EPM-Enterprise Project Management

MakeITWork.Consulting ME
Project Management © 2015 MakeItWork This document its confidential and could not be reproduced or distributed without prior written authorization of MakeItWork Consulting ME
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Project Management
Enterprise Project
Management
Amman, Jordan
1st June, 2015
A MakeITWork Consulting ME event in cooperation with Association of Banks in Jordan

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MakeITWork Presentation
MakeITWork Consulting is a Consulting and Training company,
now also based in the Middle-East, specialized in Project and Risk
Management, Business Strategy and Resource and Outsourcing services.
Founded by a group of professionals with extensive experience and
knowledge of the international market, MakeITWork Consulting
features an integrated range of services, tailored to the needs of each
Company.
From the professional experience of its founders, it stands out the
success stories in companies and organizations from different sectors of
activities, including Banking and Insurance, Information Technology and
Telecommunications, Software Industry, Government and overall Public
Sector.

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Speaker Presentation
Dr. Jorge Vaz Girão, PMP, CISA, PMDPro
Jorge Vaz Girão has more than 30 years of experience in the fields of Program,
Project and Risk Management, Business Analysis and Change Management for
the IT, Banking, Insurance, Telecom, Transportation and Aviation industries.
His career path was developed in various business domains both in the private and
in the public sectors, having assumed many challenging different projects,
especially relating to the areas of international management and consulting,
across Europe, Africa and Middle East. He has managed and consulted on more
than 35 local and international major projects, being its project and risk
manager, for companies like Temenos, Misys, Capgemini, IBM, Altran, Axa
Insurance, Sony, Shell and Bertelsmann.
Project and Risk management, as well the coaching are his passion. For the past 5
years he has developed and taught over 20 different Project and Risk
Management & related training courses.
His vast experience and training methodology has received excellent feedback
from his students and many domestic and international clients.

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• Introduction to Project Management Culture
• The Importance of Project Management
• Project Management Today - An Integrative Approach
• An Overview of the Business Strategic Management
• Project Management and the Business Strategy
• The Need for a Project Selection and Priority System
• The Rapid Spread of Modern Project Management
• Project-Driven and Project-Dependent Organizations
• Advantages and Importance of Modern Project Management
• The Goals and Benefits of Project Management
• Measurement of Project Management ROI
• The Value of Project Management: Beyond ROI
• Requirements to Achieve these Benefits
• Enterprise Project Management Process Maturity Model
Agenda

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Introduction to Project Management Culture
What is a Project ?...

6

7
Specific Resources
Specific Goals and Objectives
Specific Deliverables

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What is a Project ?...The (maybe) First Project !...

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What is a Project ?... Another Project…

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What is a Project ?... And a lot more…throughout all times…
2700 BCPyramids
2700 BC
Babel Tower 6000 BC
476Roman Empire
1500Age of Discovery
1750Industrial Revolution
1912Titanic
1945Manhattan Project

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Why Project Management?...
We believe that we can influence, to act and change the course…
Ostrich Approach
ignoring the risks or pretend
they do not exist
Christian Approach
waiting for someone or a
higher authority to resolve
any problems or make them
disappear
Denial Approach
recognize that there are risks
but refuse to accept that they
will happen to your project

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Why Project Management?...
is not the strongest nor the most intelligent of the species that
survives…
…but that one who is better able to accept and adapt to change…
Charles Darwin
(Geologist and Naturalist; 1809-1882)

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Project…. What does it means?...
 Project: What does it mean?
 Organizations perform work which involves either operations or projects, although the two
may overlap
 They share many characteristics:
 they are performed by people,
 constrained by limited resources,
 planned, executed, and controlled.
 They differ primarily in:
 that operations are ongoing and repetitive
 projects are temporary and unique

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A Project is…
Operations Projects
Existing systems One-time resource configuration
Repetitive work Unique and separate work
Efficiency and effectiveness Cohesion and direction
Reliance on standard procedure End-product driven
Line management Project orientation
Focus on “maintaining” Focus on “change”
“ A project is a temporary endeavour undertaken to create a unique
product, service or result.“

