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Forgive me Father, for I have sinned…
The 7 Deadly sins of project management
Some disappeared and were never seen again. It started from decisions that no one could explain, direction no one understood. These project managers were drowning from decisions made around them. They had influence, experience and a false sense of security. Nothing was what it seemed. A team destined to fail had to face their worst fears and encounter their sins. To survive…
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Today’s webinar
• All lines are on mute• Questions in chat box• Event will be recorded• No pdu credits. Sorry.• Dial in number
• 866-740-1260• Code: 263 97 86
presenters
Justin Rowe
Lewis FowlerPractice director
Pmp, itil, agile certified
Kristyn Medeiros
innotasSolutions consulting manager
Pmp, itil certified
Agenda
• The 7 deadly sins of project management• What they are• How to recognize them• What to do
• Virtues of project management
The 7 Deadly sins of project management
Envy – Absence of PMO Vision & StrategyDrivers to Project and Portfolio Management
Project/Portfolio Management Office
Customer Centered
Requirements
Project and Portfolio Management Vision and Strategy
Project Portfolio Alignment to the Business Strategy
Talent Growth, Collaboration,
Engagement and Human Capital
Support
Integrated Processes to Technology and Business Functions
Increased Organizational
Agility Focused on Project Outcomes
Improved Understanding of
the Business, Customers and Stakeholders
Business Mission and
Vision
Business Strategy, Goals and Objectives
External Forces and
threats
Enable
Enable
EnableOrg Demand
and Resources
Lust – Lack of Project Sponsorship
Project and portfolio management vision and strategy championed through sponsorship
The pmo champion
The influence of project sponsorship through leadership
Communicate & Direct strategy
Emphasize continual improvement
Support and enable resource attainment
Influence leadership for stakeholder buy in
consistent interaction with pmo stakeholders
demonstrating investment
Evangelize pmo vision and strategy to leadership
Promote positive influence and leadership to pmo and
stakeholders
Empower the pmo through guidance, direction and
boundary
Propels organizational flexibility and agility within
pmo
The pmo evangelist The pmo cultivator
greed – Inefficient Resource managementProject Demand Management and Forecasting
Enterprise Strategy, Goals and Objectives External Business Forces, Risks and Threats
PROJECT AND PORTFOLIO GOVERNANCE
DEMAND AND FORECAST PROCESS• INPUT FROM BUSINESS STAKEHOLDERS• HISTORICAL DEMAND ANALYTICS AND
PROJECT METRICS• INTEGRATE CAPACITY LIMITATIONS FOR
EFFECTIVE ALLOCATION
ENABLING PPM TECHNOLOGIES• ESTABLISH RESOURCE MANAGEMENT PROCESS
WITHIN PPM TOOL• ASSIGN ROLES AND APPROVAL AUTHORITY
• PERFORM ASSESSMENT TO CHANGE AND RISK THROUGH “WHAT-IF” SCENARIOS
Perform Assessments of Project Performance Against the Baseline and Measure For Improvement Opportunities
BALANCED PMO PORTFOLIO Supporting BIZ Value Optimized resource performance
greed – Inefficient Resource managementInventory of resource skills and capabilities
Team member engagement and competency assessment
Soft skills assessment• Critical analysis and logical thinking
• Communication• Personal effectiveness
• Technical and functional experience• Management
• leadership
Team member development roadmapEducation and training, certification and applicable hands-on experience, immersion in stakeholder business unit and customer
environments
Increased pmo and organizational resource management effectiveness
Hard skills inventory• Pm knowledge Area experience and acumen
• Ppm technology utilization• Organizational knowledge and process
execution experience• Technical experience with business-related
products/services
wrath – ineffective organizational change management
Project portfolio Management Organizational Change Management
Integration Point
Drivers of Business and
Digital Transformation
within an Organization
People Side of Change
• Understand the Integration of Transformation Strategy, Objectives and Expected Value to the Business
• Established Roles and Responsibilities
• Maximum Influence from Organizational Leadership and Sponsor(s)
Process Side of Change**
• Integration of Change Management Activities to Project Management
• Organizational Maturity to Accept Change
• Identify and Capture Resistance
• Communicate the “Why?” Change is Taking Place
Technology Side of Change
• Integration of PPM and Change Management Tools
• Communication Plans• Kick-off Meetings• Knowledge Management• Project Documentation• Support Project
Management Plans• Delivery and Deployment
Schedules• Stakeholder Maps
sloth – Lack of Information securityISO/IEC 27002:2013 – Code of Practice for Information Security Controls
Information Security Management Execution Within the Project/Portfolio Management Office
6.1.5. Information Security in Project ManagementControl: Information Security should be addressed in project management, regardless of the type of project.Objective: The project management methods in use should require:• Information security objectives are included in project objectives;• An information security risk assessment is conducted at an early stage of the project to identify necessary controls;• Information security is part of all phases of the applied project methodology.
Infosec Governance Processes
Infosec Planning
Processes
Infosec Support
Processes
Information Delivery Processes
To Enable
Information Security Management within Project Knowledge
AreasTo Drive
Continual Information Security Improvement
Continual Information Security Improvement
Drivers of Enterprise GRC to the Business and IT Organization
Identified Opportunities For Improvement
Iterative Information Security Audit
Evolving Business Forces Driving:
Increased Organizational Agility Affecting the PMO
Increased Demand For Value and Return While Reducing Costs and Risk
Pride - Inadequate Organizational Agility
PMI’sProject
Management Body of Knowledge5 PM Processes
10 PM Knowledge Areas
Agile Project Management
DevOps
Scrum
Lean
“In today’s fast-moving, perpetually changing market, a culture of organizational agility that enables flexibility and the use of the right approach for the right project is an essential strategic competence”
– PMI’s Pulse of the Profession, Sept 2015
Waterfall
Extreme Programming (XP)
Methodology Blend
Pride - Inadequate Organizational Agility
Agile Project Management
DevOps
Scrum
Lean
So how is all of thisenabled by today’s digital
technology landscape?
Waterfall
Extreme Programming (XP)
Methodology Blend
Supportive culture
Strategic flexibility
Collective leadership
Capable people
Adaptive process
…To drive better project outcomes.
Gluttony – ineffective use of pm and enterprise technology
Project and Portfolio Management IT Service Management Governance,
Risk and Compliance
People, Processes, Technology
• Segregated systems Increased process cycle times
People, Processes, Technology
People, Processes, Technology
Decreased transparency
Gluttony – ineffective use of pm and enterprise technology
People, Processes, Technology
• Integrated systems• Optimized processes• Expanded visibility on
demand and change
• Improved project outcomes
• Increased project and portfolio visibility
• Improved PPM governance
• Efficient and effective risk response
Project and Portfolio Management
Enterprise Service Management Enterprise Service Management
IT Service Management Governance, Risk and Compliance
DataData
People, Processes, Technology
Virtues of Project Management
Virtue 1: CharityVoluntarily give others visibility for free, proactive communication
Publish Options
Virtue 2 - DiligencePlan the right way, don’t take the easy way out
Virtue 3 - HumilityLet others shine where you may not by delegating work to the right people without overallocating them
Virtue 4 - KindnessWork from anywhere with
a mobile device
Contact Us
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@LewisFowlerLLC
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linkedin.com/company/lewis-fowler
Follow UsOur Location
111 Sutter StreetSuite 300San Francisco, CA 94104 415.263.9800www.innotas.com
@Innotas
linkedin.com/company/innotas
Follow UsOur Location
Email: [email protected]
facebook.com/Innotas
Email: [email protected]
