why organizational project management?ce.sharif.edu/courses/88-89/1/ce428-1/resources/... · 4.2...
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PMP Preparation CoursePMP Preparation Course
Ali Vahedi, MSc, PMP ١
Why Organizational Project Management?
Ali Vahedi Diz, MSc, PMP, RMP
Management?
Ali Ali VahediVahedi
از دانشگاه تربيت مدرس داراي مدرک آارشناسي ارشد مهندسي صنايعا ا ل شگا ا ا ا ا ش کا ک ا داراي مدرک کارشناسي مهندسي صنايع از دانشگاه علم و صنعت ايرانا
)PMI(پروژه آمريکا از مؤسسه مديريت RMPRMPو PMPPMPداراي مدرک )PMI(عضو فعال سازمان مديريت پروژه آمريکا
Portfolioو PMBOKاستاندارد ٢٠٠٨عضو تيم تهيه و تدوين ويرايش Managementمؤلف اولين کتاب مديريت پروژه با سيستم مديريت ارزش کسب شده در ايران
دوره آموزشي در سازمانها و صنايع مختلف ١٠٠سابقه تدريس بيش از در ايران) PMPPMP(مدير پروژه حرفه ای ٨٠٨٠پرورش بيش از
ژ١ ت د نه ز د ه ت اال اتژ ت ا ش ت گ ن(ط ش )BSCه )BSCهوشين و (و بسط و گسترش استراتژيها سال تجربه در زمينه مديريت پروژه ١٠آمريکا BSCاز موسسه BSCBSCو گواهينامه دوره تربيت مدرس BSCBSCدارای کمربند مشکی
)EFQMEFQM(ارزياب جايزه ملی تعالی سازمانی مدير طرح و مدير پروژه بسط و گسترش استراتژی، مدير پروژه احداث مجموعه ورزشي،
.و مشاور قائم مقام ارشد مديرعامل ايران خودرو برنامه شرکت ساپکو
PMP Preparation CoursePMP Preparation Course
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ContentsContents
1.1. The Big ChallengeThe Big Challenge2.2. Organizational MaturityOrganizational Maturity3.3. Leading ChangeLeading Change
Section Section 0101
The Big ChallengeThe Big ChallengeThe Big ChallengeThe Big Challenge
Projects Projects Success and FailureSuccess and Failure RateRateTop Reasons Top Reasons of Success and Failureof Success and Failure
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The Big ChallengeThe Big Challenge
Succeeded16%
Failed31%
Challenged53%
Succeeded: on-time, on-budget, with required featuresChallenged: late, over-budget, with fewer featuresFailed: cancelled or delivered but not used
The Big Challenge: The Big Challenge: Project Failure RateProject Failure Rate
60%
20%
30%
40%
50%
0%
10%
1994 1996 1998 2000 2002 2004 2006Succeeded 16% 27% 26% 28% 34% 29% 35%Challenged 53% 33% 46% 49% 51% 53% 46%Failed 31% 40% 28% 23% 15% 18% 19%
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ا ا ا كل ت ناك ط ات ا ا كل ت ناك ط ::بدترين و خطرناك ترين كلمات اين استبدترين و خطرناك ترين كلمات اين استت..ه اين جوري انده اين جوري اندمهمه
تولستوي
..راهي كه روندگان آن بيشمارندراهي كه روندگان آن بيشمارند نرويد ازنرويد از
عيسي بن مرميعيسي بن مرمي
Top Top 10 10 Reasons for Project FailureReasons for Project Failure
Inadequately trained or inexperienced project managersF il d iFailure to set and manage expectationsPoor leadership at any and all levelsFailure to adequately identify, document and track requirementsPoor plans and planning processesPoor effort estimationCultural and ethical misalignmentMisalignment between the project team and the business orMisalignment between the project team and the business or other organization it servesInadequate or misused methodsInadequate communication, including progress tracking and reporting
*2005 Standish Group, Chaos Report
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• Expectations• Requirements• Expectations• Requirements
• Trained• Experienced• Leadership• Communications
• Trained• Experienced• Leadership• Communications
Let’s Categorize itLet’s Categorize it
Communications• Culture & Ethics
Communications• Culture & Ethics
Area of Expertise
Stakeholder Analysis
