently known and accepted today so that senior executives can request or demand that their staffs apply and actually use them. This paper presents a set of 33 PM demands that can be achieved today with reasonable effort. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 5

6 Summary of Demands PM Policies: 3 Strategic PM: 9 Operational PM: 5 Operational PM Planning and Control: 8 Project Teams: 5 PM Improvement: 3 Total Demands: Novembre 2008 Il PM a supporto della Pubblica Amministrazione 6

7 Minister Demands To Unleash Full PM Power: 3 PM policy demands: 1. Project portfolio management/ppm must fully support the agency s mission & strategies. 2. Coherent PPM processes must exist & be fully understood. 3. PPM processes & tools must be fully integrated. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 7

8 Part 1. Strategic Project Management 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 8

9 Strategic management of growth requires: A vision of the future. Consensus and commitment. Documentation of key objectives & strategies. Execution of specific projects to achieve the objectives. Strategic Management of Project Portfolios. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 9

10 The Hierarchy of Objectives and Strategies Objectives are descriptions of where we want to go. Strategies are statements of how we are going to get there. Strategies are carried out and objectives are reached through Execution of projects. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 10

11

12 Project-Driven versus Project- Dependent Organizations Project-driven: gain or deliver all or most benefits through delivering projects Design/construction contractors Government transportation agencies (air/water/rail/road/tunnel) NASA, Other Project-dependent: gain most benefits through production or on-going services, but grow through projects 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 12

13 Objectives of Strategic Project Management 1. To assure that each project supports higher level strategies and objectives and contains acceptable risks: Competitive, technical, cost, schedule 2. To plan, control and execute each project with all other projects so each will meet its strategic objectives: Specified results on time and within budget 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 13

14 Strategic PM Demands 1. Every project must clearly support an approved corporate strategic objective. 2. Each project s risks must be evaluated and proactively managed using currently available methods and systems. 3. All projects must be evaluated, prioritized and approved using the same corporate criteria. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 14

15 Part 2. Project Portfolio Management Projects are investments. They must be managed like investments: on a portfolio basis. Multi-project and program management are still useful but no longer adequate. Project Portfolio Steering Group. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 15

16 Strategic Objective 1 Operational Strategy 1.1 Operational Strategy 1.2 Operational Strategy 1.3 Project Project Project Project Project Project Project Project Program 1.1 Project Portfolio for Strategic Objective 1

17 Portfolio vs Multi-Project Mgt. Dye & Pennypacker, PMI 2000 Purpose Focus Multi-Project Management Resource allocation Tactical Project Portfolio Management Planning Emphasis Short-term (day to day) Responsibility Project/ Resource mgrs.

18 Portfolio vs Multi-Project Mgt. Dye & Pennypacker, PMI 2000 Purpose Multi-Project Management Resource allocation Project Portfolio Management Proj. selection & prioritization Focus Tactical Strategic Planning Emphasis Responsibility Short-term (day to day) Project/ Resource mgrs. Long/medium term (year/qtr) Executive/ senior mgt.

19 The Project Portfolio Management Process: 12 Steps 1. Define the project portfolios required. 2. Define project categories/types. 3. Identify and group projects by type within each portfolio. 4. Validate each project with strategic objectives. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 19

20 The Project Portfolio Management Process Steps (cont d) 5. Prioritize projects within programs and portfolios. 6. Develop Project Portfolio Master Schedules (Operational PM.) 7. Establish/maintain key resources data bank. 8. Allocate resources to programs & projects. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 20

21 The Project Portfolio Management Process Steps (cont d) 9. Compare financial needs with availability. 10. Decide how to handle shortfalls and approve list of funded projects. 11. Plan, authorize and manage each project using the PM Process (Operational PM.) 12. Periodically re-prioritize, re-allocate resources and re-schedule all projects. All steps except 6 and 11 are Strategic PM!) 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 21

22 The Project Portfolio Management Process is Dynamic A dynamic decision process. The list of active projects is constantly updated and revised. New projects are evaluated, selected, and prioritized. Existing projects may be accelerated, cancelled, or de-prioritized. Resources are allocated and re-allocated to the active projects. Cooper et al: Portfolio Management for New Products, Novembre 2008 Il PM a supporto della Pubblica Amministrazione 22

