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What CEOs Must Demand To Compete and Collaborate in 2005. Russell D. Archibald, PMP PMI Fellow 2002 PMI Region 6 PM Conference & Expo Houston, TX May 9-11, 2002. Unleashing the Full Power of Project Management. In the Internet Age. Presentation Objectives:.

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what ceos must demand to compete and collaborate in 2005

What CEOs Must Demand To Compete and Collaborate in 2005

Russell D. Archibald, PMP

PMI Fellow

2002 PMI Region 6 PM Conference & Expo

Houston, TX May 9-11, 2002

unleashing the full power of project management
Unleashing the Full Power of Project Management

In the Internet Age

2002 PMI PM Conference & Expo - Archibald

presentation objectives
Presentation Objectives:
  • To provide a road map to CEOs and senior executives for achieving the full power of project management.
  • To help PM professionals show their senior managers where the development of project management should be going.

2002 PMI PM Conference & Expo - Archibald

my point of view
My Point of View
  • Considering the total enterprise.
  • Focusing on the essence of effective project management.
  • With a perspective of 50 years as project engineer, project manager, corporate executive, consultant, author, and teacher in project management.

2002 PMI PM Conference & Expo - Archibald

ceos greatest challenges
CEOs’ Greatest Challenges
  • Changes in competition 41%
  • Impact of the Internet 38
  • Industry consolidation 37
  • Downward pressure on prices 33
  • Skill shortages 32

PC Magazine, June 12, 2001 – 506 companies >$5bn sales

2002 PMI PM Conference & Expo - Archibald

challenges posed by the internet
Challenges Posed By the Internet
  • Transform or Perish
  • Exploit It to Grow and Prosper
  • What changes to make?
  • How to compete?
  • How to collaborate?
  • How to match Internet Speed of competitors?
  • How to prioritize and manage strategies and projects?
  • One Way: Unleash your project management!

2002 PMI PM Conference & Expo - Archibald

ceo demands to unleash full pm power
CEO DemandsTo Unleash Full PM Power:

Four general demands -- THAT:

  • Project portfolio management supports the growth strategies.
  • Coherent PM processes exist & are understood.
  • PM processes & tools are fully integrated.
  • Internet & WWW are used properly for PM.

2002 PMI PM Conference & Expo - Archibald

specific ceo demands
SpecificCEO Demands:

31 specific demands are presented relating to:

  • Strategic direction of the company through project management.
  • The project management processes.
  • The three basic project management principles.
  • The impact of the Internet on organizations.

2002 PMI PM Conference & Expo - Archibald

strategic management of growth requires
Strategic management of growth requires:
  • A vision of the future.
  • Consensus and commitment.
  • Documentation of key objectives & strategies.
  • Execution of specific projects to achieve the objectives.
  • Management of Project Portfolios.

2002 PMI PM Conference & Expo - Archibald

the hierarchy of objectives and strategies
The Hierarchy of Objectives and Strategies
  • Objectives are descriptions of where we want to go.
  • Strategies are statements of how we are going to get there.
  • Strategies are carried out and objectives are reached through

Execution of projects.

2002 PMI PM Conference & Expo - Archibald

objectives of strategic project management
Objectives of Strategic Project Management

1. To assure that each project supports higher level strategies and objectives and contains acceptable risks:

  • Competitive, technical, cost, schedule

2. To plan, control and lead each project with all other projects so each will meet its strategic objectives:

  • Specified results on time and within budget

2002 PMI PM Conference & Expo - Archibald

specific ceo demands1
Specific CEO Demands:

1. Every project clearly supports an approved corporate strategic objective.

2. Each project’s risks are evaluated and proactively managed using currently available methods and systems.

3. All projects are evaluated, prioritized and approved using the same corporate criteria.

2002 PMI PM Conference & Expo - Archibald

project portfolio management
Project Portfolio Management
  • Projects are investments.
  • They must be managed like investments: on a portfolio basis.
  • ‘Multi-project’ and ‘program management’ are no longer adequate.
  • “Project Portfolio Steering Group.”

2002 PMI PM Conference & Expo - Archibald

the project portfolio management process 12 steps
The Project Portfolio Management Process: 12 Steps
  • Define the project portfolios required.
  • Define project categories/types.
  • Identify and group projects by type within each portfolio.
  • Validate each project with strategic objectives.

