Audience asked to rate their own organisatrions in terms of project sponsorship, according to a set of questions from the APM publication - Directing Change - A guide to governance of project management.
How good is project sponsorship n your organisation?
Good 8% Satisfactory 20% Unsatisfactory 48% Poor 24%
Compared with the feedback received at the APM/IoD conference on Governance on 1st April:
Good 6% Satisfactory 32% Unsatisfactory 46% Poor 16%
Wednesday, 29 October 2008
Can project sponsors be managed?
Where are your project sponsors? They’re not here and that’s part of the problem.
So how do you management upwards in the absence of your sponsor.
Example: Public sector organisation.
• Assess org. chart and core team.
• Rank sponsors – most cooperative to least. Get assistance by enlisting the most supportive to help bring the others on board.
• That helps build momentum.
• Educate those new to sponsorship, explain their roles, enabling them to fulfil their roles.
Summary
• Assess the current situation, assess the stakeholders
• Enlist a guiding coalition, get some supporters
• Articulate needs, in language appropriate for your audience.
• Educate upwards
• Use passion, persistence and patience
Question 1
Project sponsors can be managed
Strongly agree 18% Agree 60% Disagree 20% Disagree strongly 2%
So how do you management upwards in the absence of your sponsor.
Example: Public sector organisation.
• Assess org. chart and core team.
• Rank sponsors – most cooperative to least. Get assistance by enlisting the most supportive to help bring the others on board.
• That helps build momentum.
• Educate those new to sponsorship, explain their roles, enabling them to fulfil their roles.
Summary
• Assess the current situation, assess the stakeholders
• Enlist a guiding coalition, get some supporters
• Articulate needs, in language appropriate for your audience.
• Educate upwards
• Use passion, persistence and patience
Question 1
Project sponsors can be managed
Strongly agree 18% Agree 60% Disagree 20% Disagree strongly 2%
Martin Price - Can you align people, process and organisation?
There’s something more interesting than people – groups of people, because of the huge amount of interactions an organisation creates.
Aspects of PM that require leadership – leadership is about showing the way and draw the leadership from others, not by proscription.
Imagine a warship, ready for action, then you take away the crew – the warriors – what’s left can’t function. People aren’t just the heart of the matter - they are the matter.
Two arenas in project management:
Arena ‘A’ systematic necessities or essential tools (methodology, life cycle etc)
Arena ‘B’ the people necessities or vital behaviours (trust, decision making, leadership, collaboration etc).
Question
In which of these arenas are the causes of project success or failure?
A=3 hands, everyone else=B.
Need to address both arenas. There are also two others – engagement (not a competence, the quality of a group) and domain knowledge.
Building organisational capability – address:
Aspects of PM that require leadership – leadership is about showing the way and draw the leadership from others, not by proscription.
Imagine a warship, ready for action, then you take away the crew – the warriors – what’s left can’t function. People aren’t just the heart of the matter - they are the matter.
Two arenas in project management:
Arena ‘A’ systematic necessities or essential tools (methodology, life cycle etc)
Arena ‘B’ the people necessities or vital behaviours (trust, decision making, leadership, collaboration etc).
Question
In which of these arenas are the causes of project success or failure?
A=3 hands, everyone else=B.
Need to address both arenas. There are also two others – engagement (not a competence, the quality of a group) and domain knowledge.
Building organisational capability – address:
- the competence of the project players (professional skill and knowledge),
- the project organisation (leadership, engagement, collaboration) and
- building support from the business (alignment and support from the host business).
Elizabeth Harrin - Can you align people, process and organisation?
The techniques and tools I’m using now are the same I’ve been using for some years, given the rate of change in other professions – is that ok?
We all face shifting business challenges – economic, business models and technology – all the more so in the current environment.
General perception is that projects are failing – why are we still doing the same things?
The economy we’re working in is different to the one that our tools were designed for, this is the Google generation – look at all the sources and outlets we can now use, such as blogs, blackberries, wikis real-time status reports and collaboration tools. We need to be able to use them all within a project environment.
Project management teams need to be able to work with the same tools in the same way as others in our organisations.
