Review of where Project Management is on the journey

1. Repositioning the Project
Management Profession
presented by
Brian Phillips, MPM
Registered Consultant: PRINCE2, MSP, MoP, P3O and P3M3
Accredited Trainer: PRINCE2, MSP, MoP and P3O
Lizz Robb, MPM
Yellowhouse Training Director
PRINCE2, P3O, MoP, M_o_R and Change Management Trainer
Yellowhouse is an APMG Accredited Training and Consulting Organization
PRINCE2®, MSP®, P3O®, M_o_R®, MoV® and P3M3® are Registered Trade Marks of the Cabinet Office;
MoP™ and The Swirl logo™ are Trade Marks of the Cabinet Office
Overview
1. The past …
2. Bodies of Knowledge / Methodologies
3. The Project Manager as “Hero”
4. Growth of Best Practice models
5. Organizational Maturity focus
6. Growth of the PMO
7. The future …
Repositioning the Project Management
Profession
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2. The past …
 Before PMBOK® or PRINCE2 …
 Any approach or method was used
◦ no clear distinction between Business as Usual
and Projects
 Projects seen as just another way of doing
things
 Accidental project managers everywhere
 PMBOK® PMI® are Registered Trade Marks of the Project Management Institute
Bodies of Knowledge /
Methodologies
 PMI: PMBoK: 1994; 4th edition (2008)
 OGC: PRINCE2: 1996; 4th edition (2009)
◦ From PRINCE: 1989 (from PROMPT - 1975)
 AIPM: 3 competence levels – CPPP, CPPM,
CPPD
 IPMA: 4 Competence levels
 APM (UK): APMBoK; Competence Framework
 IAPPM: Certification
 Proprietary methodologies (everyone’s got one)
 Program Management (MSP; PMI PgM Std)
 Portfolio Management (MoP; PMI PfM Std)
 PMI Standards for EVM, WBS, Config Mgt, etc
Repositioning the Project Management
Profession
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3. The Project Manager as “Hero”
 Building individual capability
 PM focus on Professional development
◦ PMI: PMP, CAPM, PgMP
◦ AIPM: RegPM – 3 levels
◦ OGC: PRINCE2, MSP, MoR, P3O, P3M3
◦ Proprietary methods/certification
 Project Management an emerging profession?
 Accreditation, Certification and Qualifications
◦ Cert IV, Diploma, Degree, Masters, Doctorate
Growth of Best Practice
 UK models to the fore now
 The OGC framework has grown from a
PRINCE2 base in 1996
 MSP for Program Management
 Emerging areas:
◦ Portfolio management
◦ Value management
◦ Benefits management
◦ Change and Transition management
Repositioning the Project Management
Profession
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4. Best Practice Portfolio
Models Best Management Practice Guides
P3O® ITIL®
MoVTM MoR®
Portfolio, IT Infrastructure
Programme and
Management Management Library
Project Office of Value of Risk
Portfolio,
Programme and
Project
Management
Maturity Model MoPTM Guide (Portfolio Management)
(P3M3TM)
MSP® Guide (Programme Management)
PRINCE2TM
Maturity
Model PRINCE2® Guide (Project Management)
(P2MM)
Application of OGC Models
 Governance – clear roles and responsibilities, common
language and processes
 Portfolio Investment/Decision enabling/Delivery support – P3O
 Strategic Transformational Change – MSP
 Project delivery methodology – PRINCE2
 Assurance and review – Gateway Review, Assurance
framework
 Capability improvement – P3M3
 In Queensland: QGCIO Panel for Program and project
management training, mentoring and coaching
 Gershon Report (2008) Commonwealth Government has
adopted P3M3 for Capability Improvement
 In Australia, all States now working with Gateway Review
Repositioning the Project Management
Profession
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5. Organizational Maturity focus
 Project management is growing in complexity
 Moving from “PM as hero” to …
◦ Organizational capability improvement model
◦ Portfolio selection and consistent success
 Projects to programmes to portfolio approach
◦ Cooke-Davies model
 P3M3 (maturity development)
 Corporate PMO
Understanding capabilities lead to
different kinds of success …
Organisational Delivery Consistent project success.
Capability (Do we consistently do the right
projects, and do them right?)
Project Sponsor Project success.
Capability (Did we do the right project?)
Project Management Project management success.
Capability
(Did we do the project right?)
Source: Terry Cooke-Davies of Human Systems International Limited
© 1999-2003
Repositioning the Project Management
Profession
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6. Development of Maturity Models
 Software Engineering Institute PMMI
◦ Carnegie Mellon University
 Organizational Project Management Maturity Model
◦ OPM3 – PMI Standard
 Private Organisations
◦ Project Management Maturity Assessment
 Portfolio, Programme and Project Management Maturity
Model – P3M3
◦ Office of Government Commerce – UK
◦ Based on SEI model
◦ PMMM model launched in 2002
◦ Version 1 P3M3 launched in February 2006
◦ Version 2 released in June 2008
◦ Assessment process for P3M3 developed by APM Group
P3M3
 P3M3 provides a framework for organizations to
assess current performance and put in place
improvement plans with measurable outcomes
based on industry best practice
◦ 3 Models
◦ 5 Levels
◦ 7 Process Perspectives
 ACO – Accredited Consulting Organizations
 Registered Consultants
Repositioning the Project Management
Profession
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7. The P3M3 Model
P3M3®
Portfolio Programme
Project Management
Management Management
Management Benefits Financial Stakeholder Risk Organizational Resource
Control Management Management Engagement Management Governance Management
Figure 1
Overview of P3M3®
 An overarching model with three sub-models
◦ Portfolio Management Maturity Model (PfM3)
◦ Programme Management Maturity Model (PgM3)
◦ Project Management Maturity Model (PjM3)
 P3M3 uses a five-level maturity framework
◦ Level 1: Initial Process
◦ Level 2: Repeatable Process
◦ Level 3: Defined Process
◦ Level 4: Managed Process
◦ Level 5: Optimised Process
 Maturity is focused on seven process perspectives
which exist in all three sub-models
Repositioning the Project Management
Profession
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8. Growth of the PMO
 Project Office
 Program Office
 Project Support Office
 Portfolio Office
 Centre of Excellence
 Enterprise PMO
 Others?
