pmi queensland chapter meeting - project management education - september 2008

Making project management indispensable for business results ®

Project Management Institute

Queensland Chapter

Welcome to theSeptember 2008

Chapter Meeting

September 2008 presentationA Review of Project Management Education in the UK, USA and Australia

� Richard Egelstaff will explore the � different levels of education relating to project management and it will help anyone

contemplating recognition or seeking qualification as a project manager. Richard will explain how private providers, such as PMI or AIM compare to formal education institutions, such as TAFE and University. He will also discuss the ideas behind competency or employment based qualifications as compared to academic qualifications.

� If you are thinking of gaining a formal education in project management in Australia at either an undergraduate or post graduate degree level then this presentation will save you hours of


Queensland Chapter

an undergraduate or post graduate degree level then this presentation will save you hours of research and guide you towards the best education solutions for you.

� Speaker� Richard Egelstaff - is a practicing IT Project Manager for Thiess-Services Pty Ltd responsible for the

development and implementation of enterprise IT systems. In addition to his work in project management Richard is the principal of WF Associates, a provider of education services to registered training organisations. In this capacity Richard also currently teaches Project Management at the Electrical Communications Association and has previously taught Business and Project Management at Diploma to Masters level at University and TAFE institutes.

� PMIQ (http://www.qld.pmichapters-australia.org.au/) is the proud sponsor of tonights Bar Tab for the September 08 Chapter Meeting

PROJECT MANAGEMENT

EDUCATION:

A REVIEW September 2008

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A REVIEW September 2008RICHARD EGELSTAFF PMP, PhD (Candidate), MBA (Adv), BA, Dip.Music (Hons)

Contributor & Author: 1. PMI Project Manager Competency Development Framework – 2nd Ed. 2. Australian Vocational Graduate in Project and Program Management

[email protected]@thiess-services.com.au

Topics

� What is Project Management Education?

� What Project Management Education is Available?

� How Much Does It Cost?

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� How Much Does It Cost?

� How Long Does It Take?

Status quo, you know, that is Latin for “the mess we’re in.”

Ronald Reagan (1911-2004)

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Address, 16 March 1981 to Associated General Contractors of America.

What is Project Management

Education?


Research – What Do Project Managers

Want from Education?

� Education pathways

� To high quality qualifications

� To general Under-Graduate degree programs

� To focused Post-Graduate degree programs


� To focused Post-Graduate degree programs

� Career pathways

� To broad level business management knowledge

� To comprehensive project management knowledge

Southbank Institute, Ernst & Young, WF Associates research undertaken in Brisbane 2003/4

Exploring Research in Project Management: 9

Schools of Project Management Research

� PM Journal, � June 2007 Vol 38, No 2

� to June 2008 Vol 39, No 2. � Christophe N. Bredillet., Editor:

PMJ;

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� J. Rodney Turner., ESC Lille France;

� Frank T. Anbari., Geo Washington Uni, USA

Project Management Schools of Thought(PM Journal Dec 07 to June 08)

� The Optimisation School (1900’s+): The Project as a Machine� Bar (Gantt) Charts; PERT; Resource Allocation; Heuristics; � The Project is a System to be Optimised (Cleland & King 1968+)

� The Modelling School (1950’s+): The Project as a Mirror� Modelling the total project management system and the interactions among its components

� The Governance School (1960’s+): The Project as a Legal Entity� Transaction costs, mechanisms of governance, roles and responsibilities.� Principal agency relationship and mechanisms of governance.

� The Behaviour School (1970’s+): The Project as a Social System� Organisational behaviour, team building, leadership, communication and HRM.

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Organisational behaviour, team building, leadership, communication and HRM.

� The Success School (1980’s+): The Project as a Business Objective� Project success factors and project success criteria.

� The Decision School (mid 1908’s+): The Project as a Computer� Economic, cultural, and political rules; of initiation, approval, and funding to completion, termination,

and conclusions about success.

