Presentation at the 6th Annual PMI CoP Biopharmaceuital Project Management Conference, March 7, 2011

1. Project Management in our Changing
World
Randy Dunson, MBA, PMP
Victoria Kumar, PMP
David Staunton, MSc.

2. Disclaimer
The views expressed herein represent
those of the presenter and do not
necessarily represent the views or
practices of the presenter’s employer,
the PMI CoP, or any other party.
2

3. Session Summary
• Many successful project management practitioners are
accidental project managers
• Three major contributors to project success:
– requirements management processes
– formal methodology & standardized tools/infrastructure
– executive management support
• How project management should be applied in our
changing world
• Two project management ideal types
– fundamental belief that order can be imposed on the world
– fundamental belief that externally imposed order only gives the
illusion of control
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4. Learning Objectives
• Be able to define project success
• Understand requirements management processes
• Learn about consistent delivery of successful projects
• Understand roots of project management & its link
to bureaucracy & classical management
• View project management using a different paradigm
that may be more suited to our modern world
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5. Panel
• Session Chair
– Randy Dunson, MBA, PMP
Community Manager
Pharmaceutical CoP
• Panelists
– Victoria Kumar, PMP
Project Manager
NC Office of the State Controller
– David Staunton, MSc.
Operations Manager
Zenith Technologies
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6. Introductory Questions
• Where do you think project management is heading?
– Is it shifting away from command and control?
• What do you think is on the radar for project management
of tomorrow?
• Have you heard people in your organization demand to be
shown the ROI on implementing project management?
• How do you think our fast paced changing modern world
affects project management?
6

7. Delivering Successful Projects
…Every Time
Victoria Kumar, PMP
Project Manager
NC Office of the State Controller

8. Abstract
Three major contributors to project success:
– requirements management processes
– a formal project management methodology and a
standardized tools and infrastructure to implement
project management and
– executive management support
-- the key ingredients for CONSISTENT
delivery of successful projects.
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9. Session Outline
• Definition of Project Success
• Requirements Management Processes
• Standard Project Management Methodology
• Implementing Projects through a PMO
• Executive Management Support and
Sustained Executive Management Commitment
• Consistent Delivery of Successful Projects
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10. Definition of Project Success
Exercise: Is your project successful?
– Think of the last project that you completed.
– Was the project completed successfully?
– Or was it completed but not successful?
– How do you define project success?
• Satisfying the scope, time, cost objectives
• Return on Investment (ROI)
• Satisfying Customer Expectations
10

11. Standish Group CHAOS Report
2008 vs. 1996 Survey Results
2008 1996
 Challenged - 44 % 33 %
 Succeeded - 32 % 27 %
 Failed - 24 % 40 %
* Source: Chaos Reports – The Standish Group, www.standishgroup.com
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12. Reasons for Project Failure
1. Incomplete requirements 13 %
2. Didn’t involve users 12.4 %
3. Insufficient resources/schedule 10.6 %
4. Unrealistic expectations 9.9 %
5. Lack of executive support 9.3 %
6. Changing Requirements 8.7 %
7. Poor Planning 8.1 %
8. Didn’t need it any longer 7.4 %
* Source: Chaos Reports, Standish Group International Inc., 1995,
www.standishgroup.com
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13. Top Ten Reasons for Project Success
1. User Involvement
2. Executive Support
3. Clear Business Objectives
4. Scope Optimization
5. Agile Processes
6. Project Management Expertise
7. Financial Management
8. Skilled Resources
9. Formal Methodology
10. Standardized Tools and Infrastructure
Source: Johnson, J. (2006) My Life is Failure. Standish Group International Inc.
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14. Delivering Successful Projects…Every
Time
• Implement requirements management processes,
in collaboration with stakeholders
• Develop / institutionalize a formal project
development / management methodology
• Implement standardized tools and infrastructure
through a Program Management Office (PMO)
• Ensure executive management support for your
projects
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15. Typical Requirements Issues
1. Customers don’t know what they need.
2. Customers don’t communicate their needs effectively.
3. The development team doesn’t understand the customers’
needs.
4. The customers are not involved in requirements definition.
5. There are too many requirements. The customers want too
many functions and features in the product.
6. Users have conflicting requirements.
7. “Unavoidable” scope creeps are being allowed.
8. Requirements changes are not controlled (not managed).
9. Requirements activities performed, not implemented as
processes.
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16. Real Requirements
Source: http://www.umsl.edu/~sauter/analysis/random_analysis_thoughts.html 16

