The Future of Project Management

Definition of Project Management
• In the context of this paper, project management means the delivery of the end to end service to the client. • What ever service is required whether it be software development or a support service. The same philosophy should be applied.

Project Management Today
• No competitive advantage from today’s project management process • All companies use similar processes • Constraints Time, Cost & Quality • Hierarchically Structured – constrains communication path • Processes are not suited to 21C business requirements • Processes are not flexible enough • Does not encourage organisational knowledge management • Constrains Institutional learning • Isolates knowledge/staff from organisation • Does not encourage creativity/ innovation • Does not cater for emotional issues • Does not encourage talent management

SWOT Analysis of Existing PM Methodologies
Strengths • Established Client Base • Established Organisation • Established Reputation(?) Weaknesses
• Poor/No(?) Knowledge Management • Brand – Core Values unknown? • No niche market

Opportunities • To be Unique • Create Competitive Advantage • Expansion in to other markets?

Threats • Other Consultancy Firms – we are ALL the same! • Core Talent will move on

Why Change?
• To create competitive advantage • To be unique • To address 21C business requirements • To address 21C employee desires • To attract new and emerging clients • Creating a niche market – mini-monopoly

Issues With Change
• Resistance to change • Marketing a new approach to existing client base • Unfreezing the existing processes • Time to learn the ‘new’ processes – need to assess/address the capability gap • Organisation needs to attract the right type of talent • Some current employees may leave • Not an acceptable approach by everyone • Institutional investment in learning • Business Risk! • Fear! • Cost!

21C Work Environment
• Global • Multi-Cultural • High Tech – Internet based • 24*7*52 • Deliver Now! • Competitive Advantages Diminishing • • • • • Flexible arrangements People want a life! Creative Demanding Emotional

Competitive Advantage
• • • • • Location Access to resources Price Performance Product

• Uniqueness • Appeal to Customers Emotions • Passion • Price/ Performance/ Product are a given

• Create a unique brand • Niche Market • Create a mini-monopoly

So What’s Different?
• Resource Based Organisations • Long Term Organisation • Wide Market Base • Job For Life • Stifling Processes • Constraining Management

• Talent Based Organisations • Organisations Die • Niche Market • Job For Now • Flexible Processes • Leadership • Coaching • Guidance

So What’s Different?
• • • • • • Not Unique Constraining processes ‘Comfortable’ Defined Hierarchical Structure Defined Roles/Responsibilities Defined Communication Path Up/Down The Hierarchy • Work To Goals Within Defined Responsibilities

• Create Competitive Advantage • Unique Brand –Benetton/ FCUK • Core Values/ Competences • Talent Management • Less Structure More Flexibility • Variety in Work • Communication Path Includes Everyone • Work Towards Common Vision/Goals

The Way Forward
• • • • DON’T Manage Stifle Constrain Be Bureaucratic DO
• • • • • • • • Lead Coach Be Innovative Be Creative Inspire Empower Trust Provide Direction/ Focus • Be Passionate • Be Flexible

Flexible Approach
• Fixed TCQ&S

• Fixed Time, C & Q with Flexible P&S • 80/20 Rule

Time Process


80% Guaranteed Scope 20% Target Scope






Project Structure
• Project Manager • Technical Team Leader • Team, Each With Defined Roles & Responsibilities

• Project Manager • Team – not definitive role within project • 3600 Communications






Team Leader Team Projects

Client Team

Project Stages
Project Start-up
Define Design DEVELOP Implementation Project Review

• Develop the Business Case •Define the CSF’s

• Define high-level requirements • Evaluate solutions

• Define detailed requirements •Define outline design • Define how to test • Define how to deliver

• Develop the detailed design • Develop the software • Develop the User environment • Develop the IT environment • Requirements based testing

• Carry out system & release tests • Establish the live system • Cut over to live operation.

•Did we meet the business case CSF’s? •What lessons have we learnt?

Project Process
Project Start-up/Define Design Develop Phase 1 Project Brief Business Case Plan Project Gap Analysis Current & Required Requirements Identification & Prioritisation Use Case Modelling Robustness Modelling Phase n 80% Basic Functionality 20% Target Functionality Timebox n Internal Access Soft Launch Domain Modelling Design Functionality Performance Timebox 1 Security Stress Recovery Internal Access Test Implementation (Phased) Project Closure

Soft Launch

Project Review & Assessment Against Business Case Full Launch

Basic Functionality 65% of time for base functionality 35% for target functionality

Full Launch

Knowledge Management
• Documents Contain Knowledge • Constrained Within Project
• Not Managed/ Distributed

• Brains Contain Knowledge! • Distribution Throughout Organisation (Project Team) • Collaborative Project Team • Institutional Learning • Talent Management

OLD • Stifled/ Constrained • Penalise Failure New • Encourage • Reward Creative/ Innovative Failure

So How Do We Get There?
Knowledge Gaps
• Commercial Awareness throughout organisation – managing the constraints!

Capability Gaps
• Be Creative/ Innovative within Constraints • Knowledge Management • Leadership/Coaching Techniques • Manage the talent

• Work does not excite people • Money is NOT a motivator (only appeases for a period of time)

• Work should be inspiring • It should be FUN

What Makes YOU Dance?


Maslow’s Hierarchy of Needs
• Start at the Bottom

• Self Actualisation – the rest will happen! • The goal is to reach transcendence • (but this will only work with the right talent)

What Are the Two Things That Really Motivate People Today?

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