1. JMLOGIC LIVESTREAM TRAINING
Digital Transformation
Project Management
Competency Guide
“Learn the questions
of understanding in
order to lead, direct,
and control a digital
transformation project
with valid and
verifiable practice
standards on
accountability,
Date: July 24, 2020, 10:00 am
www.facebook.com/jmlogicconsultancy

2. Digital
Transformation
Project
Management
Competency
July 24, 2020, 9:30 AM
Resource Person:
John J. Macasio
Project Manager
JMLOGIC Consultancy
1993 – He managed the enterprise-wide ICT
services development project of a big
University
2004 – He became project management
consultant of government agencies and
enterprises involved in ICT for governance
and education projects
2007 – Co-authored the UN ESCAP/APCICT
Academy Module on Project Management
2010 – He served as project manager in the
development of education technology solution
of an original equipment manufacturer
2018 – He started the independent project
management consultancy with JMLOGIC
JMLOGIC LIVESTREAM TRAINING

3. Personal Data Privacy:
The name and email addresses collected, retained, and used in the seminar
registration form are to recognize the participants and to send learning
materials and training information. The participant during the online live
seminar may opt to close his or her camera and simply use the microphone or
chat for questions and comments. The online live seminar is not streamed in
in Facebook or Youtube.
Copyright Notice:
The cited and annotated content of cited standards are duly owned by their
research organization or publishers.
The provided information about the rules and standards are for educational
purpose.
The guide is free to use.
Notification

6. Being Competent in Project
Management
the decision and work associated to the
mandated function and outcome of a
defined strategy and operation of the
“A competent person has definitive
understanding, skills and character needed
to perform at a given level
of performance
standard,

7. Being Competent in Project
Management
to new situations, and to the
requirement of collaborative
results.
It is indicated by the person’s
ability to transfer and apply
knowledge, skills and
attitude

8. Competency Model on Project
Management
A competency model is about
shareable body of knowledge
believed to define and
differentiate the essential
indicators of the required
understanding, action and
attitude behind the successful
delivery of the service

9. Project Context of Management Compet
National Digital
Governance
Strategy
UN
Sustainable
Development
Goals

10. Common Definition and Relatio
of the Term “Project”
Common Principles to Understand
Project Delivery Effectiveness
Project Management Standards
System Development Framewo
Project Management Methodology
Traditional ISO 21500 Framework
Project Management Methodol
Agile-Scrum Framework
Digital Transformation
Project Management
Competency Guide
C
O
N
T
E
N
T

11. Common Definition and Relationship of the
Term “Project”
Elements of Project Definition
Project, Strategy and Operation Relation
Project as Organization
Digital Transformation Project
Sustainable Development Project

12. What is a
project?
Temporary endeavor undertaken to create a unique product,
service or result
Performed by people, constrained by limited resources,
planned, executed and controlled
Project ends when declared objectives have been attained
and the products hand-over to operation
(PMBOK)

13. A temporary organization that is created for the purpose of delivering one or more
business products according to an agreed “Business Case”
It is a means by which changes are introduced into the business
It has defined start and end dates. And gathers people of different skills and
connects departments and organizations to create unique product that has not been
acquired or created before.
(PRINCE 2)
What is a
project?

14. Common Types of
Project
PROJECTTYPES
Product and Services
Business Development
Research and Development
Training and Events
Information & Communication
Technology
Community Development
Construction and Engineering

15. Problem-insight precedes
solution insight.
Someone has to recognise a
problem before they start to
solve the problem...
(Max McKeown, The Innovation Book: How to
Manage Ideas and Execution for Outstanding
Results)

16. Project Conceptualization Elements
Solution
Model
Performance
Model
Problem
Model
Stakeholder
Interest
Benefit
Opportunity
Risk Resolution
Resource Provision
Change Transitioning
Acceptance Criteria
Audit
Continual Improvement

17. Project Conceptualization Matrix
PROBLEM MODEL SOLUTION MODEL PERFORMANCE
MODEL
1 Stakeholders affected Stakeholders to benefit Performance Goals
Performance Indicators
Product Standards
Service Metrics
Service Level
Agreements
Acceptance Criteria
Business Readiness
2 Analyzed needs and impact to
strategy and operation
Identified requirements to
create value
3 Components of change, and
effects to achieve, improve,
reduce, prevent, eliminate.
Solution vision, goals,
objectives, requirements,
scope, cost and time
4 Risks if problem not solved
and risks if problem is acted for
resolution
Solution design, approach,
product, methodology
5 Schedule for the problem to
get resolve.
Work and resource plan