17. Requirements Management
Processes
Requirements Management (RM) Processes
• Requirements Planning
• Requirements Development
- Requirements Definition
- Requirements Gathering and Elicitation
- Requirements Analysis
• Requirements Verification
• Requirements Change Management
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18. Requirements Management
• Consists of the following Requirements
Processes: Requirements Planning,
Requirements Development, Requirements
Verification, and Requirements Change
Management.
• Includes processes in planning, gathering,
defining, refining, organizing, prioritizing,
documenting, testing requirements, verifying
that requirements are being met, and tracking
and controlling requirement changes.
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19. Requirements Planning
• Development, review and approval of
a Requirements Management Plan
– Review by all appropriate stakeholders
(Customers, Users, Development /
Design Team Leads/Managers)
– Approval by Project Sponsor and
Key Customers
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20. Requirements Development
• Requirements Gathering
& Elicitation
• Requirements Definition
• Requirements Analysis
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21. Requirements Verification
• Ensuring all stated requirements are being
satisfied
• Includes an analysis how the requirements
are being addressed in the development
plan, and user acceptance testing and
validation Sign it!
• Formal acceptance is required
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22. Requirements Change Management
• Implementing a Change Control Procedure
• Managing implementation of approved change requests
Sign it!
Cost
22

23. Requirements Management Processes
Requirements
Management
Requirements
Requirements Requirements Requirements Change
Planning Development Verification Management
Gathering & Requirements Requirements
Elicitation Definition Analysis
23

24. Implementing Requirements Management
as Processes
As Project Management
Processes
with defined
Inputs, Tools and Techniques, and
Outputs
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25. Delivering Successful Projects…Every Time
• Implement requirements management processes,
in collaboration with stakeholders
• Develop / institutionalize a formal project
development / management methodology
• Implement standardized tools and infrastructure
through a Program Management Office (PMO)
• Ensure executive management support for your
projects
25

26. Formal Project Development / Management
Methodology
• Project Development vs. Project Management
– Agile vs. traditional project development
• Develop / institutionalize a standard project
management methodology
• Provide tools (e.g., templates), training, coaching
– Increases project management competency level
– Understanding value of project management
– Enforces compliance to the standard processes
• Allow flexibility for smaller, less risky projects
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27. Formal Project Management Methodology
• Allow flexibility for smaller, less risky projects
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28. Benefits of a Consistent PM Approach
Source: Eskerod, P., Riis, E., 2009. Value Creation by Building an Intraorganizational Common
Frame of Reference Concerning Project Management. Project Management Journal 40(3), 6-13.
 Implementing an approach consistently throughout
an organization through:
 A common project management model.
 Companywide project management training programs
 Project management career development
 Knowledge-sharing activities
 Resulting Benefits
 Communication / Optimal use of resources
 Time management / Financial management
 Project progress / Customer satisfaction/Knowledge
sharing
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29. Delivering Successful Projects…Every
Time
• Implement requirements management processes,
in collaboration with stakeholders
• Develop / institutionalize a formal project
development / management methodology
• Implement standardized tools and infrastructure
through a Program Management Office (PMO)
• Ensure executive management support for your
projects
29

30. Implementing Projects Through the PMO
 The PMO has become the executive-chosen
infrastructure for organizations to implement projects
and programs.
 PMO is the standard infrastructure to perform the
following functions:
– Standardized Methodology and Tools
– Repository of Best Practices
– Training and Certification, Coaching and Mentoring
– Project Monitoring and Oversight
– Enterprise-wide PM Services
30