We need people on our project teams with excellent communications skills and an openness to business change.
In summary:
• Adoption of new media
• Soft skills in methodologies
• Recruitment focus on emotional intelligence
Peter Simon, champion:
1. Is it important to develop as a complete project manager – professionals who can display the essential tools and the vital behaviours?
Strongly agree 77% Agree 20% Disagree 2% Strongly disagree 2%
2. Is it important for APM to give closer attention to developing human and organisational competence in its 4 level certification programme?
Strongly agree 34% Agree 52% Disagree 11% Strongly disagree 3%
3. My project management team is equipped to face the changing requirements of 21st business practices.
Strongly agree 8% Agree 29% Disagree 51% Strongly disagree 12%
4. My project management style reflects the way others work in my organisation.
Strongly agree 12% Agree 37% Disagree 42% Strongly disagree 8%
We all face shifting business challenges – economic, business models and technology – all the more so in the current environment.
General perception is that projects are failing – why are we still doing the same things?
The economy we’re working in is different to the one that our tools were designed for, this is the Google generation – look at all the sources and outlets we can now use, such as blogs, blackberries, wikis real-time status reports and collaboration tools. We need to be able to use them all within a project environment.
Project management teams need to be able to work with the same tools in the same way as others in our organisations.
We need people on our project teams with excellent communications skills and an openness to business change.
In summary:
• Adoption of new media
• Soft skills in methodologies
• Recruitment focus on emotional intelligence
Peter Simon, champion:
1. Is it important to develop as a complete project manager – professionals who can display the essential tools and the vital behaviours?
Strongly agree 77% Agree 20% Disagree 2% Strongly disagree 2%
2. Is it important for APM to give closer attention to developing human and organisational competence in its 4 level certification programme?
Strongly agree 34% Agree 52% Disagree 11% Strongly disagree 3%
3. My project management team is equipped to face the changing requirements of 21st business practices.
Strongly agree 8% Agree 29% Disagree 51% Strongly disagree 12%
4. My project management style reflects the way others work in my organisation.
Strongly agree 12% Agree 37% Disagree 42% Strongly disagree 8%
Practical agile project management - Dr Peter Merrick
Agile project management means responding to changing circumstances – it is characterised by its flexibility and speed. It is questionable as to whether it can be used in all circumstances, but it is useful in disciplines such as IT.
Agile projects tend to be smaller, shorter, the team is more capable and because there is nowhere to hide, the individuals become more capable. It can also create higher staff turnover because of the personal accountability and peer pressure that agile project management promotes. Sponsor involvement is often much closer.
There is resistance to the approach because it can be fairly imprecise in terms of time and budget. It relies heavily on trust over formal governance structures.
However, an agile culture can grow organically. Once success is realised it is often adopted elsewhere in the organisation.
Agile projects tend to be smaller, shorter, the team is more capable and because there is nowhere to hide, the individuals become more capable. It can also create higher staff turnover because of the personal accountability and peer pressure that agile project management promotes. Sponsor involvement is often much closer.
There is resistance to the approach because it can be fairly imprecise in terms of time and budget. It relies heavily on trust over formal governance structures.
However, an agile culture can grow organically. Once success is realised it is often adopted elsewhere in the organisation.
Discussion – Have we forgotten some of the basics?
Planning is a priority; there is never an option of not planning even when resources are scarce.
Planning should exist throughout the project and perhaps extend into operations (and possibly disposal). This way planning can help ensure that benefits are realised. As such, it might suggest that the sponsor – who is responsible for the benefits of the project – should have a greater interest in the planning aspects of the project or programme.
As projects adopt more ‘agile’ and iterative approaches, greater focus is put on ‘top down’ planning and risk prioritisation. If planning is often confused with ‘schedule’ then risk management is often confused with risks management – the management and focus on individual risks. Marginalising these techniques in this way, making them an operational rather than strategic issue is a problem.
Although these areas are referred to as basics it may be more appropriate to view them as ‘fundamentals’. The awareness of these fundamentals outside the profession is poor - senior executives are not interested in these ‘details’.
