Project Management Back to the Future 1999 2019

Project Management
         Back to the Future
            1999 - 2019

                                 David Barrett

`   Introductions
`   My PM Journey
`   Project Management in 1999
`   Project Management Today
`   Project Management 2019
`   What’s in it for you?

                                                 1

`   The Royal Bank of Canada - 1977 – 1985
`   ICB Computers 1985
`   Stellaris Corporation- 1986
`   Gregory, Barrett Group Limited – 1987
`   C
    Computer    Seminar
                S i     Centres
                        C       – 1989 – 1991
`   Symantec Corporation – 1991 – 1995

`   TimeLine Solutions – 1995 – 1996
`   Solutions Network Inc – 1996 – present
    ◦ Project Management Recruiting Inc.
    ◦ Project Management Symposiums
    ◦ ProjectTimes
    ◦ The Masters Certificate in Project Management – Schulich School
      of Business
    ◦ The Masters Certificate in BusinessAnalysis – Schulich School of
      Business
`   Imark Communications - 2002
    ◦ ProjectWorld
`   Diversified Business Communications – 2004 - present
    ◦ ProjectTimes.com
    ◦ BusinessAnalystsTimes.com

                                                                         2

`   Something for manufacturing and
    construction
`   No PM interest from Systems and
    Technology
`   N PM interest
    No     i t   t from
                   f    the
                        th generall business
                                    b i
    sector
`   No in-depth training for PMs
`   No easy-to-use PM tools
`   The PMI membership – world-wide -15-20K

              Computing Canada, 1996 –

         “…Over 70% of IT projects are failing.”

`   IT Projects begin to get recognition
`   Y2K rears its head
`   Windows 95 released
`   MSProject makes scheduling more
    accessible
`   PMI releases PMBOK
`   I join PMI – member # 34561

                                                   3

`   Canada’s first Masters Certificate launched
`   Project Management Symposium ‘97
`   Demand for IT PMs & PMPs starts to rise
`   Canada’s first PM magazine launched
`   Canada’s first PM recruiting firm launched

`   PMBOK becomes world-wide standard
    ‘knowledge’
`   The PMO / Centre of Excellence arrives
`   PM reaches the director level
`   The role of the BA gets recognition

    “Engineering and Construction industry invented
     project management and then… went to sleep. It
     was using the old model of project management:
     time-cost-quality (not even scope management).
     Most of project managers were the old type who
     were off the
              th opinion:
                    i i    Project
                           P j t Management
                                   M            t – what’s
                                                     h t’
     the big deal. Use your common sense and you’ll be
     fine. The only way to learn project management is
     through making mistakes (working). With the surge
     of infrastructure projects, this is changing.”
                  Michael Stefanovic, Procept Associates

                                                             4

`   Program Management gets an audience in
    IT
`   Enterprise scheduling & consolidation
    becomes a standard
`   Training lives through the recession – we
    learn that our people are the key to project
    success – not the tools

`   PMBOK proves to be a good foundation for
    knowledge (PMP & CAPM) Program
`   Management Professional (PgMP)
    certification released
`   D t/di i i
    Dept/division             t   id
                    or corporate-wide
    methodologies get a good look see

` BUT      ……….

`   The PMO goes away and comes back
`   PM stays at the Director level
`   PgMP doesn’t really catch on

                                                   5

So where are we going?
             What’s in it for me?

`   The Strategic Link
`   The Business Analyst
`   Measured Project Value
`   How we do it…
`   T h l
    Technology
`   Wider Definition of a PM

`   Project Management + Program Management
    + Strategic Management

`   “organizations are sloppy at articulating their strategy… or
    they don’t have one”
    ◦ Keith Farndale, President, Procept Associates

                                                                   6

Michael Porter once said: “A bad strategy executed
well is far better than a good strategy executed
poorly.” In 2010 the need to execute strategy will be
paramount to the survival of organizations as we
crawl out of the recession. This means focused
portfolio management to tightly manage initiatives –
this is your strategy execution engine. Along with a
portfolio and initiative management framework it will
be essential to implement the key components of a
strategy execution culture. People will be the drivers
of the execution engine.
         Catherine Daw, Top 10 Trends for 2010

`   October, 2003 – The IIBA (theiiba.org)
    ◦ 90 chapters world-wide
    ◦ BABOK
    ◦ CBAP designation
`   May, 2004 – BusinessAnalystWorld
`   2005 – BATimes.com

The work of business analysts does sometimes leads to a business
  case, but there are many other functions that enterprises business
  analysts perform, such as:
  ◦ Driving business architecture discussion and development
  ◦ Creating-functional decomposition of business areas
  ◦ Providing thought leadership within their organizations
  ◦ Assisting business areas in understanding the big picture (rather
    than talking in terms of project teams and business lines)
  ◦ Aligning project portfolios with overall business strategy
  ◦ Creating feasibility studies for new products, markets and systems
  ◦ Making strategic recommendations for process improvements and
    streamlining across departmental divides and geographical
    locations
    Business Analysts: A Key to Companies' Success
    www.cio.com

                                                                         7

We are hearing a new language… Cost savings
     and ROI

        “PMs need to be more business savvy- they need to see the
        whole picture”
              ` Gary Heerkins, 2010

        “Savvy PMs will be able to speak CXO language and garner
        respect at the executive level. Telling truth to power will be an
        essential element in their tool kit”
              ` Catherine Daw, 2010

`   Methodologies
     ` Prince2
     ` OPS IT Methodology

     ` RBC’s PM Framework (PMF)

     ` Agile PM
     ` Lean Project Mangement
     ` Lean Six Sigma

        “Organizations will be looking for ways to deliver more
        effectively and efficiently than ever before”
              ` Catherine Daw, 2010

    `   MS Office 2010
        ◦   MSProject
        ◦   Sharepoint
        ◦   Project Server
        ◦   Portfolio Server
        ◦   Microsoft Business Scorecard
    `   Oracle Projects
        ◦ Revenue links to Projects

                                                                            8

`   Is the roll of the PM being diminished?
`   Are we trivializing the process?
`   Was a CAPM a good idea?
`   Do we need to understand and grasp the new
    PM?

`

`   The Strategic Link
`   The Business Analyst
`   Measured Project Value
`   How we do it…
`   T h l
    Technology
`   Wider Definition of a PM

`   ‘It’s not about the PMBoK – it’s about the
    people – its about leadership’
     x Neal Whitten
`   PMs need to learn to stand up and say no
     x Gary Heerkins
`   We need to understand the ‘virtual team’
     x David Barrett
`   Acquiring, developing and retaining talent
    that moves projects forward will be essential
    in 2010 (and beyond).
     x Catherine Daw

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David Barrett
dbarrett@solutionsnetwork.com

DavidBarrett.ca

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