18. Project Definition Agreement
Outcomes
•Needs of Target
Beneficiary
•Results to Deliver
•Metrics of Performance
Tasks
•Objectives-Input-Process-
Output
•Activities to Perform ,
Schedule, Resources and
Cost
•Responsibility and
Competencies
Enablers
•Sponsorship and
Ownership
•Fund Source and
Availability
•Suppliers of Work and
Materials
•Mandates and Legal Basis
Tools
•Standards and
Methodology
•Analytical and
Documentation Templates
•Information and
Communications
Technology
1. Shared
Understanding
2. Participated
Action
3. Measured
Performance

19. Project Organization
View
Sourcing View Leading View
o In-source o Functional
Organization
o Out-source o Matrix
Organization
o Off-shore o Project
Organization
o Mixed

20. Project
Alignment with
Strategy and
Operation
1
ICT4D
Strategy
The Intention
& Means
2
ICT4D
Project
The Change &
Transition
3
ICT4D
Operation
The Value
Realization

21. Digital Transformation Value Creation
for Sustainable Development
enable change
implement
Technology
Process
VALUE
People

22. Digital Transformation Value Creation
for Sustainable Development
• to actualize information, intelligence, collaboration,
intervention and communication
• to reactively and proactively mobilize actions to reduce
incidence of poverty, inequality, exclusion, ignorance,
disaster and disease.

23. Digital Transformation Value
Creation
for Sustainable Development• to create supporting social network to drive business and
participation
• to create new competencies for job creation
• to develop, deliver and support e-services business.

24. Digital Transformation Value
Creation
for Sustainable Development• In open government , information and communications
technology services serve as platform to realize the
equation of
TRANSPARENCY
+
PARTICIPATION
=
ACCOUNTABILITY

25. Common Failure Points of a Project
Common Principles to Succeed a Project
Common Indicators the Project is a “Go”
Common Principles to
Understand
Project Delivery
Effectiveness

26. What Fails Project?
Remember the two benefits of
failure.
First, if you do fail, you learn what
does not work.
Second, the failure gives you the
opportunity to try a new approach.
(Roger von Oech – Author: Whack on the
Side of the Head)

27. Common Causes of Project Failure
# CAUSES RANK
1 Lack of clear link between the project and the organisation’s key
strategic priorities, including agreed measures of success
2 Lack of clear senior management and executive ownership and
leadership.
3 Lack of effective engagement with stakeholders
4 Lack of skills and proven approach to project management and risk
management
5 Too little attention to breaking development and implementation
into manageable steps
6 Evaluation of proposals driven by initial price rather than long-term
value for money (especially securing delivery of business benefits).
7 Lack of understanding of and contact with the supply industry at
senior levels in the organisation
8 Lack of effective project team integration between clients, the
(OGC UK)
Text me, which number is rank # 1 to always cause project failure?

28. Common Project Challenge Factors
# FACTORS RANK
1 Lack of User Input
2 Incomplete Requirements and Specifications
3 Changing Requirements and Specifications
4 Lack of Executive Support
5 Technology Incompetence
6 Lack of Resources
7 Unrealistic Expectations
8 Unclear Objectives
9 Unrealistic Time Frames
10 New Technology
(The Standish Group)

29. Common Factors of Project Complexity
# FACTORS LOW MEDIUM HIGH
1 Number of involved internal and external organizations
2 Degree of customers/users involvement
3 Inherent diversity of project objectives and scope of work
4 Level of competency and number of experience required
5 Number of effort hours and duration of work
6 Kinds and number of technologies required to acquire and standards
to comply
7 Legal constraints and contract flexibility requirements
8 Project costs and sources of funds
9 Suppliers and Third-Party Contractor
10 Modes and regulatory constraints of procurement
11 Operational performance requirement
12 Location of implementation
Text me, which factor of complexity makes your agency project to be high risk?

30. Project Factors of Success (Standish Chaos Report)
# FACTORS LOW MEDIUM HIGH
1
Executive Sponsorship
2
Emotional Maturity
3
User Involvement
4
Optimization
5
Skilled Resources
6
Standard Architecture
7
Agile Process
8
Modest Execution
9
Project Management Expertise
10
Clear Business Objectives
Text me, which factor of success makes your agency succeed a project?

