Centre for Project Management Presents:
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1 Primero Knowledge Solution Centre for Project Management Presents: Project/Program Diagnostics - A Systemic Approach Monday, 26 th April :30 to AM, Chennai Confederation of Real Estate Developers Association of India - Tamil Nadu Chapter Professor A Jaafari, MSc, ME, PhD, FIEAust, CPEng
2 Agenda Scope of Presentation: Short introduction to APIC and Primero Centre for Project Management Case Studies of Large Projects Project Diagnostics Applying Project Health Check tool Summary of Education and Training Services
3 A Short Introduction to APIC and Primero Centre for Project Management
4 Glance Recognised and Government Registered Australian Higher Education Institution Postgraduate Training and Government Accredited Qualifications Professional Endorsements Competence-based Management Education and Training Industry-based Management Development Courses and Workshops Project/Program Diagnostics Organisational Diagnostics Corporate Training Asia Pacific International College
5 Accredited by Higher Education Directorate NSW Department of Education and Training CRICOS Provider Code: 03048D CRICOS Registered Department of Education, Employment and Workplace Relations, Australian Government Accreditation and Endorsements Member of Australian Council for Private Education and Training Providers Registered Global Education Provider of Project Management Institute Accredited by Australian Institute of Project Management Accredited by the Chartered Institute of Purchasing and Supplies Asia Pacific International College
6 Industrybased Management Education, Consulting and Training What we bring to industry: We are responding to the widespread project set backs and failures in all sectors of economy $ billions are lost annually We offer vastly improved and extended models that are based on field studies of projects Particularly large projects and programs in the energy, petrochemical, infrastructure, defence, construction, IT and government sectors Our models are fully customisable and will incorporate the cultural and contextual factors Asia Pacific International College
7 A Centre of Excellence that will serve the following customers: Individuals (aspirational) students, managers and leaders who wish to acquire world class expertise Projects and programs (for diagnosis and improvement recommendations) Business units aiming to professionalise their operations APIC-Primero Centre for Project Management Asia Pacific International College Range of services: Accredited academic degree programs studied in India Tailored industry relevant management training and certification Competency-based tailored programs Specific training and certification programs Individual workshops and training packages Diagnostics and high level consulting services Senior executives and leadership development programs
8 Case Studies of Large Projects
9 Copyright: Prof. A. Jaafari, Asia Pacific International College Large Projects in Petrochemical Sector: 2 very large projects, 1.7 and 1.8 US$n Analysed over a 10 months period Information collected from 16 organisations involved in the planning, design and construction of these projects Gathered sample documents Assessed competencies of up to 40 key managers in the above organisations 3 Case Studies as Sample Large Infrastructure Project: A major infrastructure project, analysed Data collected from key organisations involved in the definition, planning, design and construction of the project Project budget over $110 million with total construction budget of up to $330 million 27 key people were interviewed and grouped as client, project manager and construction manager
10 Copyright: Prof. A. Jaafari, Asia Pacific International College
11 Copyright: Prof. A. Jaafari, Asia Pacific International College Performance Comparison (Project Implementation Assessment) Risk Management Management of Change Team Performance Quality Assurance Project Systems Planning and Control Financial Management Stakeholders Management Governance and Leadership Target Case Project 2 Case Project 1 Similar performance Below level 3 or 50% Not adequate for large complex projects Performance Comparison (Business and Strategic Assessment) Finance Risks and Due Diligence Management of Contracts Learning and Innovation Technology Target Case Project 2 Case Project 1 Internal Efficiency Stakeholdes Customers and markets