23 Project Categories Based on End Results 1. Aerospace/Defense 2. Business & Organizational Change 3. Communication Systems 4. Events 5. Facilities 6. Information Systems 7. International Development 8. Media & Entertainment 9. Product/Service Development 10. Research & Dev. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 23

24 Hierarchical and Multi-Dimensional Category level Major category Sub-category 2 Sub-category 3 Sub-category 4 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 24

25 Example: Category 5. Facilities Projects 5.1 Facility decommissioning 5.2 Facility demolition 5.3 Facility maintenance & modification 5.4 Facility design/procure/construct Civil Energy Environmental Industrial Commercial Residential Ships Other: 5.5 Other:? 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 25

26 The Operational Project Management Process For each project type/category the PM process: Defines the project life cycle. Provides guidelines for risk analysis, planning and control. Specifies the project management information systems and tools to be used. Specifies the planning, authorizing, controlling and reporting methods and documents to be used. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 26

27 The Operational Project Management Process (cont d) Identifies the key roles and defines responsibilities and authority for project and functional management. Specifies escalation procedures for unresolved issues. Format: flow chart with narrative descriptions and references. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 27

28 Strategic PM Demands: 4. The agency s PPM and PM management processes must be documented in a coherent, easily understood manner. 5. All projects must be managed within their specific, defined portfolios and categories. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 28

29 Part 3. Three Basic PM Concepts 1. Assignment of integrative responsibilities. 2. Application of integrative and predictive project planning and control systems. 3. Integrated project team-working. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 29

30 1. The Key Integrative Roles Executive level The General Manager: Minister Level Project Portfolio Steering Group The Project Sponsor Multi-Project Level Manager (VP, Director, etc.) of PM Multi-project or Program Manager 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 30

31 The Key Integrative Roles (cont d) Project Level The Project Manager Functional/Project Contributor Level (Internal and External) Department Managers Functional Project Leaders Work Package/Task Leaders 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 31

32 General Manager s PM Role Link the project portfolio(s) to the overall organizational strategies. Oversee the overall PM process. Monitor integration of the PM process with all other aspects of the organization. Ensure timely availability of money, people and other resources needed for all authorized projects. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 32

33 Project Portfolio Steering Group Approve design of the project portfolio management (PPM) process. Operate the 12-step PPM process to: Integrate projects with strategies. Establish & revise project priorities. Approve new projects & re-prioritize all. Communicate decisions to & through project sponsors. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 33

34 Project Portfolio Steering Group (cont d) Seek additional resources when needed to support approved projects. Recommend improvements to the process and to the project management capabilities. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 34

35 The Project Sponsor s Role Integrate ongoing strategic direction of his/her assigned project(s) with ongoing organization operations. Provide this direction to/through the project manager. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 35

36 Strategic PM Demands: 6. PM roles must be clearly assigned to qualified people. 7. Minister s (or Deputy s) PM role must be understood and accepted. 8. PPM Steering Group must be appointed for each project portfolio. 9. Project Sponsors must be appointed and indoctrinated for major projects. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 36

37 Manager of Project Management Integrates work on all projects within the portfolio(s). Integrates and directs development and use of project management methods and tools on all projects. Manages the project management home (Project Management Office/PMO). 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 37

38 Operational PM Demands: 1. Experienced Manager of PM must be appointed. 2. PM home/pmo must be established. 3. Project Managers must be given proper training. 4. PMs must respect functional lines of authority. 5. Functional Managers must respect project lines of authority. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 38

39 General Manager Sponsor of Project "A" Manager of Project Management Project Manager of Project "A" What When How Much Functional Department Manager Functional Project Leader How Well Other Functional Departments Project Specialist Staff Project Planning and Control Who Work Package Leader Work Package Leader How Individual Contributors

40 Project Stakeholders Includes all persons or agencies that have an interest in the project and its outcome. Often they are outside the project team or the responsible agency. Important to recognize and deal appropriately with them, but this is often difficult to do! 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 40

41 Identifying Project Stakeholders

42 2. Integrative & Predictive Project Planning and Control Each project is planned and controlled by integrating: All contributing functional areas. All life cycle phases. All elements of information: Schedule, Cost, Technical, Risk. Using Web-based PM software systems. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 42