31. Project Common Principles
1. Design with the user
2. Understand the existing
ecosystem
3. Design for scale
4. Build for sustainability
5. Be data driven
6. Use open standards, open
data, open source, and open
innovation
7. Reuse and improve
8. Address privacy and security
9. Be collaborative
Principles of
Digital
Development
https://digitalprinciples.org/

32. Project Common Principles
1.Our highest priority is to satisfy
the customer through early and
continuous delivery of valuable
software.
2.Welcome changing
requirements, even late in
development. Agile processes
harness change for the
customer’s competitive
advantage.
3.Deliver working software
frequently, from a couple of
weeks to a couple of months,
Agile
Manifesto
Principles
https://www.agilealliance.org/agile101/12-principles-behind-the-agile-manifesto/

33. Project Common Principles
4. Business people and
developers must work together
daily throughout the project.
5. Build projects around
motivated individuals. Give
them the environment and
support they need, and trust
them to get the job done.
6. The most efficient and effective
method of conveying
information to and within a
development team is face-to-
face conversation.
Agile
Manifesto
Principles
https://www.agilealliance.org/agile101/12-principles-behind-the-agile-manifesto/

34. Project Common Principles
7. Working software is the primary
measure of progress.
8. Agile processes promote
sustainable development. The
sponsors, developers, and
users should be able to
maintain a constant pace
indefinitely.
9. Continuous attention to
technical excellence and good
design enhances agility.
Agile
Manifesto
Principles
https://www.agilealliance.org/agile101/12-principles-behind-the-agile-manifesto/

35. Project Common Principles
10.Simplicity–the art of
maximizing the amount of work
not done–is essential.
11.The best architectures,
requirements, and designs
emerge from self-organizing
teams.
12.At regular intervals, the team
reflects on how to become
more effective, then tunes and
adjusts its behavior
accordingly.
Agile
Manifesto
Principles
https://www.agilealliance.org/agile101/12-principles-behind-the-agile-manifesto/

36. Project Common Principles
1. Focus on Value
2. Start where you are
3. Progress iteratively with
feedback
4. Collaborate and promote
visibility
5. Think and work holistically
6. Keep it simple and practical
7. Optimize and automate
ITIL
Service
Management
Principles
https://wiki.en.it-processmaps.com/index.php/ITIL_4

37. Common Indicators that project is ready to “GO”
Project Logframe & Business Case
Term of References
Technical Specification
Stakeholder
Need
Requiremen
t
Risk
Assessme
nt
Organizatio
n
Responsibil
ity
Matrix
Project
Management &
System
Development
Plan
Work and
Resource
Breakdown
Structure
Contracts
Service
Level
Agreements
The project is a “GO” in what are clearly, coherently and
completely elicited, elaborated, analyzed, documented
and agreed with the following requirements:
Standards
Acceptance
Metrics
Cost Structure
Calculator
Appropriation

38. Common Indicators that project is ready to “GO”
Document
Management Software
Visualization and
Presentation Software
Project Tasks and
Scheduling Software
Project Communication
and Collaboration
The project data is ready to be captured, generated, stored and use with
the use of an information management system for project management

39. Standards of Project Management Method
Standards of System Development Metho
Commonality on Concepts, Risks and Con
Commonality on Life Cycle, Process and D
Technology Use in Project Management
Project Management
Standards and
System Development
Frameworks

40. The need for project
governance
Governance
System of directing and controlling
(ISO/IEC 38500:2015 2.8)
Management
The exercise of control and
supervision within the authority and
accountability established by
governance
(ISO/IEC 38500:2015 2.14)

41. The need for project
governance
The unsuccessfully executed project is a failure in project
governance.
Governance is the framework
of authority and
accountability that defines
and controls the input,
procedure and output of the
outcome and benefit to be

42. What is Project
Management?
Application
of
principles,
• To lead project team
practices,
techniques
• To control project scope, schedule,
costs and risks in the delivery of
result to delighted customers.
(PMBOK)

43. ICT Project Management is about…
Project
Outcome
Leadership
Direction
Control(Strategy)
(Implementation)
(Evaluation)
(Customer)

44. Project Management is Situated
People Process
Technology Culture
KNOWLEDGE
SKILLS
POWER
BUSINESS
PROCEDURE
RULES
PRODUCT
STANDARDS
SOURCING
ATTITUDE
VALUES
BELIEF

45. Project Manager Competency
LEADERSHIP MANAGEMENT TECHNICAL
Principles Life Cycles Analytic
Strategy Processes Technologies
Metrics Control Standards
Behavioral Behavioral Compliance

46. Project Manager Control Item List
# To Watch
1 Scope Unclear requirement, lack agreement, scope creep
2 Time Error time estimation and delayed schedule
3 Cost Error in cost estimation, budget over spending
4 Risks Disregarded “What If” and mitigating action
5 Resources Availability, capability and supplier issues
6 Expectation Customer experience and perception
7 Communication Stakeholder relationship, message and messenger issues
8 Quality Standards and metrics application
9 Change Event handling and problem management
10 Security Confidentiality, integrity, availability and privacy issues

