Professional Documents
Culture Documents
Version 1.1
Copyright
Most of the material in this presentation has been taken
from two sources; Advanced Project Management: Best
Practices on Implementation, 2nd Edition, 2004, and
Project Management Best Practices: Achieving Global
Excellence, 3rd Edition, 2006, both by Harold Kerzner,
John Wiley & Sons Publishers.
2007 by Dr. Harold Kerzner. All rights reserved.
Material and slides cannot be copied or transmitted in
any electronic format without written permission of
Dr. Harold Kerzner.
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Past View
Present View
Project management
will require more
people and add to the
overhead costs.
Project management
allows us to perform
more work in less time
and with less people.
Profitability may
decrease.
Profitability will
increase.
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Past View
Present View
Project management
will increase the
amount of scope
changes.
Project management
will provide better
control of scope
changes.
Project management
creates organizational
instability and
increases conflicts.
Project management
makes the organization
more efficient and
effective.
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Past View
Present View
Project management
is really eye wash
for the customers
benefit.
Project management
will allow us to work
closer with our
customers.
Project management
will create problems.
Project management
provides a means for
problem solving.
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Past View
Present View
Project management
will increase quality
problems.
Project management
improves quality.
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Past View
Present View
Project management
will create power and
authority problems.
Project management
will reduce the majority
of the power struggles.
Project management
focuses on
suboptimization by
looking at only the
project.
Project management
allows people to make
good company
decisions.
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Past View
Present View
Project management
will increase our
business and our
competitiveness.
Project management
delivers products to a
customer.
Project management
delivers solutions to a
customer.
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10
19601985
No
Allies
1985
1990
19911992
1993
1994
EmpowerTotal
Concurrent ment and
Life
ReQuality
EngineerCycle
Selfengineering
ManageCosting
ing
directed
ment
Teams
Increasing Support
2007 International Institute for Learning, Inc.
2007 Dr. Harold Kerzner
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11
1995
1996
Scope
Risk
Change Management
Control
19971998
Project
Offices
and
COEs
1999
2000
Co-Located Multi-National
Teams
Teams
Increasing Support
2007 International Institute for Learning, Inc.
2007 Dr. Harold Kerzner
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12
2001
2002
2003
2005
2006
Six
Sigma
Project
Mgt.
Virtual
Project
Teams
2004
Strategic
Intranet Capacity
Maturity
Planning
Status Planning
Models for Project
Reports Models
Management
Increasing Support
2007 International Institute for Learning, Inc.
2007 Dr. Harold Kerzner
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13
2007
Enter.
Project
Mgt.
2008
2009
Knowledge
Internal
Libraries
Certification
for Project
as well as
Management by PMI
2010
2011
2012
???
???
???
Increasing Support
Microsoft
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VALIDATION
DEFINITION
DISCOVERY
MANAGEMENT
CLASSIFICATION
REVALIDATION
PUBLICATION
IMPLEMENTATION
UTILIZATION
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Question #1
DEFINITION
15
What is the
definition of a
best practice in
project
management?
(Past view vs.
present view)
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Question #2
DISCOVERY
16
How do we
discover best
practices? Where
should we look
first? Who is
responsible for
the discovery?
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Question #3
VALIDATION
17
How do we
validate that
something
actually is a best
practice? Who
should perform
the validation?
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Question #4
CLASSIFICATION
18
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Question #5
MANAGEMENT
19
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Question #6
REVALIDATION
20
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Question #7
UTILIZATION
21
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Question #8
PUBLICATION
22
What techniques
are available by
which best
practices can be
effectively
communicated to
the employees
within a company?
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Question #9
IMPLEMENTATION
23
How do we get
employees to use
a best practice?
How do we
validate that it is
used properly?
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Yes
No
Measurable Metric
Measurable Efficiency
Measurable Effectiveness
Adds Value to the Company
Adds Value to Our Customers
Transferability to Other Projects
Has Potential for Longevity
Applicability to Multiple Users
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Training
Required
Governance Proprietary
Required
Knowledge
1.
2.
3.
4.
5.
6.
7.
8.