• Planning Processes
• Estimations
• Planning Processes
• Estimations
• Project & Business goal
• Project manager & Senior manager
• Project & Business goal
• Project manager & Senior manager
Planning EffortsAlignment
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Areas of Expertise Areas of Expertise
Project Management
Area of Expertise
Body of Knowledge
PMBOK Guide
Application Area Knowledge, I t l Skillpp g ,Standards & Regulations Interpersonal Skills
Leadership
Team buildingNegotiation
Interpersonal Skills Motivation
Political and cultural awareness
Communication
Influencing
Decision Making
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StakeholdersStakeholdersStakeholder
Analysis
StakeholdersStakeholdersStakeholder
Analysis
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Stakeholder AnalysisStakeholder Analysis
Identify Stakeholders
Stakeholder Analysis
Classify Stakeholders
Record Needs,
Uncover
Expectations
Implement Actions
Review Status & Iterate
Assess Achievability
Negotiate Trade-offs
Agree Goals & Value Criteria
StakeholdersStakeholdersStakeholder
Analysis
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Power / Interest GridPower / Interest Grid
Hi h
Stakeholder Analysis
Keep Satisfied
/ PotentiallyInfluencial
Manage Closely
/ Key Players
High
Power
Keep Informed/ Affected
Monitor / Marginal
( minimum effort )
High InterestLow Interest
Low
Power
Stakeholder AnalysisStakeholder AnalysisPowerPower--AttitudeAttitude-- Interest ModelInterest Model
Stakeholder Analysis
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PM Process GroupsPM Process Groups
Monitoring &Controlling Processes
Planning Efforts
InitiatingProcesses
PlanningProcesses
ClosingProcesses
ExecutingProcesses
Process Groups InteractionsProcess Groups Interactions Planning Efforts
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PM Knowledge AreasPM Knowledge Areas
Scope
Procureme
Planning Efforts
Integration
Time
CostRisk
nt
Quality
HR
Communications
P. GroupP. GroupK. AreaK. Area InitiatingInitiating PlanningPlanning ExecutingExecuting ControllingControlling ClosingClosing
4. Integration 4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage
4.4 Monitor and Control Project
4.6 Close Project or
ProcessProcess
Project Charter Management Plan and Manage Project Execution
Control Project Work4.5 Perform Integrated Change Control
Project or Phase
5. Scope 5.1 Collect Requirements5.2 Define Scope5.3 Create WBS
5.4 Verify Scope 5.5 Control Scope
6. Time 6.1 Define Activities 6.6 Control 6. Time6.2 Sequence Activities 6.3 Estimate Activity Resources6.4 Estimate Activity Duration6.5 Develop Schedule
Schedule
7. Cost 7.1 Estimate Cost7.2 Determine Budget
7.3 Control Costs
99 Knowledge AreasKnowledge Areas4242 ProcessesProcesses
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P. GroupP. GroupK. AreaK. Area
II PlanningPlanning ExecutingExecuting ControllinControllingg ClosingClosing
8. Quality 8.1 Plan Quality 8.2 Perform QualityAssurance
8.3 Perform Quality Control
9. Human Resource
9.1 Develop Human Resource Plan
9.2 Acquire Project Tm9 3 Develop9.3 Develop Project Tm9.4 Manage Project Tm
10. Communications
10.1 Identify Stakeholders
10.2 Plan Communications 10.3 Distribute Information10.4 Manage Stakeholder Expectation
10.5 Report Performance
11. Risk 11.1 Plan Risk Management 11.6 Monitor 11. Risk g11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Response
and Control Risks