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The Importance of Project Management
Project Management … Till Modern Project Management!
2010190019701960 200019801950
1958: Polaris, Cold War, PERT
1960: CPM 1963: USAF, EVM
1960’s: NASA Project’s; diffusion into other companies
1969: PMI
1970-80: Matrix Organizations
1983-87: PMBoK
1989: PRINCE
Method
1991:PMBoK ANSI
Standard
1999: Mng Sucessful
Programs (OGC)
2006: PMI Standards
on Program Mngmt
1995: MS Project
1996: PRINCE2
1997: ISO 10006
Quality in Pj Mngmt

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Modern Project Management why…?
 Increased complexity of the work,
 Constraints impacting organizations (Time, Cost, Scope)
 Management focus on Program and Benefits Management
 Increased enforcement uncertainty, competition (time-to-Market)
 Quality Requirement increasing,
 Customer Satisfaction, Continuous improvement,
 Conformity with maturity models (EFQM)
 High technological pace and innovation
 Project duration longer, Budgets getting smaller,
 Emphasis on justified project costs
>2years
1to2years
6to12months
3to6months
>3
mth

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Project Management – Why?
 Disciplined project management provides:
 Focal point for effective communications, co-ordination and control
 A plan to assess progress
 Emphasis on time and cost performance
 Project management provides the framework for
 methods,
 processes,
 monitoring and change control.
 What are the benefits ?

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Project Management – What are the Benefits ?

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Companies view project management initiatives as valuable to their bottom-line
profitability, to product quality, and especially to meeting delivery dates and budget goals

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Project ManagementKnowledge Areas
Scope
Cost
Resource
Risk
Integration
Cost
Scope
Time
CommunicationProcurement
Quality
Time
Ensures the project will include all the work required
(and only this!) to be complete successfully.
Ensures the project will be completed according
planned schedule and on time
Ensures the project will be completed
within allocated budget o it.
Ensures the project will meet the needs
that justified its initiation.
Optimizes the participation of all the
resources involved in the project.
Ensures all project information will be
developed, disseminated and stored
properly.
Identifies, analyses and defines the
risk responses that somehow have
impact on the project.
Ensures the correct acquisition of goods
and / or services outside the
organization.
Ensures the various elements of the
project are coordinated and integrated
correctly.
Project Management Today - An Integrative Approach
Knowledge Areas

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Project Management Processes
Gestão
De
Projectos
Processes
Initiation
Planning
Execution
Monitoring & Controling
Closing
Cost
Scope
Time
The Initiating Process Group consists of those
processes performed to define a new project or a new
phase of an existing project by obtaining authorization
to start the project or phase.
The Planning Process Group consists of
those processes performed to establish
the total scope of the effort, define and
refine the objectives, and develop the
course of action required to attain those
objectives..
The Monitoring and Controlling Process Group consists of those processes
required to track, review, and orchestrate the progress and performance of
the project; identify any areas in which changes to the plan are required;
and initiate the corresponding changes.
The Closing Process Group consists of those processes
performed to conclude all activities across all Project
Management Process Groups to formally complete the
project, phase, or contractual obligations.
The Executing Process Group consists of
those processes performed to complete the
work defined in the project management
plan to satisfy the project specifications.

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Activitylevel
Time
Initiation
Planning
Execution
Monitoring & Control
Closing
Project Management Processes

