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Global Congress Global Leadership Vision for Project Management.

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Presentation on theme: "Global Congress Global Leadership Vision for Project Management."— Presentation transcript:

1 Global Congress Global Leadership Vision for Project Management

2  Process driven development works fine in low complexity environment  Complexity has increased  Need to take risks to move projects along  Need project leadership to take risks and be accountable  Project management provides a framework to be nimble yet retain governance Why Project Management?

3  Project success is measured by business success  Value is realized during use of product  Project Leadership and Project Management  Emotional Intelligence is a key factor  Increasing complexity is universal  Flatter, more collaborative organizations  Project management has transformed many different kinds of organizations Project Management Institute Global Congress

4 Global leader in transportation, committed to upholding public needs and collaboration with internal and external partners to create a safe, efficient and sustainable transportation system for the future. MnDOT Strategic Vision

5 To achieve the Strategic Vision, MnDOT project management utilizes professional, expert people, effective processes, and appropriate support tools to deliver high quality projects that provide business value on scope, on time and on budget. Project Management Vision

6 Vision Components: People ComponentWork Items Project Managers are progressively developed through training and practice as professionals in the discipline PM training PM coaching PM Community of Practice Career path Project Managers are assigned to projects based on their soft skills and technical skills and the demands of the project Core competencies Verify PM assignments and revise if necessary Eliminate expectation that PM is Engineer Project Management Performance Evaluation Dedicated expert staff at statewide, regional or district level to provide support to the project manager for scheduling, cost estimating, risk management, and other project management processes. Project Mgmt Office Resource Center(s) Other specialty office support

7 Vision Components: People ComponentWork Items Functional groups and specialty offices are experts in their disciplines and provide the production work on projects. They are provided adequate staff or consultant support to meet their commitments Identify resources needed Resource management tool Consultant Procurement methods Functional group roles Integrated project teams are formed to plan and deliver projects and are disbanded when the project is done Team Charters Training in team management and participation Project Team Evaluation Team Tracking Enhanced collaboration tools Program and Portfolio Managers are identified and trained for these roles Identify Program & Portfolio managers Combined Managing Projects/Leading PMs class required for all program and portfolio mgrs Training in Program & Portfolio Mgmt processes Projects residing in multiple portfolios/programs

8 Vision Components: People ComponentWork Items Roles and Responsibilities are clearly assigned to maximize efficiency while ensuring all necessary work is completed Roles & responsibilities definition Our processes and tools and our staff are being continuously improved and measured in our pursuit of excellence to ensure all our efforts add value. Implementation Workshops Process for PM tool/guidance modification Charter a MnDOT process management function

9 Vision Components: Processes ComponentWork Items A clear chain of command exists from the Commissioner down to the project manager. Project sponsors set authority of project managers according to their skills and project risk to make scope, schedule, budget, and staff decisions to keep projects on track. Define line of authority within portfolios and programs, esp. overlapping Define sponsor/PM/functional group/specialty offices decision making authority Internal dispute resolution process Project managers, staff (functional areas, integrated project teams) and management are held accountable for participating in project planning, meeting their commitments, and working within the established processes Defined expectations Measures Performance reviews based on expectations and results Corrective actions

10 Vision Components: Processes ComponentWork Items Project Management governance is defined at the enterprise, portfolio, program, and project levels Project Management Manual Project classification based on complexity & risk Process Requirements Project Development Model w/ Gates Objectives Definition Reporting Standards Measures Project managers apply processes, scaled to the project complexity and risk, to best manage projects. These processes involve managing stakeholders (internal & external including operation & maintenance), being mindful of multiple contacts with stakeholder groups, scope, schedule, cost, quality, human resources, communications, risks, procurement, and integration. Project Charter Project Management Plan Conflict Scoping Process Update Scoping Process Schedule Process Cost Estimating/Cost Management Quality Management Process Communications Project Staffing Project Risk Management Procurement Monitor Change Management

11 Vision Components: Processes ComponentWork Items Open communication exists that allows for discussion, debate and inclusion of a wide range of stakeholders to arrive at the best decisions. Decisions are communicated clearly and the project moves forward or escalated via the escalation process when needed. Then decisions are communicated clearly and the project moves forward. Issue escalation process Project data and documents are managed to provide easy access for the project team, audit, and legal counsel Electronic Document Management System Document Management Protocols Project Management Information System

12 Vision Components: Processes ComponentWork Items Lessons learned on a project are collected, shared with communities of practice, and use for process improvements Lessons Learned Sharing System Communities of Practice Project data is provided to assist project management and historic data is analyzed and utilized for projections of future performance Schedule analysis report to PMs Actual cost data to PMs Schedule duration and effort analysis and guideline development Cost estimate data analysis and guideline development Portfolio and Program management strategies are applied so projects and initiatives are integrated, clear direction is provided on priorities, and funding and staffing decisions are based on accurate data. Map work to programs and portfolios Develop processes and tools for program and portfolio management Develop Business Intelligence tool

13 Vision Components: Tools ComponentWork Items Project managers use a consistent set of tools and systems to facilitate sharing work across MnDOT and with consultants as well as provide portfolio and program support. Templates Project Management Lifecycle Toolbox Schedule Cost Management Resource Mgmt Risk Mgmt Issue Mgmt TPCE Database Project Management Information System Project Team Collaboration System

14  High level – Systems, Organization  Mid level – Authority, Accountability  Ground Level – PM Processes, Team Development Big Change takes Work

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