1. Reinventing Project Management
Khalid Ahmad Khan, PE, PMP
CEO Expert Systems (Pvt) Ltd
President PMI Lahore Chapter

2. The world is getting Projectized
Agricultural 1800
Industrial 1900
Information 2000

3. Project Crisis Standish Choas Report 2009
31% IT projects will be cancelled in development
52% projects will cost 189% of their original estimates
9% Large projects completed on time/budget
48% IT executives felt failure rates increased from 2004 to 2009
World Bank Pakistan Infrastructure Implementation Capacity Assessment 2007
Completion times 300% of original schedule
Completion cost 200% of original budget

4. Universal Project Concept One Project Management Approach

5. Contingency Theory Adaptable PM Approach
Classify Projects
Structure Management to suite Projects

6. How can Project be classified?
Value
Large, Medium, Small,
Sector
IT, Engineering, Social, Process
Location
Accessible, Remote
Difficulty
Replication, Innovative

7. Redefining Project Success
Efficiency
Customer
Team
Business
Future
Scope
Time
Cost

8. The NTCP Model
Aaron Shenhar
Dov Dvir

9. NTCP Project Classification
Novelty
Complexity
Technology
Pace
Each has a unique impact on Project Management

10. Novelty The product newness to the market and the customers
Leapfrog Competition
Novelty
The product newness to the
market and the customers
Derivative
Platform
Breakthrough
Unpredictable

11. Novelty Impact How new is the Product?
How well can you define requirement?
How much can you rely on market research?

12. Technology The extent of new technology used Performance Tech Failure
Low Tech
Medium Tech
High Tech
Super High Tech
Tech Failure

13. Technology Impact What is the mix of New and Mature technology?
When should you freeze the design?
What is the skill base?

14. Complexity The location of the product on a hierarchy of systems and
Bigger Systems
The location of the product
on a hierarchy of systems and
subsystems
Assembly
System
Array
Delays & Cost Overrun

15. Complexity Impact
What administrative and integration skills are available?
What are the legal, environmental, political issues?
What level of formality and bureaucracy is required?

16. Pace Project urgency and available timeframe Quick Response Disaster
Regular
Fast
Time Critical
Blitz
Disaster

17. Pace Impact How is the project usefulness affected by time?
What is the level of autonomy?
How timely is decision making of Top Management?

18. Impact on Project Management
Later design freeze
More design cycles
Complex organization
Formality
Less market data
Later requirement freeze
More autonomy

20. Super High Risk
High Risk
Medium Risk
Low Risk

21. Actual (Pt,Ht,Sy,Fc)
Required (Br,Sh,Sy,Re)
Space Shuttle

22. Actual (Pt,Lt,Ar,Fc)
Required (Pt,Ht,Ar,Fc)
Denver Airport

23. Actual (Dr,Lt,As,Tc)
Required (Dr,Lt,Ar,Re)
Lahore Ring Road

24. Actual (Dr,Mt,As,Tc)
Required (Dr,Mt,As,Tc)
Taunsa Barrage

25. Actual (Dr,Lt,As,R)
Required (Dr,Lt,Sy,Tc)
ERRA

26. New Project Management
Project Management Design

27. Project Management Design
Functional, Matrix, Projectized, PMO
Organizational Structure
Defined, Flexible
Requirements
Authority, Responsibility, Supervision
Autonomy
Constraints, Internal, External
Risk
Sequential, Concurrent (Fast Tracking)
Project lifecycle
Make, Buy
Procurement

28. Q&A Khalid@expertsystems.net / @projectbyte/