Presentation will discuss the tools, methods, practices and challenges in creating a successful project culture. By developing a project culture, your organization will be capable of efficiently reacting to the challenges arising from an ever changing business environment.
2. About Me
• Director of Web Projects at Embry-Riddle
• Work in technology for over 14 years
• Work in web technology for over 8 years
• Worked for Jacksonville Jaguars during the
dotcom
• Personal trainer for a couple of years
• Lived all over the world including HS in PI
• Co-manage a wellness consulting business
www.activehealthywell.com
4. Disclaimer
• Not PMP certified
• Work in specific niche
industry that may not
be applicable to yours
• Do your own research
• What I say here is my
own opinion and not
my employers
6. Process Groups Process Activities
Initiation & Planning Develop Charter
Preliminary Risk Assessment
Stakeholder analysis
Communication plan
Project Approach, Processes & Tools
Project Schedule
Project Staffing
Execution, Monitor & Control Monitor & control schedule
Monitor & control scope
Monitor & control budget*
Monitor & control quality
Manage resources
Communication
Manage sponsor & stakeholder expectations
Manage risks
Status Reports
Closing “Signoffs” Approvals to close
Close budget*
Final communications & status reports!!
Lessons learned & archive project documents
Release resources
8. “Ninety percent of global senior executives
ranked project management methods as
either critical or somewhat important to
their ability to deliver successful projects
and remain competitive, according to the
Economist Intelligence Unit survey. “
• ~ Economist Intelligence Report: “PMI: The Value of Project Management”
10. What successful project managers
are made of…
1. The gift of foresight
2. Great organization skills
3. They know how to lead
– Especially people who don’t report to them
4. Good communication skills
5. Pragmatic and focus on getting work done
6. Empathetic
Reference:
http://www.cio.com/article/447182/Six_Attributes_of_Successful_Project_Managers
15. Get Buy-in
• Will management lose power if projects
managed by project managers - management
may “perceive” loss of power.
• How will project management affect our
organization? Customers? People?
Profitability? Quality?
17. Get Buy-in
Having the right organizational culture that incorporates project
management has the following benefits:
1. Projects will be aligned with corporate strategies, ensuring
that business objectives are met.
2. Projects come in on time, so your time to market is
improved.
3. Projects come in on budget, potentially saving millions each
year.
4. Projects meet customer expectations so customer
satisfaction levels increase.
5. Project teams are more effective and efficient, leading to
high morale and more dedicated staff.
~ Michael Stanleigh is author of the global report: “2010 PMO Global Study:
How a Project Management Office Can Improve Organizational Effectiveness”
20. “...80 percent of global executives believed
having project management as a core
competency helped them remain
competitive during the recession…. adhering to
project management methods and strategies
reduced risks, cut costs and improved success
rates —all vital to surviving the economic
crisis.”
~ Economist Intelligence Report: “PMI: The Value of Project Management”
24. Organizational Strategy & Tools
Include:
• The “right” reporting structures for projects.
• Project prioritization systems to align projects with
corporate strategies and business objectives.
• Developing the ‘right’ Performance Management to
recognize work performed on projects - CMMI.
• Integrate Project Management best practices for all
projects – PMO.
~ Michael Stanleigh is author of the global report: “2010 PMO Global Study: How a Project Management Office
Can Improve Organizational Effectiveness”
31. 4 Steps to Change Project Culture
1. Create a Project Culture
Steering Committee
2. Communicate the initiative to
the organization.
3. Measure the organization’s
current culture against the
“ideal” project culture.
4. Develop strategies to close the
gap between the current and
“ideal” project culture.
Director or Web Projects at Embry-Riddle
Work in technology for over 14 years as Sys-Analyst, Biz-Analyst, and LMS-Analyst
Work in web technology for over 8 years as web producer and digital project manager
Worked for Jacksonville Jaguars during the dotcom
Personal trainer for a couple of years
Lived all over the world as AF dependent including HS in PI
Co-manage a wellness consulting with my wife
Refer to PMP – Hold the book up
Educating stakeholders is important whether its your: project team, stakeholders, boss, the project sponsor or the organization because they need to understand the project management process and the role they have to play in helping ensure the project's success. This requires far less of a time commitment on their part.
