The  Future  of  Project  Management

Cork  Region  Engineers  Ireland  Winter  Lecture  Series

24th Oct  2016

John  Kelly  Centre  for  Project  Management

University  of  Limerick

Next  Generation  Project  

Management

Project  performance  – getting  better?

Challenging  the  

dominant  paradigm

Standard  Methodology  &  Frameworks

Project  Typology

Enabling  Technology

What  next?

Agenda

The  Projects  Paradox• Cost  overruns  of  50%  -­‐ 100%  are  common  – overruns  over  100%  are  not  

uncommon

• Demand  forecasts  that  are  wrong  by  20%-­‐70%  compared  with  actual  developments  are  common

• The  extent  and  magnitude  of  actual  environmental  impacts  of  projects  are  often  very  different  from  forecast  impacts.  Post-­‐auditing  is  neglected.

• The  substantial  regional,  national  and  sometimes  international  development  effects  commonly  claimed  by  project  promoters  typically  do  not  materialise,  or  they  are  so  diffuse  that  they  cannot  be  detected.

• Actual  project  viability  typically  does  not  correspond  with  forecast  viability,  the  latter  often  being  brazenly  over-­‐optimistic.

(Flyvbjerg,  Bruzelius,  Rothengatter,  2003)

PwC  Global  Survey

Five  themes  for  doing  things  differently• Optimise your  portfolio  to  maximise return• Be  flexible  – change  faster• Enable  your  people  to  deliver  success• Connect  the  Executive  Team  to  programme delivery  teams  to  get  the  change  you  want• Measure  and  address  the  harsh  facts  to  maintain  direction(PWC  Programme and  Portfolio  Management  Survey  2014)  

Performance

(PMI  -­‐ Pulse  of  the  Profession  2016)

• Look  beyond  technical  skills• Alignment  with  strategy• Drive  success  with  executive  sponsors

Rethinking  Project  Management

Complexity Social  Processes

Value  Creation Conceptualisation

Practitioner  Development

Winter  et  al.(2006)

Next  Generation  Project  

Management

Project  performance  – getting  better?

Challenging  the  

dominant  paradigm

Standard  Methodology  &  Frameworks

Project  Typology

Enabling  Technology

What  next?

Agenda

Challenging  the  Dominant  Paradigm

WHY?

WHAT? HOW?

Outcomes Value and Benefit

ResourcesCost, Time and Risk

OutputsScope and Quality

(Winter  and  Szczepanek,  2009)

Value  Perspective

Value  Perspective

Value  Perspective

Thiry (2002)

Value  Perspective

(Value  Methodology  Standard  – SAVE(2015))

Social  Processes

Next  Generation  Project  

Management

Project  performance  – getting  better?

Challenging  the  

dominant  paradigm

Standard  Methodology  &  Frameworks

Project  Typology

Enabling  Technology

What  next?

Agenda

Project  Management  Development

Define  a  PM  Approach

Detail  the  Key  Processes

Design  tools  processes  aids  etc.

Train  staffEmbed  the  processes

Project/Programme  Governance

• Provides  a  framework  for  efficient  and  effective  decision  making

• Consistent  delivery  management  focused  on  achieving  strategic  goals

• Provides  an  appropriate  mechanism  to  address  risks  and  stakeholder  requirements

PM  Standards

Maturity  Models

Awareness

Repeatable

Defined

Managed

Optimised

Next  Generation  Project  

Management

Project  performance  – getting  better?

Challenging  the  

dominant  paradigm

Standard  Methodology  &  Frameworks

Project  Typology

Enabling  Technology

What  next?

Agenda

How  projects  differ,  and  what  to  do  about  it?

