project management the key to career growthknowledgecentury.com/download/pmi_hkie_2005_01.pdf ·...
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Project ManagementThe Key to Career Growth
Kevin Chui, Vice President
P.O. Box 30657, Causeway Bay, Hong Kong
Internet: http;//www.pmi.org.hk E-mail: [email protected]
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Agenda
1. What is a project and how it differs from operation?2 What is project management and why is it needed?3 Benefits of PM to organizations and individuals4 The science of project management: Overview of PM
process groups & knowledge areas5 The art of managing project: Roles & responsibilities of a
project manager6 Roadmap to improvement - Project management
professional development & certification programs7 Questions & Answers
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What is a Project ?
A project isa temporary endeavorundertaken to create
a unique product or service.
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Operations vs. Projects?
ProjectOriginal charter, organization and goals•Catalyst for change
•Unique product or service•Heterogeneous teams•Start and end date
Operations•Semi-permanent charter, organization and goals•Maintenance of status quo•Standard product or service•Homogeneous teams•Ongoing
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Management Buzz
• “Project management is the furnace in which careers are forged.”
Fortune, 3/20/95
• “Project management is evolving from a specialty into the central task of middle management.”
Fortune, 7/10/95
• “Turn everything into a project.”Tom PetersCircle of Innovation, 1997
• “In the new economy, all white-collar work is project work.”Tom PetersFast Company, May 1999
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What is Project Management?
Application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
From A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –Third Edition
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A Balanced Project
Time Cost
Quality
Scope
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Project Management - Accelerating Trends
• Corporate globalization
• Massive mergers and reorganizations
• Flatter organizations
• Drive for faster results
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Project Management - Accelerating Trends
• Team environment
• Importance of interpersonal skills
• Multinational projects
• Recognition of cultural differences
• Dependence on technology
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Project Failure Statistics
• Roughly 40 percent of all IT projects fail to meet business requirements. (TechRepublic Inc./ Gartner Group)
• 74 percent of all IT projects fail, come in over budget or run past the original deadline... 28 percent of projects fail altogether.Every year, $75 billion is spent on failed IT projects in the U.S.
(The Standish Group, 1998) • In larger companies [where the average cost of a development
project is $2,322,000], only 9 percent of the projects come in on time and on budget. (The Standish Group, June 1999)
• 31.1 percent of projects will be canceled before they ever get completed. (The Standish Group, June 1999)
• The percentage of IT projects that fail to meet objectives hovers near 50 percent. (Gartner Group, December 2000)
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Common Pitfalls
• Unclear objectives
• Lack of senior management support
• Lack of effective project integration
• Inadequate funding
• Change in business priorities
• Original assumptions invalid
• Ineffective team
• Lack of effective communication processes
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Why Project Management?
•Disciplined project management provides:
Focal point for effective communications, coordination and controlA plan to assess progressEnhanced productivity
•Project management provides the framework for methods, processes, monitoring and change control.