� The Process School (late 1980’s+): The Project as an Algorithm� Define the structured processes from the conceptual start of the project to the end objectives,

� The Contingency School (1990’s+): The Project as a Chameleon� Every project is different and an organisations ability to manage complexity is related to its ability to

remember the past.

� The Marketing School (mid 1990’s+): The Project as a Billboard� Integration of the strategic and tactical components of business success and linkages between

strategic goals and project objectives.

What Project Management

Education is Available?


PMI Qualifications

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PMI’s Competency Framework

� Units of Performance competence� Initiating a Project� Planning a Project� Executing a Project� Monitoring and Controlling a

Project

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Project� Closing a Project

� Personal Competencies� Communicating� Leading� Managing� Cognitive Ability� Effectiveness� Professionalism

PMI 2007, Project Manager Competency Development Framework – 2nd Ed. Pen, USA: PMI

IPMA Competence Baseline v3.0

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IPMA 2006, Competence Baseline v3.0. The Netherlands: International Project Management Association

Project Management Education

� Academic UNIVERSITY Qualification

� Bachelor of Science in Business Administration (BSBA) Project Management

� Bachelor of Science Technical Project Management

� Executive Certificate in Project Management

� Vocational Qualification� VET RTO (TAFE)

� Certificate IV in Project Management� Diploma of Project Management

Advanced Diploma of Project Management

� Vocational Graduate Certificate of Program and Project Management

� PMICertified Associate in Project

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Management

� Graduate Certificate in Project Management

� Master of Project Management

� Masters of Business Administration Project Management

� Certified Associate in Project Management (CAPM)

� Project Management Professional (PMP)� Program Management Professional

(PgMP)� PMI Scheduling Professional (PMI-SP)� PMI Risk Management Professional (PMI-

RMP)

� AIPM� Registered Project Manager (RegPM)

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Certificate IV in Project Management

Course Code Certificate IV in Project Management

BSBPM401A Apply scope management techniques

BSBPM402A Apply time management techniques

BSBPM403A Apply cost management techniques

BSBPM404A Apply quality management techniques


BSBPM405A Apply human resources management approaches

BSBPM406A Apply communications management techniques

BSBPM407A Apply risk management techniques

BSBPM408A Apply contract procurement techniques

Diploma of Project Management

Course Code Diploma of Project Management

BSBPM501A Manage project integration

BSBPM502A Manage project scope

BSBPM503A Manage project time

BSBPM504A Manage project costs


BSBPM505A Manage project quality

BSBPM506A Manage project human resources

BSBPM507A Manage project communications

BSBPM508A Manage project risk

BSBPM509A Manage project procurement

Advanced Diploma of Project Management

Course Code Advanced Diploma of Project Management

BSBPM601A Direct the integration of multiple projects/programs

BSBPM602A Direct the scope of multiple projects/programs

BSBPM603A Direct time management of multiple projects/programs

BSBPM604A Direct cost management of multiple projects/programs

BSBPM605A Direct quality management of multiple projects/programs


BSBPM605A Direct quality management of multiple projects/programs

BSBPM606A Direct human resources management of multiple projects/programs

BSBPM607A Direct communications management of multiple projects/programs

BSBPM608A Direct risk management of multiple projects/programs

BSBPM609A Direct procurement and contracts of multiple projects/programs

Vocational Graduate Certificate in Project and

Program Management

Course Code Vocational Graduate Certificate in Project and Program Management

PM801A Establish a program management office charter

PM802A Manage program resources and project scheduling

PM803A Manage program finance and the portfolio

PM804A Manage program quality and risk


PM804A Manage program quality and risk

How – Do Competencies Work?

ELEMENT

Units of Competency Structure

The Performance Criteria specify the level of performance required to demonstrate achievement of the Element. Bold terms are elaborated in the Range Statement.

ELEMENT

Performance Criteria 1



The Element describes the action(s) necessary to demonstrate competency within the unit (competency). There are usually from between three to six elements within a unit.

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The Range Statement adds definition to the unit by elaborating critical or significant aspects of the performance requirements of the unit. The Range Statement establishes the range of indicative meanings or applications of these requirements in different operating contexts and conditions. The specific aspects, which require elaboration, are identified by the use of italics in the performance criteria.