Professionally, both planning and risk management roles are considered a stepping stone to something more ‘bigger’. This is one of the why these fundamentals are ignored because they are perceived to have little strategic meaning and therefore are professionally unrewarding.
However, 100% of delegates believe constructed plans are often ignored by management who want a different answer.
It is not that senior executives are disinterested in these subjects, they have other pressures and priorities. If ignored the impact of failed projects can be cataclysmic. What is essential is that senior executives and even project professionals understand the value of planning and risk management and not discount these issues as an inconvenience.
84% believe your project risk management looked at ‘top down’.
100% believe that project risk management should be ‘top down’.
79% believe that project plans are not done by planning experts in their organisation
93% believe that risk is a process not a mindset in their organisation.
Planning should exist throughout the project and perhaps extend into operations (and possibly disposal). This way planning can help ensure that benefits are realised. As such, it might suggest that the sponsor – who is responsible for the benefits of the project – should have a greater interest in the planning aspects of the project or programme.
As projects adopt more ‘agile’ and iterative approaches, greater focus is put on ‘top down’ planning and risk prioritisation. If planning is often confused with ‘schedule’ then risk management is often confused with risks management – the management and focus on individual risks. Marginalising these techniques in this way, making them an operational rather than strategic issue is a problem.
Although these areas are referred to as basics it may be more appropriate to view them as ‘fundamentals’. The awareness of these fundamentals outside the profession is poor - senior executives are not interested in these ‘details’.
Professionally, both planning and risk management roles are considered a stepping stone to something more ‘bigger’. This is one of the why these fundamentals are ignored because they are perceived to have little strategic meaning and therefore are professionally unrewarding.
However, 100% of delegates believe constructed plans are often ignored by management who want a different answer.
It is not that senior executives are disinterested in these subjects, they have other pressures and priorities. If ignored the impact of failed projects can be cataclysmic. What is essential is that senior executives and even project professionals understand the value of planning and risk management and not discount these issues as an inconvenience.
84% believe your project risk management looked at ‘top down’.
100% believe that project risk management should be ‘top down’.
79% believe that project plans are not done by planning experts in their organisation
93% believe that risk is a process not a mindset in their organisation.
Transformation and transformational change - Anthony Lewis
Transformation is a favourite term for consultants – in this context it refers to major change. Major Change is high risk (and high reward) but can also be large and difficult.
Creating a transformation is often such a daunting prospect that it isn’t addressed. Often we wait until there is a ‘burning platform’ to make change happen, but change is inevitable; it should be anticipated and embraced.
Having a clear understanding of where we are and where we want to be is central to successful transformation. This involves ‘scenario probability’, demand forecasting and cost of service profiling.
This is the firm basis upon which good decisions can be made. Everyone has different perspectives and priorities - senior executives will have different priorities to the project manager. Therefore the transformation project manager will need to react differently in different situations.
The project professional has a key role to play in making this happen by shaping a strategy that can be implemented, they can help co-ordiante stakeholders and participants and ‘show the way’.
Creating a transformation is often such a daunting prospect that it isn’t addressed. Often we wait until there is a ‘burning platform’ to make change happen, but change is inevitable; it should be anticipated and embraced.
Having a clear understanding of where we are and where we want to be is central to successful transformation. This involves ‘scenario probability’, demand forecasting and cost of service profiling.
This is the firm basis upon which good decisions can be made. Everyone has different perspectives and priorities - senior executives will have different priorities to the project manager. Therefore the transformation project manager will need to react differently in different situations.
The project professional has a key role to play in making this happen by shaping a strategy that can be implemented, they can help co-ordiante stakeholders and participants and ‘show the way’.
Old destinations or new directions for programmes – Kevin Parry
“Everybody lies” says Dr Greg House. This is anathema to many managers schooled in a ‘command and control’ management paradigm. What people say and what they actually think will be different. Not getting to the heart of what people think will prevent successful transformation.
Transformation deals with systemic issues. Adaptability and agility are key to this process – being wedded to a plan and a schedule represents a risk to successful transformation. It looks at the heart of change issues – these can be social, political, economic, legal or technical.
The management response is characterised by being flexible and reacting to real problems that may change over time. The strategy may remain the same, but the tactics will change over time.
