Compiled from various sources (misilamani@yahoo.

com)

What we Wonder?
1. What are we offering in PM? (our key products/services?) 2. How should we define "excellence in PM"? 3. Is it better to set expectations low or high? 4. How does PM most need to change? 5.Are you a PM? 6. How do we gain PM organizational self-awareness? 7. How can we better identify and fix frustrations? 8. What should be on our organizational dashboard? 9.Is PM different today 10. What can we gain from these notes to answer the above?
Will this wonder help you somewhat?
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"I have no special talents. I am only passionately curious

Albert Einstein

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30/5/2012

The Top Ten Project Management Trends for 2012

By J. LeRoy Ward, PMP, PgMP
Program Management Will Gain Momentum, But Resources Remain in Short Supply Collaboration Software Solutions Will Become an Essential Business Tool for Project Teams Learning Transfer Will Become the New Mantra, But with Little Structured Application Agile Blends with Waterfall for a New Hybrid Approach Smarter Project Investments Will Require a stronger Marriage Between Project Management and Business Process Management (BPM) Internal Certifications in Corporations and Federal Agencies Will Eclipse the PMP More PMO Heads Will Measure effectiveness on Business Results Good Project Managers Will Buck Unemployment Trend Client-centric Project Management Will Outpace the Triple Constraint s HR Professionals Will Seek Assessments to Identify High-Potential Project Managers
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Executive summary of World PM Survey Project management competencies are considered crucial to the business, yet few companies do project management well or have consistent processes in place

90% of respondents say project management is either critical(47%) or somewhat important(43%) to their ability to deliver successful projects and remain competitive Nearly one-half (49%) only follow formal project management practices on large or complex projects and few (20%) use a standardised set of project management tools including enterprise-level systems
Source: Economist Intelligence Unit survey, September 2009
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Executive summary of World PM Survey -cont.

80% believe that having project management as a core competency has helped their company to remain competitive during the current economic downturn. Yet only 27% say they do a very good job of managing projects, and only 10% rate themselves as excellent only 6% of respondents say their projects come in on time and on budget all of the time

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Executive summary of World PM Survey -cont.

Being aware of their shortcomings, companies are trying to do better, but they struggle to find the best ways to address the challenge (53%) say their company is continually looking to improve their project management methods, but they lack focus and consistency Only 45% plan to improve project management practices and apply them uniformly across all projects 42% plan to standardise the use of project management tools to increase efficiency and collaboration
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Executive summary of World PM Survey cont.

Less than one-third (29%) plan to improve how they measure qualitative and quantitative project outcomes 29% plan to use more robust tools; and only 26% plan to increase training and certification These numbers indicate that managers may not be adequately adopting methodologies that can help them improve results.

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Executive summary of World PM Survey cont.

The recession may help make project management practices more robust The economic crisis has led to greater scrutiny of how projects are managed, and has directly affected company perceptions of the value of project management competencies Compared with two years ago, respondents are investing more time in project planning and due diligence (40%)
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Executive summary of World PM Survey cont.

Projects are conducting more frequent project reviews to assess risks, milestones and overall value (37%) This change in focus has, in turn, led to a more structured and consistent application of project management practices across industries over the last two years Projects are measuring quantitative and qualitative project outcomes more frequently (38%) It remains to be seen whether this commitment will hold strong as the economy improves

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Project Management Methodologies, Processes, and Frameworks: Basic List

1.Traditional project management is a step-bystep approach through each of the projects five stages initiation, planning, execution, monitoring, and completion. This may be called the Waterfall, methodology 2.The Critical Path Method (CPM) 3.The Critical Chain Project Management (CCPM)
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4.The Event Chain Methodology (ECM) 5.Green Project Management 6.Xtreme Project Management 7.TenStep Methodology 8.PMI Methodology 9.Methodology 10. PRINCE2 Methodology 11.Professional Project Management Methodology(PPMM) , and 12. Many others

Ref: Wikipedia

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Project Management Methodologies, processes and frameworks -cont.