12 Copyright: Prof. A. Jaafari, Asia Pacific International College Findings - 1 Large Projects in Petrochemical Sector: Poor appreciation of size, scale & complexity Virtual absence of project strategic planning Lack of value and risk management capabilities Poor knowledge of project finance Absence of incentives & penalties to motivate contractors Absence of systematic planning Absence or poor governance & integration management Immature or poorly equipped client organisation Virtual absence or misaligned PM knowledge Poor management of external interfaces
13 Copyright: Prof. A. Jaafari, Asia Pacific International College Findings - 2 Large Projects in Petrochemical Sector: Lack of knowledge of general managerial principles Misaligned organisational design Absence of a best practice model and associated tools Absence of a mechanism for management of lessons learnt Virtual absence of a culture of trust and teamwork Absence of a fast and effective communication system
14 Copyright: Prof. A. Jaafari, Asia Pacific International College Recommendations Large Projects in Petrochemical Sector: Need for application of general management principles Industry relevant policies and strategies (capacity buildings) Professional development of managers across the board Business model and process Best practice model to support business model Client role and responsibility Project planning and control Quality management approach Managerial infrastructure and tools Ownership arrangements Recommended project delivery model
15 Copyright: Prof. A. Jaafari, Asia Pacific International College Similar performance Below level 3 or 50% Not adequate for large complex projects
16 Copyright: Prof. A. Jaafari, Asia Pacific International College The average performance was rated at 66 points
17 Copyright: Prof. A. Jaafari, Asia Pacific International College The average performance was rated at 43 points The average performance was rated at 47 points
18 Copyright: Prof. A. Jaafari, Asia Pacific International College Actual Findings from the Last Case Study Overall performance is low (risky) Whole of project operational improvement focus missing Investment (Capex) not linked to business case & portfolio Governance is diffused Understanding of project and its managerial approaches not aligned Project decisions not linked to strategic objectives Contractual inconsistency (MC vs. GMP contract) Procurement management not informed by risk management Quality management confined to contractor (not used strategically) Confusion on risks & due diligence Informal risk & due diligence approach Ongoing risk management not strong enough Supply chain management approach is not clear Team performance is low & in need of improvement Skills assessment & development? Role of technology in automating many project functions or improving operations not clear
19 Copyright: Prof. A. Jaafari, Asia Pacific International College Case studies clearly indicate that: Extrapolation of results Management of projects is unacceptably poor And carried out somewhat in isolation to business needs & objectives/requirements Project manager s focus is on production management (traditional areas) Many managerial functions are neglected or managed in a disjointed manner These give rise to misalignment and failures
20 Copyright: Prof. A. Jaafari, Asia Pacific International College Wider Evidence of Project/ Program Failures McKenna, Wilczynski & VanderSchee (2006) Survey results posted online by Booz Allen & Hamilton Widespread dissatisfaction with project performance amongst top 20 companies including super majors, independents, and EPC firms as well as some heavy industrial companies from the US, Europe and Asia The companies surveyed had a combined capital spending of more than US$100 billion More than 40% of the projects had experienced significant schedule and cost overruns due to inadequacies in performance and risk management, initial project planning and problems with human resources
21 Copyright: Prof. A. Jaafari, Asia Pacific International College
22 Copyright: Prof. A. Jaafari, Asia Pacific International College Why Projects Fail? Wrong projects are selected Projects are not properly defined Projects are poorly executed (strategic management missing) The rule of 1:10:100 is violated frequently!
