Repositioning The Project Management Profession 2 2

Repositioning the Project Management

Profession

© 2010 Yellowhouse.net pty ltd 01-1

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

Repositioning the Project

Management Profession

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 …


Profession


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


Profession


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


Profession


Best Practice Portfolio

Best Management Practice Guides

Models

P3O® Portfolio,

Programme and

Project Office

ITIL® IT Infrastructure

Library

Portfolio,

Programme and

Project

Management

Maturity Model

(P3M3TM)

PRINCE2TM

Maturity

Model

(P2MM)

MoVTM

Management

of Value

MoR® Management

of Risk

MoPTM Guide (Portfolio Management)

MSP® Guide (Programme Management)

PRINCE2® Guide (Project Management)

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


Profession


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 …

Project success.

(Did we do the right project?) Project Sponsor

Capability

Project management success.

(Did we do the project right?)

Project Management

Capability

Consistent project success.

(Do we consistently do the right

projects, and do them right?)

Organisational Delivery

Capability

Source: Terry Cooke-Davies of Human Systems International Limited

© 1999-2003


Profession


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


Profession


Stakeholder

Engagement

Management

Control

Financial

Management

Benefits

Management

Resource

Management

Organizational

Governance

Risk

Management

Portfolio

Management

P3M3®

Programme

Management Project Management

Figure 1

The P3M3 Model

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


Profession


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)

Hub Portfolio /

Programme Office

(permanent)

Hub Portfolio /

Programme Office

(permanent)

Programme

Office

for a specific

initiative

(temporary)

Project

Office

for a specific

initiative

(temporary)

Centre of

Excellence

(may be a

separate

unit or a

function or

team within the

portfolio and

hub

programme

offices)

• Standards

• Skills/Training

• Assurance

• Knowledge

management

Fig 1.2


Profession


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

Fig 1.1

Run the Business

Business as Usual

Change the Business

Portfolio Management

Strategic Objectives Managed Benefits

Managed Programmes and Projects


Profession


Research: Creating Value in Project

Management using PRINCE2® Conducted by QUT for OGC

PRINCE2 is perceived as a

very robust, comprehensive

and pragmatic project

management framework.

Problems and issues which

impede success of projects

using PRINCE2 are

organizational NOT

methodological.

Dominant issue is poor

Project Sponsor/Project

Board performance (caused

not by PRINCE2).

Source is organizational NOT

PRINCE2 framework /

methodology.

Organizations need to

manage the introduction of

PRINCE2 as a significant

organizational change

initiative.

Desire to recognize

competence in applying

PRINCE2 in projects.

Acknowledged benefit of

tailoring guidance in

PRINCE2 2009 release - but

seeking further advice.

Growing request for similar

guidance on embedding -

currently ‘out of scope’.

Recommendations:

Educational initiatives with

certification for Senior

Executives, Project Sponsors,

and Project Board members.

Detailed guidance on how to

introduce, implement and

sustain PRINCE2 from an

organizational perspective

(building upon existing

Change Management

qualification).

Add additional qualification to

recognise competency in

application of PRINCE2 in

actual projects.

Expand coverage of

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


Profession


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


Profession


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

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

• 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.

Documents

Repositioning The Project Management Profession 2 2