PROJECT MANAGEMENT MASTER PROGRAM SCHOOL OF MANAGEMENT UNIVERSITY OF QUEBEC AT MONTREAL Agenda ESG UQAM Masters in Project Management Program Borealis Delegation Project Management Research Chair Scaling Agility 1
Largest French speaking business school in the world with more than: 14 000 students 85 000 graduates 290 professors Project management Masters program PMI Accreditation World-renowned in project management First project management program in North America More than 1,400 project management graduates Professors and research experts in project management Source : www.mgp.esg.uqam.ca 2
Three program streams Cooperative stream 45 credit program Alternating sequence of study terms and work (internship) terms Application seminar Integration seminar Professional stream Three programs Variety of fields & different backgrounds Progress at student s own pace Research-oriented stream 45 credit program Opportunity to study a subject in greater depth by writing a dissertation Thesis preparation courses One thesis activity (21 credits) Borealis Moving North 3
A third delegation 2013 Degelation CHINA 2014 Delegation AUSTRALIA 2015 Delegation SCANDINAVIA Our team 4
One project, five objectives Expand knowledge concerning Scandinavian project management practices to the project management community in Montreal Insure that future managers have a privileged access to the Scandinavian practices in management Acquire knowledge on Scandinavian management practices Develop professional and academic partnerships between Quebec and Scandinavia Transfer knowledge to companies, associations and students Who are we meeting? Oslo BI Norwegian Business School Canadian Ambassy Projekt Norway Governance of large public infrastructure project Directorate for Emergency communication NRK Stockholm KTH Royal Institute of Technology Semcon Tieto Faveo Ericsson Wenell management 5
Mission Research to produce knowledge through high quality scientific research; Diffusing knowledge to disseminate knowledge through the organization of activities in line with the priorities of the partner organization; Training of new researchers generous scholarship program and the integration of graduate students in all of the Chair's activities. 6
Research chair s partners Multinational in telecommunications One of the largest Canadian financial institution Montreal public transport (underground and buses) Montreal suburb public transport (trains) Governmental organization overseeing large infrastructure projects The city of Montreal Electricity production and distribution Transport Ministry Seven Research Axes Human and Managerial Issues in Project Management International Aid Projects Management of Collaborative Projects Organizational Dynamics Processes, Practices and New Tools in Project Management Socio-economic and Political Aspects in Project Management Research Methodologies in Project Management 7
Scaling Agility Yvan Petit, M.Eng., MBA, Ph.D., PMP, PfMP ESG-UQAM Overview Agile: background Research trends on Agile Scaling agility 8
Agile Inspired from Lean manufacturing Sometimes confused with different methodologies (Scrum, XP, Kanban) Practitioner based (Agile Manifesto, 2001; Highsmith, 2010; Agile Leadership Network, 2005) PMI Agile Certification (ACP) since 2011 Agile: 4 values 1. Individuals and interactions over processes and tools 2. Working software over comprehensive documentation 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan 9
Agile 12 Principles 1. Early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. 3. Deliver working software frequently 4. Business people and developers must work together daily 5. Build projects around motivated individuals. 6. Favor the use of face-to-face conversation. Agile 12 Principles 7. Working software is the primary measure of progress. 8. Should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence 10.Simplicity is essential. 11.Architecture emerges from self-organizing teams. 12.The team reflects on how to become more effective 10
Scrum 58 Impediments In multi-site, multi-customer, multiproject No longer a collocated small team Customer far away from the team People organized by discipline Architecture emerges?? Physical environment Conflicts with existing policies and procedures (Leffingwell, 2010; Krebs, 2008) 11
Scaling Agility How can Agile principles be adapted to large organizations managing a portfolio of multi-site/multi-team projects? Methodology Qualitative study on three cases Multiple projects, multiple sites Longitudinal (over 3 to 5 years) Project are multi-teams ideally multi-sites 12
Striving for Agility Started with small scale pilots Extensive training program & use of consultants New roles and responsibilities (scrum masters, product owners) but kept project manager In the last 8-10 years, shorten delivery cycles significantly Scaling Agility Release planning AND iteration planning Continuous integration of working software Fixed scope iterations despite constant scope change in the backlog Architecture not emerging (but teams structured around architecture) 13
Scaling Agility Organizing for semi-permanent teams (Line structure around teams not functions) Working in open team offices Scaling Agility Scope-In vs Scope-Out Merging the pre-studies into continuous activities 14
Conclusion Agile principles at a larges scale has project management and organizational impacts Continue research in other large organizations plus quantitative data collection Please contact me if interested to discuss futher! Discussion 15