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Repositioning The Project Management Profession 2 2

Brian Phillips
Brian Phillips

The document discusses the evolution of project management as a profession from informal approaches to established bodies of knowledge and methodologies. It notes a shift from viewing individual project managers as "heroes" to focusing on organizational maturity and capabilities. Key areas of growth include portfolio management, program management, maturity models, and the role of the Project Management Office (PMO). The future is seen to involve greater emphasis on governance, leadership, and benefits realization over methodologies alone.

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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速, MSP速, P3O速, M_o_R速, MoV速 and P3M3速 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 息 2010 Yellowhouse.net pty ltd 01-1
The past Before PMBOK速 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速 PMI速 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 (everyones 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 息 2010 Yellowhouse.net pty ltd 01-2
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 息 2010 Yellowhouse.net pty ltd 01-3
Best Practice Portfolio Models Best Management Practice Guides P3O速 ITIL速 MoVTM MoR速 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速 Guide (Programme Management) PRINCE2TM Maturity Model PRINCE2速 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 息 2010 Yellowhouse.net pty ltd 01-4
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 息 1999-2003 Repositioning the Project Management Profession 息 2010 Yellowhouse.net pty ltd 01-5
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 息 2010 Yellowhouse.net pty ltd 01-6
The P3M3 Model P3M3速 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速 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 息 2010 Yellowhouse.net pty ltd 01-7
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 息 2010 Yellowhouse.net pty ltd 01-8
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 息 2010 Yellowhouse.net pty ltd 01-9
Research: Creating Value in Project Management using PRINCE2速 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 息 2010 Yellowhouse.net pty ltd 01-10
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-Generals 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 息 2010 Yellowhouse.net pty ltd 01-11
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速, MSP速, P3O速, M_o_R速, MoV速 and P3M3速 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 息 2010 Yellowhouse.net pty ltd 01-12

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Repositioning The Project Management Profession 2 2

  • 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速, MSP速, P3O速, M_o_R速, MoV速 and P3M3速 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 息 2010 Yellowhouse.net pty ltd 01-1
  • 2. The past Before PMBOK速 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速 PMI速 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 (everyones 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 息 2010 Yellowhouse.net pty ltd 01-2
  • 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 息 2010 Yellowhouse.net pty ltd 01-3
  • 4. Best Practice Portfolio Models Best Management Practice Guides P3O速 ITIL速 MoVTM MoR速 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速 Guide (Programme Management) PRINCE2TM Maturity Model PRINCE2速 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 息 2010 Yellowhouse.net pty ltd 01-4
  • 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 息 1999-2003 Repositioning the Project Management Profession 息 2010 Yellowhouse.net pty ltd 01-5
  • 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 息 2010 Yellowhouse.net pty ltd 01-6
  • 7. The P3M3 Model P3M3速 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速 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 息 2010 Yellowhouse.net pty ltd 01-7
  • 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 息 2010 Yellowhouse.net pty ltd 01-8
  • 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 息 2010 Yellowhouse.net pty ltd 01-9
  • 10. Research: Creating Value in Project Management using PRINCE2速 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 息 2010 Yellowhouse.net pty ltd 01-10
  • 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-Generals 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 息 2010 Yellowhouse.net pty ltd 01-11
  • 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速, MSP速, P3O速, M_o_R速, MoV速 and P3M3速 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 息 2010 Yellowhouse.net pty ltd 01-12