The response is to be a chameleon project manager – understand motivators for change, reinforce the change with data, accept change, try to understand ‘invisible power structures’ – how things really work. Set a direction and refine it constantly.
Transformation deals with systemic issues. Adaptability and agility are key to this process – being wedded to a plan and a schedule represents a risk to successful transformation. It looks at the heart of change issues – these can be social, political, economic, legal or technical.
The management response is characterised by being flexible and reacting to real problems that may change over time. The strategy may remain the same, but the tactics will change over time.
The response is to be a chameleon project manager – understand motivators for change, reinforce the change with data, accept change, try to understand ‘invisible power structures’ – how things really work. Set a direction and refine it constantly.
Discussion - Is it changing or changeable?
Transformation management deals with pragmatism over methodology. Methods are useful for projects, but at a transformational level they can be too rigid.
There is a risk that transformation becomes a trendy badge and lacks substance, but everyone is susceptible to failure due to ‘institutional arrogance’ and a resistance to realise the need to change. This is particularly true in larger and older organisations who have very refined processes and may become introspective - therefore displaying a reluctance to change.
How successful transformation management actually is remains an unresolved issue. It is an under developed discipline, and a ‘burning platform’ may help focus the mind. However what is key is that change is constant and that transformation is both high risk and high reward. It may be that it is less a case of looking at transformation as a management technique (which is defined by its success and failure) and more a state of being – that all things are changing.
36% believe that transformational management a management fad
48% believe transformation management is a future management system
100% believe that transformation management concepts are could be useful in a recession
54% believe transformation is a separate management discipline
There is a risk that transformation becomes a trendy badge and lacks substance, but everyone is susceptible to failure due to ‘institutional arrogance’ and a resistance to realise the need to change. This is particularly true in larger and older organisations who have very refined processes and may become introspective - therefore displaying a reluctance to change.
How successful transformation management actually is remains an unresolved issue. It is an under developed discipline, and a ‘burning platform’ may help focus the mind. However what is key is that change is constant and that transformation is both high risk and high reward. It may be that it is less a case of looking at transformation as a management technique (which is defined by its success and failure) and more a state of being – that all things are changing.
36% believe that transformational management a management fad
48% believe transformation management is a future management system
100% believe that transformation management concepts are could be useful in a recession
54% believe transformation is a separate management discipline
Prioritising Risk, Martin Hopkinson
How many people assess their risks using a Probability/Impact Matrix asked Martin Hopkinson of the APM Risk Specific Interest Group when launching its new guide Prioritising Risk.
Frequently risks are prioritised by their uncertainty – the higher their uncertainty, the higher priority they are offered. Martin argued that if risk management is the management of uncertainty, then perhaps it is those risks which should be focussed on.
Whilst the Probability/Impact Matrix is a useful tool, it is often limited in its effectiveness – factors such as when a response to the risk is needed and the degree to which the risk is manageable should also been considered.
Taking a higher level of understanding of the reason for managing risk is also often overlooked. Understanding why we are managing risks helps us understand the risks we want to manage. Frequently, as with many other project management basics, risk management is overlooked as a procedural part of the project. As Martin points out – this is risks management not risk management.
Frequently risks are prioritised by their uncertainty – the higher their uncertainty, the higher priority they are offered. Martin argued that if risk management is the management of uncertainty, then perhaps it is those risks which should be focussed on.
Whilst the Probability/Impact Matrix is a useful tool, it is often limited in its effectiveness – factors such as when a response to the risk is needed and the degree to which the risk is manageable should also been considered.
Taking a higher level of understanding of the reason for managing risk is also often overlooked. Understanding why we are managing risks helps us understand the risks we want to manage. Frequently, as with many other project management basics, risk management is overlooked as a procedural part of the project. As Martin points out – this is risks management not risk management.
Introduction to Project Planning – Neil Curtis, ITT Defence
Has planning become sidelined as a professional project management discipline? Neil Curtis, representing the APM Specific Interest Group thinks so. That is why the newly re-launched SIG launched their guide Introduction to Project Planning at the APM Project Management Conference 2008.