RangeStatement

RangeStatement

RangeStatement

EvidenceGuide

KeyCompetencies

or Genericskills

Products Processes

The Evidence Guide provides advice to inform and support appropriate assessment of this unit. It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence. The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency.

What are Elements and Performance Criteria?Example PM801A - Establish a program management office charter1. Incorporate existing projects into a common program portfolio

1. Existing project requirements and objectives are catalogued and compared against organisational strategies, goals and objectives to produce a program portfolio baseline (Initiative and enterprise, technology)

2. Achievable program objectives are analysed, rationalised and integrated to determine detailed contents of the program portfolio (Planning and organising)

3. Current project plans are reviewed and progress factored into the program portfolio to enable a re-evaluation of each project’s objectives (Planning and organising)

4. Program control mechanisms are defined or derived from the available project plans to establish the program portfolio control requirements (Initiative and enterprise, technology)

5. A program portfolio array of cost, timelines, interdependencies and risks for all projects is communicated to stakeholders for accuracy verification (Problem solving, technology)

2. Create the program management office charter

1. Organisational strategic objectives are reviewed in the context of the program portfolio and incorporated into program management office (PMO) objectives, priorities and nominated PMO benefits then documented into PMO charter(Planning and organising)

2. The internal project working environment is specified and/or re-evaluated to ensure each project working environment is reflected within a common PMO approach aimed at meeting the goals of the PMO charter (Initiative and enterprise)

3. Control links are established and/or maintained to measure the alignment between the internal project working environment and the target PMO objectives derived from the PMO charter (Problem solving, communication,

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environment and the target PMO objectives derived from the PMO charter (Problem solving, communication, technology)

4. New and existing project proposals and/or scope definitions are evaluated against the PMO objectives and any conflicting requirements rationalised from individual projects and the PMO program charter (Initiative and enterprise, problem solving)

5. External environmental impact is evaluated and/or rationalised to establish the impact upon individual projects and ensure project objectives are consistent with the PMO charter (Initiative and enterprise, problem solving)

6. The final PMO charter is communicated to stakeholders for accuracy verification (Communication)

3. Apply the program portfolio and program management office charter

1. Project managers are mentored about the PMO charter and to provide information about their project phases, approval points, review points and other milestones to facilitate PMO charter and portfolio integration (Communication, teamwork)

2. Project managers are mentored in methods to establish project baseline progress that enables measurement of overall PMO program performance as part of the organisations reporting cycle (Teamwork, problem solving)

3. Regular reviews of project baselines are established to ensure the PMO charter’s nominated PMO benefits are consistent with organisational expectations and discrepancies evaluated and communicated to stakeholders for PMO charter accuracy verification (Planning and organising)

4. All project finalisation activities are evaluated to ensure that specific project outcomes are meeting nominated project benefits and discrepancies evaluated and communicated to stakeholders for PMO charter accuracy verification (Teamwork, problem solving)

5. Overall PMO outcomes are reported and reviewed with stakeholders to evaluate effectiveness of nominated PMO benefits (Initiative and enterprise, problem solving)

6. PMO program lessons learned are catalogued and applied to project and to PMO program knowledgebase to improve internal working environment and enable evaluation of discrepancies which are communicated to stakeholders for PMO charter accuracy verification (Communication, learning)

How Much Does It Cost and

How Long Does It Take?