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3 – 5 years
An Overview of the Business Strategic Management
Business Strategy and Program/Project alignment…
Vision
Vivid
Description
Mission
Core Values
Strategic
Principles
Learning and
Grow
Perspective
Employee
Competence
Technology
Corporate
Culture
Ground Crew
Alignment
Ground Crew
Alignment
% Ground Crew
Trained
% Ground Crew
Stakeholders
Year 1 : 70 %
Year 3 : 90 %
Year 5 : 100 %
Ground Crew
Training Program
(GCTP)
Internal
Process
Perspective
Selected Initiatives
Customer
Perspective
Operational
Excellence
Customer
Intimacy
Product
Leadership
Attract Customers &
Retain
Attractive Pricing
# of Customers
Competitive Prices
Load Factor
Customer Ranking
Number 1
Number 1
Customer Loyalty
Program (CLP)
Financial
Perspective
Revenue
Growth
Strategy
Productivity
Strategy
BSC Strategy
Map
Improve Shareholder Value
Profits & ROI
Plane Utilization
Profitability
Plane Utilization
Market Value
Block Hours/Day
30%
4%
Strategic
Initiative
Objective Measure Target Initiative
3 – 5 years
Value
Proposition
Differentiation
Statements
Outcome
Description
3 – 5 years
Goals
Strategic
Objective
Strategic
Measures
Fast Ground
Turnaround
Fast Ground
Turnaround
On Ground Time On-
Time Departure
30 minutes
90%
Turnaround Cycle
Program (TCP)
Time Optimization
Program (TOP)
3 – 5 years
Strategic
Risk
Opportunities
Mega Issues
Environmental
Scan
“Rolling” 1 – 2 years
Operating Plan and Budget
Program/Project Portfolio Management
Strategic Programs Operational Programs
Projects Projects
Example Strategy Map : “Airline Operating Efficiency” Theme

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Maturity Organizations – an Organizational Change
People Tools, Technique
Processes
Organizational
Change
Methodology
ExpertiseTraining

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Project Management and the Business Strategy
Maturity Organizations – the Evolution
Organizational Resources
Vision
Mission
Organizational
Strategies &
Objectives
High-Level
Operations Planning
& Management
Management of On-Going
Operations
(recurring operations)
(Producing value)
Project Portfolio
Planning &
Management
Management of Authorized
Programs & Projects
(projectized activities)
(increasing value, production capacity)

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Maturity Organizations – the Evolution
Portfolio
Program
Project
Standardize Measure Control Continuously
Improvement

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Maturity Organizations - achieving a level of Excellence

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Maturity Organizations - achieving a level of Excellence
Use the standard to obtain basic
understanding of OPM3, its
components and operation
High-Level: Use Self-Assessment
tool to identify existing and needed
Best Practices and position on
maturity continuum.
Comprehensive: Identify
existing Capabilities to determine
maturity at detailed level and
consider planning for
improvements.
Option: Exit process if satisfied
with results; reassess periodically
to monitor effects of change.
Use Assessment results and
organization’s priorities to
determine scope and sequence
of improvement efforts.
Execute planned organizational
development activities to
advance on the maturity
continuum.
Recomended: Return to Step
2 reassess maturity to detect
changes caused by recent
events.
Option: Return to Step 3 to
work on otherBest Practices
identified in original
assessment.

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The Need for a Project Selection and Priority System
An Integrated Portfolio Management System
Manage operational
and business risk
Manage Risk
• Compliance
• Protect assets
• Service continuity
Better manage operating
and capital costs
Manage Cost
• Optimize resources
• Automate processes
Align IT investments to
organizational needs
Align IT
Investments
• IT portfolio mgmt.
• Value mgmt.
• Business process mgmt.
Deliver maximum value
by providing reliable
and effective services
Improve
Service
• Service availability
• Service mgmt.
Unify and Simplify
Portfolio Management System

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Enterprise Project
Management (EPM)
is a new vision for
how to unify and
simplify
the management of
enterprise-wide
Project initiatives
BusinessRequirementOptimization
StrategyManagement
RiskManagement
EnterpriseProjectManagement
Manage and Secure
Unify Simplify
Application Environments
ApplicationsUsers
Business Processes
Business Requirements / Needs
Enterprise Project Management

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Business
IT
Portfolio
IT Governance
Business Alignment
IT
Users
People &
Projects
Service
Lifecycle
Applications
Best
Practices
Process
Add value with existent
resources
Allows better alignment and
commitments with the business
Increase efficiency by
integrating IT & Business
processes
Demand
Services

