High Performance Project Management - A Holistic Approach
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1) The document discusses high performance project management using a holistic approach, covering topics like project progress, success factors, context, and the project lifecycle. 2) It describes the relationships between the key stakeholders in project delivery - the customer, suppliers/partners, and the performing organization consisting of the project manager, project team, and PMO. 3) Achieving value beyond expectations for customers and stakeholders requires the performing organization to operate in a "stretch" or "super stretch" mode through developing knowledge, competencies, and behaviors across project management, teams, PMOs, and the organization.
High Performance Project Management - A Holistic Approach
- 1. High Performance Project Management - A Holistic Approach Ukraine IT Weekend, Kyiv, Ukraine 15 September , 2012 Vijay Prasad 1
- 2. Project Progress – mismatch in expectation 2
- 3. Project Success: Standish Chaos Report -2009 3
- 4. Project Context - Scope Project’s Product/Service Life Cycle Phases Business Need/ Develop Benefit Realization/ Maturity/ Ideation Product/Service/ Production/ Discontinue & Project Result Operations Acquisition Project’s Product/Service/Result - Project’s Project’s Processes Project’s Product/Service/Result - Product/Service/Result - Product/Service/Result - Processes Processes Processes Project Project Project Initiation Planning Execution Closure Monitoring and Control
- 5. The performing organization ecosystem Customer Suppliers / Stakehold ers Partners Project Organizat Project ion Manager He Project PMO Team 5
- 6. Performing Organization – Creating project success Custom Stakeho er lders Success Project Project Project PMO Organiz Mgr Team ation
- 7. Performing beyond expectation Custom Stakeho er lders Value Project Project Project PMO Organiz Mgr Team ation Performing in Value Stretch Mode
- 8. Performance/Value Creation - Levels Super Stretch Stretch Expectation 8
- 9. Project Manager Knowledge/Competencies & Behavior Knowledge/Competencies Project 1. Project Management Knowledge Manager 2. Performance 3. Personal 4. Domain Behaviors 5. Technical 6. Contextual 1. Servant-Leader & Manager 7. Organizational 2. People 8. Customer, Stakeholder, Teams, 3. Coping Executive Team 4. Stretch 9. Problem Solving 5. Executive Savvy 10. Sustainability 6. Customer Relationship 11. Value Creation 7. Stakeholder Relationship 12. Knowledge Management 8. Knowledge capture 13. Customer Relationship 9. Learnings 14. Stakeholder Relationship 10. Entrepreneurial 15. Leadership & Management 11. Ethical 16. Project Manager Development 17. Entrepreneurial
- 10. Project Manager - Stretch Project Super Stretch: Manager Organization Defined Stretch: Customer Defined Expectation: Project Objectives Knowledge/Competencies & Behavior 10
- 11. Project Team Knowledge/Competencies & Behavior Knowledge/Competencies 1. Project Management Knowledge Project 2. Performance Team 3. Personal 4. Domain 5. Technical 6. Contextual Behaviors 7. Organizational 1. People 8. Customer, Stakeholder, Teams, 2. Coping Executive Team 3. Stretch 9. Sustainability 4. Customer Relationship 10. Value Creation 5. Stakeholder Relationship 11. Customer Relationship 6. Self-Correcting 12. Stakeholder Relationship 7. Teamwork 13. Leadership & Management 8. esprit de corps 14. Entrepreneurial 9. Look Ahead by rotation 15. Teamwork 10. Ethical 16. Project Manager’ role, responsibility & accountability
- 12. Project Team - Stretch Project Super Stretch: Team Organization Defined Stretch: Customer Defined Expectation: Project Objectives Knowledge/Competencies & Behavior 12
- 13. PMO Knowledge/Competencies & Service Knowledge/Competencies PMO as SSU 1. Vision 2. Leadership 3. Strategy 4. Culture Oversight/Services 5. Training, Knowledge, Skills, Experience 1. Guidance 6. Methodologies 2. Standards 7. Monitoring 3. Methodology 8. Help and Guidance 4. Coaching & Mentoring 9. Governance 5. Governance 10.Research 6. Monitoring 11.Best Practices 7. Knowledge capture 12.Standards Development 8. Learnings 13.Rescue /Paramedics 9. Entrepreneurial 14.Tools & Techniques 10. Ethical 15.Knowledge Management
- 14. PMO - Stretch PMO as Super Stretch: SSU Industry Leadership Stretch: Organization Defined Expectation: Project Objectives/ Customer Defined 14 Knowledge/Competencies & Service
- 15. Organization Knowledge/Competencies & Promotion Organizat ion as SSU Knowledge/Competencies Oversight/Promotion /Support 1. Culture 1. Culture 2. Structures 2. Structures 3. Monitoring 3. Monitoring 4. Promoting and Support 4. Promoting and Support 5. Systems 5. Systems 6. Knowledge and Skills 6. Knowledge and Skills 7. Governance 7. Governance 8. Ethical
- 16. Organization - Stretch Organizat ion Super Stretch: as SSU Industry Leadership Stretch: Organization Defined Expectation: Project Objectives/ Customer Defined 16 Knowledge/Competencies & Promotion