Agile Six Sigma Scrum (XP) Extreme Programming Crystal FDD (Feature Driven Development) DSDM (Dynamic Systems Development) Adaptive Software Development RUP (Rational Unified Process) PRINCE2

These are more specific to the IT industry

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Project Management: 8 Simple Steps

Get Management and stakeholder Commitment Define Scope, Goals & Objectives Have a Written Plan Manage Project resources and encourage Team Working Manage Communications Manage Suppliers and External Sub-Contractors Put in Effective Control Processes Close the Project

Ref: John J. Laulor, Project Smart 2000-2010

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Extreme project management (XPM)

a method of managing very complex and very uncertain projects differs from traditional project management mainly in its open, elastic and undeterministic approach main focus of XPM is on the human side of project management (e.g. managing project stakeholders), rather than on intricate scheduling techniques and heavy formalism advanced approaches to extreme project management utilize the principles of human interaction management
Ref: Wikipedia

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Agile project management

agile project management is an iterative method of determining requirements for engineering and information technology development projects in a highly flexible and interactive manner, for example agile software development It requires empowered individuals from the relevant business, with supplier and customer input There are also links to lean techniques and Six Sigma Agile techniques are best used in small-scale projects or on elements of a wider programme of work, or on projects that are too complex for the customer to understand and specify before testing prototypes Agile techniques may also be called extreme project management The Agile Project Leadership Network[ provides a community of practice for those using Agile methods, with international conferences and online forums
Ref: Wikipedia
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Agile Project Management cont. -Declaration of Interdependence

The Agile Project Leadership Network provides a community of practice for those using Agile methods, with international conferences and online forums Their Declaration of Interdependence extends the Agile Manifesto further into the value stream and emphasises the collaborative, whole-business nature of this work Several software methods derive from agile, including scrum and extreme programming. The Agile Project Leadership Network provides a community of practice for those using Agile methods, with international conferences and online forums
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Green Project Management

rallying point for an environmentally friendly movement that has been underway since at least the 1970s is not that we make every decision in favour of the one that is most environmentally friendly we start to take the environment into account instead of ignoring it Green project management is a model where we think green throughout our project and make decisions that take into account the impact on the environment if any It is a way to ingrain greenthink into every project management process
The concept of Green Project Management is pioneered by TenStep, Inc. The key thought leaders are Tom Mochal, PMP ---and Andrea Krasnoff, PMP
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Green Project Management cont.

With ever increasing demands from consumers and stakeholders for organizations to establish environmental stewardship policies and practices, project management as a discipline must therefore evolve to meet these needs. Within the Project Management Bodies of Knowledge and Competency Baselines, social responsibility has been largely centred on individual integrity rather than placing emphasis on the external environmental effects that result from projects. Green Project Management has addressed these needs by developing a framework integration of sustainable "green" applications that augment project and program delivery
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ESI project Management

Describes roles and responsibilities of project managers across the project life cycle Links project goals and objectives to clear compelling stakeholder needs Develops work breakdown structures Defines and develop the foundations of a project plan, including the project requirements document, cost, schedule and other resources Sets realistic, measurable objectives and ensure positive results Establishes a dependable project control and monitoring system Closes out a project effectively Masters fundamental project management skills, concepts, and techniques
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The TenSteps Menu

0.0 Initiate the Project Plan the Work 1.0 Define the Work 2.0 Build the Schedule and Budget Manage 3.0 Manage the Schedule and Budget 4.0 Manage Issues 5.0 Manage Scope 6.0 Manage Communication 7.0 Manage Risk 8.0 Manage Human Resources 9.0 Manage Quality and Metrics 10.0 Manage Procurement Close
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TenStep deployment service results

A1 The Value of Project Management
A1.1 Scalability - The Key to Project Management Value-Add

A2 TenStep Writing Style A3 How to Use the TenStep Process A4 TenStep Process Guiding Principles A5 Overall TenStep Process Model
A5.1 Capability Maturity Model A5.2 Project Management vs. Project Life Cycle A5.3 Project Management vs. Product Management

A6 Compare the TenStep Project Management Process to

A6.1 The PMI Project Management Body of Knowledge (PMBOK) Guide Fourth Edition A6.2 Agile Development A6.3 ISO 10006
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The TenStep, Inc. methodology is

