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EuroProjex © jrt/gpbo/jul08 EuroProjex Goal Directed Project Management 30 th Anniversary Seminar Oslo, 13 th May 2014 Prof.

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Presentation on theme: "EuroProjex © jrt/gpbo/jul08 EuroProjex Goal Directed Project Management 30 th Anniversary Seminar Oslo, 13 th May 2014 Prof."— Presentation transcript:

1 EuroProjex © jrt/gpbo/jul08 EuroProjex Goal Directed Project Management 30 th Anniversary Seminar Oslo, 13 th May 2014 Prof Rodney Turner Prof Rodney Turner Managing Consultant, EuroProjex Editor-in Chief, International Journal of Project Management SKEMA Business School

2 EuroProjex © jrt/gpbo/jul08

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4 EuroProjex © jrt/gpbo/jul08 Forward looking  A review of the 1 st English edition said: å How can this be a book about Project Management. It doesn’t mention Critical Path Analysis  The book did, in one sentence, to say we were looking at other areas of Project Management essential to project success  Almost immediately after, PRINCE, and then 9 years later PRINCE2, ignored cost and time å saying people knew how to manage those – they needed guidance elsewhere

5 EuroProjex © jrt/gpbo/jul08 Goal Directed Project Management 30 th Anniversary Seminar Success Factors Results-based Planning People-Systems-OrganizationProjectivityContinuity

6 EuroProjex © jrt/gpbo/jul08 Pitfalls  Establishing the project å project plans not aligned with business plans å procedures for managing projects not defined å priorities not communicated å no shared vision  Planning å plans developed at a single level å cumbersome tools å creativity discouraged å unrealistic estimates

7 EuroProjex © jrt/gpbo/jul08 Pitfalls - cont  Organizing and implementing å lack of cooperation å resource providers not committed å resources not available when required å management responsibility not defined å poor communication å technical vs project management  Control å purpose of control not understood å progress no monitored against the plan å ineffective review meetings å responsibility without authority

8 EuroProjex © jrt/gpbo/jul08 History of project success  1970s – Tools å mainly Critical Path Analysis  1980s – Success Factors å GDPM (1984) å Morris (1988) å Baker, Murphy and Fisher (1988) å Pinto & Slevin (1988)  1990s – Success Criteria å Wateridge (1995) å Criteria>Factors>Tolls  2000s – Project vs Project Management Success å Cooke Davies (2002) å Jugdev and Müller (2005) å the project manager as a success factor, Turner and Müller (2005)

9 EuroProjex © jrt/gpbo/jul08 Principles  Structured breakdown  Focus on results  Balance results  Negotiate a contract  Keep it simple

10 EuroProjex © jrt/gpbo/jul08 PRINCE2 Principles 1. Continued business justification 2. Learn from experience 3. Defined roles and responsibilities 4. Manage by stages 5. Manage by exception 6. Focus on products 7. Tailor to suit the project environment

11 EuroProjex © jrt/gpbo/jul08 Goal Directed Project Management 30 th Anniversary Seminar Success Factors Results-based Planning People-Systems-OrganizationProjectivityContinuity

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14 EuroProjex © jrt/gpbo/jul08 Product- vs work-breakdown  We haven’t won the battle yet  In spite of PRINCE2, many people still talk in terms of product-breakdown

15 EuroProjex © jrt/gpbo/jul08 Goal Directed Project Management 30 th Anniversary Seminar Success Factors Results-based Planning People-Systems-OrganizationProjectivityContinuity

16 EuroProjex © jrt/gpbo/jul08 Technical vs cultural change CulturalObjectives TechnicalObjectives People Organisation PSO Programs Systems

17 EuroProjex © jrt/gpbo/jul08 PRINCE2 themes SU DP IP SB CS SBCP CS MP MP BusinessCase Organization Plans Quality Progress Change Risk

18 EuroProjex © jrt/gpbo/jul08 Systems  There is a long history of a focus in systems in Project Management

19 EuroProjex © jrt/gpbo/jul08 Project systems ProcessManagement(MilitaryApproachProject-basedManagement FunctionalHierarchicalLineManagementProjectManagement Teams deliver results to customer requirements guided by precedent Specialists do work to defined systems following rules Customer-focusedProcesses Internally-focused Discrete Systems ManagementFocus RoutineNovel Nature of Work

20 EuroProjex © jrt/gpbo/jul08 Systems vs process  The major difference between the US and European approach is the US takes a systems approach and Europe a process approach å except the PMI® PMBoK® adopts a process approach

21 EuroProjex © jrt/gpbo/jul08 Three levels of process PortfolioDesignPortfolioImplementationPortfolioMaintenancePortfolioReview Lessons learned DefineProgramExecuteProgramCloseProgram 00 DevelopbusinesscaseDevelopprocurementstrategyCompetitiveprocurement Award & implementcontractManagecontractClosure X End-of-stage reviews

22 EuroProjex © jrt/gpbo/jul08 Where is the green parrot?  At a five day seminar in 2003 I spoke on Thursday afternoon  A delegate told me later that I was the first person all week to mention the people

23 EuroProjex © jrt/gpbo/jul08 The fundamental transformation  When interviewing for the leadership research somebody from Air Austria said in her organization: å project team members spent their lives complaining that project managers were task focused not people focused å but the day they were appointed to be a project manager they became task focused

24 EuroProjex © jrt/gpbo/jul08 The future  Project-based organizations are becoming more people focused  In recent research I did into Project Management in SMEs å micro- and small organizations are people focused perforce å but even large organizations are taking positive steps to be more people focused l balance need for coordination and compliance with the needs of people

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26 EuroProjex © jrt/gpbo/jul08 Project Organization  A key tool for Project Organization is the Responsibility Chart å called the Responsibility Assignment Matrix in the PMI® PMBoK®

27 EuroProjex © jrt/gpbo/jul08 Goal Directed Project Management 30 th Anniversary Seminar Success Factors Results-based Planning People-Systems-OrganizationProjectivityContinuity

28 EuroProjex © jrt/gpbo/jul08 Projectivity O:OrganizationCreatescooperation between line and project Project management controls execution to meet project objectives S: Systems Ensuresprocedures are understood by all P:PeopleGains commitment to projectobjectives O:Organization Assigns priority betwee dayto day work and projects Operationsmanagement carries out agrees decisions, commits resources S: Systems Ensure project systems work in context P:People Gives everyone doing project work necessary time Projectivity represents the ability of an organization to achieve its strategic objectives by managing this interface

29 EuroProjex © jrt/gpbo/jul08 Not solved  The relationship between project managers and line managers continues to cause friction å Alicia Medina  Is it because people prefer routine to change?

30 EuroProjex © jrt/gpbo/jul08 Goal Directed Project Management 30 th Anniversary Seminar Success Factors Results-based Planning People-Systems-OrganizationProjectivityContinuity

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32 EuroProjex © jrt/gpbo/jul08 That’s All Folks


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