- 17. Value to Customer - Stretched Customer Super Stretch: Customer Defined Stretch: Customer Defined Expectation: Project Objectives 17
- 18. Value to Stakeholders - Stretched Stakehol ders Super Stretch: Stakeholders Defined Stretch: Stakeholders Defined Expectation: Project Objectives/ Customer Defined 18
- 19. Value to Organization - Stretched Organizat ion Super Stretch: Industry Leadership Stretch: Organization Defined Expectation: Project Objectives/ Customer Defined 19
- 20. Value Stretch Table Target Stretch Super Stretch Customer & Project Objectives Customer Defined Customer Defined Stakeholders (Aligned to (Aligned to Customer’s Business Customer’s Business Strategy )(1)* Strategy )(2)* Project Manager Project Objectives + Customer Defined (2) Organization Defined/ Customer Defined (1) Industry Leadership (3)* Project Team Project Objectives + Customer Defined (2) Organization Defined/ Customer Defined (1) Industry Leadership (3) PMO Project Objectives + Customer Defined (2) Organization Defined/ Customer Defined (1) Industry Leadership (3) ORG Project Objectives + Customer Defined (2) Organization Defined/ Customer Defined (1) Industry Leadership (3) 20
- 21. The performing organization system creating value PMO Organization Initiation Customer Stakeholders Planning Project Project Monitoring and Control Team Manager Project Execution Individual Faster Project Specific People Closure Better Organization Specifics Process Cheaper Product Steadier Industry Standards Technology Bigger Professional Standards ------------ ---------- ------------ ---------- Best Practices Assets Outcomes Adopted from the book: ‘‘PROJECT Management BEST PRACTICES Achieving Global Excellence” 21 Second Edition - 2010 By HAROLD KERZNER, PH.D John Wiley & Sons, Inc.
- 22. Project Management Functions Expectation Management – Value Stretch Management Industry Benchmark Competencies/Leadership/Make it Happen Mindset Effective Project Management Methodology 22
- 23. Project Management Functions Expectation Management – Value Stretch Management Industry Benchmark Competencies/Leadership/Make it Happen Mindset Initiation Planning Execution Closure Monitoring & Control Integration Scope Management Time Management Management Human Resource Cost Management Quality Management Management Communications Procurement Risk Management Management Management 23
- 24. Project Management Functions Right Understanding The need for Project Product/Service/result and its scope Project Product/Service/Result Life Cycle Project Proposal Project Contract and clauses Project Requirements Project Risks Project Constraints, assumptions Project Context the customer the stakeholders Right Resources Put the right team, the roles and responsibilities Explain the project , requirements, deliverables, schedule, the acceptance criteria, the contractual clauses to team 24
- 25. Project Management Functions Right Processes Select the right methodology Right Tools Select the right tools Maintain Risk Register Right Communication Conduct a through initiation Explain team, PMO, Organization, Customer, and all stakeholders: the Planning, Execution, Monitoring & Control, Closure processes, the methodology, , roles & responsibilities, the communication process, the information reporting, escalation mechanism, issue resolution, Change control processes 25
- 26. Project Management Functions Right Leadership Encourage stretch behavior, stretch value creation, Innovation/Creativity Create excitement Collaboration In what way I can improve value – Lead by example What are the learnings? Knowledge Capture Right Mindset & Management Zero-surprise management Right Initiation, Right Planning, Right Execution, Right Monitoring & Control, Right Closure 26
- 27. Some Best Practices 1 Projects are born Red 2 Continuous Monitoring of Customer Delight - CDI 3 Generating at least one PM at the end of reasonably sized engagement 4 All Team Immersion 27
- 28. Some Best Practices 5 Value Register 6 Seeing the light at the end of the curved tunnel 7 Agile the non-agile 8 Best Practices Innovation/Creativity Index 28
- 29. Summary 1. Project Manager, Project team, PMO and Organization all have accountability toward project success 2. Project Manager, Project team with support from PMO and Organization should continually look for ways to create value beyond expectation 3. Project Manager, Project team, PMO and Organization should have the right competencies 4. Project Manager, Project team, PMO and Organization should have the stretch mind-set and deliver with Zero Surprise 5. Project Manager, Project team, PMO and Organization should continuously look for Best Practices and spur 29 innovation/creativity
- 30. For all Project Managers… YOU ARE NOT JUST A PROJECT MANAGER 30
- 31. YOU ARE THE CEO OF THE PROJECT! 31
- 32. Thank you! Дякую! Name: Vijay Prasad e-mail: vijayprasad001@gmail.com Mobile: +91- 98490-06070 Skype:vijayprasad001 Copyright © of Vijay Prasad 32