Delivering Projects in Today’s World:
Changing traditional project management focus
30 SEPTEMBER; 18 NOVEMBER 2008
Dominic Stow, Fronde
Organisations are fast coming to the conclusion that traditional project management does not work any more. Why? Thereason is simple - traditional project management methods are inward looking, static and simply cannot respond to rapidand constant change. This is not surprising as the origins of traditional project management evolved from construction andengineering where change is limited and project managers have full control of their own teams. Therefore, more effectiveproject management requires project managers to balance the internal focus of traditional project management on the‘content’ with an external focus on the ‘context’ of the project. Simply, what used to be done with the project team is nowshared fully with the project stakeholders. In addition, the broader context issues such as business impact, changemanagement, business drivers, benefits realisation, organizational politics, communication, relationships and expectationmanagement are the main focus of the project manager.
This workshop provides a forum for project managers to come to grips with the new world of project management througha highly interactive and thought provoking agenda. Industry examples of where traditional project management has failedare discussed along with the introduction of the RApid Planning process (RAP) and its associated tools to improve projectdelivery. Key concepts introduced include:
People relationships are all that matter
- the building and management of the relationships between the project teamand the various stakeholders is a key focus of the project manager
Project change is inevitable
- it is not how you restrict change that matters but rather how you manage the change
Managing project expectations is the focus of project management
- the defining, negotiation and management of theexpectations of the project stakeholders is mandatory
Project management is open and participative
- the planning and management of the project must involve all keystakeholders in an open and participative manner
The project doesn’t end when it ships
- the business benefits of the project do not emerge immediately. The on-goingsupport of the project’s product and the realization of benefits must be integrated with the project management process
S P E C I A L P R I C E
£ 2 5 0
+ V A T
The evolution of business project management
This tutorial explores the changes that have evolved in business andIT project management over the past 30 years. It examines theorigins of project management from construction and engineeringand shows that, as the business and government environment haschanged, many organizations are still using project managementmodels that are based on assumptions such as fixed requirements,limited change and permanent teams.
Enhancing the project management model
This tutorial examines the need for project management to evolveto adapt for continuous change in all aspects of a project. Thisincludes changes in organizational context, requirements, scope,technology, team members and stakeholder communities. Mostimportantly, these new models of project management are foundedon values that are inclusive and open. In effect, they are open ratherthan closed models of project management and governance. Theconcept of the ‘whole of life view’ of a project is introduced alongwith why it is important to include in any project.
RApid Planning (RAP) Process
This tutorial introduces the RApid Planning (RAP) approach and theinherent structure of the RAP. It explores how RAP’s link into thebusiness case. The philosophy behind RAP's is discussed in thatstakeholders and related project managers need to be fully involvedin the planning of projects. The tools that are used before and duringthe RAP are discussed to ensure that stakeholders and delivery teamhave a common view of:•What are the expectations of success for the project?•What are the project's scope and objectives;•Who are the stakeholders and what is their relationship with theproject?•Are there any related projects and what is their relationship withthe project?•How are the project's benefits and how will they be measured andrealised?•What are the quality expectations of the stakeholders?•What is the project development strategy?•What are the risks of the project and how will they be managed?•What are the tasks involved?•How long will these tasks take and what asset/capital costs areinvolved?•What are the change management and communication strategies?•How will the tasks be scheduled?
At the end of this workshop participants will understand.•Why traditional project management needs to change•The importance of culture in the project management process•Who really owns the project and makes decisions?•How to engage the project sponsor and stakeholders effectively•When is a project really finished?•How to use the RApid Planning (RAP) process to manage theproject “context”
WHO SHOULD ATTEND
•Programme and Project Managers•Project Sponsors, Stakeholders and Senior Management•Business Analysts, Technical Leads and Operations/Support leads