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Project Management
Performance
Mark Dochtermann, PMP, CISSP
Microsoft Corporation
September 13, 2006
Speaker
Mark “Doc” Dochtermann,
PMP, CISSP, MSP Black Belt
Format of Meeting
6:00 PM – Welcome & Introductions
6:10 PM – Project Management Performance
7:10 PM – Panel of Experts
8:10 PM - Closing Remarks & Prize Drawing
8:30 PM - Adjournment and PDU distribution
What’s the Issue?
The KPMG International 2002-2003 Program
Management Survey* interviewed 230
organizations in 15 countries, including the AsiaPacific region. It revealed that 59 per cent of the
organizations surveyed had failed projects.
The average cost of these failures across all
participants was $10.4 million USD. Further, the
survey showed that only around 10% of projects
come in ‘on time’; less than 20 per cent came in
‘on budget’ – and only around 50 per cent of
those projects that were evaluated even meet
sponsor expectations.
* KPMG’s International 2002-2003 Program Management Survey
www.kpmg.com.au/Portals/0/irmprm_pm-survey2003.pdf
Cost Overruns
200%
180%
160%
140%
120%
100%
80%
60%
40%
20%
0%
180%
142%
69%
45%
1994
1996
The Standish Group, 2005
1998
2000
43%
2002
56%
2004
Time Overruns
180%
160%
164%
140%
131%
120%
100%
82%
79%
80%
84%
63%
60%
40%
20%
0%
1994
1996
The Standish Group, 2005
1998
2000
2002
2004
Feature And Function
72%
70%
70%
68%
67%
66%
66%
64%
64%
62%
60%
61%
60%
58%
56%
54%
1994
1996
The Standish Group, 2005
1998
2000
2002
2004
The Chaos Ten
Recipe for project success
2005 2000
User Involvement
1
2
Executive Management Support
2
1
Clear Business Objectives
3
4
Experienced Project Manager
4
3
Minimizing Scope and Requirements
5
5
Iterative and Agile Process
6
Skilled Resources
7
Formal Methodology
8
Financial Management
9
Standard Tools and Infrastructure
10
8
6
Firm Basic Requirements
7
Reliable Estimates
9
Other
10
The Standish Group, 2005
Problem Statement
There are 16 million copies of Microsoft
Project in use today, 190 thousand Project
Management Professionals (PMP), and fewer
than 5 thousand persons certified in the use
of Project. While some are experts, most
project managers and executives feel
scheduling and tracking skills could be
improved, but they lack awareness of
what the tool can be doing for them.
A Fool with a Tool
Is still a Fool !
Chaos in Project Management
Chaos derives from the Greek Χάος
and typically refers to unpredictability.
In the metaphysical sense, it is the
opposite of law and order:
unrestrictive, both creative
and destructive.
From Wikipedia, the free encyclopedia
Pay Me Now, or Pay Me Later
Software Risk Management
Author: Brian A. Will
Nevertheless, why dig ditches with
your hands, when you can get the
keys to the backhoe?
Who Is The Project Manager?
Employee from Functional Area – 49 %
Trained, Certified Project Manager – 26%
Half of those managing projects are
not “career” project management practitioners
PMI Executive Survey-2004
PM Career Path
Within Organizations
Across all countries
17% have formal,
clearly defined,
written career paths
56% have informal or
unstated career paths
27% have no career
path
PMI Executive Survey-2004
Expected Growth In The
Utilization of Project Managers
Worldwide 64% of Executives
say they will increase project
manager utilization
76% in North America
52% in Europe
54% in Asia Pacific
PMI Executive Survey-2004
Recent Trends
Workplace learning and performance
“BEST organizations provide a broad range of learning
opportunities to their employees.
57% had access to leadership development programs,
70% received employer support for conference attendance,
85% had access to tuition reimbursement.”
ASTD (2004)
2004 State of the Industry
PMI’s
CareerFramework
Professional
Competencies
Interpersonal
Competencies
Leadership
Competencies
™
Six Boxes
Performance Thinking
www.sixboxes.com
Failing to plan is planning to fail!
Dr. Kerzner, Advanced Project Management,
Best Practices on Implementation, 2nd Edition
The primary benefit of NOT
planning is that failure will
come as a complete surprise
rather than being preceded by
a period of worry and depression.
Dr. Kerzner, Advanced Project Management,
Best Practices on Implementation, 2nd Edition
Time To Go Do IT
1. Utilize a Competency Framework to Perform
a Personal Competency Assessment
2. Develop your Personal Curriculum
(i.e. Foundation Skills for Schedule,
Work, Resource, and Cost Management)
3. Select a Training Vendor that offers a
curriculum that incorporates a scheduling
method, tools, and Best Practices.
4. Become Competent in the Create and
Maintenance of Project Schedules.
Contact Info
Mark “Doc” Dochtermann
[email protected]
916-835-5806 Mobile
References
KPMG’s International 2002-2003 Program Management Survey www.kpmg.com.au/Portals/0/irmprm_pm-survey2003.pdf
The Standish Group http://www.standishgroup.com/
http://www.standishgroup.com/sample_research/index.php
Project Management Institute (PMI) Career Headquarters
http://www.pmi.org/info/PDC_CareerHQOverview.asp?nav=0408
PMI Today (ISSN 1040-8754) published monthly by the Project
Management Institute (PMI)
http://www.pmi.org
International Institute for Learning (IIL) Orange Belt MSP
Certification
http://www.iil.com/msproject
Project Management Institute Bookstore
http://www.pmibookstore.org/
Six Boxes, Dr Carl Binder
http://www.sixboxes.com
MPA
http://www.mympa.org
The Official Industry Association
for Microsoft Office Project