12. Procurement 12.1 Plan Procurements 12.2 Contact Procurements
12.3 Administer Procurements
12.4 Close Procurements
ProcessProcess
•• •
T & T••
Inputs•
Outputs
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Initiating Process GroupInitiating Process Group
Develop Project Charter
Identify StakeholdersCharter
PlanningPlanning ProcessProcess GroupGroup
Collect Requirements
Define Scope
Define Activities
Sequence Activities
Estimate Activity
Resources
Estimate Activity
Durations
DevelopProject
ManagementPlan
Scope
CreateWBS
PlanProcurements
gDetermine
Budget
Estimate Cost
Develop Schedule
Plan RiskManagement
Identify Risk
Perform Qualitative
Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Quality
Plan Communications
Develop Human
Resource Plan
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Executing Process GroupExecuting Process Group
Direct & Manage Project
Execution
Perform Quality
Assurance
AcquireProject Team
DevelopProject Team
ManageP j t
Distribute Information
Manage Stakeholder Expectations
Conduct Procurements
Project Team
Monitoring & Controlling PGMonitoring & Controlling PG
V if S
Control Schedule
Monitor & Control
Project Work
Verify Scope
Control Scope
Perform QualityControl
Control Costs
Administer Procurements Perform
ReportPerformance
Monitor& Control Risks
IntegratedChangeControl
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Closing Process GroupClosing Process Group
Close Project or Phase
Close Procurements
33PM ContextPM Context
Vision
Alignment
Mission
Org Strategy& Objectives
High Level OperationsPlanning & Mgt
Project Portfolio Planning & Mgt
Organisational resources
Management of Ongoing Operations
Mgt of Authorized Initiatives(Programs and Projects)
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Managem
entPlanning
PortfolioDefinition
PortfolioDevelopm
en t
PortfolioExecution
PortfolioClosure
Portfolio Life CyclePortfolio Life Cycle
PortfolioM
anagement Pla
Identificatio
Categorizatio
Evaluation
Selection
Prioritization
Balancing
Authorizatio
Reporting and re
Status Assessm
t t
Closure
nning
on on n on eview
ment
Strategic Change
Component Status Change
Portfolio Bubble Chart
Portfolio ChartPortfolio Chart
0.5
0.6
0.7
0.8
0.9
1
1.1
1.2
abili
ty o
f suc
cess
GeminiAquariusAriesCapricornTaurus
Big Winners
Maintenance
0
0.1
0.2
0.3
0.4
0 10 20 30 40 50 60 70 80
NPV
Prob
a
VirgoLeo
LosersLong Shots
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Project Management ContextProject Management Context
Portfolio
Alignment
Portfolio
Portfolio Projects Programs
Programs
Projects
Projects Programs
Projects
Projects Ongoing Works
Strategy & Projects Gap Strategy & Projects Gap
Project
Alignment
SeniorManagement
jManagers
ImplementationMaking it happenFollow throughDedication
StrategiesObjectivesDirectionCommitment
Conflict between SeniorManagers and Project Managers
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Strategy & Projects Gap Strategy & Projects Gap
In a global survey of 750 project management office
Alignment
g y p j g(PMO) leaders, 68% reported having no systematic method to prioritize projects or link them to corporate strategy.If you ask most PMs how their projects contribute to their company’s strategy, they’re unable. Why? Many
Source: Survey conducted by Business Improvement Architects. April 2006 issue PM Network magazine.
can’t even tell what the strategy is.PM has been viewed as a tactical role. Let other people worry about the strategy.
