1
Project Management
Back to the Future
1999 - 2019
DavidBarrett
` Introductions
` My PM Journey
` Project Management in 1999
` Project Management Today
` Project Management Today
` Project Management 2019
` The Royal Bank of Canada - 1977 – 1985
` ICB Computers 1985
` Stellaris Corporation- 1986
` Gregory, Barrett Group Limited – 1987
C S i C 1989 1991
` Computer Seminar Centres – 1989 – 1991
` Symantec Corporation – 1991 – 1995
` TimeLine Solutions – 1995 – 1996 ` Solutions Network Inc – 1996 – present
◦Project Management Recruiting Inc.
◦Project Management Symposiums
◦ProjectTimes
◦The Masters Certificate in Project Management – Schulich School of Business
of Business
◦The Masters Certificate in BusinessAnalysis – Schulich School of Business
` Imark Communications - 2002 ◦ProjectWorld
` Diversified Business Communications – 2004 - present ◦ProjectTimes.com
3
`Something for manufacturing and
construction
`No PM interest from Systems and
Technology
N PM i t t f th l b i
`No PM interest from the general business
sector
`No in-depth training for PMs
`No easy-to-use PM tools
`The PMI membership – world-wide -15-20K
Computing Canada, 1996 – “…Over 70% of IT projects are failing.”
`IT Projects begin to get recognition `Y2K rears its head
`Windows 95 released
`MSProject makes scheduling more
accessible
`PMI releases PMBOK
`Canada’s first Masters Certificate launched
`Project Management Symposium ‘97
`Demand for IT PMs & PMPs starts to rise
`Canada’s first PM magazine launched
`Canada’s first PM recruiting firm launched
`PMBOK becomes world-wide standard
‘knowledge’
`The PMO / Centre of Excellence arrives
`PM reaches the director level `PM reaches the director level `The role of the BA gets recognition
“Engineering and Construction industry invented project management and then… went to sleep. It was using the old model of project management: time-cost-quality (not even scope management). Most of project managers were the old type who
f th i i P j t M t h t’ were of the opinion: Project Management – what’s the big deal. Use your common sense and you’ll be fine. The only way to learn project management is through making mistakes (working). With the surge of infrastructure projects, this is changing.”
5
`Program Management gets an audience in
IT
`Enterprise scheduling & consolidation becomes a standard
Training lives through the recession we `Training lives through the recession – we
learn that our people are the key to project success – not the tools
`PMBOK proves to be a good foundation for
knowledge (PMP & CAPM) Program
`Management Professional (PgMP)
certification released
D t/di i i t id
`Dept/division or corporate-wide
methodologies get a good look see
`
BUT ……….
`The PMO goes away and comes back
`PM stays at the Director level
So where are we going?
What’s in it for me?
` The Strategic Link ` The Business Analyst
` Measured Project Value
` How we do it…
T h l ` Technology
` Wider Definition of a PM
` Project Management + Program Management
+ Strategic Management
` “organizations are sloppy at articulating their strategy… or they don’t have one”
7
Michael Porter once said: “A bad strategy executed well is far better than a good strategy executed poorly.” In 2010 the need to execute strategy will be paramount to the survival of organizations as we crawl out of the recession. This means focused portfolio management to tightly manage initiatives – portfolio management to tightly manage initiatives this is your strategy execution engine. Along with a portfolio and initiative management framework it will be essential to implement the key components of a strategy execution culture. People will be the drivers of the execution engine.
Catherine Daw, Top 10 Trends for 2010
` October, 2003 – The IIBA (theiiba.org)
◦90 chapters world-wide ◦BABOK ◦CBAP designation ` May, 2004 – BusinessAnalystWorld ` May, 2004 BusinessAnalystWorld ` 2005 – BATimes.com
The work of business analystsdoes sometimes leads to a business case, but there are many other functions that enterprises business analysts perform, such as:
◦Driving business architecture discussion and development
◦Creating-functional decomposition of business areas
◦Providing thought leadership within their organizations
◦Assisting business areas in understanding the big picture (rather
◦Assisting business areas in understanding the big picture (rather than talking in terms of project teams and business lines)
◦Aligning project portfolios with overall business strategy
◦Creating feasibility studies for new products, markets and systems
◦Making strategic recommendations for process improvements and streamlining across departmental divides and geographical locations
Business Analysts: A Key to Companies' Success www.cio.com
We are hearing a new language… Cost savings and ROI
“PMs need to be more business savvy- they need to see the whole picture”
` Gary Heerkins, 2010
“Savvy PMs will be able to speak CXO language and garner respect at the executive level. Telling truth to power will be an essential element in their tool kit”
` Catherine Daw, 2010 `Methodologies ` Prince2 ` OPS IT Methodology ` RBC’s PM Framework (PMF) ` Agile PM
` Lean Project Mangement
` Lean Six Sigma
“Organizations will be looking for ways to deliver more effectively and efficiently than ever before”
`Catherine Daw, 2010 `MS Office 2010 ◦MSProject ◦Sharepoint ◦Project Server ◦Portfolio Server
◦Microsoft Business Scorecard `Oracle Projects
9
` Is the roll of the PM being diminished? ` Are we trivializing the process?
` Was a CAPM a good idea?
` Do we need to understand and grasp the new
PM? PM?
`
` The Strategic Link ` The Business Analyst
` Measured Project Value
` How we do it…
T h l ` Technology
` Wider Definition of a PM
` ‘It’s not about the PMBoK – it’s about the people – its about leadership’
xNeal Whitten
` PMs need to learn to stand up and say no
xGary HeerkinsGary Heerkins
` We need to understand the ‘virtual team’
xDavid Barrett
` Acquiring, developing and retaining talent that moves projects forward will be essential in 2010 (and beyond).
David Barrett
dbarrett@solutionsnetwork.com
