State of of the art of Project Management in Europe: 2005 Reflexions and examples on Different Models and Cultural Influences Joint presentation Alex Matthey & Thomas Walenta at the PMI Moscow Conference 2005

1. Project Management State of the ART for the whole
of EUROPE
Reflexions and examples on Different Models and
Cultural Influences
Alexander Matthey, PMP and
Thomas Walenta, PMP
PMI Congress Moscow, 13.10.2005
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2. Roadmap
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3. The path to PM
"State of the Art"
from Competition
Economical influences:
60's Quantity Fully Functional Organisation
70's + Quality Project Expeditor Organisation
80's + Variety Project Coordinator Organisation
90's + Personalisation Matrix Organisation
2000's + Incertainty Adaptable Organisation
Yuri Gagarin in space - 12 April 1961 vs. Neil Armstrong on the Moon - 20 July 1969
to Collaboration
Kurks Submarine vs Priz Mini-Submarine - help on next day
Hurricane Katrina vs. Hurricane Rita - U.S. asked Russia to help
Cultural diversity
• Geographical / waterways: Mediterranean - Baltic - North Sea - Black Sea - Atlantic
• Political: EU - EMU - non-EU/EMU - new countries
• Wealth: only six countries amount for 75% GDP (Germany, UK, France)
• Language: 11 official languages in EU + 10 in new countries, 35% speak English
• Regional diversity (cultural groups): 300 regions
• IPMA vs. PMI?
"Global Standardisation of Project Management through local intellect and commitment"
(Louis Mercken)
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4. 1. PM related Standards
PMI Standards
PMBOK 2004 (3rd edition)
– new version every 4 years (1996, 2000,
2004, ..)
– ANSI & IEEE standard
– 9 knowledge areas in 380 pages
– available in 11 official languages
(including Russian, Chinese, German,
Portuguese...)
– created by a global team of volunteers
12 Standards, 4 relevant for organizations
– OPM3 (2003)
– Program Mgmt (2006)
– Portfolio Mgmt (2006)
– PM Competency Development
Framework (2002)
There is more:
ISO10006 Quality in PM
UK OGC
Prince2 – Methodology
MSP - Managing Successful Programmes
(ITIL) - IT dept operational processes
e.g. Germany V-Modell XT
PM Glossary by Max. Wideman maxwideman.com
IPMA ICB/NCBs
ICB International Competency Baseline
– 3 languages in 1 book, issued 1999
– 42 'elements', 90pages
– created by selected Subject Matter Experts
NCBs: National Competency Baselines
– APM, GPM, AIPM, Nordnet
APM BOK 4th edition 2000,
– 7 sections, 65 pages
– 44 knowledge areas
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5. 2. Certification around PM
PMI's PMP, CAPM – central certification
• CAPM (Certified Associate for PM)
– for students, new practitioners
– 150 questions, knowledge based
– 23 hours of PM education
• PMP (Project Management Professional)
– for experienced PMs
– 200 questions, application based
– min. 3 years proven experience etc.
– ca. 130.000 PMPs on the globe
– Recertification every 3 years (PDUs)
• GAC accreditation for educational bodies
– in Europe: ESC Lille, France
– In US: George Washington University
• OPM3 assessor and OPM3 consultant (2006)
IPMA 4 levels of certification
• Certification thru national bodies
• 4 levels D-C-B-A
• ca. 50.000 certified
• Certified for lifetime
Others
• By universities
• By PM education providers
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6. 3. Diversity in PM
PM Comparison in Europe
Achievement of results
• Many sponsors with multiple needs,
scarce resources - "parliament style"
– Managing to objectives and
• Some sponsors with seemingly
unlimited resources - "emperor style"
– Focusing on attainment of
• PMI IPMA
• Standard Diverse
• Freely adaptable Derived from common source
• Simplified in presentation Retains richness in presentation
• Framework (PMBOK) Methodology (Prince2)
• Totally Flexible Flexible within local limit
• Less multi-cultural More multi-cultural
• Little multi-linguistic Very multi-linguistic
scarce resources
objectives
Focusing on attainment of objectives
1. Palace of Parliament, one of dictator
Nicolai Chauchescu's grandiose creation.