The SolutionThe SolutionDepends on who you askDepends on who you ask
Tool vendors: better tools
Alignment
Tool vendors: better toolsIndustrial engineers: more efficiency – PM is still immature.Mgt and team gurus: say tighter collaboration. Distributed virtual teams make things nearly impossibleHR people: we need to invest more in our staff and trainHR people: we need to invest more in our staff and train them betterPMs: more authorityUniversal: cry for more funding
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The Best Solution The Best Solution Link of Strategy and ProjectsLink of Strategy and Projects
Project
Alignment
SeniorManagement
jManagers
ImplementationMaking it happenFollow throughDedication
??StrategiesObjectivesDirectionCommitment
Putting together SeniorManagers and Project Managers
It must support both tactical and strategic:
Tactical Vs. StrategicTactical Vs. StrategicAlignment
It must support both tactical and strategic: improve ability to achieve strategic goals through executing the right projects the right way.Tactical: through better management of projects and programs (Efficiency)projects and programs (Efficiency)Strategic: through managing its portfolio and improving project selection (Effectiveness)
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Section Section 0202
Organizational MaturityOrganizational MaturityOrganizational MaturityOrganizational Maturity
دست يافتين نيست ويل اگر دست يافتين نيست ويل اگر كمالكمال تعايلتعايلبدنبال آن باشيم مي توانيم به بدنبال آن باشيم مي توانيم به
مم..دست يابيمدست يابيم
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Project Management Maturity ModelProject Management Maturity Model
OPM
OPMM
OPMMM (OPM3)
PMM
Maturity ModelsMaturity Models
Deming1951
CMM1980
CMMI2002
Kerzner2001 195119802002 2001
PM3 2001 P3M3
2006OPM32003
Gareis2005
Crawford
Baldrige1981
EFQM1991
PEM2003
2005
Jaafari2006
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Project Management Maturity is:Project Management Maturity is:
Maturing project management processes to become best practices
Applying process improvement (SMCI)
•S – Standardize•M – Measure•C – Control•I – Continuously Improvement
OrganizationProject
M t+ OrganizationalP j t M t=
Organizational Project Management Organizational Project Management ((OPMOPM))
“The application of knowledge, skills, tools, and techniques to
Organization Management+ Project Management
pp g , , , qorganizational activities and project, program, and portfolio activities to achieve the aims of an organization through projects”
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The Areas of The Areas of OPMOPM are are --
Three Management Domains:• Project • Program • Portfolio
Five Process Groups(I, P, E, C, C)
Organizational EnablersOrganizational Enablers (Examples)
•Strategic Alignment•Executive Sponsorship•PM Metrics
The Areas of The Areas of OPMOPM are are --
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Organizational EnablersOrganizational Enablers
PMIS
OE
Strategic Alignment
TeamworkCompetence Management
…
Benchmarking
PM Training
Management
Organizational Project Management Organizational Project Management Maturity (Maturity (OPMMOPMM) is ) is --
How much OPM is practiced
Maturity in all three domains
A template to align all domains with strategygy
• Top-down alignment
• Bottom-up achievement
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Organizational Project Management Organizational Project Management Maturity Models (Maturity Models (OPMOPM33) are ) are --
A guide to organizational project management maturity
A repeatable process for assessingorganizational project management maturity
A way to plan for improvement in organizational project management maturity
Maturity Model?Maturity Model?
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Maturity GrowthMaturity Growth
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The The OPMOPM33®® CycleCycle Use the Standard to obtain a basic understanding of OPM3, its components and operation.
11
High-level: Use the
22
Recommended: Return to Step 2, reassess maturity to detect changes caused by recent events.Option: Return to Step 3 to work on other Best Practices identified in original assessment.
55
High-level: Use the Self-Assessment tool to identify existing and needed Best Practices and the organization’s position on maturity continuum.Comprehensive: Identify existing Capabilities to determine maturity at a detailed level and to consider planning for improvements.
Execute planned organizational development activities to advance on the maturity continuum.
44
Option: Exit process if satisfied with results; reassess periodically to monitor effects of change.
Use the assessment results and organization’s priorities to determine scope and sequence of improvement efforts.