23 VALUE Value Identification Good Project Definition Value Realisation Good Project Execution A B Poor Project Execution C Poor Project Definition D Phase 1 Opportunity Identified Phase 2 Generate & Select Alternatives Phase 3 Develop Preferred Alternative Phase 4 Execute Phase 5 Operate Source: CPDEP Copyright: Prof. A. Jaafari, Asia Pacific International College
24 Copyright: Prof. A. Jaafari, Asia Pacific International College Project Strategic Planning Project Implementation
25 Project Diagnostics Services and Project Health Check Tool
26 Copyright: Prof. A. Jaafari, Asia Pacific International College
27 Copyright: Prof. A. Jaafari, Asia Pacific International College ProMAC2009 Symposium Bangkok, October 2009
28 Copyright: Prof. A. Jaafari, Asia Pacific International College APIC Model Systems Approach to Management of Projects Typically 18 core functions (67 variables) as enablers to apply to manage the project Managerial functions are closely interrelated Each function is managed as follows Set target (from 1 low attention, to 100 for best available technology and best practice approach) Define, develop and deploy the capability to deliver to target: Trained and certified project staff (inhouse and outsourced) Defined/integrated processes Access to information Tools and systems to support management of the function Knowledge base to support evaluation and decision making Assess performance (using APIC s Project Health Check) and take action to realign
29 Managerial Excellence Levels Based on the metrics embodied in APIC s diagnostic tools APIC assesses managerial excellence at 5 levels as shown above. Asia Pacific International College
30 Copyright: Prof. A. Jaafari, Asia Pacific International College Project Performance Assessment
31 Copyright: Prof. A. Jaafari, Asia Pacific International College Business & Strategic Management Customers & Markets Stakeholders Technology Facility Design and Operational Requirements Supply Chain System Learning & Innovation Finance Project Delivery Strategy Risks and Due Diligence Implementation Management Governance & Leadership Engineering, Detailed Design & Specifications Procurement*, Transportation & Warehousing Planning and Control* Team Performance Information & Communications Management* Quality Management* Offsite Management Risk Management * Functions covered by PMI in their PMBOK
32 Copyright: Prof. A. Jaafari, Asia Pacific International College Assessing Managerial Performance; Business & Strategic Assessment
33 Copyright: Prof. A. Jaafari, Asia Pacific International College Assessing Managerial Performance; Project Implementation
34 Copyright: Prof. A. Jaafari, Asia Pacific International College Summary Project Health Check applies a system s approach to management of project It has an integrated framework with focus on: Enablers (18 core functions & 67 variables) KSFs/managerial principles to guide actions Timely feedback and intervention is critical Project Health Check designed for this purpose
35 Summary of Education & Training Services
36 Copyright: Prof. A. Jaafari, Asia Pacific International College Scope of Services Formal competence-based postgraduate programs Professional & flexible programs Tailored corporate training programs Professional competency assessment & development Project/program diagnostics Organisational diagnostics High level consulting services
37 Project Management Graduate Program: MBA (Project and Program Management) Master of Business and PM Graduate Diploma in PM Graduate Certificate in PM Executive Diploma in PM Individual (tailored) programs APIC Degrees and Recognition Business Management Graduate Program*: Master of Business Management Graduate Diploma in Business Management Graduate Certificate in BM Executive Diploma in BM and tailored programs 8 Specialisations * Pending accreditation by NSW Department of Education and Training (Higher Education Directorate)
38 APIC Workshops and Units of Study Project Management Graduate Program: 14 Workshops from 1 to 4 day long (can be customised) 12 Units of study, each with its own workshop plus workplace project done by students in teams Covers behavioural side Business Management Graduate Program: 16 Workshops from 1 to 4 day long (can be customised) 16 Units of study, each with its own workshop plus workplace project done by students in teams Covers behavioural side Covers 8 specialisations to meet professional certification requirements
39 APIC Chart of Competencies C1 C2 C3 C4 C5 C6 Individual professional development planning process Select the most relevant competencies plus socio-cultural competency Consider career goals, employer and personal needs C2 C4 C5 C6 Determine target competencies required/role T1 T2 T3 T4 Assessment results for an individual Determine optimal Solution /L&D Plan Individual Learning & Development (L&D) Plan S-C S-C T5 Ci Asia Pacific International College
40 Project Management Programs Project Management Programs teaches and prepares managers for certification in multiple roles: Senior Project Executives /Department Heads Project Directors Project Managers Project Line Managers/Assistant Project Managers Project Engineers/Team Leaders Individuals can progress to obtain a formal graduate degree from APIC by completing additional work Asia Pacific International College
41 Industry-based Training and Certification Example Asia Pacific International College