Example:
Merger of IT-Webservices (process and standards) and WW-Webservices (ad-hoc) culture shock
Working for someone who does not know PM methods and process can be tiring managing up
First edict: no more meetings and pm is 99% about communication
- Only one PM per project, supersede causing credibility
- Took me two years to educate and train individuals in PM process
- Project is a planned occurrence and not a sprint but a marathon
Project Manager responsibilities…
Project Brief or Business Case
Project plan
Manage scope, schedule, budget, human resources, quality
Keep project on track for schedule and budget
Identify and manage risks
Project status reports
Stakeholders Analysis
- Here’s what I am talking about when I refer to project management process
I like to do what’s right however when the organization isn’t ready for this I do what’s applicable at the time
Example:
No more meetings: Walkabout instead of project meetings
One PM per project to mitigate confusion (ERAU and Campus)
PM is not about assigning dates and names
How did I succeed: by personality and winning – next slide
Project Manager responsibilities…
Project Brief or Business Case
Project plan
Manage scope, schedule, budget, human resources, quality
Keep project on track for schedule and budget
Identify and manage risks
Project status reports
Stakeholders Analysis
Anybody can use MSP but there more to PM than writing lists, you also need to be able to communicate and lead with confidence.
One of the reasons I’ve been successful as a PM is because of my interpersonal soft skills being able to be flexible and adaptable
If the leadership doesn’t want you to meet you have to adapt and so I did a walkabout instead because PM is 99% communication
If you get superseded by anyone your stakeholders and project resources may lose confidence in your ability to lead the project rendering you moot.
I have seen this happen: Edith and Phil
Project Manager responsibilities…
Project Brief or Business Case
Project plan
Manage scope, schedule, budget, human resources, quality
Keep project on track for schedule and budget
Identify and manage risks
Project status reports
Stakeholders Analysis
How did I succeed: by personality and winning – next slide
Anybody can use MSP but there more to PM than writing lists, you also need to be able to communicate and lead with confidence.
One of the reasons I’ve been successful as a PM is because of my interpersonal soft skills being able to be flexible and adaptable
If you get superseded by anyone your stakeholders and project resources may lose confidence in your ability to lead the project rendering you moot.
I have seen this happen: Edith and Phil
Project Manager responsibilities…
Project Brief or Business Case
Project plan
Manage scope, schedule, budget, human resources, quality
Keep project on track for schedule and budget
Identify and manage risks
Project status reports
Stakeholders Analysis
Benny
Foresight=>As a pm you need to be aware of current and future tasks and anticipate and resolve problems before they arise
Organization: Prioritizing tasks and keeping the team focused on milestones and deliverables and staying ahead of the curve and the way to do that is to review project schedules and notes keeping things straight via PM toolset.
Leading=>PM’s need to able to influence and inspire confidence in a variety of stakeholders: sponsor, stakeholders, and project team; PM has to be someone that people trust and respect
Communication=>As a PM, you’re going to be doing a lot of communication at various intervals to all stakeholders in-person and via email is critical to your success as a PM and being able to discuss the problem within the stakeholders context will go a long way
Pragmatic/Analytical=>Focus on getting work done with resources available (ie: sometimes it is just me and a student assistant)
Empathetic=>Seek first to understand, Stephen Covey – Can’t influence someone if you don’t understanding what motivates them or what concerns they have is critical to your success in earning the respect and influence of your project stakeholders/resources
PM is 99% communication from stakeholder analysis to communication planning to managing the resources/project
- As a PM you’re the bridge between the sponsor, stakeholders, and project team, you’re job is to keep all parties apprised of all other parties through meetings and status reports
IPEC: Initiate – Plan- Execute – Control - Close
Risk register
Statement of work
Requirements documents
Change request log
Assumption document
Communication planning
Stakeholder Analysis
Refer to PMP – Hold the book up
PM have capacity too and PM is not about putting dates and names on paper
Dates: Project is not about writing dates down on a piece of paper, project managers have to analyze and think about how to communicate and manage a project through it’s life-cycle.