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Time and Cost
Projects and
Programs
Processes
Time and Cost Accounting
• Counts actual project costs
• Allocates and affects actual
project costs (charge-back)
Process Management
• Creates templates,
graphics workflows and
methodologies of best
practices
• Process compliance
reports
Project Management
• Creates estimates, budgets
and provides forecasts
• Monitors deliverables and
progress according to
defined milestones
• Manage issues and risks
Resource Management
• Cataloguing, access and
research skills
• Plans future needs by
functionResource
Management

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Project-Driven and Project-Dependent Organizations
Types of Organizational Structure
Functional
Organization is grouped by
areas of specialization
Project generally occur within
a single department
Projectized
Entire company is organized
by projects
Personnel are assigned and
report to a project manager

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Weak Matrix
Power rest with the functional
manager
Power of project manager =
coordinator or expediter
Balanced Matrix
Power is shared between the
project manager and the
functional manager

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Strong Matrix
Power rest with the project
manager
Composite

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Influences of organizational structure on projects
Part-Time Part-Time
Part-Time Part-Time Part-Time
Full Time Full Time Full Time
Part-Time Full Time
Project
Manager
Project
Manager
Functional
Manager
Functional
Manager
Little or None
Little or None
Moderated to
High
High to
Almost Total
Moderated to
High
High to
Almost Total
Limited
Limited
Low to
Moderate
Low to
Moderate
Mixed

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Influences of organizational structure on projects
Advantages Disadvantages
Functional • Easier management of specialists
• Team members report to only one
supervisor
• Similar resources are centralized, as the
company is grouped by specialties
• Clearly defined career paths in areas of
work specialization
• People place more emphasis on their
functional specialty to the detriment of the
project
• No career path in project management
• The project manager has little or no authority
Projectized • Efficient project organization
• Loyalty to the project
• More effective communication than
functional
• No “home” when project is completed
• Lack of professionalism in disciplines
• Duplication of facilities and job functions
• Less efficient use of resources
Matrix • Highly visible project objectives
• Improved project manager control over
resources
• More support from functional area
• Maximum utilization of scarce resources
• Better coordination
• Extra administration is required
• More than one boss for project teams
• More complex to monitor and control
• Tougher problems with resource allocation
• Need extensive policies and procedures

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Advantages and Importance of Modern Project Management
Major Reasons of Failure in IT Projects

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Lack of best practices in project
management
• The largest contributor to project failures in IT is
due to the lack of best practices applied by the
project manager and the project team
• The main areas of non-adherence to best practices
can be found in estimating, scheduling , proper time
phased budgeting, project performance measuring,
risk and quality management and close out
activities.

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Inadequate stakeholders interface
management
• If one considers that the success or failure of a project is
determined by all of its stakeholders, then it is of paramount
importance that the project manager and project team identify
all the possible stakeholders to the project.
• A stakeholder that gets “forgotten” during the start of the
project might become non-supportive for all or part of the
project.
• A Stakeholder Segmentation Model becomes an important
element in the crucial stakeholders interface management
practices.

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Inadequate Scope Management
• Apart from the absence of proper techniques
applied to gather the scope input, the
incomplete stakeholders identification in the
beginning of the project mostly leads to
incomplete scope definition.
• Remember if one stakeholder is forgotten, we
miss a 100% of this stakeholders’ requirements
to be defined in the project scope

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Failing to observe the 10 basic Commandments
1. Mistaking every half-baked idea for a viable project
2. Don’t overlook the stakeholders, don’t forget the champions, don’t ignore the
nemesis
3. Failing to assess project complexity
4. Not developing a comprehensive project charter and scope
5. Not developing a comprehensive project action plan
6. Failing to design a functional team structure
7. Accepting or developing unrealistic and unachievable estimates
8. Accepting status report that contain mostly noise and not enough signal
9. Looking back and not ahead ( reactive instead of pro-active)
10.Not following a robust project architecture

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The Goals and Benefits of Project Management
Project Best Practices (*)…
 Proven, Sound, Project Management Fundamentals
 Includes knowledge of proven, traditional practices
 Widely applied and recognized for their value
 Shown to enhance success over a wide range of projects
 Includes knowledge of innovative and advanced practices which had limited general
exposure so far
 With Skills, tools, techniques
 Based on sharing experiences
 Applying “Lessons Learned” practices
 By professional practitioners who network through Specific Interest Groups (SIG) and
professional organizations
 Updated and advanced, with emerging innovative practices in the profession of Project
Management
(*) A Continuous improvement process on the sum of knowledge and practices
within the profession of Project Management.

