PROJECT MANAGEMENT MASTER PROGRAM SCHOOL OF MANAGEMENT UNIVERSITY OF QUEBEC AT MONTREAL. Agenda. Masters in Project Management Program

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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

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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

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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)

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A third delegation

2013 Degelation

CHINA

2014 Delegation

AUSTRALIA

2015 Delegation

SCANDINAVIA

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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

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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.

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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

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Human and Managerial Issues in Project Management

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International Aid Projects

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Management of Collaborative Projects

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Organizational Dynamics

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Processes, Practices and New Tools in Project Management

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Socio-economic and Political Aspects in Project Management

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Research Methodologies in Project Management

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Scaling Agility

Yvan Petit, M.Eng., MBA, Ph.D., PMP, PfMP

ESG-UQAM

Overview

Agile: background

Research trends on Agile

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“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

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“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.

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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

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“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

Qualitative study on three cases

Multiple projects, multiple sites

Longitudinal (over 3 to 5 years)

Project are multi-teams ideally

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“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)

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“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

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“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.

Conclusion

Agile principles at a larges scale has

project management and

organizational impacts

Continue research in other large

organizations plus quantitative data

collection

Please contact me if interested to

discuss futher!

Figure

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References

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