- Capacity: PM’s have a capacity too, if I am doing my job right using IPEC, I can’t possible manage 10 projects
I am actively managing 3-projects with over 6-10 resources in all projects and if I am following IPEC there’s no way to manage as a methodology and practice – I walk around Wednesdays and work through every project checking with resources and sending project status emails to stakeholders
Effectiveness: The further away you get from PM, the less effective you are meaning if I am performing web production in another project, my PM effectiveness goes down across the board managing the other projects cause now I am splitting my time between two unrelated tasks
PM-Capacity
Refer to PMP – Hold the book up
Dates: Project is not about writing dates down on a piece of paper, project managers have to analyze and think about how to communicate and manage a project through it’s life-cycle.
IPEC: Initiate – Plan – Execute – Control – Close (Wait! Don’t worry about writing this down, we’ll revisit this through the presentation and in SNL2)
Initiate: research, requirements, assumptions, risks, documentation
Plan: Kickoff meeting, gathering resources, project plan: stakeholder/communication planning
Execute: Run and communicate with sponsors, stakeholders, project resources
Control: Manage resources, tasks, communications and change requests, expectations
Close: get signoff, post go live support, and lessons learned
-
Capacity: PM’s have a capacity too, if I am doing my job right using IPEC, I can’t possible manage 10 projects
I am actively managing 3-projects with over 6-10 resources in all projects and if I am following IPEC there’s no way to manage as a methodology and practice – I walk around Wednesdays and work through every project checking with resources and sending project status emails to stakeholders
Effectiveness: The further away you get from PM, the less effective you are meaning if I am performing web production in another project, my PM effectiveness goes down across the board managing the other projects cause now I am splitting my time between two unrelated tasks
Well that depends on your skill, the project, the organization maturity and management support
When we merged my boss was thinking about these two questions.
Emotional maturity
Self-confidence to manage those smarter
What are the benefits of project management to the organization?
It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change.
Are other organizations doing it?
Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others.
Will I lose power as a senior manager to project teams?
When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization.
Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
Top 10 reasons project fail is related to the aforementioned educating stakeholders
What are the benefits of project management to the organization?
It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change.
Are other organizations doing it?
Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others.
Will I lose power as a senior manager to project teams?
When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization.
Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
What are the benefits of project management to the organization?
It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change.
Are other organizations doing it?
Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others.
Will I lose power as a senior manager to project teams?
When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization.
Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
Capability Maturity Model Integration (CMMI) developed by Carnegie Melon to measure software development process and methods and has been adapted to measure organizational process maturity today.
We went from L3 to L1 with the merger
Levels can be per department
SixSigma: data-driven approach and methodology for eliminating defects
Lean methodology: Simply, lean means creating more value for customers with fewer resources. A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.
What are the benefits of project management to the organization?
It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change.
Are other organizations doing it?
Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others.
Will I lose power as a senior manager to project teams?
When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization.
Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
What are the benefits of project management to the organization?
It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change.
Are other organizations doing it?
Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others.
Will I lose power as a senior manager to project teams?
When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization.
Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
Transition to PMO: This is indicative of a educated and mature organization who uses PMO’s to their benefit
PMO function: training, standards, and consistency and
Two way to setup
Authoritative
Clearing house for all projects rank, schedule and prioritize projects) and PMS report to the PMO and CPMO is executive that sits on board
Located in a department and PMO rank, schedule and prioritize projects
Consultative: two ways
Can be one person who manages the center via intranet and online classes
Can be PMs who are dispatched from PMO as consultants
The setup will be different for every organization based on organizational competency, leadership, industry and structure
PMO should report to executive leadership within their department or at the organizational level
For ERAU should be Executive committee that decide on projects and PM should sit on the committee
Give example of Lift where there’s no sponsor
What are the benefits of project management to the organization?