.A Current State Assessment of your capabilities .A Future State Analysis of where you want to be. .A Deployment Strategy for getting you to the future state .A more detailed Deployment Plan that describes the details required to get you to the future state .In addition, we can also manage and help you staff the
subsequent Deployment Project.
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The seven phases of project management

1.Wild enthusiasm 2. Disillusionment 3. Confusion 4. Panic 5. Search for the guilty 6. Punishment of the innocent 7. Promotion of non-participants

Ten3 Business e-Coach

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Waterfall Project management

The waterfall model is a sequential design process, often used in software development processes, in which progress is seen as flowing steadily downwards (like a waterfall) through the phases of Conception, Initiation, Analysis, Design, Construction, Testing, Production/Implementation and Maintenance

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Waterfall Project management cont.

The waterfall development model originates in the manufacturing and construction industries: highly structured physical environments in which after-thefact changes are prohibitively costly, if not impossible. Since no formal software development methodologies existed at the time, this hardwareoriented model was simply adapted for software development

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Comparison with traditional or "waterfall" project management

Waterfall, as a project management methodology, has been criticized for not being able to cope with constant changes in software projects, and with the inability of customers to specify adequate requirements before they have tried prototypes Also, the huge overhead of specifying requirements before starting the actual development may cause long delays of a project The iterative nature of agile makes it an excellent alternative when it comes to managing development projects, especially software projects
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PRINCE2 Project Management Process

Starting Up a Project Initiating a Project Directing a Project Controlling a Stage Managing a Stage Boundary Managing Product Delivery Closing a Project

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PRINCE2 7 Themes
Business Case Organization Plans Progress Risk Quality Change
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The PMI Project management processes

Initiating Planning Executing Monitoring and Controlling Closing

Ref: PMBOK Guide 4th edition

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The PMI Nine Knowledge Areas

Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management

Ref: PMBOK Guide 4th edition

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MPMM-Professional Project Management Methodology

Develop a Business Case Undertake a Feasibility Study Build a Project Charter Appoint the Project Team Set up the Project Office Create a Project Plan Create a Resource Plan Create a Financial Plan Create a Quality Plan Create a Risk Plan Create an Acceptance Plan Create a Communications Plan Create a Procurement Plan Contract Suppliers Perform Phase Reviews Build Deliverables Perform Time Management Perform Cost Management Perform Quality Management Perform Change Management Perform Risk Management Perform Issue Management Perform Procurement Management Perform Acceptance Management Perform Communications Perform Project Closure Review Project Completion Undertake every phase, activity and task within the Project Life Cycle View a detailed table of contents

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Critical chain project management (CCPM)

Typically, CCPM case studies report 95% on-time and on-budget completion when CCPM is applied correctly Mabin and Balderstone, in their meta-analysis of seventy-eight published case studies, found that implementing Critical Chain resulted in,

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mean reduction in lead-times of 69%, mean reduction of cycle-times of 66%, mean improvement in due date performance of 60% mean reduction in inventory levels of 50% and mean increases in revenue / throughput of 68%
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Critical chain project management (CCPM)

The main features that distinguish the critical chain from the critical path are:
The use of (often implicit) resource dependencies Lack of search for an optimum solution The identification and insertion of buffers Monitoring project progress and health by monitoring the consumption rate of the buffers rather than individual task performance to schedule
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Critical chain project management (CCPM)

CCPM planning aggregates the large amounts of safety time added to tasks within a project into the buffers in order to protect duedate performance, and to avoid wasting this safety time through bad multitasking, student syndrome, Parkinson's Law and poorly synchronized integration Critical chain project management uses buffer management instead of earned value management to assess the performance of a project Some project managers feel that the earned value management technique is misleading, because it does not distinguish progress on the project constraint (i.e. on the critical chain) from progress on non-constraints (i.e. on other paths). Event chain methodology can be used to determine a size of project, feeding, and resource buffers

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Critical chain project management (CCPM)

is a method of planning and managing projects that puts the main emphasis on the resources required to execute proj It was developed by Eliyahu M. Goldratt ect tasks in 1977 This is in contrast to the more traditional critical path and PERT methods, which emphasize task order and rigid scheduling
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Critical chain project management (CCPM)

