1. The document discusses 10 ways to improve the success of projects including having a global vision beyond just project management, portfolio and program management, establishing a clear business case, using a standardized methodology, taking a holistic integrated approach, managing risks, focusing on business and management skills not just technical skills for project managers, managing stakeholders, managing changes, and using information systems beyond just scheduling software. 2. It provides examples of major project management associations and methodologies as well as certifications. 3. It concludes by summarizing the 10 key aspects to consider to improve project success.

1. Project Management
10 ways to improve
success of projects
Barcelona, 2012
Ramon Costa
Business Productivity Advisor. MIC Productivity. ramonc@micproductivity.com
http://www.micproductivity.com http://www.iproductividad.com
Associate Professor. EADA. rcosta@eada.edu. www.eada.edu
Associate Professor. EUG. rcosta@eug.es www.eug.es

2. A project fail if….
• It does not provide the expected benefits,
the intended scope or is canceled in advance
• It deviates by 30% in execution time
• It deviates by 30% in budget
Scope
Quality
Cost Time

3. A project fail if….
http://www.projectsmart.co.uk/the-curious-case-of-the-chaos-report-2009.html

4. Project failure
can’t be eliminated…
… but we can mitigate its probability
10 aspects to be considered in order
to improve success in projects

5. 1. Global Vision:
“More than PM”
Project Portfolio Management
Programme Management
Project Management
Pre-Project Project
Proyecto Operations
Change Management
Information Systems (IISS)

6. 2. Portfolio and
Program Management

7. 2. Portfolio and
Program Management

8. 3. Business Case:
“Business value
of projects”

9. 3. Business Case:
“Business value
of projects”

10. 4. Methodology:
“A standard way to do PM”
Associations on Project Management:
• PMI (Project Management Institute, 1969): www.pmi.org
• IPMA (International Project Management Association, 1965): www.ipma.ch
• IAPPM (Intern. Association of Project and Program Management, 2003): www.iappm.org
• APM (Association for Project Management): www.apm.org.uk
• AIPM (Australian Institute of Project Management, 1976): www.aipm.com.au
Methodologies:
• PRINCE2 (Projects in Controlled Env., 1989): www.prince2.com
• Scrum (Agile Project Management and Dev.): www.scrum.org
Academies:
• American Academy of Project Managers (AAPM): www.projectmanagementcertifications.com
Other institutions (IT specialized):
• CompTIA (1982): www.comptia.org
Linked to software programs:
• Microsoft Certified Technical Specialist: www.microsoft.com

11. 4. Methodology:
“A standard way to do PM”
PMI Certifications
• Project Management Professional (PMP)® (March 2010)
 Total members: 317.962
• Certified Associate in Project Management (CAPM)®  Total active
• Program Management Professional (PgMP)® PMPs: 375.959
• PMI Scheduling Professional (PMI-SP)®
• PMI Risk Management Professional (PMI-RMP)®
Standars
• A Guide to the Project Management Body of
Knowledge (PMBOK® Guide)- Fourth Edition
• Practice Standard for Project Risk Management
• Practice Standard for Earned Value Management
• Practice Standard for Project Configuration
Management
• Practice Standard for Work Breakdown Structures
• Practice Standard for Scheduling
http://www.pmi.org

12. 5. Integrated PM:
“A holistic vision”

13. 6. Risk Management:
“Be prepared for Murphy”
Initiation Planning
Control and Execution
Monitoring
Closing
Risk
Risk Management Qualitative Quantitative Risk Response Risk Monitoring
Ident.
Planning Risk Anal. Risk Anal. Plan and Control

14. 7. Project Management:
“More than technical skills”
Project
Management
Skills
Management Business
Skills Skills
The main knowledge needed to manage projects is unique to project
management, but to carry out the project direction must be complemented with
knowledge pertaining to the “general management” area and with specific
business skills that will serve project.

15. 8. Stakeholders:
“the human side”
Needs: Expectations: Non
Identified Stakeholders identified
requirements requirements
Stakeholders management & Expectations Management disciplines

16. 9. Change Management:
“...because change happens”
Project Project Execution Deployment Operations
Project Project Definition Project Project
Mangt and Planning Control and Monitoring Closing
Change Change Manag.
Change Management Plan Execution Evaluation
Mangt Definition and Plan.

17. 10. Information Systems:
“Beyond scheduling software”
Integration Scope
Risks Time
Information
Providers Systems Costs
Communica
Quality
tion
Team

18. Conclusions
1. Global Vision: “More than PM”
2. Change Management: “Because change is need”
3. Business Case: “Business value of projects”
4. Methodology: “A standard way to do PM”
5. Integrated PM: “A holistic vision of projects”
6. Risk Management: “Be prepared for Murphy”
7. Project Manager: “More than technical skills”
8. Stakeholders: “the human side of projects”
9. Change Management: “Because change is need”
10. IISS: “Beyond scheduling software”

19. References & Bibliography
“50 claves para la
dirección de proyectos”
• Managing a project starts by the enthusiasm and personal
commitment of project director
• A project is not done without a team
• Project must meet the expectations and needs of users and
stakeholders
• Communication is key in the project
• You cannot ever forget the commitments
• Equally important is managing the project
as close and transfer it to operations

20. References & Bibliography
“La dirección de proyectos, una
herramienta de gestión empresarial”
http://ramoncosta.blogspot.com/2007/11/50-lecciones-de-management-ea
http://ramoncosta.blogspot.com/2005_07_01_ekipsnet_archive.html

21. References & Bibliography
“The portable MBA in Project Management”

22. References & Bibliography
“Microsoft Project 2010.
The missing manual”

23. References & Bibliography
• American Academy of Project Management AAPM
• Association for Project Management (APM)
• Australian Institute of Project Management (AIPM)
• CompTIA Project+
• The International Association of Project and Program Management.
• International Project Management Association (IPMA)
• International Project Management Commission (IPMC)
• Project Management Institute (PMI)
• Stanford University Advanced Project Management (SAPM)
• Telecommunications Project Management Association (TPMA)

24. References & Bibliography
• http://ramoncosta.blogspot.com/2005/07/bibliografia-i-recursos-
web.html
• http://ramoncosta.blogspot.com/2010/05/bibliografia-de-direccio-de-
projectes.html
• http://ramoncosta.blogspot.com/2010/04/project-management-
framework-model.html
• http://ramoncosta.blogspot.com/2008/07/site-molt-interessant-i-til-per-
la.html
• http://www.pgpsi.com/2010/09/microsoft-project-2010-resources.html
• http://www.pgpsi.com/2010/02/project-management-guide.html
• http://www.pgpsi.com/2009/12/about-project-management-usefull-
for.html
• http://www.pgpsi.com/2009/12/earned-value-management.html

25. Thanks a lot!
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