why organizational project management?ce.sharif.edu/courses/88-89/1/ce428-1/resources/... · 4.2...

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


Ali Vahedi, MSc, PMP ٢

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


Ali Vahedi, MSc, PMP ٣

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%


Ali Vahedi, MSc, PMP ٤

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


Ali Vahedi, MSc, PMP ٥

• 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


Ali Vahedi, MSc, PMP ٦

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


Ali Vahedi, MSc, PMP ٧

StakeholdersStakeholdersStakeholder

Analysis


Analysis


Ali Vahedi, MSc, PMP ٨

Stakeholder AnalysisStakeholder Analysis

Identify Stakeholders


Classify Stakeholders

Record Needs,

Uncover

Expectations

Implement Actions

Review Status & Iterate

Assess Achievability

Negotiate Trade-offs

Agree Goals & Value Criteria


Analysis


Ali Vahedi, MSc, PMP ٩

Power / Interest GridPower / Interest Grid

Hi h


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



Ali Vahedi, MSc, PMP ١٠

PM Process GroupsPM Process Groups

Monitoring &Controlling Processes

Planning Efforts

InitiatingProcesses

PlanningProcesses

ClosingProcesses

ExecutingProcesses

Process Groups InteractionsProcess Groups Interactions Planning Efforts


Ali Vahedi, MSc, PMP ١١

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


Ali Vahedi, MSc, PMP ١٢

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


Ali Vahedi, MSc, PMP ١٣

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


Ali Vahedi, MSc, PMP ١٤

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


Ali Vahedi, MSc, PMP ١٥

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)


Ali Vahedi, MSc, PMP ١٦

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


Ali Vahedi, MSc, PMP ١٧

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


Ali Vahedi, MSc, PMP ١٨

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


Ali Vahedi, MSc, PMP ١٩

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)


Ali Vahedi, MSc, PMP ٢٠

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


Ali Vahedi, MSc, PMP ٢١

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


Ali Vahedi, MSc, PMP ٢٢

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”


Ali Vahedi, MSc, PMP ٢٣

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 --


Ali Vahedi, MSc, PMP ٢٤

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


Ali Vahedi, MSc, PMP ٢٥

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?


Ali Vahedi, MSc, PMP ٢٦

Maturity GrowthMaturity Growth


Ali Vahedi, MSc, PMP ٢٧

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


Ali Vahedi, MSc, PMP ٢٨

OE Assessment SheetOE Assessment Sheet

Perform Assessment: Results Perform Assessment: Results ((1 1 of of 55))

OPMOPM33®® ContinuumContinuum


Ali Vahedi, MSc, PMP ٢٩


PPPPPP


SMCISMCI


Ali Vahedi, MSc, PMP ٣٠


PPP/SMCIPPP/SMCI


SMCI/PPPSMCI/PPP


Ali Vahedi, MSc, PMP ٣١

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


Ali Vahedi, MSc, PMP ٣٢

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


Ali Vahedi, MSc, PMP ٣٣

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


Ali Vahedi, MSc, PMP ٣٤

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


Ali Vahedi, MSc, PMP ٣٥

!!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


Ali Vahedi, MSc, PMP ٣٦

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


Ali Vahedi, MSc, PMP ٣٧

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


Ali Vahedi, MSc, PMP ٣٨

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


Ali Vahedi, MSc, PMP ٣٩

Name: Ali Vahedi MSc PMP

Contact InformationContact Information

Name: Ali Vahedi, MSc, PMP

Email: [email protected]: www.avahedi.com

Good Luck!Good Luck!

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