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The Difference Between the What and the How of Project Management

Authors: William S. Bates & Thomas Flynn

Copyright Information & PMI

PMBOK is a registered mark of the Project Management Institute, Inc.

The Difference Between the What and the How of Project Management. It may not be reproduced in whole or in part without the written authorization of the administrator through CTE Solutions. The Difference Between the What and the How of Project Management is compliant with the Project Management Institute’s A Guide to the Project Management Body of Knowledge, 5th Edition, 2013. Some of the seminar materials are copyrighted by Bates Project Management Inc. for which the authors have authority to utilize for their use. The presentation is copyrighted by William S. Bates and Thomas Flynn, 2014 and is on loan for use by CTE Solutions.

Outline

• Introduction

Key Concepts and Definitions

Project Lifecycle

Project Planning and Control Model

• What Needs to be Done on a Project?

Project Management Institute Requirements Strength of the PMBOK®

Weakness of the PMBOK®®

• Transition to the How of PM

– Corporate Planning Process Model

– Requirements to Achieve the How

• Recent Research

• Conclusion

Corporate Positioning

Company

Project Portfolio

Program On Going

Ops

Key Concepts and Definitions

• Portfolios

A collection of programs, projects and operations within a business and/or support line

• Programs

A large, complex undertaking composed of multiple projects to deliver a major product or service

• Projects

A temporary endeavour that results in a distinctive product, service or end result

• Work Package

A specific deliverable required to create the final product, service or end result of a project.

Lowest level of the work breakdown structure

Key Concepts and Definitions

• Project Management The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements (PMBOK®)

• Project Management Methodology A set of consistent processes, procedures, techniques and templates to cover all required areas of project initiation, planning, execution, monitoring and close-out of a project

• Corporate Operations

Day-to-day functions to deliver the services of an organization

Project Lifecycle

Initia

tion

Pla

nnin

g

Exe

cution

Clo

se o

ut

Benefits

Realiz

ation

Time

Pro

ject

Eff

ort

$ o

r H

rs./

Da

ys

What needs to be done…?

• Project Management Institute A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - 5th Edition, 2013

• Purpose of the PMBOK® Guide:

“The PMBOK® Guide identifies that subset of the project management body of knowledge that is generally recognized as good practice. Generally recognized means the knowledge and practices described are applicable to most projects most of the time, and there is consensus about their value and usefulness.”…. Good practice does not mean that the knowledge described should always be applied uniformly to all projects; the organization and/or project management team is responsible for determining what is appropriate for any given project.” (P.2)

PMBOK Components®

• Five processes:

• Initiation

• Planning

• Executing

• Monitoring & controlling

• Closing

• Ten Knowledge Areas – Integration

– Scope

– Cost

– Time

– Risk

– Human Resources

– Quality

– Communications

– Procurement

– Stakeholder Management

Project Management Processes

Initiating

Processes

Closing

Processes

Planning

Processes

Monitoring &

Controlling

Processes

Executing

Processes

Arrows represent flow of information

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – 5th Edition, 2013, Project Management Institute

Total of 47 processes in PMBOK® Guide

Project Planning and Control Model

Update & Detail Project Scope

Definition

Detailed Work Package Planning

& Estimating

Project Schedule

Development

Finalize Plan & Gain Approvals

Monitoring & Control Updates

Project Initiation

Project Budget Development

(Excluded from Seminar)

Other Processes as required

Risk, Quality, Human Resources, Communications,

Procurement, Stakeholder

Strengths and Weaknesses of PMBOK®

• Strengths

- Recognized standard

- Applicable to any project

- Evolves; new edition every 4 years

- Certifications are available

• Weaknesses

– Too complex for small projects

– Theoretical and very difficult

to apply in the real world

– Certifications do not always

prove who is suited &

qualified to manage projects

Transition to the How of PM

• Corporate planning required by a company or

government agency

• Effective project management environment be

established

• Assess current project management capabilities

• Implement as a project

Project Management Context

Mission Statement

(Evolve Over time)

Goals/ Objectives

(Evolve Over Time)

Strategies (Update Yearly)

Specific Action Plans

(Updated Yearly)

Project Plans

Monitor & Update Operational & Capital Plans (Monthly to Quarterly)

Strategic Plan

Annual Plans

Provides for a closed loop planning, execution and control of all corporate activity

Corporate Planning Process Model

Project Plans

Corporate Planning Model Components

• Corporate planning definition for this seminar

• Definition components

• Planning for the future (1 to 5 year time frame)

• Based on documented assumptions that respond to an

evolving business and political environment

• Systematic setting of corporate goals

• Planning for operations, portfolios, programs and projects

• Identifies specific projects to achieve the corporate goals

• Responds to the needs of business units and integrates across

units as necessary

• Reduces risks

• Improves profitability and/or quality of services

Requirements to Achieve the How of

PM

Business and Technology Processes

Documented

Project Governance

Project System &

Tools

Education

Project Management Methodology

Senior Management Support & Direction

Leadership & Skills

Effective Project Management Environment

Process for Successful PM Implementation

Development Phase

Communications & Cultural Sub-Project

Implementation Phase

On-Going Operations

Assessment & Planning

Project Management Organization

• Enterprise PM Implementation Methodology Model

Management Review

Assessment and Planning Phase

Preliminary Investigation

Assessment Plan

Capability

Organizational PM Maturity/Capability

Staff PM Capability

Assessment Report

Requirements Definition

Implementation Project Planning Project Plan

Decision Refine Plan

Cancel

Commence Project

Recent Research

• Essential traits for “success” as a project manager: Takes Initiative: The tendency to perceive what is necessary to be accomplished and proceed on one’s own

Enthusiastic: The tendency to be eager and excited toward one’s own goals

Finance/Business: The interest in commerce or fiscal management

Wants to Lead: The desire to be in a position to direct or guide others

Source: Dr. Paul D. Giammalvo, Using “Behavioral Profiling” to Identify “Successful” Project Managers, PM World Journal, Vol. 1 –Issue 1 – August 2012

Recent Research Continued

Analytical: The tendency to logically examine facts and situation (not necessary analytical ability).

Handles Autonomy: The tendency to have the motivation and self-reliance necessary for a significant amount of independence from immediate supervision (does not indicate the necessary job related knowledge)

Wants Challenge: The willingness to attempt difficult tasks or goals

Giammalvo Quote:

“Despite the proliferation of exam based credentials and certifications, they are not reliable predictors of whether any individual has what it takes to be “successful”, especially in a new or different environment.”

20

Conclusion

• Effective project management takes 1.5 to 3 years to implement

• Must have management commitment

• Implement as a project

• Project management training only part of the solution

21

Conclusion

• More than about certification and standards

• Must understand potential and existing PMs’

behavioural attributes

• Behavioural attributes can be enhanced over time,

including through training

Training with impact TECHNICAL MANAGEMENT BUSINESS

Microsoft

VMware

Cloud Computing

IT and Cyber Security

CompTIA

Java Programming-

Languages

Novell

UNIX

TOGAF

Enterprise

Architecture

ITIL

COBiT

Agile and Scrum

Business Analysis

Project

Management

Change Management

Communication Skills

Leadership Skills

Negotiation Skills

Problem Solving Skills

Facilitation Skills

and many more…

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