Ian Frazer, I.S.P., ITCP, PMP Senior Project Manager IPF ...€¦ · Senior Project Manager IPF...
30
Ian Frazer, I.S.P., ITCP, PMP Senior Project Manager IPF Consulting Inc.
Transcript of Ian Frazer, I.S.P., ITCP, PMP Senior Project Manager IPF ...€¦ · Senior Project Manager IPF...
Ian Frazer, I.S.P., ITCP, PMPSenior Project Manager
IPF Consulting Inc.
Introduction
Background
What is a “Project Life Cycle” Anyway?
What Really Happens
Options
Q&A
Ian has been in the IT world for some 42 years now.
He has managed, directed, led, and/or participated in ~2,325-ish projects so far.
He has worked with US Fortune 100 firms, various US Gov’t clients, BC Gov’t Ministries and Crown Corporations, and many private sector organizations across Western Canada.
He likes to mentor, and take photos when not golfing.
“A project is a temporary endeavor undertaken to create a unique product, service, or result.” PMBOK V6
“The temporary nature of projects indicates that a project has a definite beginning and end. Temporary does not necessarily mean a project has a short duration.” PMBOK V6
Most projects involve taking an organization from its current As-Is to a new, future, To-Bestate.
◦ New Technology◦ Competition◦ Infrastructure age or
condition◦ Political pressure◦ Market change◦ Economic change◦ Customer demand(s)
◦ Stakeholder demand(s)◦ Legislative change(s)◦ Strategic opportunity◦ Social change(s)◦ Environmental◦ Perceived value ◦ “Because I’m the V-P,
that’s why!”
Why start a project/program?
Risky
Agileapproacheswork here
Waterfall approaches work here
The Iron Triangle (The original since… well, way back)
Cost
ScopeSchedule
The Iron Triangle Updated
Cost
ScopeSchedule(Time)
Quality
Which Approach “you pick”, impacts the outcome
Agile project management statistics
1. 71% of organizations report using Agile approaches sometimes, often, or always. (Source: Project Management Institute)
2. Microsoft Project is the most popular project management software, whereas Atlassian Jira is the most popular Agile-specific tool. (Source: Capterra)
3. According to the Gartner Hype Cycle, Agile project management is reaching the peak of inflated expectations—in other words, problems with Agile will start to make themselves better known to the PM community. (Source: Gartner)
4. Over a third (34%) of projects aren’t baselined at the planning stage. (Source: Wellingtone)
5. In New Zealand, 80% of organizations rely on PRINCE2 guidelines. (Source: KPMG)
6. Over a quarter (27.4%) of manufacturing organizations rely solely on Agile, whereas 56.6% rely on “a combination of methodologies.” (Source: LiquidPlanner)
7. Of failed Agile implementations, 63% of respondents in one study blamed the clash between their business’s culture and Agile’s business philosophy. (Source: VersionOne)
8. 76% of businesses in the Netherlands and Belgium believe that Agile projects will outnumber Waterfall projects by 2020. (Source: KPMG)
9. Agile projects are 28% more successful than traditional projects. (Source: PwC)
PMBOK 6, Fig 1-8, page 30
The concept that results shapes project activities beginning with an Idea, where high-level objectives may be stated as results, and project scenarios may be specified as sequences of these in a Project, to move into Operations, where goals are instantiated, elaborated, scheduled, and executed, and finally, Results assessed.
The Players/Groups (aka “The Stakeholders”)
President / Minister
C-Level / Deputy Minister
The Governance Board
CitizensThe PublicShareholders
Director-Level
Leader-Level
Manager-Level
Senior staff
Staff
Account Representative
Account ManagerAccount Project ManagerAccount Team Lead
Account Senior Team
Account Team
Consultant / Hired GunsPublic / Private Sector Clients
Executive
Shareholders
There is no “The start date just happened”. There is always conversations, ideas, and
hall-way discussions occurring considerably before any “Project Start Date”.
You will not know of these in most cases. There will be assumptions made then, by
some of the players involved, that you will not know about.
Those assumptions will have expectations associated, from the Players Involved at those points in time.
The assumptions and expectations will not typically be in the project documentation.
These are the hidden “risks” of most projects
Work the basics of the not-so-secret formula for project success:1. Engage Executive Sponsors.
2. Ensure the project is aligned to organizational strategy.
3. Maintain control over scope creep.
4. Value project management within the organization. This include an internal PMO structure – addressing into project staff and external resources hired.
Work with the Concept Development and the Business Case resources to ask them to document any and all assumptions and expectations as a process step.
Work with the Stakeholders during the early stages of the project to document and all assumptions and expectations as a process step.
During Status Meetings, constantly reaffirm the expected Results and Assumptions of the project.
I noted 22 useful points during my reading &
assessment of POTP 2019
If you have not yet signed on to PMI and downloaded these two FREE (to Members) documents, please do so this month.