A plan is more than just a schedule; it should include scope, deliverables, implementation strategies and processes, project organisation, constraints, assumptions, dependencies and cost estimates.
Planning is frequently viewed as a technical side-issue, yet it helps maximise success, aids communication, develops commitment, and prepares for the unexpected. Above all it provides the baseline against which a project is measured.
Planning is central to the role of the project manager, which raises the question as the value offered by specialist planners. Their skills are often ignored and sidelined, their role is increasingly to act as mentors, technical experts and consultants to the project and its planning activities.
The benefits of planning will change at different stages in its lifecycle
Concept – project need and feasibility
Definition phase – refining and optimising the plan
Implementation, handover and closeout phases – executing the plan
Closeout – capture lessons learned to inform future planning
Planning won’t guarantee success, but it will get closer to success.
Project success through stakeholder management - rail defect system - Barry Chesterman, Network Rail
Overview of Network Rail's Rail Defects System (RDS) programme. Key issues safety and reliability. Barry said when took over NR's reputation in turmoil, now in "safe hands". Key challenges to capture rail defect information and put onto one system. This involved bringing 22 different contractors each with own reporting system. No intra-system integration i.e. people not talking to each other. Key to RDS success engage all different stakeholders. Design led by end-user 18 demos of prototype models. "Same message to all stakeholders." Feedback invaluable to success. Deployment of RDS 8 out of 9 routes now live. 50% legacy systems decommissioned. 1050/1300 users trained. Improvements: systems delivered half the budget, 4x scope, high level of acceptance.
Is acceptance maximised when stakeholders are an integral part of transformation? 100% yes.
Stakeholder management is important in all sectors, but some sectors require more stakeholder management effort. Agree 95%. Disagree 5%.
Is acceptance maximised when stakeholders are an integral part of transformation? 100% yes.
Stakeholder management is important in all sectors, but some sectors require more stakeholder management effort. Agree 95%. Disagree 5%.
Geoff Whittaker - Corporate saviours or corporate scapegoats – objectives for project managers
Crux of talk is going to be on best ways of setting business benefit objectives.
Projects essentially set up in a competitive environment – pressure to take risks, remove contingencies and under-estimate, plus time pressure to prepare bid, not necessarily involving the people who will deliver the project.
How do people respond to objectives set for them? What incentives do you set? Has the time, cost, quality triangle had its day? We now need to focus on broader business objectives and manage project managers accordingly.
Focus goals on business benefits, behaviours you want to see and on the personally achievable – leaving you with a happy customer who is paying you money and iis talking about the next project.
Alternatively - have someone who is accountable, can’t abdicate responsibility, but to have to agree to someone elses time/cost/performance goals is risky.
Adrian Dooley, Champion:
PM has come along way, but we need new approached – TCP too constrained – it needs to be amore collaborative relationship with sponsors and rest of team.
Questions:
1. Project managers need to focus more on people. Strongly agree 69%, Agree 31%
2. Project management must concentrate more on delivering value. Strongly agree 57%, Agree 35%, Disagree 6%, Strongly disagree 2%
3. Project managers shouldn’t follw a single process? Strongly agree 19%, Agree 43% Disagree 26%, Strongly Disagree 13%
4. PM is in a mid-life crisis. Strongly agree 19%, Agree 42% Disagree 31%, Strongly Disagree 8%
5. There are better ways of setting objectives for PM than time cost Strongly agree 31%, Agree 47% Disagree 16%, Strongly Disagree 6%
6. Project managers are corporate saviours 32% corporate scapegoats 68%
Projects essentially set up in a competitive environment – pressure to take risks, remove contingencies and under-estimate, plus time pressure to prepare bid, not necessarily involving the people who will deliver the project.
How do people respond to objectives set for them? What incentives do you set? Has the time, cost, quality triangle had its day? We now need to focus on broader business objectives and manage project managers accordingly.
Focus goals on business benefits, behaviours you want to see and on the personally achievable – leaving you with a happy customer who is paying you money and iis talking about the next project.
Alternatively - have someone who is accountable, can’t abdicate responsibility, but to have to agree to someone elses time/cost/performance goals is risky.
