PMI Pittsburgh

1. January 2013 Chapter Meeting – “Hot Topics Revisited” PMI Pittsburgh

2. Workshop Overview • Members helping members • Every table to work as a team • Designate a scribe (legibility important) • Review of topics • Develop responses • Highlight “chosen few” • Share samples with the group

3. Workshop “How-to” • Introduce and briefly discuss topic • On your sticky notes – write brief (up to 5 words each) responses. • One sticky per “answer” • Give to your scribe • Scribe place onto answer template sheet(s) • Review as a team – best answers? • Share with the group

4. Hot Topics in Project Management • Project Leadership Skills • Dealing with Agile Dysfunction • Project Management for non-PMs • Delivering Large Projects • The Value of the PMO • PM Certification demonstrates competence • Vendor Management for PMs • Pittsburgh Projects and Project Management • Portfolio Management as Strategic Execution • Managing Change • Other…_______________________________ Based on http://www.esi-intl.com/~/media/files/public-site/US/POVs/ESIViewpoint_Top-10-PM-Trends-2013 and PMI Pittsburgh Top Topics 2010

5. And the results are…

6. 1. Project Leadership Skills • Leadership involves focusing the efforts of a group of people toward a common goal and enabling them to work as a team. (PMBOK 5th) • Establish and maintain the vision, strategy, and communications; foster trust and team building; influence and mentor. • Are organizations training their PMs on both “hard” PM and “leadership” skills?

7. 2. Agile Dysfunction? • Some benefits of Agile: Reduced costs, speed time to market, increase quality • “Using” Agile but it’s not delivering to original expectations for the organization? • Are your PMs and professionals trained? • Is the organization culturally ready? • Are team-members trained and prepared? • Have executives broken down barriers to adoption?

8. 3. Project Management for non-PMs • For decades “project manager” was a role, not a title. • How should organizations support project management for people who are not PMs? • What are the differences between the needs and experience of dedicated and non-dedicated project managers?

9. 4. Delivering Large Projects • What are the unique challenges in delivering large projects? • Vendor dependencies, complexity, stakeholder management, experience? • How big is a large project? $10m / $100m / more… • What roles and practices are different between large projects and smaller projects?

10. 5. The Value of the PMO • A library of practices, or a projects dashboard, or a pool of project managers… these are no longer enough. • How are PMOs focused on delivering value to their organization? • What needs to change for the PMO to become more valuable and strategic, or face extinction (as has happened to many)

11. 6. PM Certification shows competence • Do I really need a PMP? (Lee Lambert April 2012) • US Government sees reduced requirements for PM training – what impact on delivery? • Is there a difference between a PMP and a competent project manager? • What should we consider to demonstrate the effectiveness and value of any project manager?

12. 7. Vendor Management for PMs • Many organizations see “vendor management” problems characterized by contract scope creep, poor quality, missed deadlines, and blown contract budgets. • Outsourcing is on the rise – how should we address these problems? • Elements to consider include: Requirements clear and up front, contract terms, ongoing management, skilled vendor managers

13. 8. PGH Projects and Project Mgmt • What’s happening in the world of Pittsburgh project management? • What are our success stories? • What do we need to improve? • What do we need to share?

14. 8. PGH Projects & Project MgmtWhat’s happening now? • Active projects you’re aware of and would like to know more about (or are involved with)

15. 8. PGH Projects & Project MgmtSuccess Stories? • Projects completed in the last two years that are significant?

16. 8. PGH Projects & Project MgmtChallenges • What challenges do we face for project management in the Pittsburgh region?

17. 9. Portfolio Management as Strategic Execution • Portfolio management is more than a prioritization exercise. • The portfolio should represent competitive strategy that will turn executive intentions into reality. • Do you see a portfolio hierarchy at the BU, Group, Division, and Corporate levels? • Are portfolio management principles and practices adopted and effective? • Are conflicts and priorities handled diplomatically and effectively?

18. 10. Managing Change • How do we manage change that occurs when a new project is underway? • How should the project manager interact with the project sponsor? Team members? Customers? General stakeholders? • Is there one clear message that must be transmitted?

19. PROJECT LEADERSHIPWorkshop exercise • What are you doing today? • What should you be doing? What do you recognize as “Best practice”? • Why Current state? • How to get better?

20. Managing LARGE PROJECTSWorkshop exercise • What are you doing today? • What should you be doing? What do you recognize as “Best practice”? • Why Current state? • How to get better?

21. TOPICWorkshop exercise • What are you doing today? • What should you be doing? What do you recognize as “Best practice”? • Why Current state? • How to get better?

22. TOPICWorkshop exercise • What are you doing today? • What should you be doing? What do you recognize as “Best practice”? • Why Current state? • How to get better?

23. Wrap • Final thoughts and suggestions • Hand in your sheets please