A Critical Chain project network will tend to keep the resources levelly loaded, but will require them to be flexible in their start times and to quickly switch between tasks and task chains to keep the whole project on schedule Critical chain project management is based on methods and algorithms derived from Theory of Constraints
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Critical chain project management (CCPM)

Application of CCPM has been credited with achieving projects 10% to 50% faster and/or cheaper than the traditional methods (i.e. CPM, PERT, Gantt, etc.) developed from 1910 to 1950s Trditional methods of project contraints management have consistently been showing poor results These traditional statistics are mostly avoided through CCPM
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Critical chain project management (CCPM)

PLANNING: A project plan is created in much the same fashion as with critical path EXECUTION: When the plan is complete and the project ready to kick off, the project network is fixed and the buffers size is "locked" (i.e. their planned duration may not be altered during the project), because they are used to monitor project schedule and financial performance MONITORING: Monitoring is, in some ways, the greatest advantage of the Critical Chain method. Because individual tasks will vary in duration from the 50% estimate, there is no point in trying to force every task to complete "on time;" estimates can never be perfect. Instead, we monitor the buffers that were created during the planning stage
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PROJECT MANAGEMENT: THE 3 PHASES AND 10 STEPS

Step 1: Project Decomposition Step 2: Specification of the Precedence Relationships Step 3: Estimation of the Activity Durations Phase I: Project Formulation Step 4: Construction of the Project Network Step 5: Computation of Each Activitys Earliest Start Time and Earliest Finish Time Step 6: Computation of Each Activitys Latest Start Time and Latest Finish Time Step 7: Computation of Each Activitys Total Slack and Identification of the Critical Path Phase II: Planning & Scheduling Step 8: Scheduling the Activities Step 9: Monitoring of the Projects Activities Phase III: Monitoring & Replanning Step 10: Replanning of the Remaining Portion of the Project

PDFCast.org on Facebook

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Reasons for Project Failure

Inadequate project management implementation constitutes 32% lack of communication constitutes 20% unfamiliarity with scope and complexity constitutes 17% Accordingly 69% of project failures are due to lack and/or improper implementation of project management methodologies
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Project failure-Standish CHAOS Report (2009)

68% of projects do not meet time/cost/quality targets Only 32% of projects were completed on time, within budget and delivered measurable business and stakeholder benefits There are many reasons for such failures technology is not the most critical factor

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Successful project management asks and answers the following questions:

1. What is an estimate of the projects duration? 2. Among the projects activities, which are likely to be critical activities in the sense that they will directly affect the projects duration? (While the project is still in its planning phase, the project manager may take actions that will speed up one or more critical activities, thereby shortening the projects planned duration. Furthermore, once the project begins, the project manager should closely monitor critical activities in order to prevent delays that would otherwise increase the projects planned duration.) 3. For each of the projects activities, what should be the scheduled Start Time and Finish Time? 4. What are the resource implications of the schedule for the activities? 5. Because a project never proceeds exactly as planned, how can the project manager quickly recognize and react to a surprise that might otherwise unfavorably affect the projects duration?

PDFCast.org on Facebook
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How To Manage A Project -13 steps

1.Define the scope 2.Determine available resources 3.Check the timeline 4.Assemble your project team 5.List the big steps 6.List the smaller steps
By F. John Reh, About.com Guide
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7.Develop a preliminary plan 8.Create a baseline plan 9.Request project adjustments 10.Work your plan, but dont die for it 11.Monitor your teams progress 12.Document everything 13.Keep everyone informed

5 Habits of an Effective PM
Know what you want Open up your ears, and your mouth Know your shit(mess) Dont get personal Work as hard (or harder) than your team

Source:CMD+Shift Design blog

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10 Reasons for Project Success

1. User Involvement 2. Executive Management Support 3. Clear Statement of Requirements 4. Proper Planning 5. Realistic Expectations 6. Smaller Project Milestones 7. Competent Staff 8. Ownership 9. Clear Vision & Objectives 10. Hard-Working, Focused Staff

* Source: Chaos Reports, Standish Group International Inc., 1995, www.standishgroup.com

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10 Reasons why do project things typically go wrong

