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Project Management Performance

Mark Dochtermann, PMP, CISSP Microsoft Corporation September 13, 2006. Project Management Performance. Mark “Doc” Dochtermann, PMP, CISSP, MSP Black Belt. Speaker. 6:00 PM – Welcome & Introductions 6:10 PM – Project Management Performance 7:10 PM – Panel of Experts

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Project Management Performance

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  1. Mark Dochtermann, PMP, CISSP Microsoft Corporation September 13, 2006 Project Management Performance

  2. Mark “Doc” Dochtermann, PMP, CISSP, MSP Black Belt Speaker

  3. 6:00 PM – Welcome & Introductions 6:10 PM – Project Management Performance 7:10 PM – Panel of Experts 8:10 PM - Closing Remarks & Prize Drawing 8:30 PM - Adjournment and PDU distribution Format of Meeting

  4. What’s the Issue? The KPMG International 2002-2003 Program Management Survey* interviewed 230 organizations in 15 countries, including the Asia-Pacific region. It revealed that 59 per cent of the organizations surveyed had failed projects. The average cost of these failures across all participants was $10.4 million USD. Further, the survey showed that only around 10% of projects come in ‘on time’; less than 20 per cent came in ‘on budget’ – and only around 50 per cent of those projects that were evaluated even meet sponsor expectations. * KPMG’s International 2002-2003 Program Management Survey www.kpmg.com.au/Portals/0/irmprm_pm-survey2003.pdf

  5. Cost Overruns The Standish Group, 2005

  6. Time Overruns The Standish Group, 2005

  7. Feature And Function The Standish Group, 2005

  8. The Chaos TenRecipe for project success 2005 2000 The Standish Group, 2005

  9. Problem Statement There are 16 million copies of Microsoft Project in use today, 190 thousand Project Management Professionals (PMP), and fewer than 5 thousand persons certified in the use of Project. While some are experts, most project managers and executives feel scheduling and tracking skills could be improved, but they lack awareness of what the tool can be doing for them.

  10. A Fool with a Tool Is still a Fool !

  11. Chaos in Project Management Chaos derives from the Greek Χάος and typically refers to unpredictability. In the metaphysical sense, it is the opposite of law and order: unrestrictive, both creative and destructive. From Wikipedia, the free encyclopedia

  12. Pay Me Now, or Pay Me Later Software Risk Management Author: Brian A. Will

  13. Nevertheless, why dig ditches with your hands, when you can get the keys to the backhoe?

  14. Employee from Functional Area – 49 % Trained, Certified Project Manager – 26% Who Is The Project Manager? Half of those managing projects are not “career” project management practitioners PMI Executive Survey-2004

  15. Across all countries 17% have formal, clearly defined, written career paths 56% have informal or unstated career paths 27% have no career path PM Career Path Within Organizations PMI Executive Survey-2004

  16. Worldwide 64% of Executives say they will increase project manager utilization 76% in North America 52% in Europe 54% in Asia Pacific Expected Growth In The Utilization of Project Managers PMI Executive Survey-2004

  17. Recent TrendsWorkplace learning and performance • “BEST organizations provide a broad range of learning opportunities to their employees. • 57% had access to leadership development programs, • 70% received employer support for conference attendance, • 85% had access to tuition reimbursement.” ASTD (2004) 2004 State of the Industry

  18. Professional Competencies Interpersonal Competencies Leadership Competencies PMI’s CareerFramework

  19. Six Boxes™Performance Thinking www.sixboxes.com

  20. Failing to plan is planning to fail! Dr. Kerzner, Advanced Project Management, Best Practices on Implementation, 2nd Edition

  21. The primary benefit of NOT planning is that failure will come as a complete surprise rather than being preceded by a period of worry and depression. Dr. Kerzner, Advanced Project Management, Best Practices on Implementation, 2nd Edition

  22. Time To Go Do IT Utilize a Competency Framework to Perform a Personal Competency Assessment Develop your Personal Curriculum (i.e. Foundation Skills for Schedule, Work, Resource, and Cost Management) Select a Training Vendor that offers a curriculum that incorporates a scheduling method, tools, and Best Practices. Become Competent in the Create and Maintenance of Project Schedules.

  23. Contact Info • Mark “Doc” Dochtermann • docdoc@microsoft.com • 916-835-5806 Mobile

  24. References • KPMG’s International 2002-2003 Program Management Survey -www.kpmg.com.au/Portals/0/irmprm_pm-survey2003.pdf • The Standish Group - http://www.standishgroup.com/http://www.standishgroup.com/sample_research/index.php • Project Management Institute (PMI) Career Headquartershttp://www.pmi.org/info/PDC_CareerHQOverview.asp?nav=0408 • PMI Today (ISSN 1040-8754) published monthly by the Project Management Institute (PMI)http://www.pmi.org • International Institute for Learning (IIL) Orange Belt MSP Certificationhttp://www.iil.com/msproject • Project Management Institute Bookstorehttp://www.pmibookstore.org/ • Six Boxes, Dr Carl Binderhttp://www.sixboxes.com • MPAhttp://www.mympa.org

  25. The Official Industry Associationfor Microsoft Office Project

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