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PROJECT MANAGEMENT MASTER PROGRAM
SCHOOL OF MANAGEMENT
UNIVERSITY OF QUEBEC AT MONTREAL
Agenda
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ESG UQAM
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Masters in Project Management Program
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Borealis Delegation
Largest French speaking business school in the
world with more than: 14 000 students
85 000 graduates
290 professors
Project management
Masters program
First project management program
in North America
PMI Accreditation
World-renowned in
project management
Professors and research experts in
Three program streams
Cooperative stream
• 45 credit program
• Alternating sequence of
study terms and work
(internship) terms
• Application seminar
• Integration seminar
Cooperative stream
• 45 credit program
• Alternating sequence of
study terms and work
(internship) terms
• Application seminar
• Integration seminar
Professional stream
• Three programs
• Variety of fields & different
backgrounds
• Progress at student’s own
pace
Professional stream
• Three programs
• Variety of fields & different
backgrounds
• Progress at student’s own
pace
Research-oriented
stream
• 45 credit program
• Opportunity to study a
subject in greater depth by
writing a dissertation
• Thesis preparation courses
• One thesis activity (21
credits)
Research-oriented
stream
• 45 credit program
• Opportunity to study a
subject in greater depth by
writing a dissertation
• Thesis preparation courses
• One thesis activity (21
credits)
A third delegation
2013 Degelation
CHINA
2014 Delegation
AUSTRALIA
2015 Delegation
SCANDINAVIA
One project, five objectives
Expand knowledge concerning Scandinavian project management
practices to the project management community in Montreal
Insure that future managers have a privileged access to the Scandinavian practices
in management
Acquire knowledge on Scandinavian management practices
Develop professional and academic partnerships between Quebec and Scandinavia
Transfer knowledge to companies, associations and students
Who are we meeting ?
Oslo
BI Norwegian Business School
9
Canadian Ambassy
9
Projekt Norway
9
Governance of large public
infrastructure project
9
Directorate for Emergency
communication
9
NRK
Stockholm
KTH Royal Institute of
Technology
9
Semcon
9
Tieto
9
Faveo
9
Ericsson
9
Wenell management
Research – to produce knowledge through high
quality scientific research;
Diffusing knowledge – to disseminate knowledge
through the organization of activities in line with
the priorities of the partner organization;
Training of new researchers – generous
scholarship program and the integration of
graduate students in all of the Chair's activities.
Research chair’s partners
One of the largest Canadian financial institution
Multinational in telecommunications
Montreal public transport (underground and buses)
Montreal suburb public transport (trains)
Governmental organization overseeing
large infrastructure projects
The city of Montreal
Electricity production and distribution
Transport Ministry
Human and Managerial Issues in Project Management
International Aid Projects
Management of Collaborative Projects
Organizational Dynamics
Processes, Practices and New Tools in Project Management
Socio-economic and Political Aspects in Project Management
Research Methodologies in Project Management
Scaling Agility
Yvan Petit, M.Eng., MBA, Ph.D., PMP, PfMP
ESG-UQAM
Overview
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Agile: background
•
Research trends on Agile
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Agile
•
Inspired from Lean manufacturing
•
Sometimes confused with different
methodologies
(Scrum, XP, Kanban)
•
Practitioner based
(Agile Manifesto,
2001; Highsmith, 2010; Agile Leadership
Network, 2005)
•
PMI Agile Certification (ACP) since
2011
Agile: 4 values
1. Individuals and interactions
over
processes and tools
2. Working software
over
comprehensive documentation
3. Customer collaboration
over
contract negotiation
4. Responding to change
over
following a plan
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Agile 12 Principles
1. Early and continuous delivery of valuable
software.
2. Welcome changing requirements, even late
in development.
3. Deliver working software frequently
4.
Business people and developers must
work together daily
5. Build projects around motivated individuals.
6.
Favor the use of face-to-face conversation.
Agile 12 Principles
7. Working software is the primary measure of
progress.
8. Should be able to maintain a constant pace
indefinitely.
9. Continuous attention to technical excellence
10.
Simplicity is essential.
58
Scrum
Impediments
•
In site, customer,
multi-project
– No longer a collocated small team
– Customer far away from the team
– People organized by discipline
– Architecture emerges ??
– Physical environment
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Scaling Agility
How can Agile principles be
adapted
to large organizations
managing a portfolio
of multi-site/multi-team projects?
Methodology
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Qualitative study on three cases
•
Multiple projects, multiple sites
•
Longitudinal (over 3 to 5 years)
•
Project are multi-teams ideally
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Striving for Agility
•
Started with small scale pilots
•
Extensive training program & use of
consultants
•
New roles and responsibilities
(scrum masters, product owners)
but kept project manager
•
In the last 8-10 years, shorten
delivery cycles significantly
Scaling Agility
•
Release planning AND iteration planning
•
Continuous integration of working
software
•
Fixed scope iterations despite constant
scope change in the backlog
•
Architecture –not emerging
(but teams structured around
architecture)
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Scaling Agility
•
Organizing for semi-permanent teams
(Line structure around teams not
functions)
•
Working in open team offices
Scaling Agility
•
Scope-In vs Scope-Out
Merging the pre-studies into
continuous activities
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