 P3O emerges in the UK
Organization
Portfolio Office
(permanent) Centre of
Excellence
(may be a
separate
unit or a
function or
team within the
Hub Portfolio / Hub Portfolio / portfolio and
Programme Office Programme Office hub
(permanent) (permanent) programme
offices)
• Standards
• Skills/Training
• Assurance
Programme Project • Knowledge
Office Office management
for a specific for a specific
initiative initiative
(temporary) (temporary)
Fig 1.2
Repositioning the Project Management
Profession
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9. P3O: Portfolio, Programme and
Project Offices
 Investment decision-making
 Run the Business – Change the Business
◦ Maintain the balanced portfolio
 Decision enabling
 Delivery support
 Centre of Excellence
 Integrated models
 Defined roles
 Career path options
Strategic Objectives
Managed Benefits
Change the Business
Run the Business
Portfolio Management
Business as Usual
Managed Programmes and Projects
Fig 1.1
Repositioning the Project Management
Profession
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10. Research: Creating Value in Project
Management using PRINCE2®
Conducted by QUT for OGC Organizations need to Recommendations:
PRINCE2 is perceived as a manage the introduction of Educational initiatives with
very robust, comprehensive PRINCE2 as a significant certification for Senior
and pragmatic project Executives, Project Sponsors,
organizational change
management framework. and Project Board members.
initiative.
Problems and issues which Detailed guidance on how to
impede success of projects Desire to recognize introduce, implement and
using PRINCE2 are competence in applying sustain PRINCE2 from an
organizational NOT PRINCE2 in projects. organizational perspective
methodological. (building upon existing
Acknowledged benefit of Change Management
Dominant issue is poor
Project Sponsor/Project tailoring guidance in qualification).
Board performance (caused PRINCE2 2009 release - but Add additional qualification to
not by PRINCE2). seeking further advice. recognise competency in
Source is organizational NOT application of PRINCE2 in
Growing request for similar
PRINCE2 framework / actual projects.
guidance on embedding -
methodology. Expand coverage of
currently ‘out of scope’.
stakeholder management.
http://www.apmg-
international.com/home/News_Events/06Aug10QUT_PRINCE2_Research.asp
Auditor-General Report No 7: 2010
Extracts from “Report to Parliament No. 7 for 2010
Information systems governance and control, including the
Queensland Health Implementation of Continuity Project”
 “In general, the results of these audits further emphasise the need for
significant improvement in program and project governance …”
 “… project governance, including managing relationships with key
stakeholders was not effective in ensuring roles and responsibilities were
clearly articulated and in ensuring there was clear accountability for the
efficient and effective implementation of the system.”
 (Key recommendation)
“Establish clear lines of accountability and roles and responsibilities at the
initiation of the project to ensure an end to end governance structure.”
http://www.qao.qld.gov.au/pages/publications/pub_ag.html
Repositioning the Project Management
Profession
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11. The Future …
 Its not about … the methodology
 … the project scope
 … the business case
 … the project manager
 Its about … governance and leadership
◦ PRINCE2 Research, QUT August 2010
◦ Auditor-General’s Report 7, 2010
Programme and Project Sponsors
 The role of the sponsor will grow in importance
 More involved and know more about the processes
 They will need to learn more about the sponsor role
 currently few are taught or trained in this role
 ‘Project orientated’ organisations more common
 Programme and Project managers will need to learn
how to better involve and use their sponsor
 Programme management techniques and processes
need to evolve further
 More focus on benefits and benefit delivery
 Aligned with business strategy
Repositioning the Project Management
Profession
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12. How to get there …
A long journey ...
 Governance aligned with investment strategy
 Tools and methods
 Common language, templates, processes
 Training, learning and development
 Mentoring and Coaching
 Continuous improvement
 To build maturity and therefore better performance of
projects and programmes
 Capability improvement, sustainability
• Best Management Practice
• Accredited Training Organization
• Accredited Consulting Organization
• www.yellowhouse.net
We have been chosen as a panel member to supply training to the Queensland Government as part
of the Queensland Government standing offer arrangement C08/2700 to support implementation,
increase capability and help realise the benefits of adopting the Queensland Government
Methodologies in the Queensland Government.
PRINCE2®, MSP®, P3O®, M_o_R®, MoV® and P3M3® are Registered Trade Marks of the Cabinet Office;
MoP™ and The Swirl logo™ are Trade Marks of the Cabinet Office
Repositioning the Project Management
Profession
© 2010 Yellowhouse.net pty ltd 01-12