1.Incomplete requirements 2.Didnt involve users 3.Insufficient resources/schedule 4.Unrealistic expectations 5.Lack of executive support 6.Changing Requirements 7.Poor Planning 8.Didnt need it any longer 9.Lack of IT Management 10.Technology Illiteracy
* Source: Chaos Reports, Standish Group International Inc., 1995, www.standishgroup.com
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4 Key Recommendations for Project Success

Use the following steps to deliver project success every time: 1.Implement requirements management processes, in collaboration with stakeholders. 2.Develop / institutionalize a formal project development / management methodology. 3.Implement standardized tools and infrastructure through a formal Project Management set-up. 4.Ensure executive management support for your projects.
* Source: Project Management Institute (PMI)

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10 Key project management skills

Developing a grand vision Building the project management team and leading the team Leadership skills; building and leading the project team Communication skills People management skills Facilitation skills Skills interfacing across the organisation Ability to accept criticism, feedback and input from others Skills in using team based tools Selling skills; the ability to promote and sell the project
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Ten3 Business e-Coach

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5 Factors That Make a Project Successful

Agreement among the project stakeholders A plan that demonstrates what is possible Constant, effective communication among everyone involved in the project A controlled scope, or "stakeholder expectations management" Upper management support Ten3 Business e-Coach
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The Dos of Project Management

Do the following for successful project management:

Before you start the project-Spend sufficient time with the Sales team Solution Acceptance Issues Management Progress Reporting People Management Time Management/Meeting Guidelines Relationship Management

Written by Jisan Agharia

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The Don'ts of Project Management

Do not reveal implementation documents from another customer to the current customer. Do not talk about work Company is doing at any competitor of the customer or worse share information from their Company implementation with the customer. Do not tell a customer (or make them feel) that they are not a high priority for Company. Do not hesitate to follow up on issues assigned to the customer team (if someone has agreed to an action item, they need to execute on it). Do not limit your focus only to the implementation. You should stay informed on the changes occurring within the customer organization (organizational changes, merger and acquisition activity, business priority shifts, strategic changes, etc.) this will help you build up industry expertise and help with future implementations. Do not be afraid to ask for help involve the Program Manager early and often. They are there to help you and the customer become successful.
Do not assume anything. If it is important to the success of the project and value delivery, it is important enough to be checked and tracked.
Written by Jisan Agharia

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Top Ten Project Success Factors

1. Clear and shared purpose and goals 2. Motivated project team and stakeholders 3. Unfailing customer orientation 4. Adequate support and resources 5. Clear roles and responsibilities 6. Attention to planning 7. Effective management of uncertainty 8. Continuous, effective communication 9. Effective scope management and change control 10. Leadership

by Karen A. Brown and Nancy Lea Hyer

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10 Project Challenges
1.Lack of User Input 2.Incomplete Requirements & Specifications 3.Changing Requirements & Specifications 4.Lack of Executive Support 5.Technology Incompetence 6.Lack of Resources 7.Unrealistic Expectations 8.Unclear Objectives 9.Unrealistic Time Frames 10.New Technology

* Source: Chaos Reports, Standish Group International Inc., 1995, www.standishgroup.com

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10 Factors driving the adoption of Enterprise Project Management Software

1.The ability to centrally manage both internal and external resourc es,roles and responsibilities. 2. Improved communication flow of key project information such budgets, milestones and resource scheduling. 3. Better management and control of all project related documentation such as proposals and specifications. 4. Creating the right processes to enable the effective communication of project information to the right people. 5. Indentifying performance measures and quality standards for the achievement of an effective ROI 6. Ensuring all stakeholders have a clear understanding of the strategic objectives. 7. Building business cases, identifying the project scope and objectives. 8. Publishing project plans and creating project status reporting. 9. Centrally managing all project related risks and issues. 10.Streamlining project management processes and implementing a best practice knowledge base
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7 Project Management Critical Success Factors

Critical Success Factors for Projects Sponsorship Organizational culture supports project management Have a Formal Process to Define Vision Business Need Linked to Vision Business Need Linked to Vision Match Changes to Vision
Posted By ZIa Ahmed khan
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10 Critical Success Factors in Effective Project implementation