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Project Management Fundamentals
The Project Management
Framework
Defines Key Terms and the Broad
Environment in which projects operate
The Standard for Project
Management of a Project
Specifies all the project management
processes used by the project team to
manage a project.
The Project Management
Knowledge Areas
Organizes the 47 processes into 10
Knowledge Area’s
Introduction, Purpose
Project Lifecycle and
Organization
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
Stakeholder Management
Project Management
Processes, Groups
Project Management Process
Mapping
What is a Project, What is Project
Management, Areas of Expertise,
Project Management Context
The Project Lifecycle,
Project Stakeholders,
Organizational Influences
Project Management Processes,
Project Management Process Groups,
Process Interactions
Customizing Process Interactions,
Project Management Process Mapping

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 Improved communication among
participants
 Realistic expectation management
and clarified project goals
 providing a better balance between
competing demands
 adequate understanding of initial project
scope
 managing change of that scope
 Facilitates priority setting on project
portfolio
 Better planning of the work to be
done and accurate projection of the
resource requirements
 Constant monitoring and control of the
project
 providing consistent method for tracking
tasks and milestones
 improved mechanism for performance
measurement
 Identification of problem areas
 Ongoing identification, impact
analysis and mitigation of project
risk

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Program & Portfolio Management – The Benefits…
 Delivery of Change (Coordinated Change-enabler)
 Alignment between strategy and project levels
 Management involvement, support, monitoring and control
 Balanced Resource management
 Improved Risk management
 Benefit realization
 Better coordination and control at execution level
 Transition management
 Consistency of performance

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[2]
Planned
(multi project)
[2]
Planned
(multi project)
Multi
project
[3]
Integrated
(project portfolio)
[3]
Integrated
(project portfolio)
Multi
project
Project
portfolio
[4]
Strategic
(multi programme)
[4]
Strategic
(multi programme)
Multi
project
Project
portfolio
Multi
programme
[5]
Collaborative
(programme portfolio)
[5]
Collaborative
Visie, missie,
strategie, doelen
Project
thinking
Project
thinking
Project
thinking
Project
thinking
[1]
Initial
(project thinking)
[1]
Initial
(project thinking)
LevelsofMaturity
Time
Vision, mission,
strategy, goals
Basic PM
Project-portfolio
Planning & Control
Continuous
Programme-portfolio
Improvement
Multi-project
Planning
Programme
Governance
[2]
Planned
(multi project)
[2]
Planned
(multi project)
Multi
project
[3]
Integrated
(project portfolio)
[3]
Integrated
(project portfolio)
Multi
project
Project
portfolio
[4]
Strategic
(multi programme)
[4]
Strategic
(multi programme)
Multi
project
Project
portfolio
Multi
programme
[5]
Collaborative
[5]
Collaborative
Visie, missie,
strategie, doelen
Project
thinking
Project
thinking
Project
thinking
Project
thinking
[1]
Initial
(project thinking)
[1]
Initial
(project thinking)
LevelsofMaturity
Time
Vision, mission,
strategy, goals
Basic PM
Project-portfolio
Planning & Control
Continuous
Programme-portfolio
Improvement
Multi-project
Planning
Programme
Governance

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Measurement of Project Management ROI
Findings From 5-Year Study on Quantifying the Value of Project Management
 Companies with more mature project management practices have better project
performance (on time and budget vs. 40% over time and 20% over cost targets)
 Project management maturity is strongly correlated with more predictable project
schedule and cost performance (i.e. 0.08 schedule performance index variation vs.
0.16)
 Good project management companies have lower direct costs than poor project
management companies (6-7% vs. 11 - 20%)
 Over 94% of senior project management professionals say that implementing
PM added value to their organizations
 Formula to predict increased company ROI based on increased PMM level
 Determine cost to improve PMM level, improvement in cost performance index (CPI), then
calculate PM ROI using profit margins and projected annual revenue
The Cost Performance Index (CPI) is a measure
of the value of work completed compared to the
actual cost or progress made on the project

