Phone : (201) 799-4941Email: denny@dataincusa.com

http://www.datainc.biz

Project Management – Beyond the Finish Line

Presented byDenny Panakal – PMP

DATA Inc.

• Scenario 1 – The conventional PM

– Process Driven PM’s• Some PM’s stick to the

process

– ‘Get in – Get out’• Process driven – whether

PMBOK, ITIL or otherwise

• Focused more on ‘measurable’ deliverables as per project plan.

The Challenge

Suffer from the following symptoms?

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• Possible loss of revenue

• Possible loss of avenues for project expansion

• Abrupt ending of project

• Reduction of ‘true’ business potential

• Loss of opportunity

As a result

Fallout from projects

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• Why does this happen?

• Potential growth is sidelined

• How can a PM ensure success and opportunity ‘beyond the project’ for the organization?

A Catalyst for Change

Can a PM be positioned as a catalyst for change?

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• Scenario 2 – PM Proponent

– PM’s cooperate with resources inside and outside of IT

– Brings a level of ‘customer service’

– Works with key personnel to facilitate ‘opportunity’ and collect business intelligence

Beyond PM Execution

PM’s need to look beyond the ‘process’

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• Scenario 2 – PM Proponent– ‘Champions’ the project

• Passionate about promoting the project as a catalyst for change

– Plans ‘post project’ activities

• Looking beyond the goals of the project – to change the way we think

• Innovation / Creativity

Beyond PM Execution

PM’s need to look beyond the ‘process’

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Beyond PM Execution

Can a PM truly look beyond ‘process’ to help an organization realize business

and opportunity?

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• Carrying out demonstrations and presentations– Bringing out value-added technical knowledge

• Delivering workshops and training – Being a mentor

• Preparing marketing materials – Working to develop case studies / white papers to innovate– Showcasing the ‘success’ of a project to help facilitate change

• Organizing product/service launches – Helping to mitigate risk – conveying the right ‘knowledge’ for

success

Business Realization

How PM’s can facilitate change?

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• Arranging and chairing stakeholder meetings– Helping to facilitate better ‘communications’– Build the ‘right’ expectations

• Finding creative solutions to problems – “Every problem has a solution” – Can a problem and a solution be turned into an opportunity?

• Championing the cause – Bringing the passion, power and knowledge to move things

forward beyond project execution

Business Realization

How PM’s can facilitate change?

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• A method to ensure that projects and programs deliver what they promise — providing focus, demonstrating value-for-money, reducing the risk of failure and maximizing benefits achieved.

Beyond Traditional Project Mgmt.

Benefits Realization Management

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• BRM includes three distinct but tightly related phases: – Portfolio prioritization

• Project is assessed in terms of its attractiveness, achievability and affordability

– Active benefits management • Periodic measurement of effectiveness and efficiency

– Performance management • Measuring whether the benefits envisaged at the start are

realized at the end

• Phases rely on governance structure involving relevant stakeholders.

Benefits Realization

Components of the benefits realization process

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Benefits Realization

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Benefits Realization

BRM as it coexists with PMBOK

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Benefits Realization

BRM implementation– A phased approach

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• PMI Standard of Portfolio Management provides a guideline for overall portfolio assessment and management. Benefits are monitored and assessed.

• BRM is the management process– There are 3 major BRM models available to define and

measure the benefits realized in a project

– During this session, we are looking at the salient features of all these models which define the BRM space

BRM vs PMI Portfolio Mgmt standard

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• An organization lacked the proper tools to run training of it’s employees

• Project was initiated to supply learning management system

• PMO decided that modernization was needed to streamline the process of information analysis

– Could ‘extension or ancillary applications’ hold the key? – How process automation will impact other applications? – Challenges of paradigm shift of how business is conducted– What will be ROI if product is not fully functional

Case Study

How can this work in the real world?

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• Define: – Benefits were defined at the strategic or objective level

• Develop: – Mechanism to validate the benefits during investment analysis

for program and project funding

• Deliver: – Phased implementation approach.

– Check the delivery of early benefits once the programs and projects are defined and have begun execution to validate the long term goals

Case Study

BRM approach used

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• Benefits realization check: – Measure product or service performance to validate early

results and assure the strategic goals are met

• Refinement: – Evolve the product design to cater to the agile demands of

business– Evaluate how other departments can leverage the potential of

this product to meet their needs

• Role of PM– Acted as proponent of change– Devised ways for staff to participate in the automated process– Positively project the benefit for the entire organization

Case Study

BRM approach used (continued)

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End Result– An enterprise product which catered to the needs of

cross department needs

– Training Department• Process automation of Learning management• Training materials shipment mechanism• Event Management

– HR • Automate employee perf. review , benefit management• New employee On-boarding process

– Sales• Shipment of new sales material• Automate Sales data capture

Case Study

BRM approach used (continued)

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Case Study

Lets discuss!

Where are the benefits?

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• Robust business cases to leverage adequate budgets

• Alignment of projects with business• Value-for-money criteria for supplier/product

selection• Project effort invested in activities that will

deliver results

So why should you adapt BRM?

Benefits of BRM

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• Business-driven performance criteria

• Reduction in the risk of poor ‘adoption’ and project failure

• Maximum achievement of promised business benefits

So why should you adapt BRM?

Benefits of BRM

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• Creates Leadership

• Facilitates Ownership

• Faster ROI

• Better Communications and Relationships

• Project Sustainability and Exponential Growth

So why should you adapt BRM?

Additional Benefits of BRM

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Project success goes beyond implementation

Thank you!