1. Project, mission-critical-clearly defined gods and general directions. 2. Top Management Support-Willingness of top management to provide the necessary resources and authority for project success. 3. Project Schedule Plan-A detailed specification of the individual actions steps for. project implementation. 4. Client Consultation-Communication, consultation, and active listening to all impacted parties. 5. Personnel-Recruitment, selection, and training of the necessary personnel for the project team. 6. Technical Tasks-Availability of the required technology and expertise to accomplish the specific technical action steps. 7. Client Acceptance-The act of "selling" the final project to its ultimate intended users. 8. Monitoring and Feedback-Timely provision of comprehensive control information at each stage in the implementation process. 9. Communication-The provision of an appropriate network and necessary data to all key actors in the project implementation. 10. Troubleshooting-Ability to handle unexpected crises and deviations from plan.

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6 Reasons Why IT Projects Fail

Weak business case Lack of senior management commitment Inadequate project planning (budget, schedule, scope, etc.) Absence of user involvement New or unfamiliar technology Lack of defined, clear, or concise requirements
http://www.pmi.org/Pages/default.aspx

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Why IT Projects Succeed

1. Sound project management processes 2. Project tied to the organizations business goals 3. Senior management commitment Good change management 4. Detailed requirements 5. Realistic schedule 6. Good stakeholder relationships 7. Empowered project manager 8. Skilled and appropriate team members with defined roles and responsibilities 9. Availability of fund and 10.Good change management
http://www.pmi.org/Pages/default.aspx
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Project Health Check:

1. A strong business case has been developed and approved 2. The project is in line with organisational strategy 3. I have the full support of senior management for the project 4. The benefits of the project are well understood and documented 5. A clear set of deliverables have been identified 6. The customer understands and has agreed the scope of the project 7. Critical success factors have been identified and agreed with the customer 8. Management will support a request for additional resources, if required 9. A detailed project plan exists

10. Frequent milestones have been built into the project plan 11. There are sufficient resources available until the end of the project 12. Everyone in the team understands their roll and is committed to the cause 13. All materials required for the project are available 14. A risk log has been completed and a plan formulated to minimise identified risks 15. A communications plan has been developed 16. The project time-scale is accurate and achievable 17. I am confident that the project has every chance of success 18. I have scored the above questions honestly and to the best of my knowledge

Author: Duncan Haughey

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8 Key Factors to Ensuring Project Success

Business Case Critical Success Factors Planning Team Motivation Saying No Avoiding Scope Creep Risk Management Project Closure

Author: Duncan Haughey

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50 Rules of Project Management

Project Planning(7) Project Team(5) Project Stakeholders(2) Project Communication(8) Measurement and Control(6) Timing(8) Project Implementation(6) Change Management(3) Delivering Result(3) Project Reports(2)
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20 Tips for Project Management Successby Sid Kemp, PMP

1. Cover all the bases with the nine knowledge areas: Scope,
Time, Cost, Quality, Risk, Human resources, Procurement, Communications and integration

2. Keep the project on track with stages and gates: use a life cycle,
every gate is a real evaluation

3. Use feedback with your team and focus on scope and quality in the doing stage: use feed back at all levels, focus on scope and quality 4. Follow through to success: Deliver customer delight, Remember ROI
and lessons learned
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From Entrepreneur Magazine's Ultimate Guide to Project Management

65

5 ways to get it done wrong, or not at all!

Excerpted from Entrepreneur Magazine's Ultimate Guide to Project Management: Get It Done Right! by Sid Kemp.

1.Scope-less is hopeless. Dont decide what you are doingjust throw

money at a problem. 2.Focus on time and cost, not quality. Get it done yesterday. Never let anyone spend money. Dont waste time checking anythingjust get it done. 3.Know the right thing to do. Dont analyze problems. Dont listen to experts. Andabsolutely, above all, whatever you dobe sure to ignore the customer. You wouldnt launch a project if you didnt know everything, and what does anyone else know? 4.Dont thank the team, push them harder. Dont waste time with planning, People ought to know what to do. Just tell the team to get it done nowor else. 5.Avoid big problems. All of our projects fail. And weve got no time for them, eitherwere too busy putting out fires
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Remember !
Projects never get done on time, on scope and on costan unresolved challenge to project people.
Compiled by misilamani@yahoo.com
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