31. Delivering Successful Projects…Every Time
• Implement requirements management processes,
in collaboration with stakeholders
• Develop / institutionalize a formal project
development / management methodology
• Implement standardized tools and infrastructure
through a Program Management Office (PMO)
• Ensure executive management support for your
projects
31

32. Know Your Executive Management:
Executives are Special Stakeholders
• Understand and document the executive management’s
definition of project success and delivery priorities.
• Understand requirements and expectations of senior
management.
• Get the senior and executive management involved in
requirements management.
• Get executive project sponsors to participate in risk analysis and
risk mitigation.
• Develop a project communication plan that focuses on specific
communications requirements of senior and executive
management.
32

33. Selling Your Projects to Executive Management
• Understand how the project fits the
organization in terms of operational and
strategic goals
• Explain how the project contributes toward
achieving long-term operational and strategic
goals
• Emphasize business results, relating project
results to organization’s key business priorities
33

34. Summary
Key ingredients for CONSISTENT delivery
of successful projects
• Requirements management processes
• Formal methodology and standardized
tools and infrastructure
• Executive management support
34

35. Project Management Paradigms
David Staunton, MSc.
Operations Manager
Zenith Technologies

36. Origins of Project Management
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37. Military Pioneers
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38. Space Program
38
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39. The Project Lifecycle
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40. Project Management
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41. Classical Management
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42. Links with Bureaucracy
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43. Scientific Management
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44. Links with Taylorism
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45. Links with Taylorism
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46. Links with Taylorism
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47. Monitoring & Controlling Processes
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48. PM Differentiator
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49. Bureaucratic Roots
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50. Breaking Apart Problems
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51. Pre-determined Course of Action
Intended
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52. Mastermind Game
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53. External to the System
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54. Detailed Planning at the Start
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55. Bureaucratic Project Manager
• Is external to the project system
• Holds a mechanical view of the world
• Imposes believed predictability in ‘one best
way’
• Responsibility for planning and execution are
separated
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56. Alternative to Reductionism
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57. Open Systems
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58. Success of the Whole
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59. Complexity
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60. Rules Change Over Time
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61. The Edge of Chaos
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62. Deal with What is Emerging
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63. Emergence
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64. Creativity & Adaptability
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65. Sensemaking
65

66. You Must Make Time
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67. PM as Surfer
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68. Post-Bureaucratic Project Manager
• Is part of the project system and gives the illusion of
control by being aware of the project
• Holds an open organic view of the world
• Believes that the emergent pattern is unpredictable
and there are many different ways
• Planning and execution are not separated. The
Project Manager plans, acts, adapts and has faith
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69. Don’t Limit Your Thinking
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70. References
• Agazzi, E. (1991). The Problem of Reductionism in Science, Episteme, 18. Dordrecht,
Kluwer Academic Publishers.
• Bedau, M. A. and P. Humphreys (2008). Emergence - Contemporary Readings in
Philosophy and Science. London, Massachusetts Institute of Technology.
• Black, J. A. and S. Edwards (2000). "Emergence of virtual or network organizations:
Fad or feature." Journal of Organizational Change Management 13(6): 567-576.
• Bolan, R. S. (1974). Mapping the Planning Theory Terrain, American Institute of
Planners.
• Brown, S. L. and K. M. Eisenhardt (1998). Competing on the Edge: Strategy as
Structured Chaos. Boston M.A., Harvard Business School Press.
• Burns, T. and G. M. Stalker (1961). The Management of Innovation. London,
Tavistock.
• Byrne, D. S. (1998). Complexity Theory and the Social Sciences: An Introduction. New
York, Routledge.
• Cleland, D. I. and W. R. King (1968). Project Management Handbook. New York, Van
Nostrand Reinhold.
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71. References
• Devaney, R. L., Ed. (1988). "Dynamics of Simple Maps" in Chaos and Fractals: The
Mathematics Behind the Computer Graphics. Providence, American Mathematical
Society.
• Dixon, D. (1993). Non-Deterministic Chaos, Institution for Geophysics and Planetary
Physics, University of California.
• Favre, A., H. Guitton, et al. (1995). Chaos and Determinism: Turbulence as a Paradigm
for Complex Systems Converging Toward Final States. London, The John Hopkins
University Press.
• Fay, B. (1990). "Critical Realism?" Journal for the Theory of Social Behaviour(20): P
33-41.
• Fayol, H. (1916). Elements of Management. London, Pitman.
• Flood, R. L. (1999). Rethinking the Fifth Discipline: Learning the Unknowable. New
York, Routledge.
• Gray, C. F. and E. W. Larson (2008). Project Management - The Managerial Process.
New York, McGraw-Hill/Irwin.
• Harrison, F. L. (1981). Advanced Project Management. Aldershot, Gower.
71

