1. Project
Management
A personal perspective
By Peter Gross
2014

2. What

3. “It is not the strongest of
the species that survives,
nor the most intelligent
that survives. It is the one
that is the most adaptable
to change.”
Charles Darwin

4. Drivers for change …

5. Money

6. Customers

7. Risk

8. Brand

9. Governance

10. Corporate and
Social Responsibility

11. A project is a temporary
endeavour designed to
produce a unique result within
a defined period and with
actual or expected constraints.

12. Why

13. Rationale for
change projects …

14. Location changes

15. Changed
priorities

16. Legal or tax changes

17. Market changes

18. Technology advances

19. The goal of
project management …

20. Making all
stakeholders
happy.
Customers1
Users2
Department heads3
Delivery teams4
Support teams5
Design teams6
Interfacing teams7
Partners8

21. Achieving all this also results in the sponsor being happy

22. How

23. Satisfaction
Trust
The route to
stakeholder
happiness
Value

24. Service
Excellence
Model
Satisfaction,
Value & Trust
ExpertiseEfficiency
Accuracy
Reliability
Availability
Partnership, Customisation
and Advice
Communication & Action
Foundations
Core
Value-Add
Delivery
Goals
Presentation

25. The project
manager strives
to deliver …

26. … on time …

27. … on time …
… within budget …

28. … and meeting all quality objectives

29. whilst maintaining
control throughout.

30. Challenges

31. The project
managers challenge …

32. … the world doesn’t
stop turning.

33. The longer the
project duration
the more change
that can be expected.

34. Requirements change

35. Budgets change

36. Organisations
change

37. Schedules change

38. Staff
change

39. Business direction changes

40. Technology changes

41. The keys

42. The keys to
project
management …

43. Initiation Phase1

44. Agree the governance structure

45. Ensure clarity on
the business case

46. Map out the landscape
and all stakeholders

47. Create a skeleton
plan and budget

48. Delivery Phase2

49. Clear, concise, accurate
& timely communication
Listening with
eyes and ears

50. Trust, but verify.
Are the objectives still appropriate?
Is complete really done?
Is green really green?

51. Collaborate. Drive.
Lead. Deliver.
Celebrate.

52. Measure & track
KPI and KRI
metrics

53. Always have
a backup plan.

54. Turn data into information as a
basis for informed decisions.

55. Track and
record. Achievements1
Actions2
Obstacles3
Lessons4
Cost & Effort5
Agreements6

56. Closure Phase3

57. Assess. Analyse.
Qualify. Validate.

58. Document achievements
& lessons learnt.

59. Who

60. The case for a
dedicated project
manager …

61. Focus

62. Independence

63. Leadership

64. Responsibility

65. The Right Person
Project management is a PEOPLE business
The right character fit1
The right attitude2
The right approach3
Previous project leadership experience4
Communications skills5
Industry, domain or organisation knowledge6

66. Result

67. The right result …

68. In flight
Minimal management overhead
Regular, reliable, relevant updates
Managed risk
Managed change
Seamless implementation and transition

69. Target
state Delivery on time
Quality objectives achieved
Costs within budget
No negative legacy
Benefits realised
Relationships established/enhanced

70. About

71. Peter Gross
Peter is an accomplished programme and
project manager with over 25 years commercial
experience gained across a variety of public and
private sector organisations from early stage
start-ups to established global FTSE100
enterprise environments.
About the author
http://uk.linkedin.com/in/petergross

72. The End