43 Operational PP&C Demands: 1. PM Process must be adhered to. 2. All P&C systems are integrated. 3. Only one PP&C system is used in the organization. 4. Earned value concept is applied. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 43

44 Operational PP&C Demands (Cont d): 5. PM Process must describe the project planning & control system. 6. All PMIS modules in next slide are included in the PM Process and PP&C System. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 44

45 PM Information & Control System Technical-Product Information and Control System Modules Project Information and Control System Modules Risk Information and Control System Modules Engineering Mgt Procurement Mgt Construction- Production Mgt Test Mgt Configuration Mgt Project/P BS Planning/ Scheduling Cost Management -- Cost Estimating -- Cost Estimating Support -- Craft and Crew -- Unit Material -- Unit Labor hours -- Source Document -- Cost Control -- Cost Projection Cost Projection Accounting Data Entry On-Line Query Planning Assurance (Risk Assessment) Quality Assurance Reliability Maintainability Safety Assurance

46 Operational PP&C Demands (Cont d): 7. All planning, authorizing, controlling and reporting documents be produced by the supporting computer software systems (with authorized exceptions). (See Table 5 in my paper.) 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 46

47 How Much P&C Detail? Always a problem; resolve by: 1. Systematic, hierarchical project breakdown: the Project/WBS 2. Avoid duplicating detail in existing systems: manage the project interfaces. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 47

48 Operational PP&C Demands (Cont d): 8. The concepts of the P/WBS and project interface management be applied to achieve a sustainable level of detail in PP&C documents. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 48

49 3. Integrated Project Team-Working Bring multiple disciplines together from diverse organizations to collaborate creatively. Understand and commit to project objectives. Develop agreed plans, schedules & budgets. Achieve outstanding results. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 49

50 The 5 Requirements for Good Team-working 1. Team member list, defined responsibilities. 2. Clear, well-understood objectives. 3. An achievable project plan and schedule. 4. Reasonable rules of the game. 5. Leadership by the project manager. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 50

51 Project Team Demands: 1. Must publish a complete team list for each project. 2. Each team must define the project objectives in its own terms. 3. Each Project Team must commit to an achievable plan and schedule. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 51

52 Operational PP&C Demands (Cont d): 4. Agency s PM process must include procedures to ensure effective teamwork. 5. Leadership training must be provided for the Project Manager. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 52

53 Continual Improvement in PM Every project must be reviewed on completion to identify where improvements are needed. New PM ideas, practices & systems are continually being developed. Specific efforts to improve are continually needed. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 53

54 Integrating PM into the Organization No longer sufficient to treat PM as an add-on piece of the organization. PM processes must be integrated with all other affected management processes. Financial Human resources Other 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 54

55 Example of Integrated PM in a Telecommunications Company 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 55

56 Using the Internet to Respond to Its Challenges Enable improved collaboration. Reduce travel time and cost, enhance teamwork. Provide risk and issue tracking, and escalation processes. Empower staff members. Automate the PM processes. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 56

57 The Successful Adoption of Web- Based Collaborative Software Go to d=5273 for 3 case studies on web-based PM system implementation Chicago Transit Authority, The Port Authority of New York and New Jersey, Raytheon. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 57

58 PM Improvement Demands: 1. A post-completion appraisal must be performed on every project: - Lessons learned, - Improve PM process, practices and procedures. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 58

59 PM Improvement Demands: 2. PM discipline & supporting systems must be fully integrated with affected parts of the organization. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 59

60 PM Improvement Demands: 3. A Web-enabled PM system be selected and implemented at the project portfolio or total enterprise level. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 60

61 Presentation Objectives: To provide a road map to Ministers and PA senior executives for achieving the full power of project management. To help PM professionals show their senior managers where the development of project management should be going. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 61

62 4. Conclusion If the Minister insists that these 33 demands be carried out, and if the managers and staff members comply with these demands, then the organization will join those on the leading edge of excellence in delivering the benefits to their citizens and their countries 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 62

63 If the right strategies are being implemented!! 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 63

64 Thanks for Listening! Questions or Comments? 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 64

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