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Building Sustainable Project Management Practices Dr. Janet Ply, PMP, Pendére Inc. Stacy Jaycox, CBAP, Tyson Foods ITRI’s Women in Technology Conference.

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Presentation on theme: "Building Sustainable Project Management Practices Dr. Janet Ply, PMP, Pendére Inc. Stacy Jaycox, CBAP, Tyson Foods ITRI’s Women in Technology Conference."— Presentation transcript:

1 Building Sustainable Project Management Practices Dr. Janet Ply, PMP, Pendére Inc. Stacy Jaycox, CBAP, Tyson Foods ITRI’s Women in Technology Conference March 11, 2011 v1.01

2 Topics Value of project management Approach for building a sustainable practice Measurable results from Tyson Foods (Stacy Jaycox, PMO Director) Questions/comments 2 v1.0 © 2011 by Pendére Inc.

3 Project Management Scope Project Management Institute - PMBOK Project management is not just a glorified checklist 3 v1.0 © 2011 by Pendére Inc. Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communication Management Project Risk Management Project Procurement Management

4 Value of Project Management v1.04 © 2011 by Pendére Inc. Delivery Predictability More accurate Budgets Schedules Resource needs Forecasting Portfolio Mgmt Higher Quality Increased Productivity Fewer Surprises Credibility - Trust - Customer Satisfaction Reduced Effort Costs Schedules Rework Scope Management Team Accountability Problem Resolution Appropriate Contracts

5 So What Do Companies Often Do? Send people to open enrollment project management training, expecting on-time delivery within budget Then no changes are made to position the PM to be successful: –Expect “on time” delivery with constrained resources –Cut corners …”we can fix it later” –Set unrealistic schedules and budgets –Provide little actual executive sponsorship –“Prioritize” based on squeaky wheel (reactive vs proactive) 5 v1.0 © 2011 by Pendére Inc.

6 Why Do We Need This Formal Project Management Stuff? “This is the first project that we haven’t been able to just grind our way through…” Projects today are more complex than ever before and complexity will continue to increase –Span multiple departments, companies, countries –Increasing number of stakeholders with conflicting agendas –Data explosion –Regulations and compliance 6 v1.0 © 2011 by Pendére Inc.

7 Positioning for a Successful PM Practice Starts at the top – Executive Sponsorship Understand the business goals –Predictable schedules/budgets? –Reduced costs? –Increased revenues? –Improved productivity? –Reduced defects? –Reliability? –Compliance? –Customer Satisfaction? Develop a roadmap 7 v1.0 © 2011 by Pendére Inc.

8 Approach for Building a Sustainable Project Management Practice v1.08 © 2011 by Pendére Inc. Analyze Current State Review organization goals Baseline skills, processes, and technology Prioritize gaps Obtain approval Define Outcomes and Approach Identify target outcomes Plan improvement approach Develop mentors and leaders Gather baseline measures Establish and Pilot Solution Build or evolve process assets Install or update technology Tailor training to fit Pilot all new or changed elements Deploy Solution Provide training as needed Mentor and coach users of new skills and practices Gather measures and feedback Adapt assets and tools as needed Measure and Assess Outcomes Review results Compare to goals and targets Identify needs for improvement Prioritize gaps

9 9 v1.0 © 2011 by Pendére Inc. Stacy Jaycox PMP, CBAP Director, Tyson IS PMO

10 Hitting Project Targets Why is it important to hit project targets? 10 v1.0 © 2011 by Pendére Inc. o To achieve the business case o To preserve the enterprise schedule o To build integrity and trust

11 Tyson Project Performance v1.0 © 2011 by Pendére Inc. 75% 0% On-Cost On-Effort % % % On-Time

12 Root Causes Bloated, “one size fits all” SLC Disparate PM and BA skill levels Over-reliance on business knowledge Resource bottlenecks Weak, compliance-oriented PMO 12 v1.0 © 2011 by Pendére Inc.

13 Consequences Frustration with project overhead Antagonistic relationships with the business Growth of “shadow IS” Limited ability to implement game- changers Ineffective PMO largely seen as UOH 13 v1.0 © 2011 by Pendére Inc.

14 Our Strategy Develop a quality, service-oriented PMO Find a strong partner “Engage the fruit” Streamline the SLC Create repeatable and teachable processes with supporting tools Build our people 14 v1.0 © 2011 by Pendére Inc.

15 Tyson Project Performance – v1.0 © 2011 by Pendére Inc. 75% 0% On-Cost On-Effort % % % On-Time % % % % % % % % %

16 State of the Tyson PMO Brand 16 v1.0 © 2011 by Pendére Inc

17 Walton College of Business and Pendère partner to help companies drive results to bottom line –Assessments of current state –Project-based learning approach –Mentoring Measurable results 17 v1.0 © 2011 by Pendére Inc.

18 Questions/Comments 18 v1.0 © 2011 by Pendére Inc. Contact Information Janet K. Ply, PhD Pendere Inc


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