Tutorial 2
1. Readings:
Mandatory Readings
• Kerzner Chapter 2, & 21;
• Please access the Project Management Journal Vol. 42, No. 5, 4-16 and
ead the following article Walker D., Dart C. J XXXXXXXXXXFrontinus--A Project
Manager From the Roman Empire Era
Make sure you have done the readings.
2. Watch recordings:
Also, watch YouTube Video: Value Driven Project Management by Dr. Harold
Kerzne
3. Answer following Questions to reflect and assist in your Portfolio
After reading about the history about project management, describe what you
think about project management? What has been the contribution to the
world?
What are the benefits of using project management?
Could you say that the method you approach things with has similarities to
project management?
How would you describe project management and change?
Have you ever wanted to change something?
Describe an example where you introduce change and how you achieved it.
How would you describe a “System”, “Program and “Project”?
Have you ever experienced a failed project?
Describe it and why it failed? What could have been done differently to not
fail?
Describe a project life cycle? Can you name any?
Why do you think we need project management methodologies?
How does having project management methodologies relate to continuous
improvement?
Have you ever experienced continuous improvement in your life?
Describe an example where you strived for ‘continuous improvement”
Have you ever failed in an exam, a test, or done badly in an activity and then
wanted to improve? What did you do to improve?
PowerPoint templates
Project Management
Methodologies
PPMP20009
Week 2 Lecture
Research shows us that
the majority of projects fail.
Time / cost
Benefits realisation
Biggest ba
iers
people factors
underestimating complexity
Many faces of failure
• 1980s
– Ineffective planning
– Ineffective scheduling
– Ineffective estimating
– Ineffective cost control
– Project objectives
eing ‘moving targets’
Many faces of failure
• 1990s
– Poor morale
– Poor motivation
– Poor human relations
– Poor productivity
– No employee commitment
– No functional commitment
– Delays in problem solving
– Too many unresolved policy issues
– Conflicting priorities between executives, line managers,
and project managers
Stage Gate Process
• Gates
– structured decision points.
• Gate Review Checklists
– inform the Project manager what needs to be
prepared to be able to pass through the gate.
• Gate Keepers?
– Providing assurance
– Decision making
Stage gate reviews
• Decisions
• Proceed based on original
objectives
• Proceed based on revised
objectives
• Delay making decision
until further information
obtained
• Cancel Project
A structured process for managing a
multitude of projects is most commonly
called:
a) Project management policies
) Project management guidelines
c) Industry-wide templates
d) A project management methodology
Project Management Methodologies
– A repetitive series of processes, activities and tools
used on every project
• A single methodology
• Organisations tailor project management
methodology to their culture and context
• consider QUT and TMR project management frameworks
(week 1 moodle site)
Single methodology doesn’t mean one size fits
all: Tiered projects
1
• Low cost, risk, complexity, criticality
• Lite suite of documentation and assurance
2
• Medium cost, risk, complexity, criticality
• Standard documentation and assurance
3
• High cost, risk, complexity, criticality
• Significant documentation and assurance
Enterprise project management
methodologies
• When products, services or
customers have similar
equirements can implement a
enterprise wide PM
methodology.
• Implementing methodologies
may initially be based on rigid
policies and procedures
• As project management
maturity improves shift to
guidelines, templates, checklists
Consider a university.
Would the customers
(users) be the same for
all projects?
Would a rigid policy
ased PM methodology
e appropriate?
Enterprise project management
methodologies
In what situations would it be
difficult to create a single enterprise
wide project management
methodology?
How could you still maintain some
level of consistency if you needed
to have multiple methodologies in
your organisation?
Methodologies can fail
• There are a number of reasons why a methodology
may fail including:
– Executive level
• Have a poor understanding of what it is, think it is a quick fix, a
silver bullet
– Working levels
• It is too abstract and high level
• Too detailed and complex
• Insufficient explanation of how to use
• Lacks integration into the business
• Does not fit project type
Comprehensive list Kerzner p91-92
Deciding on what type of
methodology
• Factors to conside
– Overall company strategy
– Size of project scope and team
– Project priority
– Project criticality
– Project risk profile
– Project complexity
– Project cost
– How flexible the methodology and its components
are.
Where would each of these
methodologies work well?