2007 International Institute for Learning, Inc.
2007 Dr. Harold Kerzner
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Characteristics
or Drivers of
the Ideal Best
Practice
Wish List
___________
___________
___________
___________
___________
___________
___________
___________
___________
___________
___________
___________
Level 4:
Level 3:
Level 2:
Level 1:
> 60%
40 % - 60%
20 % - 40%
0 % - 20%
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Future Business
Technology
Advances
Satisfaction
CONTINUOUS IMPROVEMENTS
Project Management
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(3)
(32)
(6)
(136)
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Quantity of Information
Integration of Business
Processes into the EPM
Methodology
PM Best
Practices
PM Best
Practices
Libraries
Project Knowledge
Base or Technology
Knowledge Base
(PKB or TKB)
Knowledge
Repositories
(PM and
Business
Knowledge)
Time
2007 International Institute for Learning, Inc.
2007 Dr. Harold Kerzner
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Customers
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Conventional Selling
Engagement Selling
Project Focus
Project Completion
Long-Term
Relationships
Approach
Single Sale
Follow-On Work
Customer Contact
When Required
Continuous /
Structured
Selling Emphasis
Product Features
Customer Value
Deliverables
Products / Services
Solutions
Time Horizon
Short-Term
Long-Term
Customer Service
Low Importance
High Importance
Quality Concern
Product Quality
Solution Quality
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Culture
Informal
Project
Mgmt.
Management
Support
Training
and
Education
2007 International Institute for Learning, Inc.
2007 Dr. Harold Kerzner
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Integrated
Processes
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Total Quality
Management
And Six
Sigma
Change
Management
Risk
Management
2007 International Institute for Learning, Inc.
2007 Dr. Harold Kerzner
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Current
Integrated
Processes
Yrs: 2001-2010
Integrated
Processes
Supply chain
management
Total quality
management
Business
processes
Concurrent
engineering
Feasibility studies
Scope change
management
Cost-benefit
analyses (ROI)
Risk management
Capital budgeting
2007 International Institute for Learning, Inc.
2007 Dr. Harold Kerzner
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Culture
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Management
Support
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MATURITY
Executive is actively
involved in projects
Executive involvement is
passive
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MATURITY
Project manager-centered
leadership
Team-centered leadership
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Training
and
Education
2007 International Institute for Learning, Inc.
2007 Dr. Harold Kerzner
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Informal
Project
Mgmt.
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Behavioral
Excellence
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Level 4
Benchmarking
Level 3
Singular
Methodology
Feedback
Level 2
Common
Process
Level 1
Common
Language
2007 International Institute for Learning, Inc.
2007 Dr. Harold Kerzner
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Governance Issues
Poor alignment between project
objectives and broader business goals
Poor business case development
resulting in the go-ahead of projects
that provide limited or no value
Badly specified project outcomes
measured in real business terms
(QA)
2007 International Institute for Learning, Inc.
2007 Dr. Harold Kerzner
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(1 of 6)
Benefits
A strategic planning
focal point for the
project management
process
An organization
dedicated to
benchmarking for
project management
An organization
dedicated to continuous
improvement and cost
reduction
Organizational
mentorship for
inexperienced project
managers
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(2 of 6)
Benefits
Centralized lessons
learned files on
completed projects
An organization for
sharing ideas and
experiences
An organization for
creating project
management standards
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(3 of 6)
Benefits
Centralized project
planning and scheduling
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Benefits
Development of
project management
templates
Identification of best
practices, internal and
external
Assessing risks
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(5 of 6)
Benefits
Globalization and
training on EPM
Customer relations
management
Establishing metrics
Multilingual tools
especially for
networked PMOs
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Benefits
(6 of 6)
Benefits
Development of a
corporate capacity
planning model
Maintain project
management
information systems
Stakeholder
management
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Senior
Senior
Director
Director
Solution
Solution
Design
Design
EPM
PMO Mexico
PMO
Mexico
PMO Brazil
PMO
Brazil
PMO UK/Europe
PMO
UK / Europe
PMO Asia
PMO
Asia
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Evaluation Recommendations
Are we doing the right projects right?
Are there projects that should be terminated so that
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Evaluate
projects
Opportunity options
Resource requirements
Refined project costs
Business
Case
Filter
Refined savings
Benefits (financial,
strategic, payback)
Project metrics
Benefits realization
Risks
Exit strategies
Refined people, process,
technology impacts
Schedule / milestones
Complexity
Standard technology?
NON-VALUE ADDED
BUSINESS CASES
are eliminated
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95 % of Todays Software
INITIATION
PLANNING
EXECUTION
CONTROLLING
CLOSURE
Areas of Deficiency
Portfolio management
Benefit-cost analyses
Feasibility studies
Criteria definition
Assumptions defined
Evaluation criteria
Risk management
Behavioral software
Portfolio Management
Lessons learned
Best practices library
Failure analyses