Mark Dochtermann, PMP, CISSP Microsoft Corporation September 13, 2006 Project Management Performance

Speaker Mark “Doc” Dochtermann, PMP, CISSP, MSP Black Belt

Format of Meeting 6:00 PM – Welcome & Introductions 6:10 PM – Project Management Performance 7:10 PM – Panel of Experts 8:10 PM - Closing Remarks & Prize Drawing 8:30 PM - Adjournment and PDU distribution

The KPMG International Program Management Survey * interviewed 230 organizations in 15 countries, including the Asia- Pacific region. It revealed that 59 per cent of the organizations surveyed had failed projects. The average cost of these failures across all participants was $10.4 million USD. Further, the survey showed that only around 10% of projects come in ‘on time’; less than 20 per cent came in ‘on budget’ – and only around 50 per cent of those projects that were evaluated even meet sponsor expectations. * KPMG’s International Program Management Survey What’s the Issue?

Cost Overruns Cost Overruns The Standish Group, 2005

Time Overruns The Standish Group, 2005

Feature And Function The Standish Group, 2005

The Chaos Ten Recipe for project success User Involvement12 Executive Management Support21 Clear Business Objectives34 Experienced Project Manager43 Minimizing Scope and Requirements55 Iterative and Agile Process6 Skilled Resources7 Formal Methodology88 Financial Management9 Standard Tools and Infrastructure106 Firm Basic Requirements7 Reliable Estimates9 Other The Standish Group, 2005

Problem Statement There are 16 million copies of Microsoft Project in use today, 190 thousand Project Management Professionals (PMP), and fewer than 5 thousand persons certified in the use of Project. While some are experts, most project managers and executives feel scheduling and tracking skills could be improved, but they lack awareness of what the tool can be doing for them.

A Fool with a Tool Is still a Fool !

Chaos in Project Management From Wikipedia, the free encyclopedia Chaos derives from the Greek Χάος and typically refers to unpredictability. In the metaphysical sense, it is the opposite of law and order: unrestrictive, both creative and destructive.

Pay Me Now, or Pay Me Later Software Risk Management Author: Brian A. Will

Nevertheless, why dig ditches with your hands, when you can get the keys to the backhoe?

Who Is The Project Manager? Employee from Functional Area – 49 % Trained, Certified Project Manager – 26% Half of those managing projects are not “career” project management practitioners PMI Executive Survey-2004

PM Career Path Within Organizations Across all countries 17% have formal, clearly defined, written career paths 56% have informal or unstated career paths 27% have no career path PMI Executive Survey-2004

Expected Growth In The Utilization of Project Managers Worldwide 64% of Executives say they will increase project manager utilization 76% in North America 52% in Europe 54% in Asia Pacific PMI Executive Survey-2004

Recent Trends Workplace learning and performance “BEST organizations provide a broad range of learning opportunities to their employees. 57% had access to leadership development programs, 70% received employer support for conference attendance, 85% had access to tuition reimbursement.” ASTD (2004) 2004 State of the Industry

PMI’s CareerFramework Professional Competencies Interpersonal Competencies Leadership Competencies

Six Boxes ™ Performance Thinking

Failing to plan is planning to fail! Dr. Kerzner, Advanced Project Management, Best Practices on Implementation, 2 nd Edition

The primary benefit of NOT planning is that failure will come as a complete surprise rather than being preceded by a period of worry and depression. Dr. Kerzner, Advanced Project Management, Best Practices on Implementation, 2 nd Edition

Time To Go Do IT  Utilize a Competency Framework to Perform a Personal Competency Assessment  Develop your Personal Curriculum (i.e. Foundation Skills for Schedule, Work, Resource, and Cost Management)  Select a Training Vendor that offers a curriculum that incorporates a scheduling method, tools, and Best Practices.  Become Competent in the Create and Maintenance of Project Schedules.

Contact Info Mark “Doc” Dochtermann Mobile

References KPMG’s International Program Management Survey The Standish Group Project Management Institute (PMI) Career Headquarters PMI Today (ISSN ) published monthly by the Project Management Institute (PMI) International Institute for Learning (IIL) Orange Belt MSP Certification Project Management Institute Bookstore Six Boxes, Dr Carl Binder MPA

The Official Industry Association for Microsoft Office Project