how to justify management of complex projects

APMG International Webinar

Show Me The Evidence – How To Justify Your Management Of Complex Projects

Wednesday 21 May 2014 / 12:00 AEST

Presenter: Lawrie Kirk, APMG-International

Agenda

Welcome & introduction Mark Croxford, APMG International

Show Me The Evidence – How To Justify Your Management Of Complex Projects

Lawrie KirkConsulting Services Executive – APMG International

Q&A

Further information

Close

About APMG International

Global examination & accreditation institute

Examination Institute (EI) for the AXELOS Global Best Practice portfolio (ITIL®, PRINCE2®, MSP®, etc)

Extensive portfolio of professional management certification schemes aimed at improving business processes, capability and results

Work with key industry partners (e.g. AXELOS, CMI, DSDM Consortium, IAITAM, IPMA, ISACA, itSMF) to promote best practice

300+ Accredited Training (ATOs) and Consulting (ACOs) organizations with 1500+ approved trainers and consultants

18000+ candidates per month

Full details at www.APMG-International.com

Your presenter….

Lawrie KirkConsulting Services Executive – APMG-International

Previously

Registered PPM and PRINCE2 trainer

Accredited P3M3 assessor, alpha reviewer for the P3M3 refresh

Today

APMG’s consulting services lead for AAPJ

Global leadership role of APMG’s maturity assessment services

Master of Philosophy (ANU)

How can you objectively assess the complexity of a project?

How can you objectively measure the organisation maturity required to

manage complexity?

How can you benchmark and objectively assess the controls needed

to manage a project of a given complexity?

Does complexity matter?

KPMG commissioned Lighthouse Global to carry out a study of the causes and impact of complexity among large companies –

40 percent of the companies have global revenues of US$1 billion or more – in 22 countries; 1,400 interviews were

conducted with senior executives including CEOs, CFOs, and finance directors.

Source: http://www.kpmg.com/NZ/en/IssuesAndInsights/ArticlesPublications/Documents/confronting-complexity.pdf, 2010, p4

Source: http://www.kpmg.com/NZ/en/IssuesAndInsights/ArticlesPublications/Documents/confronting-complexity.pdf,2010, p13

Potential for cost savings....

What opportunities does managing complexity offer?...

Source: http://www.kpmg.com/NZ/en/IssuesAndInsights/ArticlesPublications/Documents/confronting-complexity.pdf, 2010, p9

Source: http://www.kpmg.com/NZ/en/IssuesAndInsights/ArticlesPublications/Documents/confronting-complexity.pdf, 2010, p5

How can we objectively measure project complexity and the

capability of an organisation to manage a complex project?

The APMG Maturity Index ™

Source: Adapted from OGC 2010, Portfolio, Programme and Project Management Maturity Model (P3M3®) Introduction and Guide to P3M3®, p7

Generic (non process) attributes are also assessed: roles and responsibilities, capability development, experience, scrutiny and review, planning and

estimating and information and documentation.

What is organisation maturity ? ?

P3M3® is a registered trade mark of AXELOS Limited

®

P3M3 – Project Management

Level 1Awareness of Process

Level 2Repeatable Process

Level 3Defined Process

Level 4Managed Process

Level 5OptimisedProcess

Does the organization recognise projects and run them differently from its on-going business?(Projects may be run informally with no standard process or tracking system.)

Does the organization ensure that each project is run with its own processes and procedures to a minimum specified standard?(There may be limited consistency or co-ordination between projects.)

Does the organization have its own centrally controlled project processes and can individual projects flex within these processes to suit the particular project?

Does the organization obtain and retain specific measurements on its project management performance and run a quality management organization to better predict future performance?

Does the organization undertake continuous process improvement with proactive problem and technology management for projects in order to improve its ability to depict performance over time and optimise processes?

Source: APMG 2011

APMG Maturity Index ™

The APMG Maturity Index and Swirl Device logo is a trade mark of The APM Group Limited

Source: ://www.oxfamblogs.org/fp2p/wp-content/uploads/then-a-miracle-happens.jpg

Example of overview provided from a Right Practice Report

Source: © Copyright Roger Jones and licensed for reuse under this Creative Commons Licence

Project controls report

Illustra

tive

Project controls report

Illustra

tive

Objective detailed analysis which provides: Basis for the allocation

of specialist teams on bids

Transparency provided to client on where specialist consultancy effort is needed

Basis for conflict/contractual mediation

Objective baselining for consultancy performance

In summary....

• Complexity is present and increasing• Complexity is of concern to senior management• The management of complexity provides

organisations with real efficiencies• Complexity of an individual project can be

measured (Project Complexity Assessment)• Organisation maturity needed to manage the

“complexity frontier” can be assessed (Right Practice Indicator)

• Project controls needed to manage a project of a given complexity (Project Controls Assessment)

Provision of this service

• APMG Accredited Organisations are licensed to deliver the APMG Maturity Index

• APMG Registered Consultant s deliver this assessment

• For further information contact

Lawrie Kirk

+61 (0) 417 408 085lawrie.kirk@apmg-international.com

Wednesday Webinar – 28 May 2014

Copyright & Trademark Acknowledgement Statements

• ITIL® is a Registered Trade Mark of AXELOS Limited.• MSP® is a Registered Trade Mark of AXELOS Limited.• PRINCE2® is a Registered Trade Mark of AXELOS Limited.• The APMG Maturity Index and Swirl Device logo is a Trade Mark of

The APM Group Limited.