47. Project Manager Meeting Agenda
# Agenda Minutes
1 Performance Deliverable, Effectiveness, Efficiency , Accountability. Schedule
2 People Roles, Accountability, Responsibility, Expertise, Work, Behaviour,
Results
3 Process Quality, Work flow, Deliverables, Enablers, Rules
4 Methods Applicability, Change, Improvement, Adoption
5 Metrics Requirement, Compliance
6 Standards Requirement, Compliance
7 Technology Product, Services, Requirement, Specification, Availability, Maturity
8 Suppliers Availability, Capacity, Delivery, Support, Compliance, Cost and Quality

48. Need for Project Management Standa
“Standards are the distilled
wisdom of people with expertise in
their subject matter and who know
the needs of the organizations
they represent – people such as
manufacturers, sellers, buyers,
customers, trade associations,
users or regulators.”
https://www.iso.org/standards.html

49. Need for Project Management Standa
1. Gets the project stakeholders
and project team to create and
agree on the use of a common
project management
methodology that implements
their shared principles of
accountability, effectiveness,
efficiency, security and
sustainability for the project.

50. 2. Makes the project organization to
elicit, document, analyze, agree
and implement a project
management methodology that is
considered to be responsive to
the agency context and
constraints of starting, funding,
acquiring, organizing, planning,
implementing, controlling,
evaluating, and releasing.
Need for Project Management
Standards

51. 3. Provides the look up reference for the
proper questions of understanding about
compliance, life cycle, function,
process, metrics, templates, analytics,
knowledge, skills and behavior that are
essentials to project conceptualization,
planning, implementation, monitoring,
control and improvement.
Need for Project Management
Standards

52. PROJECT MANAGEMENT PROCESSES & ROLES
SYSTEM & SOFTWARE DEVELOPMENT PROCESSES & ROLES
JUSTIFICATION-
INITIATION-
ORGANIZATION
& PLANNING
IMPLEMENTATION-
MONITOR -CONTROL
CLOSURE
BUSINESS
REQUIREMENT
SOLUTION
DESIGN
SOLUTION
BUILD
TEST
ACCEPTANCE
ROLL-OUT
RELEASE
STAKEHOLDER
S
ORGANIZATION
VALUE
RISKS
SCOPE
TIME
COST
METHOD
TECHNOLOGY
REQUIREMENT
S
QUALITY
COMPLIANCE
METRICS
Project
Management
-ICT4D
Context
ISO 21500 –PMBOK-PRINCE2-APM-123Method
ISO 24765 – ISO 15288 – ISO 12207 -ISO 24748 –ISO TR 27550 –ISO 29119
WATERFALL-AGILE SCRUM –KANBAN- MSF- ASAP-RAD-XP-V Method-MBase
International Standards of Project Management Methodology
Project Management and System
Development Standards

53. Key Result Areas and Indicators of Performance
Initiation
Planning
Implementation
Monitor
Control
Closure
Project Management Methodology
Traditional ISO 21500 Framework

54. ISO 21500
Project
Management
Processes
https://www.vanharen.net/amfilerating/file/download/file_id/130/

55. Key Result Areas and Performance Ind
Initiate
Plan and Estimate
Implement
Review and Retrospect
Release
Project Management Methodology
Agile-Scrum Framework

56. SCRUM
Processes
and
Phases
https://www.scrumstudy.com/whyscrum/scrum-phases-and-processes

57. Project Management
Documentation Template
PROJECT MANAGEMENT METHODOLOGY
SYSTEM DEVELOPMENT METHODOLOGY
JUSTIFICATION-
INITIATION-
ORGANIZATION
& PLANNING
IMPLEMENTATION-
MONITOR -CONTROL
CLOSURE
BUSINESS
REQUIREMENT
SOLUTION
DESIGN
SOLUTION
DEVELOPMENT
TEST
ACCEPTANCE
ROLL-OUT
RELEASE
A.R.E.W./R.A.C.I
.Matrix
Project Management
Plan
WBS, OBS, RBS Schedules
Acquisition and Procurement
Product Plan
Systems Requirement Specification
Technology Metrics and Standards
Business Case
Logframe/Proposals
Project Charter
Project Manager
PMO
TOR
Resource/Material
Acquisition
Work and Schedule Details
Development Procedure
Test Procedure
Change Procedure
Roll-out Procedure
Meeting
Control Forms and Reporting
Work Packages
Product
Release/Accepted
Hand-over to Operation
Contract Closure
Lesson’s Learned
Next Version
Requirement

58. Send your question message now