1. David Barrett Project Management Back to the Future 1999 - 2019

2.  Introductions  My PM Journey  Project Management in 1999  Project Management Today  Project Management 2019  What’s in it for you?

6.  Owned by manufacturing and construction  Some technology  No PM interest from Corporate Systems and Technology  No PM interest from the general business sector  No in-depth training for PMs  No easy-to-use PM tools  The PMI membership – world-wide -15-20K

7. Computing Canada, 1996 – “…Over 70% of IT projects are failing.”

8.  IT Projects begin to get recognition  Y2K rears its head  Windows 95 released  MSProject makes scheduling more accessible  PMI releases PMBOK (1996)  I join PMI – member # 61472

9.  Canada’s first Masters Certificate launched  Project Management Symposium ‘97  Demand for IT PMs & PMPs starts to rise  Canada’s first PM magazine launched  Canada’s first PM recruiting firm launched

10.  PMBOK becomes world-wide standard ‘knowledge’  The PMO / Centre of Excellence arrives  PM reaches the director level

11. “Engineering and Construction industry invented project management and then… went to sleep. It was using the old model of project management: time-cost-quality (not even scope management). Most of project managers were the old type who were of the opinion: Project Management – what’s the big deal. Use your common sense and you’ll be fine. The only way to learn project management is through making mistakes (working). With the surge of infrastructure projects, this is changing.” Michael Stefanovic, Procept Associates

12.  Program Management gets an audience in IT  Enterprise scheduling & consolidation becomes a standard  Training lives through the recession – we learn that our people are the key to project success – not the tools

13.  PMBOK proves to be a good foundation for knowledge (PMP & CAPM)  ProgramManagement Professional (PgMP) certification released  Dept/division or corporate-wide methodologies get a good look see  BUT ……….

14.  The PMO goes away and comes back  PM stays at the Director level  PgMP doesn’t really catch on

15. So where are we going? What’s in it for me?

16.  The Strategic Link  The Business Analyst  Measured Project Value  How we do it…  Get Agile  Technology  Wider Definition of a PM

17.  Project Management + Program Management + Strategic Management  “organizations are sloppy at articulating their strategy… or they don’t have one” ◦ Keith Farndale, President, Procept Associates

18. Michael Porter once said: “A bad strategy executed well is far better than a good strategy executed poorly.” The need to execute strategy will be paramount to the survival of organizations as we crawl out of the recession. This means focused portfolio management to tightly manage initiatives – this is your strategy execution engine. Along with a portfolio and initiative management framework it will be essential to implement the key components of a strategy execution culture. People will be the drivers of the execution engine. Catherine Daw, Top 10 Trends for 2010

19.  October, 2003 – The IIBA (theiiba.org) ◦ 90 chapters world-wide ◦ BABOK ◦ CBAP designation  May, 2004 – BusinessAnalystWorld  2005 – BATimes.com

20. The work of business analystsThe work of business analysts does sometimes leads to a business case, but there are many other functions that enterprises business analysts perform, such as: ◦ Driving business architecture discussion and development ◦ Creating-functional decomposition of business areas ◦ Providing thought leadership within their organizations ◦ Assisting business areas in understanding the big picture (rather than talking in terms of project teams and business lines) ◦ Aligning project portfolios with overall business strategy ◦ Creating feasibility studies for new products, markets and systems ◦ Making strategic recommendations for process improvements and streamlining across departmental divides and geographical locations Business Analysts: A Key to Companies' Success www.cio.com

21. We are hearing a new language… Cost savings and ROI “PMs need to be more business savvy- they need to see the whole picture”  Gary Heerkins, 2010 “Savvy PMs will be able to speak CXO language and garner respect at the executive level. Telling truth to power will be an essential element in their tool kit”  Catherine Daw, 2010

22.  Methodologies  Prince2  OPS IT Methodology  RBC’s PM Framework (PMF)  Lean Project Management  Lean Six Sigma “Organizations will be looking for ways to deliver more effectively and efficiently than ever before”  Catherine Daw, 2010

23.  Agile management or agile project management is an iterative method of determining requirements for engineering and information technology development projects in a highly flexible and interactive manner. It requires empowered individuals from the relevant business, with supplier and customer input. Agile techniques are best used in small-scale projects or on elements of a wider programme of work, or on projects that are too complex for the customer to understand and specify before testing prototypes.  http://www.agilepm.com/

24.  MS Office 2010 ◦ MSProject ◦ Sharepoint ◦ Project Server ◦ Portfolio Server ◦ Microsoft Business Scorecard  Oracle Projects ◦ Revenue links to Projects

25.  Is the role of the PM being diminished?  Are we trivializing the process?  Do we need to understand and grasp the new PM?

26.  The Strategic Link  The Business Analyst  Measured Project Value  How we do it…  Get Agile!  Technology  Wider Definition of a PM

27.  ‘It’s not about the PMBoK – it’s about the people – its about leadership’  Neal Whitten  PMs need to learn to stand up and say no  Gary Heerkins  We need to understand the ‘virtual team’  David Barrett  Acquiring, developing and retaining talent that moves projects forward will be essential in 2012 (and beyond).  Catherine Daw

28. David Barrett dbarrett@solutionsnetwork.com DavidBarrett.ca