Adrian Dooley, Champion:
PM has come along way, but we need new approached – TCP too constrained – it needs to be amore collaborative relationship with sponsors and rest of team.
Questions:
1. Project managers need to focus more on people. Strongly agree 69%, Agree 31%
2. Project management must concentrate more on delivering value. Strongly agree 57%, Agree 35%, Disagree 6%, Strongly disagree 2%
3. Project managers shouldn’t follw a single process? Strongly agree 19%, Agree 43% Disagree 26%, Strongly Disagree 13%
4. PM is in a mid-life crisis. Strongly agree 19%, Agree 42% Disagree 31%, Strongly Disagree 8%
5. There are better ways of setting objectives for PM than time cost Strongly agree 31%, Agree 47% Disagree 16%, Strongly Disagree 6%
6. Project managers are corporate saviours 32% corporate scapegoats 68%
David Daly - Should we re-evaluate what project management is all about?
A point in time when you’ve come a long way and achieved a lot, but sense you need to carve a new direction.
I interviewed a number of active IT project managers and received unique insights about what’s changed in project management:
‘I think it’s a change in awareness’ ‘Too much stress placed on having a certificate rather than one’s abilities to get the job done’ The greatest challenge is always communication – ultimately a project failure is the failure to communicate’
‘Projects are still being delivered late and over budget’
‘62% of companies experiencing late delivery, 49% over budget’
What are the answers to our challenges?
Focusing more on people – Team=product - build a quality team first.
Concentrate on delivering value – PPM project portfolio management?
Move away from following a single PM process – don’t hamstring your project managers. Processes and methodologies are tools, good PM is about choosing the right tools.
Adrian Dooley, champion – We seem to be answering in the same way as we did 30 years ago, perhaps this is about coming of age rather than entering middle age?
I interviewed a number of active IT project managers and received unique insights about what’s changed in project management:
‘I think it’s a change in awareness’ ‘Too much stress placed on having a certificate rather than one’s abilities to get the job done’ The greatest challenge is always communication – ultimately a project failure is the failure to communicate’
‘Projects are still being delivered late and over budget’
‘62% of companies experiencing late delivery, 49% over budget’
What are the answers to our challenges?
Focusing more on people – Team=product - build a quality team first.
Concentrate on delivering value – PPM project portfolio management?
Move away from following a single PM process – don’t hamstring your project managers. Processes and methodologies are tools, good PM is about choosing the right tools.
Adrian Dooley, champion – We seem to be answering in the same way as we did 30 years ago, perhaps this is about coming of age rather than entering middle age?
Keynote address - Dr Neville Bain, Chairman IoD
Speaking as someone with extensive boardroom experience, rather than as a qualified project manager.
PM should be a key skill throughout an organisation – although not necessarily broadly accepted right through the organisation – and the resource is often insufficient.
Boards should be more closely involved in monitoring projects, particularly the larger ones, but are often ill equipped to do so and often board agendas allow little time for their discussion.
Governance may have taken over too much influence in boardrooms – taking over half the available time on agendas – surely this is inappropriate?
Greater acceptance of qualifications and professionalism at board level is essential to improve situation and chartership is a good step towards it but much work to be done.
SMEs in particular rely on consulting input - therefore on the skill of the consultant and in managing the consultant.
Example - IoD project – CRM project to align all membership information and providing better services to members and the organisation. Initially, poorly aligned because of silo management in IoD, project became shelved. With changed board, a new process embarked upon, following proper project management procedures – it will now go live as planned.
Change programmes are likely to focus on cost reductions for next while, but people have low expectations (60%) and 70% fail to achieve their objectives. Project management needs to be linked to the strategy process and budgetary process ( and monitored), with proper risk assessment and control.
IoD delighted to support the conference – a really important step in raising importance and relevance of project management You need boardroom support – think carefully about your own organisations and seek a champion on the board who recognises the value of project management.
Ensure linkages to strategy and risk assessment
Engage board with excellent reporting
Include PM as part of new directors’ induction
PM should be a key skill throughout an organisation – although not necessarily broadly accepted right through the organisation – and the resource is often insufficient.