It is the 2nd largest building in the world
behind the Pentagon
2. An African's gift to the Vatican: the
world's largest church - Felix Houphouet-
Boigny, Basilica of Our Lady of Peace
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7. 4. Evolution of PM
Strategy
Portfolios
Programs
Projects
Project Program Portfolio
Permanently attempt to
reach the mission of the
organization
Achieve previously agreed
and defined strategic
objectives, business
results
Temporary, can be Infinite
stopped when objectives
are met
Prioritization of Projects
& Management of
Resources
Value and Benefits
Interfaces
Integration
In periods, based on
management cycle
In stages/projects, based
on program plans
Strategic Objective Owner Organization (CEO, COO)
(Business Exec Sponsor)
Deliver previously
agreed and defined
work products
Objective
Duration Finite, short term
Focus of Scope and deliverables
Mgmt
In phases, based on
milestones
Program Manager or
Project Sponsor
Decision-making
Sponsor
What is it Efficiency Effectiveness Agility
about
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8. 5. PM Research
well renowned researchers / authors in Europe
research publications
• IPMA - International Journal of PM
(IJPM)
• PMI Journal (PMJ)
• Christoph Bredillet – Univ. ESC Lille
• Roland Gareis – Vienna / project based organisation
• David Hillson - UK - Risk Management / 'Risk Doctor'
• Vladimir Liberzon - Russia - Spider (Success Driven PM)
• Peter Morris - UK - Corporate and Project Strategy
• Eric van den Broecke - Belgium - Vlerick Management School - PgM & Benefit
• Michel Thiry - Belgium - Programme Management
• Rodney Turner - UK - Project Based Management
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9. 6. Organisations
PMI - Centralized
• 200.000 PMI Members WW, founded 1969
– growth outside NA: 40%
• 15 PMI Board Members (elected), 2 European, 1NZ, 1 SA
• PMI Global Operations Centre
– PMI CEO Greg Balestrero
• PMI Regional Service Centres: Brussels, Singapore
• PMI Components (Chapters, SIGs, Colleges)
PMI Components (Chapters, SIGs, Colleges)
• 47 Chapters in Europe (including. potentials)
– 20.000 PMI members
• 1 vs. multiple Chapters / country
– UK, Sweden, New Zealand: 1 Chapter
– Russia 3 Chapters, Germany 4, France 5
• PMI's Community Transformation Program (CTP)
• 3 largest Chapters in Europe
– UK - 3000 members, Sweden - 1000 members,
Frankfurt - 750 members - 1988
IPMA – Federal
• IPMA Organization - Switzerland
• 35.000 members, founded 1965 as
INTERNET
• 1967 1st international congress in Vienna
(37 countries)
• 40 national organizations: 27 in Europe, 2 in
Africa (Egypt, SA), 2 in North America (US,
Mexico), 1 in South America (Brazil), 8 in
Asia (incl China, India)
• APM in UK: 13500 members+ 300
organizations, founded 1972
• GPM in Germany: 3600 members, founded
1979, 35 regional groups in 5 regions
• APOGEP in Portugal
• SMP (French) & SPM (German) in
Switzerland
• SOVNET in Russia
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10. 7. PM Conferences
• PMI Global Congress in NA, EMEA, AP
– 2006 Bangkok, Madrid, Seattle
– 2005 Singapore, Edinburgh, Toronto
– Toronto: 3000 attendees, 600 PMI
Leaders, 8 tracks, 50 papers
• Chapter Meetings/Congresses
• Research Conference
• Seminars
• IPMA World Congress
– 2005: New Delhi, India: 2000 attendees
countries, 11 streams
– 2006 Shanghai, China
• national conferences
• expert seminars
Other
• IIR - Project World: Orlando 15.-18.11.2005
• Global PM Forum (IPMA, PMI others)
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11. 8. Visions & Goals for PM
PMI Strategic Plan relates to business
• Slogan: making PM indispensable for
business results
• Core purpose: advance practice, science
& profession of PM throughout the world
in a conscious and proactive manner
• Envisioned goal: Worldwide, organizations
will embrace, value & utilize PM and
attribute their success to it
• Value proposition
– 1. Professionalism
– 2. Knowledge
– 3. Community & Volunteerism
– 4. Value of PM to business
IPMA goals relate to delivery
• APM / Barnes:
– PM is all about people getting
things done
• IPMA goals
– PM .. define the work of PM
personnel
• GPM goals
– further the application of PM in
Germany
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12. Where to go from here?
Growing Community
• Worldwide PMs - est. 2003 - 16'000'000
• Members of PMI - 200'000
• Members of IPMA - 35'000
Four major PM Stakeholder Groups: where do you belong to?
• Global CAPM, PMP
• Local IPMA A,B,C,D
– Personal Development, Self Esteem,
Networking, Education
• Executives of corporations
– Program Management
– Portfolio Management
– OPM3
– Strategic Project Management
• Enablers for the enhancement of the PM
profession:
– council members
– researchers
– creators of standards
– PMI/IPMA leaders
• Suppliers of PM services
– educational bodies: accrediting
– coaches / instructors
– Consultants: e.g. OPM3 assessors
Practical steps
• Learn English
• Become a volunteer
• Enhance global networking
• Certify
• PM Practitioners
– Certification
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13. Europe can be
seen as the model
for global
development of PM
- be part of it!
Question:
Where is the dividing line for PM in Europe?
• Geography?
• Economy?
• Language?
• Politics?
• Regions?
• IPMA vs PMI?
Answer:
It‘s in the Maturity of
Organisations to utilize PM
Thomas Walenta, walenta@de.ibm.com, cell : +49-171-33 58 938
Alexander Matthey, alex.matthey@dplanet.ch, cell : +41-76-346 99 51
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