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Measurement of Project Management ROI
Project Management ROI Example
 Case Study
 Company has 10.000.000,00 USD in Year Project Revenue
 Current Profit Margin, P%current = 5%
 Company wants to go from a PMMcurrent = 2,3 to PMMtarget = 3,1
 With an upgrade cost of 400.000,00 USD
PMM CPI Profit Margin
2,3 0,71 5,0 %
3,1 0,94 6,6 %
 Then the PM/ROI realized by upgrading from PMMcurrent to PMMtarget is:
PM ROI = (6,6 %-5,0 %) * $10.000.000) = 40,0 %
$400.000

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The Value of Project Management: Beyond ROI

54
Implementation
Management
Communication
Project Organisation
Short comm.
lines
Project
Management
Audit on implementation
Ambition
Roadmap
Scope
+Related
Projects
Budget
Roll-out Strategy
Risk Analysis
Time Planning
Procedures
Sponsor
Steering Committee
+Changed
organization
Requirements to Achieve these Benefits
What should be in place before you start
Tool Implementation
OBS
Training
‘time registration’
Authorizations
Technology
Processes
Knowledge
Software
Installation
+Potential
screen adjustments
+Training
‘project- en resource planning’
Overall
Process flow
Role descriptions
WBS
+Accurate process flow
+Interfaces
Fit/non-fit
Training
‘administration’
Prepare data files
Quick reference
+Competence
Management
+Team-
development
+Project Portfolio
Management
+Knowledge
Management
Organisation
Development
+Insight in
project costs
+Processes definition
Time registration
Elementary reports
+CV’s
+Resource planning
+Management
Reports
+Project
Management
+Project Office
+Project
evaluations
HRM
Operations
Finance
Quality
+Controlling
Concept
+Organization
al Change
Support
Organization
+PM methodology
+Professionalize
Working in Projects
+Transfer pricing
system
+TRC’s
Rates
+Project budgets
+ABC
+Project profitability
+External
benchmark
+Planning and Control
Resource Management
Project, Time and Capacity
Management
Portfolio Management

55
Enterprise Project Management Process Maturity Model
Process Reference Model
Customer
Relationship
Management
Financial
Accounting
Management
Control &
Alerts
Management
Value Web
Collaboration
Management
Portfolio
Intelligence
Management
Business
Development
Management
Knowledge &
Document
Management
Programme
Delivery
Management
Resource
Allocation
Management
Project
Execution
Management
Project
Cost
Management
Human
Resources
Management
Maintain the
relation
Record (internal)
customer
Check
customer
satisfaction
Generate
leads
Administrate
ledger
Administrate
earnings and
spendings
Monitor
debtors/
creditors
Administrate
salaries
Administrate
fixed assets
Control
planning and
scheduling
Manage alerts
Control
workflows
Exchange
resource
information
Maintain
relation with
partners
Intensify
value web
Exchange
project
information
Exchange
time/expense
information
Exchange
purchase
information
Exchange
financial
information
Management
information
(resources)
Management
information
(projects)
Control
quality
Identify the
project and issue
project brief
Develop
new
business
Collect
knowledge
Make
knowledge
accessible
Utilize
and reuse
knowledge
Manage
documents
Manage
ad hoc reporting
Control
progr./project
organization
Control
risk and
issues
Control
change requests
Manage
configuration
Define the
business case
Identify the
programme and
issue progr. brief
Define the
programme and
issue progr. plan
Manage delivery
of programme
benefits
Govern the
programme
Close the
programme
Execute
reversed
billing
Search for
suitable
resources
Search for
available
resources
Reserve
capacity
Allocate
resources
Plan
unavailability
Define the
project and
issue PID
Control a
project stage
Manage delivery
of project
capabilities
Manage
project stage
boundaries
Direct the
project
Record
time
Check
timesheet
submission
Approve
timesheets
Record
commitments
Record
WIP
Close the
project
Charge back/
‘invoice’
the project
Record
purchases
Record
personnel
Recruit
and select
personnel
Assess
personnel
Administrate
competences
Management
development
Certify
personnel
Train
personnel
Manage the
resource
portfolio
Audit and
assess
Manage
stakeholders
Manage the
programme
portfolio
Manage the
project
portfolio
Manage
organisational
change
Management
information
(programmes)
Request for
resources
Analyse
the portfolio
scenarios
Adapt the
portfolio
Issue
programme or
project mandate
PORTFOLIO
management
RESOURCE
management
PROGRAMME
management
PROJECT
management