Project management
maturity model
Level 1
Common
language
Level 2
Common
processes
Level 3
Singular
Methodology
Level 4
Benchmarking
Level 5
Continuous
improvement
Kerzner p1071
Project management
maturity model
Level 1
Awareness
of process
Level 2
Repeatable
processes
Level 3
Defined
Processes
Level 4
Managed
Processes
Level 5
Optimised
Process
P3M3
Process not usually documented, little or no
guidance or supporting documentation
There may be areas starting to use standard
approaches but no consistency across organisation
Processes are documented,
standardised and integrated to some
extent into business processes
Defined processes that are
quantitatively managed i.e.
controlled using metrics
Process continuously optimised for changing
usiness needs
What Level of
Maturity?
• Why?
• Where are we now?
• What are we working with?
If you don’t know
where you are
going, any road will
get you there.
Cheshire Cat
(Alice in Wonderland)
Portfolio Management
August XXXXXXXXXXself assessment
Portfolio Management
2012 external assessment
Project Management Methodology
• Consider the different types of project
management methodologies and discuss for
what projects they would be appropriate.
Dr Kerzner’s 7 Fallacies that delay
Project Management Maturity
• Our ultimate goal is to implement
project management
• We need to establish a mandatory
number of forms, templates,
guidelines and checklists by a
certain point in time.
Dr Kerzner’s 7 Fallacies that delay
Project Management Maturity
• We need to purchase project
management software to accelerate
the maturity process.
• We need to implement project
management in small steps with a
small
eakthrough project that
everyone can track
Dr Kerzner’s 7 Fallacies that delay
Project Management Maturity
• We need to track and
oadcast
the results of the
eakthrough
project.
• We need executive support
• We need a project management
course so our workers can
ecome Project Management
Professionals (PMPs)
• Questions?
• Why have you chosen to study project
management?
• Next week
– Readings and Resources – get onto MOODLE!!!
Exemplar 20009_ Weekly Portfolio
1 of 7
Weekly Portfolio Learning Table
Topic and reading
samples.
Your personal learning
outcomes from this course.
Learnings from your experience. Supporting
documentation
including your
prior learnings.
i) Lecture Slides PMO function
Ethics
(Note: Week4 Lecture Slides covered
in Portfolio 3)
My cu
ent organisation does not have a PMO as such rather a Project Team made up of
a Capital Manger and Contracts Superintendent who I report to. The Contract
Superintendent ensures all the Project Processes are adhered to. These include but not
limited to:
• Monthly Project Report to Board
• Progress Payment Certificates
• Issue of Final Certificates
• LDs
• Project database administration
• Determination of Tender Type
• Bank Guarantees
There is a fine line between acceptances of gifts as a token of thanks for continued
usiness vs favourable selection for a pending tender. There is constant exposure to
suppliers offering small tokens of gratitude in our business. We have a policy requiring the
declaration of gifts based on monetary value.
ii) Recommended
Readings
Kerzner : Chapter 9,
11.34
Project success is often measured by
the “actions” of three groups: the
project manager and team, the
parent organization, and the
customer’s organization. (Harold
Kerzner, 2013)
The listed actions in Kerzner that stimulate Project Success are relevant in my limited
experience.
With regards to my cu
ent role I have found the success of the project relies heavily on
the accuracy of the initial specification i.e. ensure that both parties understand the scope
of works. Equally important is that through past performance you can be assured that the
successful tenderer can deliver on the specification.
I had an experience with a project where the selection was based on budget and although
the product was delivered, at no time during the project I was comfortable of success
ecause the reporting was inadequate.
I can also relate to the disruption Project work can cause the functional teams.
Having used Electrical resources from a functional team on a recent Project I was very
aware that my success could have directly affected the delivery of the maintenance
schedule. In other words if my schedule of allocated hours was inco
ect it would mean
Exemplar 20009_ Weekly Portfolio
2 of 7
Topic and reading
samples.
Your personal learning
outcomes from this course.
Learnings from your experience. Supporting
documentation
including your
prior learnings.
PMI Implementing
Organizational PM
Preface & Chapter 1
Enterprise project management
methodologies can enhance the
project planning process as well as
providing some degree of
standardization and consistency.
(Harold Kerzner, 2013)
OPM advances organizational
capability by developing and linking
portfolio, program, and project
management principles and practices
with organizational enablers (e.g.,
structural, cultural, technological, and
human resource practices) to support
strategic goals. (Anon., 2014)
Thus far appears to be