33
PPP Assessment SheetPPP Assessment Sheet
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OE Assessment SheetOE Assessment Sheet
Perform Assessment: Results Perform Assessment: Results ((1 1 of of 55))
OPMOPM33®® ContinuumContinuum
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Perform Assessment: Results Perform Assessment: Results ((2 2 of of 55))
PPPPPP
Perform Assessment: Results Perform Assessment: Results ((3 3 of of 55))
SMCISMCI
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Perform Assessment: Results Perform Assessment: Results ((4 4 of of 55))
PPP/SMCIPPP/SMCI
Perform Assessment: Results Perform Assessment: Results ((5 5 of of 55))
SMCI/PPPSMCI/PPP
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Section Section 33
Leading ChangeLeading Change
John P. KotterJohn P. Kotter
هان تنها دو گروه هستند كه هرگز تغيري هان تنها دو گروه هستند كه هرگز تغيري در جدر ج::مني يابندمني يابند
..برترين خردمندان و پست ترين يب خردانبرترين خردمندان و پست ترين يب خردان
استرناسترن
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۲۱۲۱بيسوادان سدهبيسوادان سده
خبوانند و بنويسند، خبوانند و بنويسند، مني توانندمني توانندكساين نيستند كه كساين نيستند كه
بياموزند، آموخته هاي كهنه را دور بياموزند، آموخته هاي كهنه را دور مني توانندمني توانندبلكه كساين اند كه بلكه كساين اند كه
..بريزند، و دوباره بياموزندبريزند، و دوباره بياموزند
الوين تافلرالوين تافلر
براي آنكه كاري ناممكن امكان پذير گردد،براي آنكه كاري ناممكن امكان پذير گردد،ديدگان ديگري الزم است،ديدگان ديگري الزم است،
..نونوديدگاينديدگاين
يونگيونگ
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The Eight Stage Change ProcessThe Eight Stage Change Process
Sense of Guiding Vision & Urgency Coalition Strategy
Communicating the Change
VisionEmpowering
Action
Generating Short-Term
Wins
Producing More Change Anchoring New
Culture
11. Establishing a Sense of Urgency. Establishing a Sense of Urgency
Examining the market and competitive realities
Identifying and discussing crises, potential y g g , pcrises, or major opportunities
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22. Creating the Guiding Coalition. Creating the Guiding Coalition
Putting together a group with enough power to lead the change
Getting the group to work together like a team
33. Developing a Vision and Strategy. Developing a Vision and Strategy
Creating a vision to help direct the change effort
Developing strategiesDeveloping strategies for achieving that vision
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!!خباطر بسپارخباطر بسپار
به به باش، باش، مطمئن مطمئن ،،مي رويمي رويبه كجا به كجا نداينندايناگر اگر رسيد خنواه جاي رسيدهيچ خنواه جاي هيچ جايي خنواهي رسيدهيچ جايي خنواهي رسيدهيچ امام علي عليه السالمامام علي عليه السالم
44. Communicating the Change Vision. Communicating the Change Vision
Using every vehicle possible toUsing every vehicle possible to constantly communicate the new vision and strategies
Having the guiding coalition roleHaving the guiding coalition role model, the behavior expected of employees
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55. Empowering Broad. Empowering Broad--Based ActionBased Action
Getting rid of obstaclesGetting rid of obstacles
Changing systems or structures that undermine the change vision
Encouraging risk taking and non-traditional ideas, activities, and actions
66. Generating Short. Generating Short--Term WinsTerm Wins
Planning for visible improvements in a g o v s b e p ove e tsperformance, or “wins”
Creating those wins
Visibly recognizing and rewarding people who made the wins possible
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به روي افراد و سازمان هايي به روي افراد و سازمان هايي آيندهآينده
بسته خواهد بود كهبسته خواهد بود كه
ا گ ا اا گ ا ااگذگذاذاذا راراگذشتهگذشتهجاذبهجاذبهياراي گريز ازياراي گريز از
..ندارندندارند
77. Consolidating Gains and Producing . Consolidating Gains and Producing More ChangeMore Change
Using increased credibility to change all systems,Using increased credibility to change all systems, structures, and policies that don’t fit together and don’t fit the transformation vision
Hiring, promoting, and developing people who can implement the change visionp g
Reinvigorating the process with new projects, themes, and change agents
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88. Anchoring New Approaches in the . Anchoring New Approaches in the CultureCulture
Creating better performance through customer- and productivity-oriented behavior, more and better leadership, and more effective management
Articulating the connections between new behaviors and organizational successbehaviors and organizational success
Developing means to ensure leadership development and succession
تصويري از فرديتصويري از فرديكاركارهر هر است كه آنرا اجنام داده،است كه آنرا اجنام داده،
خود را با زيبائي خود را با زيبائي كاركارتصوير تصوير ..ترسيم كنيدترسيم كنيد
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Name: Ali Vahedi MSc PMP
Contact InformationContact Information
Name: Ali Vahedi, MSc, PMP
Email: [email protected]: www.avahedi.com
Good Luck!Good Luck!