Boards should be more closely involved in monitoring projects, particularly the larger ones, but are often ill equipped to do so and often board agendas allow little time for their discussion.
Governance may have taken over too much influence in boardrooms – taking over half the available time on agendas – surely this is inappropriate?
Greater acceptance of qualifications and professionalism at board level is essential to improve situation and chartership is a good step towards it but much work to be done.
SMEs in particular rely on consulting input - therefore on the skill of the consultant and in managing the consultant.
Example - IoD project – CRM project to align all membership information and providing better services to members and the organisation. Initially, poorly aligned because of silo management in IoD, project became shelved. With changed board, a new process embarked upon, following proper project management procedures – it will now go live as planned.
Change programmes are likely to focus on cost reductions for next while, but people have low expectations (60%) and 70% fail to achieve their objectives. Project management needs to be linked to the strategy process and budgetary process ( and monitored), with proper risk assessment and control.
IoD delighted to support the conference – a really important step in raising importance and relevance of project management You need boardroom support – think carefully about your own organisations and seek a champion on the board who recognises the value of project management.
Ensure linkages to strategy and risk assessment
Engage board with excellent reporting
Include PM as part of new directors’ induction
Guide to topics and subject champions
Adrian Dooley – Success through projects, How PM can support business success
• The project management mid-life crisis
• Corporate saviours or corporate scapegoats – objectives for project managers
• Practical agile project delivery
• Iterative practices are easier than agile methods
• Project management for business start-ups
• Directing change – a model for business improvement
Peter Simon - Right projects right people
• Keeping up – aligning project management with real business
• Tomorrow’s project and programme management leaders
• Using professionalism to ensure you have the right people
• Janet Smart, Said Business School
• Building project professionalism across ~DWP
• Assessing potential in project managers
David Bright - Stakeholders and sponsors
• Boost the benefits delivered from complex projects – some practical frameworks that enhance the value delivered
• How blank is the paper?
• Project success through stakeholder management – Rail defects management system
• Project manager as diplomat
• Hpw well do project sponsors operate
• Managing up the organisation
Mary McKinlay - Managing in a complex world
• Approaches to complex project management
• Reduction of complexity by system oriented management
• Delivering complex projects – it’s not just about the project manager
• Step back from chaos
• What do complex projects tell us about project management?
• ID cards programme
Tom Taylor – Local projects, global consequence
• Project management and transformational change
• Old destinations or new directions for programmes
• Why should project managers be ethical? And other moral questions.
• Ethical success and failure
• Properly effective conference calling
• Disparate projects disparate sustainability opportunities
• The project management mid-life crisis
• Corporate saviours or corporate scapegoats – objectives for project managers
• Practical agile project delivery
• Iterative practices are easier than agile methods
• Project management for business start-ups
• Directing change – a model for business improvement
Peter Simon - Right projects right people
• Keeping up – aligning project management with real business
• Tomorrow’s project and programme management leaders
• Using professionalism to ensure you have the right people
• Janet Smart, Said Business School
• Building project professionalism across ~DWP
• Assessing potential in project managers
David Bright - Stakeholders and sponsors
• Boost the benefits delivered from complex projects – some practical frameworks that enhance the value delivered
• How blank is the paper?
• Project success through stakeholder management – Rail defects management system
• Project manager as diplomat
• Hpw well do project sponsors operate
• Managing up the organisation
Mary McKinlay - Managing in a complex world
• Approaches to complex project management
• Reduction of complexity by system oriented management
• Delivering complex projects – it’s not just about the project manager
• Step back from chaos
• What do complex projects tell us about project management?
• ID cards programme
Tom Taylor – Local projects, global consequence
• Project management and transformational change
• Old destinations or new directions for programmes
• Why should project managers be ethical? And other moral questions.
• Ethical success and failure
• Properly effective conference calling
• Disparate projects disparate sustainability opportunities
APM Project Management Conference 2008
Summaries of the presentations delivered at the APM Project Management Conference 2008 held at The Brewery, Chiswell Street, London on 29th and 30th October 2008.
These summaries should be updated soon after each presentation ends and will include any polls and votes taken.
These summaries should be updated soon after each presentation ends and will include any polls and votes taken.
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