January 2013 Chapter Meeting – “Hot Topics Revisited”

Members helping membersEvery table to work as a teamDesignate a scribe (legibility

important)Review of topicsDevelop responsesHighlight “chosen few”Share samples with the group

2

Introduce and briefly discuss topicOn your sticky notes – write brief (up

to 5 words each) responses.One sticky per “answer”Give to your scribeScribe place onto answer template

sheet(s)Review as a team – best answers?Share with the group

3

1. Project Leadership Skills2. Dealing with Agile Dysfunction3. Project Management for non-PMs4. Delivering Large Projects5. The Value of the PMO6. PM Certification demonstrates competence7. Vendor Management for PMs8. Pittsburgh Projects and Project Management9. Portfolio Management as Strategic Execution10. Managing Change11. Other…_______________________________

4Based on http://www.esi-intl.com/~/media/files/public-site/US/POVs/ESIViewpoint_Top-10-PM-Trends-2013 and PMI Pittsburgh Top Topics 2010

Index Name Count

1Project Leadership Skills 30

2Dealing with Agile Dysfunction 14

3Project Management for non-PMs 13

4Delivering Large Projects 18

5The Value of the PMO 12

6PM Certification demonstrates competence 7

7Vendor Management for PMs 7

8Pittsburgh Projects and Project Management 23

9Portfolio Management as Strategic Execution 16

10Managing Change 24

11Other 15

Leadership involves focusing the efforts of a group of people toward a common goal and enabling them to work as a team. (PMBOK 5th)

Establish and maintain the vision, strategy, and communications; foster trust and team building; influence and mentor.

Are organizations training their PMs on both “hard” PM and “leadership” skills?

6

Some benefits of Agile: Reduced costs, speed time to market, increase quality

“Using” Agile but it’s not delivering to original expectations for the organization?

Are your PMs and professionals trained? Is the organization culturally ready? Are team-members trained and prepared? Have executives broken down barriers to

adoption?

7

For decades “project manager” was a role, not a title.

How should organizations support project management for people who are not PMs?

What are the differences between the needs and experience of dedicated and non-dedicated project managers?

8

What are the unique challenges in delivering large projects?

Vendor dependencies, complexity, stakeholder management, experience?

How big is a large project? $10m / $100m / more…

What roles and practices are different between large projects and smaller projects?

9

A library of practices, or a projects dashboard, or a pool of project managers… these are no longer enough.

How are PMOs focused on delivering value to their organization?

What needs to change for the PMO to become more valuable and strategic, or face extinction (as has happened to many)

10

Do I really need a PMP? (Lee Lambert April 2012)

US Government sees reduced requirements for PM training – what impact on delivery?

Is there a difference between a PMP and a competent project manager?

What should we consider to demonstrate the effectiveness and value of any project manager?

11

Many organizations see “vendor management” problems characterized by contract scope creep, poor quality, missed deadlines, and blown contract budgets.

Outsourcing is on the rise – how should we address these problems?

Elements to consider include: Requirements clear and up front, contract terms, ongoing management, skilled vendor managers

12

What’s happening in the world of Pittsburgh project management?

What are our success stories?What do we need to improve?What do we need to share?

13

Active projects you’re aware of and would like to know more about (or are involved with)

14

Projects completed in the last two years that are significant?

15

What challenges do we face for project management in the Pittsburgh region?

16

Portfolio management is more than a prioritization exercise.

The portfolio should represent competitive strategy that will turn executive intentions into reality.

Do you see a portfolio hierarchy at the BU, Group, Division, and Corporate levels?

Are portfolio management principles and practices adopted and effective?

Are conflicts and priorities handled diplomatically and effectively?

17

How do we manage change that occurs when a new project is underway?

How should the project manager interact with the project sponsor? Team members? Customers? General stakeholders?

Is there one clear message that must be transmitted?

18

What are you doing today?

What should you be doing? What do you recognize as “Best practice”?

Why Current state?

How to get better?

19

What are you doing today?

What should you be doing? What do you recognize as “Best practice”?

Why Current state?

How to get better?

20

What are you doing today?

What should you be doing? What do you recognize as “Best practice”?

Why Current state?

How to get better?

21

What are you doing today?

What should you be doing? What do you recognize as “Best practice”?

Why Current state?

How to get better?

22

Final thoughts and suggestions

Hand in your sheets please23