2002 PMI PM Conference & Expo - Archibald

the project portfolio management process steps cont d
The Project Portfolio Management Process Steps (cont’d)
  • Prioritize projects within programs and portfolios.
  • Develop Project Portfolio Master Schedules.
  • Establish/maintain key resources data bank.
  • Allocate resources to programs & projects.

2002 PMI PM Conference & Expo - Archibald

the project portfolio management process steps cont d1
The Project Portfolio Management Process Steps (cont’d)
  • Compare financial needs with availability.
  • Decide how to handle shortfalls and approve list of funded projects.
  • Plan, authorize and manage each project using the PM Process.
  • Periodically re-prioritize, re-allocate resources and re-schedule all projects.

2002 PMI PM Conference & Expo - Archibald

the project management process
The Project Management Process

For each project type/category the PM process:

  • Defines the project life cycle.
  • Provides guidelines for risk analysis, planning and control.
  • Specifies the project management information systems and tools to be used.
  • Specifies the planning, authorizing, controlling and reporting methods and documents to be used.

2002 PMI PM Conference & Expo - Archibald

the project management process cont d
The Project Management Process (cont’d)
  • Identifies the key roles and defines responsibilities and authority for project and functional management.
  • Specifies escalation procedures for un-resolved issues.
  • Format: flow chart with narrative descriptions and references.

2002 PMI PM Conference & Expo - Archibald

ceo demands
CEO Demands:

4. The company’s project management processes be documented in a coherent, easily understood manner.

5. All projects be managed within their appropriate, defined portfolios.

2002 PMI PM Conference & Expo - Archibald

three basic pm principles
Three Basic PM Principles

1. Assignment of integrative responsibilities.

2. Application of integrative and predictive project planning and control systems.

3. Integrated project team-working.

2002 PMI PM Conference & Expo - Archibald

1 the key integrative roles
1. The Key Integrative Roles
  • Executive level
    • The General Manager
    • Project Portfolio Steering Group
    • The Project Sponsor
  • Multi-Project Level
    • Manager (VP, Director, etc.) of PM
    • Multi-project or Program Manager

2002 PMI PM Conference & Expo - Archibald

the key integrative roles cont d
The Key Integrative Roles (cont’d)
  • Project Level
    • The Project Manager
  • Functional/Project Contributor Level
    • Department Managers
    • Functional Project Leaders
    • Work Package/Task Leaders

2002 PMI PM Conference & Expo - Archibald

general manager s pm role
General Manager’s PM Role
  • Link the project portfolio(s) to the overall business strategies.
  • Oversee the overall PM process.
  • Monitor integration of the PM process with all other aspects of the company.
  • Ensure timely availability of money, people and other resources needed for all authorized projects.

2002 PMI PM Conference & Expo - Archibald

project portfolio steering group
Project Portfolio Steering Group
  • Approves the Project Portfolio Management Process.
  • Approves project selection, prioritization and funding of projects within each portfolio.
  • Monitors the overall environment and provides strategic direction to Project Sponsors.

2002 PMI PM Conference & Expo - Archibald

the project sponsor s role
The Project Sponsor’s Role
  • Integrates ongoing strategic direction of his/her project with ongoing company operations.
  • Provides this direction to/through the project manager.

2002 PMI PM Conference & Expo - Archibald

manager of project management
Manager of Project Management
  • Integrates work on all projects in the portfolio(s).
  • Integrates and directs development and use of project management methods and tools on all projects.
  • Develops project managers.
  • Manages the project management “home”: PMO

2002 PMI PM Conference & Expo - Archibald

ceo demands1
CEO Demands:

6. Roles clearly assigned.

7. GM role understood.

8. Project Sponsors appointed .

9. Mgr. of PM appointed.

10. PM home established.

2002 PMI PM Conference & Expo - Archibald

ceo demands2
CEO Demands:

11. Train Project Managers.

12. PMs respect functional lines of authority.

13. Functional Mgrs respect project lines of authority.

2002 PMI PM Conference & Expo - Archibald

2 integrative predictive project planning and control
2. Integrative & Predictive Project Planning and Control
  • Each project is planned and controlled by integrating:
    • All contributing functional areas.
    • All life cycle phases.
    • All elements of information: Schedule, Cost, Technical, Risk.
  • Using Web-based PM software systems.