72. References
• Heckscher, C. and A. Donnellon (1994). The Post-Bureaucratic Organisation - New
Perspectives on Organisational Change. London, Sage Publications.
• Hodgson, D. E. (2004). "Project Work: The Legacy of Bureaucratic Control in the Post-
Bureaucratic Organisation." Organisation 11(1): 81 -100.
• Katz, D. and R. L. Kahn (1978). The Social Psychology of Organisations. New York, John
Wiley & Sons.
• Kerzner, H. (2003). Project Management - A Systems Approach to Planning,
Scheduling and Controlling. Hoboken, NJ, John Wiley & Sons.
• Koontz, H. (1958). "A Preliminary Statement of Principles of Planning and Control."
Journal of the Academy of Management(I): 45-61.
• Lawrence, P. R. and J. W. Lorsch (1967). Organisation and Environment. Boston MA,
Harvard Business School.
• Meredith, J. R. and S. J. J. Mantel Project Management - A Managerial Approach.
New York, John Wiley & Sons.
• Mintzberg, H. (2009). Strategy Safari - Your Complete Guide Through the Strategic
Wilds of Strategic Management. London, Prentice Hall.
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73. References
• Morgan, G. (2006). Images of Organisation. London, Sage Publications.
• Morris, P. W. G. (1994). The Management of Projects. London, Thomas Telford.
• Nutt, P. C. (1983). "Implementation Approaches for Project Planning." Academy of
Management Review 8(4): 600 - 611.
• PMI (2004). A Guide to the Project Management Body of Knowledge (PMBOK). NY,
PMI.
• Sawyer, G. C. (1983). "Corporate Planning as a Creative Process." Oxford, OH,
Planning Executives Institute.
• Sewell, G. (1998). The Discipline of Teams: the Control of Teambased Industrial Work
through Electronic and Peer Surveillance. 43.
• Smuts, B. (2000). 'Emergence in Social Evolution: A Great Ape Example' in The Re-
Emergence of Emergence - The Emergentist Hypothesis From Science to Religion
Philip Clayton and Paul Davies (eds.). New York, Oxford University Press.
• Taylor, F. W. (1911). The Principles of Scientific Management. New York, Dover
Publications.
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74. References
• Weber, M. (1946). Bureaucracy. In H.H. Gerth & C.W. Mills (Eds.), From Max Weber:
Essays in Sociology. New York, Oxford University Press.
• Weick, K. E. (2001). Making Sense of the Organisation, Blackwell Publishing.
• Westerlund, G. and S. E. Sjostrand (1979). Organisational Myths. New York, Harper &
Row.
• Wildavsky, A. (1979). Speaking Truth to Power: The Art and Craft of Policy Analysis.
Toronto, Little, Brown & Co.
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75. Contact Information
Randy Dunson, MBA, PMP
PMI Pharmaceutical CoP
pharma.manager@vcleader.pmi.org
+1 919.732.1707
David Staunton, MSc.
Zenith Technologies
dmwstaunton@gmail.com
+353 1 461 200
Victoria Kumar, PMP
NC Office of the State Controller
Victoria.Kumar@gmail.com
+1 919.924.1013 75

76. Thank You!
Q&A
76

77. Introductory Questions
• Where do you think project management is heading?
– Is it shifting away from command and control?
• What do you think is on the radar for project management
of tomorrow?
• Have you heard people in your organization demand to be
shown the ROI on implementing project management?
• How do you think our fast paced changing modern world
affects project management?
77