What is a project management culture How do we develop it and keep it alive How does it support organisational change - PowerPoint PPT Presentation

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What is a project management culture How do we develop it and keep it alive How does it support organisational change

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What is a project management culture How do we develop it and keep it alive How does it support organisational change
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What is a project management culture How do we develop it and keep it alive How does it support organisational change

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    1. What is a project management culture? How do we develop it and keep it alive? How does it support organisational change? Kathy Kuryl Project Services Inter Agency Policy & Projects Unit Department of Premier & Cabinet Tasmanian State Government Testing the State Government Project Management methodologyTesting the State Government Project Management methodology

    3. PMIRP - a project about doing projects Long Term Benefits Outputs Involvement of practicing project managers

    4. To improve accessibility to, and improve the quality of, information on project management tools and techniques and on available training for Tasmanian Government project participants.

    5. Longer Term Benefits Improved standards for project management across the Tasmanian State Service Increased knowledge and skills in Project Management methodology

    7. Qualitative: Stakeholder survey (May 2001; May 2003) External Consultant Report following Project closure (July 2001; July 2003)

    8. Large number of Agency Project Managers on output working groups Growing sense of shared ownership not DPAC imposed Collaborative exercise to review, develop and publish on public site

    9. Identified 11 key elements Model for planning and scoping Outcome/benefits realisation planning All resources available electronically

    10. Greater focus on PM practice Formal and informal networks formed Sense of shared ownership across government

    11. Key messages of: sharing of understanding & experiences TGPMF result of joint effort, therefore relevant across government

    12. Informal networking Putting people in-touch with people PMAC involved in quality assurance Not an ivory tower

    13. One Definition: Organisational [sic: project management] culture comprises attitudes, values, beliefs, norms and customs Strong culture is where people do things because they believe it is right thing to do TGPMF not mandated, but is practiced

    14. TGPMF not mandated but accepted High-level sponsorship Active CoP, extends to external Senior executives expect to see W-of-G training pathways Workshops and forums popular Networks alive and well

    15. PM Advisory Committee Monitoring and reporting 90% of large Tas Govt Projects use QA service 100% large Tas Govt Projects use TGPMF Agencies investigating PSOs Agency Corporate Plans

    16. Team well known & accessible 650 subscribers to email list Request to present to agencies Feedback from agencies re our TGPMF Major OCM using PM approach *** Sense of shared ownership by practitioners ***

    17. Project Management Maturity models Benchmarking networks - provide general indicators

    18. Specific indicators for different organisations?

    19. Living framework Tas Govt framework, not DPACs Training support by Govt Working with Dept of Treasury Inter Departmental Steering Committee collaboration

    20. Relationship between policy development & project management Group to drive continual change and debate Community of Practice approach

    22. Passionate commitment Sense of fun!! Quality Advisory & Review Services Championing through Unit staff Current challenge middle management engagement

    23. PM defined as a formalised and structured method of managing change Why is the project being undertaken and what are the business benefits? Planning for outcomes/benefits realisation

    24. Focus on being able to measure the degree to which benefits are realised Current culture manages change through PM OCM almost always means realignment of business processes

    25. Projects transform to create change Alignment of the project within the context of the overall organisation strategic planning Realisation of project benefits dependant on organisational change

    26. OCM one of our Key Elements Outcomes/benefits realisation planning Business Owners identified in project governance structures

    27. Business areas need to be prepared for delivery of project outputs, so that project outcomes/benefits can be fully generated OCM increasing delivered through project management

    28. Tas Govt progressed along path of maturity TGPMF evolved over approx 10 years PMIRP an exercise in change management Continue to work collaboratively with practitioners to keep culture alive & healthy

    29. Project Services Contact Details: Web Address: www.projectmanagement.tas.gov.au Telephone: 03 6233 3836 Email: Kathy.Kuryl@dpac.tas.gov.au PMInfo@dpac.tas.gov.au Facsimile: 03 6233 2678 Address: Level 8, 144 Macquarie Street, Hobart