42 Workplace integrated Learning and Development PM Programs* Program Code Certification Title Scope Typical Duration QPP Qualified Project Practitioner Completion of 4 workshops each 4 days long (a pass grade is needed in tests conducted in each workshop) 16 days spread over 4 weeks or in single blocks of 4 days (within a year) CPP Certified Project Practitioner Completion of the 2-day PDP Workshop and 4 core training units. Each unit has its own 4-day workshop 26 weeks spread over one year (2 sessions per year) Management Training Programs CPLM CPPM CSPE/ CPM Certified Project Line Manager Certified Professional Project Manager Certified Senior Project Executive and or Certified Project Director Completion of an additional 2 units over and above CPP Completion of an additional 2 units over and above CPLM Completion of an additional 2 units over and above CPPM 52 weeks (3 sessions) spread over 1 to 2 years 78 weeks (4 sessions) spread over 1.5 to 2 years 104 weeks (4-5 sessions) spread over 2 to 2.5 years Asia Pacific International College *industry-based training and formal academic studies are combined
43 Business Management Programs Business Management Programs teaches and prepares managers for certification in multiple roles: Senior Executive Strategic Manager Functional Manager Line Manager Team Leaders Individuals can progress to obtain a formal graduate degree from APIC by completing additional work Asia Pacific International College
44 Industry-based Training and BM Certification Asia Pacific International College
45 Standards in terms of competency areas 1 and performance criteria per role 2 Role Competency Areas Performance Criteria 3 Team Leader Line Manager Function Manager Core areas known in APIC system as Foundation competencies (see BM Competency Chart in Appendix A) Core GM competencies plus at least 2 competency areas that are core for the given specialisation Core GM competencies plus 4 competency areas that are core for the given specialisation Target set as Mean plus 1 SD obtained from a sample of current appointees Target set as Mean plus 1 SD obtained from a sample of current appointees Target set as Mean plus 1 SD obtained from a sample of current appointees SBU (Program) Manager Core plus 4 competency areas relevant to leadership and strategic management, plus 2 in business planning and finance Must perform at level 4 in 4 key areas, determined specifically in each business unit and parent organisation Senior (Portfolio) Manager Core plus 4 competency areas relevant to leadership and strategic management, plus 2 in business planning and finance, 2 in governance and risk management Must perform at level 4 in 6 key areas, determined specifically in each organisation and portfolio 1. See APIC Chart of Competencies for Business Management that contains competency areas for each function. 2. Performance criteria can be defined based on APIC s BM competency assessment system at either unit or element level. 3. Competency levels are defined in generic and summary form in slide 13.
46 Competency assessment scorecard sample Asia Pacific International College Existing competency profile of each individual is determined. Target competency lines are then set through consideration of the combined individual and organisational needs. This results in the delineation of competency gaps that an individual has to address in a structured manner.
47 APIC s Corporate Training Approach Asia Pacific International College Benefits of APIC s Approach: Apply international best practices Sharpen strategic focus Map and strengthen core competencies Train managers for maximum performance Align people, processes, tools and goals Achieve exceptional performance shifts Become employer of choice and more!
48 APIC s Learning Laboratory Competence - Managerial & technical competence - Leadership & ethics - Learning & innovation competence - Risk management competence Industry & Society - Innovation - Sustainability - Business & government dynamics - Regional development - Networks Learning Laboratory Knowledge - Core bodies of knowledge - Broad based knowledge - Research-based learning - Tacit and formalised knowledge - Learning resources & tools - Knowledge creation & managt. Technology - Technological innovation - Technology dimension - Technology services - Technological advancement - Communication & collaborative technologies The underpinning educational approach is to promote self direction and group autonomy APIC uses real life projects, programs and organisations as the site of learning Learner-centred design supports individual needs Project and team-based learning model is applied for competency development Technology is used to support the above model (interactive tools, support systems, knowledge and learning resources, interaction and communication) Asia Pacific International College
49 APIC s Online Learning System Asia Pacific International College
50 APIC s Online Diagnostic Tools and Systems Asia Pacific International College APIC offers a comprehensive suite of tools that enable any student or practitioner in the field of project, program, portfolio and organisation management to: assess his/her competencies systematically develop his/her learning and development plan generally manage his/her stock of competencies
51 Summary Focus on competence-based management (set up for this purpose) Competency assessment Development of L&D Plan Structured and targeted training Academic or industry grade certification Highly developed and supported by multiple tools and systems: Online Learning System (OLS) Competency assessment tool (CAT) Project/program Health Check (PH-Check) Organisational Diagnostics Tool (ODT) Project Value Management (PVM) The services are being continuously improved Asia Pacific International College
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