It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change.
Are other organizations doing it?
Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others.
Will I lose power as a senior manager to project teams?
When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization.
Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
According to research PMO return value after 3yrs anything before that is non-starter so company needs to be invested in pm-culture
What are the benefits of project management to the organization?
It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change.
Are other organizations doing it?
Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others.
Will I lose power as a senior manager to project teams?
When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization.
Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
What are the benefits of project management to the organization?
It’s astounding how often this piece is missed. What are the real benefits to the organization? To its future? Its profitability? Its customers and staff? If they have the answers to these questions, then the change will be easier to accept. Research indicates that there are many benefits for organizations that manage by projects such as: increased profitability and customer satisfaction due to more on-time, on-budget, customer-focused project management techniques. However, management must determine its own drivers for change.
Are other organizations doing it?
Perhaps yes, but so what? Using examples of other organizations is not always a motivator for change. Every organization has different products, customers, culture, etc. It is better to show management the unique benefits to their own organization rather then to attempt to make comparisons to others.
Will I lose power as a senior manager to project teams?
When an organization creates more work to be done in teams either as a project, for process improvement or reengineering, senior management may sometimes become concerned about a perceived loss of power. While this is usually more their perception than it is reality, management may fear a loss of control because their day-to-day routine and decision-making is taken away and moved downwards within the organization.
Project managers need to address this fear by reassuring management about project planning parameters and the control mechanisms that senior management could and should set to ensure they are involved in the “important” decisions, rather than all decisions. Senior management needs time for planning the organization’s future. Project management provides them with a chance to push decision-making down while at the same time establishing control mechanisms and parameters for teams, so they remain in control.
How does your organization select projects: Project strategy and maturity: Project method related to education and maturity - CMMI model – how are projects received?
How does your organization Rank & Schedule projects: How do you schedule and prioritize projects: Prioritization can help solve resource allocations issues when faced with several high priority projects
Choose the project software that fits your organizational culture, business model, and requirements
Choose the project software that fits your organizational culture, business model, and requirements
Choose the project software that fits your organizational culture, business model, and requirements
Choose the project software that fits your organizational culture, business model, and requirements
Step 1: Create a Steering CommitteeA cross-functional steering committee that consists of a mix of management and staff will lead the project, guiding the approach for the organization. This committee will report directly to their Sponsor, the CEO/President of the organization. It will be important for the Steering Committee to define their purpose, roles and responsibilities as well as their communication strategy and expected outcomes. They will develop sub-committees of staff who will help to manage the on-going project change requirements. Step 2: Communicate the PCI™ to the organization.Once the Steering Committee has undertaken the first step, they will communicate the initiative to the rest of the organization—explaining why it is important and how it will benefit staff.
Step 3: Measure the current organizational culture against the “ideal” organizational ‘project’ culture.To measure the base point for the current organizational culture in relation to the “ideal” organizational ‘project’ culture, staff of all levels will be asked to complete a survey. These individuals might spend a lot of time on projects or very little time. They may be a project leader or a project team member. They may be working on a small project on their own or be part of a very large project. They might provide resources to a project but not actually be involved in any project directly. All these individuals should be included to provide a 360-degree feedback view of the current organizational culture with regard to project management. The survey will identify the gaps and where they exist and will also gauge the organization’s readiness for change. Analysis of the results will help the organization to identify the organizational forces likely to drive or impede change and what changes are necessary to close the gap between existing and ideal organizational ‘project’ culture.
Step 4: Develop strategies to close the gap between current and "ideal" project culture.
It's management's responsibility to determine how to close the gap between the current and "ideal" project culture for their organization.