56
Project Management Professional Passport
Project Management Institute
 Founded in 1969,
 1st Project Management International Association,
 world's leading not-for-profit professional membership
association for the project, program and portfolio
management profession,
 improves organizational success and further matures
the profession of project management,
 globally recognized standards and certifications,
 delivers value for more than 2.9 million professionals
working in nearly every country in the world through
global advocacy, collaboration, education and research

57
PMBOK, The evolution of the Standards on Project Management
2013

58
PMBOK Guide – the purpose…
 The primary purpose of the PMBOK® Guide is to identify that subset of the Project
Management Body of Knowledge that is generally recognized as good practice.
 “Identify” means to provide a general overview as opposed to an exhaustive
description.
 “Generally recognized” means that the knowledge and practices described are
applicable to most projects most of the time, and that there is widespread consensus
about their value and usefulness.
 “Good practice” means that there is general agreement that the correct application
of these skills, tools, and techniques can enhance the chances of success over a
wide range of different projects.
 Good practice does not mean that the knowledge described should always be applied
uniformly on all projects;
 the project management team is responsible for determining what is appropriate for any
given project.

59
PMI – the standards on Project Management
 Project Management best practices are being developed based on the main
international standards published by the PMI®.
 PMBOK® 5th Edition –A Guide to the Project Management Body of Knowledge
 The Standardfor Program Management 3th Edition
 The Standard for Portfolio Management 3th Edition
 OPM3 3th Edition – Organizational Project Management Maturity Model
 PMCDF 2nd Edition – Project Manager Competency Development Framework

60
PMI – the standards on Project Management
 Complemented with specific Practice Standard guides for ain related knowledge
areas...
 Practice Standard for Work Breakdown Structures - Second Edition
 Practice Standard for Scheduling
 Practice Standard for Project Risk Management
 Practice Standard for Earned Value Management
 Practice Standard for Project Configuration Management

61
PMI – Professional Certifications
=
PgMP ® Program Management
Professional
Designed for those who manage multiple, complex
projects to achieve strategic and organizational
results
=
PfMP® Portfolio Management
Professional
Recognizes the advanced experience and skill of
portfolio managers and demonstrates proven ability
in the coordinated management of one or more
portfolios to achieve organizational objectives
=
PMP® Project Management Professional
The most important globally-recognized and independently validated
credential for project managers, perfect if you have demonstrated
experience and competence in leading project teams

62
PMI – Professional Certifications
1 CAPM
on a project
Project = 1 PMP
holder and multiple
CAPM holders
Program = 1 PgMP
overseeing multiple
projects
1 CAPM
on a project

63
1. Project Management Professional Passport
A Certified Training Course provided by
Project Management

64
A MakeITWork Consulting ME Training Course

65

66

67
Our Contacts
For ERM consultation and workshops:
Jorge Vaz Girão, CISA, PMP, PMDPro I, ERMCP, CAMS
Regional Director, MakeITWork Consulting ME
+44 37 0801 1345 (UK)
+962 798 110 562 (Jordan)
jorgevazgirao@makeitworkconsulting.co.uk
For overall consultation, general inquiries:
MakeITWork Consulting ME
+44 37 0800 1306 (UK)
+962 795 338 447
+962 (0) 6581 3505
makeitwork@makeitworkconsulting.co.uk

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