Survey
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
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