2002 PMI PM Conference & Expo - Archibald

ceo demands3
CEO Demands:

14. PM Process is adhered to.

15. All P&C systems are integrated.

16. Only one P P&C system used.

17. Earned value applied.

2002 PMI PM Conference & Expo - Archibald

ceo demands4
CEO Demands:

18. PM Process describes the

P P&C system.

19. All modules in next slide are included in the PM Process and

P P&C System.

2002 PMI PM Conference & Expo - Archibald

ceo demands5
CEO Demands:

20. All planning, authorizing, controlling and reporting documents be produced by the supporting computer software systems (with authorized exceptions).

[See Table 4]

2002 PMI PM Conference & Expo - Archibald

how much detail
How Much Detail?
  • Always a problem; resolve by:
  • Systematic, hierarchical project breakdown: the Project/WBS
  • Avoid duplicating detail in existing systems: manage the project interfaces.

2002 PMI PM Conference & Expo - Archibald

ceo demands6
CEO Demands:

21. The concepts of the P/WBS and project interface management be applied to achieve a sustainable level of detail in PP&C documents.

2002 PMI PM Conference & Expo - Archibald

3 integrated project team working
3. Integrated Project Team-Working
  • Bring multiple disciplines together from diverse organizations to collaborate creatively.
  • Understand and commit to project objectives.
  • Develop agreed plans, schedules & budgets.
  • Achieve outstanding results.

2002 PMI PM Conference & Expo - Archibald

the 5 requirements for good team working
The 5 Requirements for Good Team-working
  • Team member list, defined responsibilities.
  • Clear, well-understood objectives.
  • An achievable project plan and schedule.
  • Reasonable rules of the game.
  • Leadership by the project manager.

2002 PMI PM Conference & Expo - Archibald

ceo demands7
CEO Demands:

22. A complete team list.

23. The team defines project objectives in their own terms.

24. Team has hard & soft success criteria.

2002 PMI PM Conference & Expo - Archibald

ceo demands8
CEO Demands:

25. Team criteria for “excellence”.

26. Achievable team project plan.

27. Rules of the game defined.

28. Leadership training for

Project Manager.

2002 PMI PM Conference & Expo - Archibald

ceo demands9
CEO Demands:

29. A post-completion appraisal be performed on every project:

- Lessons learned,

- Improve PM process, practices and procedures.

2002 PMI PM Conference & Expo - Archibald

ceo demands10
CEO Demands:

30. The PM discipline is fully integrated with affected parts of the organization.

2002 PMI PM Conference & Expo - Archibald

using the internet to respond to its challenges
Using the Internet to Respond to Its Challenges
  • Enable improved collaboration.
  • Provide risk and issue tracking, and escalation processes.
  • Empower staff members.
  • Automate the PM processes.

2002 PMI PM Conference & Expo - Archibald

using the internet to respond to its challenges cont d
Using the Internet to Respond to Its Challenges (cont’d)
  • Enable resource allocation across the entire enterprise.
  • Enable tracking and evaluation of project scope, schedule, cost and risk.
  • Allow integration of PM processes with all other business systems.

2002 PMI PM Conference & Expo - Archibald

using the internet to respond to its challenges cont d1
Using the Internet to Respond to Its Challenges (cont’d)
  • Use the many, varied Internet sources to:
    • Improve PM capabilities,
    • Keep abreast of the competition.
  • Includes e-zines, associations, newsletters, consultants, trainers, software vendors and others.
  • See Table 5, for example: many PM sites.

2002 PMI PM Conference & Expo - Archibald

ceo demands11
CEO Demands:

31. A Web-enabled PM system be selected and implemented at the project portfolio or total enterprise level.

2002 PMI PM Conference & Expo - Archibald

presentation objectives1
Presentation Objectives:
  • To provide a road map to CEOs and senior executives for achieving the full power of project management.
  • To help PM professionals show their senior managers where the development of project management should be going.

2002 PMI PM Conference & Expo - Archibald

questions

Questions?

archie@unisono.net.mx

Download this paper at:

www.maxwideman.com/guests/ceo/intro/

conclusion
Conclusion

If the CEO demands that

these 31 actions be carried out,

and

if the managers comply with these demands,

then

the organization will compete and collaborate as needed to prosper in the Internet Age.

2002 PMI PM Conference & Expo - Archibald

slide56
If

the right strategies

are being followed!!

2002 PMI PM Conference & Expo - Archibald