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Potential Benefits of PM for the Organization
• Balances competing demand• Increases communication among
participants• Improves monitoring & control• Improves project support and resource
utilization• Increases stakeholders trust,
confidence & satisfaction• Improves performance measurement• Improves project success
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Potential Benefits of PM for the Individual
• Gets recognition of PM as a profession
• Provides future source of company leaders
• Creates high visibility of project results
• Enhances professional & personal growth opportunities
• Builds one’s reputation and network
• Develops portable skills and experience
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Potential Benefits of PM for SME
• Enhance company image
• Increase client confidence & trust regarding delivery and management capabilities
• Speak common language with corporate customers
• Apply management skills and techniques to improve project and operational efficiency
• Optimize use of company resources
• Fast growing recognition of PMP qualification in China
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Industries Deploying Project Management
• Information technology• Telecommunications• Construction & engineering• Healthcare• Financial services• Education and training• Automobile• Space & aircraft• Pharmaceutical• And many more…
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Project Management Institute (PMI)
• Established in 1969, headquartered in USA
• World’s leading not-for-profit project management professional association– More than 142,000 members in over 140 countries
and representing different industries (Sep 2004)
– Over 260 chartered and potential chapters
– Over 30 Specific Interest Groups (SIG)
– Two colleges
• PMI Hong Kong Chapter established in 1998
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PMI Membership Growth
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 20045,000
15,00025,00035,00045,00055,00065,00075,00085,00095,000
105,000115,000125,000135,000145,000
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PMI Membership Distribution
Geographic Distribution
USA
Canada
OutsideUSA/Canada
68.67% USA10.67% Canada20.66% Outside USA/Canada
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Sampling of Organizations Embracing PMI and PMBOK
•ABB•American Express•AT&T •Blue Cross Blue Shield•The Boeing Co.•Cap Gemini/Ernst & Young•Computer Science Corp.•Deloitte & Touche•EDS•Ericcson•GE•General Motors•Hewlett-Packard Co.•Hitachi•IBM•JP Morgan Chase•KPMG•Lockheed Martin•Lucent Technologies•Microsoft•Motorola
•NCR•NEC•Nokia•Nortel Networks•PricewaterhouseCoopers•Samsung•Shell Services International•Siemens AG•Sprint •TATA Consultancy Services•TELUS•Unisys•US Army/US Air ForceHONG KONG•Airport Authority•CLP•OGCIO•JOS•HIT•Housing Authority
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The Science of Project Management
The technical dimension:
“It is the formal, disciplined, pure logic parts of the project management process.”
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Project Management Methodology
1984 – PMI Published first Standard
2000 – A Guide to the Project Management Body of Knowledgeor PMBOK® Guide – 2000 Edition released
2004 – PMBOK® Guide Third Edition released
ANSI approved
De Facto Global Standard
Translated versions in many languages including Chinese
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PMBOK – 5 Process Groups
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PMBOK – 9 Knowledge Areas
Integration
ScopeTime Cost
Quality
PeopleCommunication Risk
Procurement
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The Art of Managing Project
The social cultural dimension:
“Creating a temporary social system within an organization,
combining talent of a divergent set of professionals working as a team
to achieve the project objectives.”
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Project Manager Roles
• Decision-maker
• Coach
• Communicator
• Encourager
• Power broker
• Disciplinarian
• Manager
• Sales person
• PM expert
• Facilitator
• Behavior model
• Leader
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Project Manager Responsibilities
• Project plan implementation
• Achievement of objectives
• Project integration
• Communications
• Stakeholder relations
• Change management system
• Priority establishment and maintenance
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PMP Certification Program
• PMP CertificationIntroduced in 1984
• Eligibility Requirements: Demonstrated experience Demonstrated educationAttended PM training courses – 35 contact hoursPass examinationAgree to abide by the Code of Professional Conduct
• Number of PMP: 91,923 (Sep 2004)
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PMP Certification - Purpose & Goal
• Development• Maintenance• Evaluation• Promotion• Administration of a rigorous, examination-
based, professional certification credential of the highest caliber
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PMP Continuing Certification Requirement Program
• Enhance the ongoing professional development of PMPs• Encourage and recognize individualized learning opportunities• Offer a standardized and objective mechanism for attaining and
recording professional development activities• Sustain the PMP as a global certification credential• Maintain the PMP certification• Attain no less than 60 Professional Development Units (PDUs)
within a three-year cycle• Agree to continue to adhere to PMI’s Project Management
Professional Code of Professional Conduct.
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Value of Project Manager Certification
• Access to globally recognized credentials & standards
• Provides professional & personal recognition
• Expedites professional advancement
• Creates job growth & opportunities within an organization
• Increases employees’ value to the organization
• Growing popularity of PMP qualification in China
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PM Demand in China
• Immediate need for 600,000 project management practitioners in China according to estimate from the State Economic and Trade Commission (SETC) and the United Nations Industrial Development Organization (UNIDO)
• Memorandum of Understanding between PMI and the State Administration of Foreign Expert Affairs (SAFEA) to work together to introduce PMI standards and certifications into China
• Around 4,000 in the PRC have attained PMP as of 2003
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PMP Demand in China
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Building professionalism in project management. TM
www.pmi.org.hk