Area of focus. MPM - Marketing Project Management in all industries. Echi dal PMI Global Congress EMEA Walter Ginevri, PMP

Transcription

1 Echi dal PMI Global Congress EMEA 2005 Area of focus MPM - Marketing Project Management in all industries (While project managers know the importance of utilising project management, it can be a challenging sell to senior management, boards of directors and support staff. Topics in this s area could explore different methods of reassuring these stakeholders that project management can and will improve the operation of any area within the organisation). Walter Ginevri, PMP ICT Consulting & Project Advisory Services Echi da Edimburgo, 24 giugno

2 Index of the Presentations MPM01 Closing the Gap Between Project Mgmt. and Governance MPM02 The Executive Sponsor - The Hinge Upon Which OPM Turns MPM03 Organisational Project Management vs Business Mgmt. MPM04 Project Mgmt. Marketing 101: Marketing the Project Manager MPM05 Getting Senior Executives to Buy Into Project Methods MPM06 Project Management For a Change MPM07 Organisational Change Management - The Missed Connection MPM08 Market the Project Approach to Executives MPM09 Collaborative Project Management : cancelled : synthesized : common to other presentations Echi da Edimburgo, 24 giugno

3 The Executive Sponsor The Hinge Upon Which OPM Turns Terry Cooke-Davies Human Systems Session MPM02 Echi da Edimburgo, 24 giugno

4 Different viewpoints about results Echi da Edimburgo, 24 giugno Source: Presentation MPM02 - Terence J. Cooke-Davies, 2005

5 Positioning of the Executive Sponsor Echi da Edimburgo, 24 giugno Source: Presentation MPM02 - Terence J. Cooke-Davies, 2005

6 Key roles of the Executive Sponsor Owner of Business Case Harvester of Benefits Governor of the Project Friend in High Places Visible Champion Echi da Edimburgo, 24 giugno Source: Presentation MPM02 - Terence J. Cooke-Davies, 2005

7 Focusing of the Executive Sponsor Focus on the task Are we doing the right programme or project? Is the plan robust enough? Have we got the right metrics? Focus on relationships Is everyone involved clear about their role? Do the right people take the right decisions in the right way? Are we doing all that is necessary for the change to be accomplished? Focus on self-management Am I devoting sufficient time to the programme or project? Do I congruently project a passionate belief in the business case? Do my behaviour encourage the PM and team to think outside the box? Echi da Edimburgo, 24 giugno Source: Presentation MPM02 - Terence J. Cooke-Davies, 2005

8 Project Management Marketing 101: Marketing the Project Manager Hugh Woodward pmforum.org Session MPM04 Echi da Edimburgo, 24 giugno

9 Three Critical Marketing Problems Our claims do not match the observed results We are selling a product that does not address the need We promise results, but we substitute bureaucracy for effective processes Echi da Edimburgo, 24 giugno Source: Presentation MPM04 H. Woodward, 2005

10 Marketing the Project Manager Understand the goals of senior executives Be prepared to do crazy things: - Offer faster schedule at higher cost - Recommend additional scope at higher cost - Offer delays to accelerate other projects - Recommend cancellation Echi da Edimburgo, 24 giugno Source: Presentation MPM04 H. Woodward, 2005

11 Project Management for a Change Steve Clarke Steve Clarke Consultancy Session MPM06 Echi da Edimburgo, 24 giugno

12 Undertaking right brain activities Echi da Edimburgo, 24 giugno Source: Presentation MPM06 S. Clarke, 2005

13 The Wholemind approach to Change Using principles is an essential part of maturity, expertise and integrity Maxims, being general rules of conduct, bridge principles and procedures Using maxims people will know how and when to use the techniques and procedures Echi da Edimburgo, 24 giugno Source: Presentation MPM06 S. Clarke, 2005

14 OCM The missed connection Zeitoun & Potts IIL & SAP Session MPM07 Echi da Edimburgo, 24 giugno

15 Change: bridging the Gap Echi da Edimburgo, 24 giugno Source: Presentation MPM07 A. Zeitoun,, W. Potts, 2005

16 Impact of OCM (Organisational Change Management) Echi da Edimburgo, 24 giugno Source: Presentation MPM07 A. Zeitoun,, W. Potts, 2005

17 Adoption curve and OCM processes Echi da Edimburgo, 24 giugno Source: Presentation MPM07 A. Zeitoun,, W. Potts, 2005

18 Enabling factors for an effective OCM Stakeholder analysis in order to find allies OCM Plan to be focused on communication Executive Leader Board to engage C level White Space for innovation and renewal Project Manager as ultimate change agent Echi da Edimburgo, 24 giugno Source: Presentation MPM07 A. Zeitoun,, W. Potts, 2005

19 Market the Project approach to Executives Michel Thiry, PMP, TVM Valence Ltd. Session MPM08 Echi da Edimburgo, 24 giugno

20 Typical top-down projectized structure Echi da Edimburgo, 24 giugno Source: Presentation MPM08 M. Thiry, 2005

21 Criticisms from the Executives The system/engineering-based approach of projects is at odds with current business and strategic management reality Projects and project-based structures are not able to consistently deliver results that produce business benefits Echi da Edimburgo, 24 giugno Source: Presentation MPM08 M. Thiry, 2005

22 Do I know what business I am in? 1 st generation 2 nd generation 3 rd generation projects projects projects Echi da Edimburgo, 24 giugno Source: Presentation MPM08 M. Thiry, 2005

23 The Dynamic Strategy to Project Cycle Echi da Edimburgo, 24 giugno Source: Presentation MPM08 M. Thiry, 2005

24 New value-based projectized structure Echi da Edimburgo, 24 giugno Source: Presentation MPM08 M. Thiry, 2005

25 See you in Madrid! PMI Global Congress EMEA 8-10 May, 2006 Echi da Edimburgo, 24 giugno

26 Contact Information Walter Ginevri ICT Consulting & Project Advisory Services Corso XXII Marzo, Milano (Italy) Tel./Fax: Mobile: addr.: walter.ginevri@fastwebnet.it Echi da Edimburgo, 24 giugno