Project  Managers

Type  2  Projects

Product  Development  

Going  on  a  Quest

Type  4  Projects

Research/Change

Lost  in  the  Fog

Type  3  Projects

Systems  Development  

Making  a  Movie

Type  1  Projects  

Engineering

Paint  by  Numbers

Methods  Well-­‐Defined

GoalsWell-­‐Defined

Goals/Methods Matrix

(Turner & Cochrane, 1993)

No

Yes

Yes

No

Shenhar  &  Dvir  (2011)

Business

Behavioral

Level  1 Level  2 Level  3 Level  4 Level  5

Project  Management  Capability  Maturity  Model  Scale  

Requ

ired  Co

mpe

tencies

Project  Management  Expertise

PM  Specialist  Competencies

Next  Generation  Project  

Management

Project  performance  – getting  better?

Challenging  the  

dominant  paradigm

Standard  Methodology  &  Frameworks

Project  Typology

Enabling  Technology

What  next?

Agenda

Enabling  Technology

• Basic  templates• Shared  environments  and  workflows• Access  anywhere• Sharing  information  and  knowledge• Enterprise  project  portfolio  management

by  Central  Solutions  http://www.central-­‐solutions.com

by  Central  Solutions  http://www.central-­‐solutions.com

Next  Generation  Project  

Management

Project  performance  – getting  better?

Challenging  the  

dominant  paradigm

Standard  Methodology  &  Frameworks

Project  Typology

Enabling  Technology

What  next?

Agenda

What  next?

• Personal  and  career  development

Performance  Improvement

• PM  Maturity• Managing  global  projects  &  programmes• Driving  value  through  projects  &  programmes• Managing  portfolios  – realising benefits• Knowledge  transfer  -­‐ mentoring

Questions?

References• Winter,  M.,  et  al.  (2006).  "Directions  for  future  research  in  project  management:  The  main  findings  of  a  UK  

government-­‐funded  research  network."  International  Journal  of  Project  Management 24(8):  638-­‐649  • Flyvberg,  Bruzelius,  Rothengatter,  (2003),  Mega  Projects  and  Risk,  Cambridge  University  Press• Winter,  M.  and  T.  Szczepanek (2008).  "Projects  and  programmes as  value  creation  processes:  A  new  perspective  

and  some  practical  implications."  International  Journal  of  Project  Management 26(1):  95-­‐103.• Shenhar &  Dvir (2011),  How  projects  differ  and  what  to  do  about  them,  Wiley  Guide  to  Project  Program  &  

Portfolio  Management,  Ch 8,  p177-­‐198,  ed Morris  &  Pinto,  Wiley  UK.• Thiry,  M.  (2002).  “Combining  value  and  project  management  into  an  effective  programme management  model.”  

International  Journal  of  Project  Management  20(2):  221-­‐227.• PMI  (2016),  The  high  cost  of  low  performance  how  will  you  improve  business  results,  Pulse  of  the  Profession  2016,  

Project  Management  Institute  Inc.,  PA  US  [http://www.pmi.org/learning/thought-­‐leadership/pulse/pulse-­‐of-­‐the-­‐profession-­‐2016]  accessed  23rd Oct  2016

• Turner,  J.R.  (2009),  Projects  and  their  management,  in  Gower  Handbook  of  Project  Management,  Ch2  p19-­‐34,  edTurner,  Gower  UK

• Turner,  J.  R.  and  R.  A.  Cochrane  (1993).  "Goals-­‐and-­‐methods  matrix:  coping  with  projects  with  ill  defined  goals  and/or  methods  of  achieving  them."  International  Journal  of  Project  Management 11(2):  93-­‐102.

• Levin  (2014).  Key  competencies  for  success  in  navigating  complexity,  Project  Management  Institute  [https://www.pmi.org/~/media/PDF/learning/project-­‐complexity/Key_Competencies_wp_v2.ashx]  accessed  19th April  2016

• PWC  Programme and  Portfolio  Management  Survey  2014  [http://www.pwc.com/gx/en/services/advisory/consulting/portfolio-­‐programme-­‐management/global-­‐ppm-­‐survey-­‐2014.html]  accessed  19th April  2016