ExamplesExecutive Certificate in Project Management 1½ years $US 4,950 UMT, USA

Masters of Science 2 years full-time $US 36,390 MIT, Engineering Systems Division

Project Management Certificate 1 year $US 3,795 Kaplan, USA

Diploma of Project Management 20 weeks * 20hrs per week

$AUD 2,950 WF Associates through ECA, Brisbane

Certificate IV in Project Management 8 days face to face $AUD 4,264 AIM, Brisbane

Graduate Certificate in Project Management (GCPM) ½ year full-time $AUD 8,725 per semester

UQ, School of Geography, Planning and Architecture, Brisbane

Graduate Diploma in Project Management (GDipPM) 1 year full-time $AUD 8,725 per semester


Master of Project Management (MPM) 1.5 years full-time $AUD 8,725 per UQ, School of Geography, Planning and

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Master of Project Management (MPM) 1.5 years full-time $AUD 8,725 per semester


Graduate Certificate in Project Management (GCPM) ½ year full-time $AUD 12,960 per year

QUT, Faculty of Built Environment and Engineering

Graduate Diploma in Project Management (CN64) 1 year full-time $AUD 12,960 per year


Master of Project Management (CN77) 1.5 years full-time $AUD 12,960 per year


Doctor of Project Management (CN89) 4 years full-time $AUD 12,960 per year


Master of Project Management (MPRM) - MPM 2 years full-time $AUD 12,000 total USQ Australian Graduate School of Business, Springfield & Toowoomba

Master of Engineering and Project Management (MEngProjMgt)

2 years full-time $AUD 18,760 qualification

Griffith School of Engineering, Gold Coast

Local University Web Sites

� QUT

� http://www.courses.qut.edu.au/cgi-bin/WebObjects/Courses.woa/wa/selectFacultyFromMain?faculty=BEE

� Griffith

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� Griffith

� http://www17.griffith.edu.au/cis/p_cat/require.asp?ProgCode=5419&Type=structure

� UQ

� http://www.uq.edu.au/study/program.html?acad_prog=5289

� USQ

� http://www.usq.edu.au/handbook/2008/bus/MPRM.html

Other Australian Web Sites

� Uni of Technology, Sydney

� http://datasearch.uts.edu.au/dab/courses/postgraduate.cfm#Proj

� Swinburne, Melbourne

� http://www.industry.swinburne.edu.au/customised-business-solutions/project-management.php?utm_source=hitwise&utm_campaign=HWproje

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management.php?utm_source=hitwise&utm_campaign=HWprojectmgnt&utm_medium=cpc

� Uni of Sydney Project Management (Online Program)

� http://www.pmgp.usyd.edu.au/

� Australian Institute of Project Managers (AIPM)

� http://www.aipm.com.au/html/070122-newvictorianpmcourse.cfm

Other International Web Sites

� PMI’s Global Accreditation Center (GAC) � http://www.pmi.org/CareerDevelopment/Pages/Degree-

Directory.aspx

� Kaplan University, USA� http://www.kaplancontinuingeducation.com/bf/projectMana

gement.aspx

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gement.aspx

� University of Management & Technology, USA� http://www.umtweb.edu/AcademicPrograms/GraduateProgr

ams/MSM/ProjectMgt.htm

� MIT – Engineering Systems Division� http://esd.mit.edu/academic/ms_faqs.html

� MIT - Sloan� http://mitsloan.mit.edu/academic/courses.php

Summary

1. Understand why you are seeking education

� Education pathway

� Career pathway

2. Choose between:


2. Choose between:

� Academic education

� Vocational education

3. Organise your life!

Surround yourself with the best people you can find, delegate authority, and don’t interfere.


17TH September 2008


Fortune (New York, Sept. 1986). Quoted in: Reagan’s Reign of Error,

“Mission Impossible” (ed. by Mark Green and Gail MacColl, 1987)

October 2008 presentationProject Management at FlightCentre� The presentation is about

� Project Management at Flight Centre. It will discuss how business and technology fit into the Flight Centre structure and how the Project Services PMO works within the business and technology spheres.

� It will also touch on the different types of projects that the PMO is called upon to support.

� Matthew Tati


Queensland Chapter

� Matthew Tati

� Matthew has a travel technology background and moved into Project Management in 1999. He has managed projects for the Federal Government and various travel distribution companies. He is Secretary of the Australasian Chapter of the International Federation for IT in Travel and tourism (IFITT).

� The PMI Queensland will be the proud sponsor of a Bar Tabfor the October 2008 Chapter Meeting

Thanks for coming


Queensland Chapter

Enjoy the Networkingat the bar