PROJECT MANAGEMENT CONGRESS 2015
Restructuring Greece:
Project Managing the Challenge
Πάνος Χατζηπάνος,
Αθήνα, 5 Νοεμβρίου 2015
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Making project management indispensable for
business results.®
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•
•
•
Largest Project Management Organization in the world
Finances a large part of global research on the discipline of project management
Operates via PMI Chapters in 195 countries
Publishes a wide range of Standards on various Project Management domains,
having global coverage
• Its certifications are acknowledged and respected worldwide – many
organizations require them for career paths.
PMI and the European Commission – latest cooperation (2014-2015)
Research analysis on improving the life cycle management of European
projects funded by the Commission’s Structural and Cohesion funds
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10,788
PMI® Chapters - Global
4,456
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Advocacy: Government Relations
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Project Management as a Strategic Competency to
improve performance in Public Administrations
PPPM Model Framework
Vision
Mission
Organizational Strategy
and Objectives
High-Level Operations
Planning and Management
Project Portfolio
Planning and Management
Management of
On-Going Operations
Management of
Authorized Programs and Projects
(Producing Value)
(Increasing Value Production Capability)
(Recurring Activities)
(Change Activities)
Organizational Resources
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PPPM Model Framework
Strategic Planning
Management by Projects
Management of Operations
Portfolio Management
Program Management
Project Management
Processes, Proven Practices,
Tools, Metrics
Organizational Project Management (OPM)
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PPPM Model i.e. effective project management Integrates…
People
Processes
Organization
…across all functions and stakeholders
to improve administrative capacity and deliver value for money.
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PPPM Model Quality Assurance
Start on the path
to maturity
Connect PM to strategy,
enable industry
comparisons
Enable highly focused
improvement
Standardise
Strategise
Optimise
PMI Standards
Benchmark
Council Practice
Improvement Assessment
(CPIA)
OPM3 ProductSuite®
Compare practices to the
PMBOK® Guide & Standard for
Program Management
Utilize the Standard for Portfolio Utilize Organizational Project
Management. Benchmark
Management. Compare to PMI’s
against Best-in-Class Global
OPM3® Model
Organisations
Benefits Realisation
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FOCUS ON FUNDAMENTALS – CULTURE:
High Performing Organizations Create a Culture of Project Management
FOCUS ON FUNDAMENTALS – TALENT:
High Performing Organizations Focus on Talent Management
FOCUS ON FUNDAMENTALS – PROCESS:
High Performing Organizations Focus on Process
Source: PMI 2015 Pulse of the Profession®
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Pulse of the Profession®
Source: PMI 2015 Pulse of the Profession®
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Source: PMI 2015 Pulse of the Profession®
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Project Management as a Strategic Competency to
Improve Performance in Public Administrations
Variable Capacity to Implement E.U. Cohesion Policy Has Been Identified
Study on "Implementation of cohesion policy, 2014-2020: Preparations and administrative capacity of Member States" Metis GmbH, Vienna, Austria
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2014 PMI Pulse of the Profession®
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Incentive for Using Project Management
High Performers Waste 12 Times Less
than Low Performers
Low
Performers
€230M
High
Performers
€20M
Average
Wasted in
Europe
Euros wasted per €1 billion spent
Euros wasted per €1 billion spent
€151M
Euros wasted per €1 billion spent vs.
€109M globally
Projects not meeting goals X percentage of failed project
budget lost = € wasted
Source: Mark A. Langley, President & CEO,
PMI Presentation to EC, 6 February 2015
© 2015 PMI. All Rights Reserved.
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Project Outcomes Lag in Europe
Completed
on Time
47%
Budget
Lost
36%
High
Performers
Active
Sponsors
vs. 51% globally
vs. 30% globally
8%
vs. 12% globally
53%
vs. 63% globally
Source: Mark A. Langley, President & CEO,
PMI Presentation to EC, 6 February 2015
© 2015 PMI. All Rights Reserved.
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EU member states Governments Lag in
PM Capability
Understand
Value of
PM
39%
High PM
Maturity
10%
Effective at
Change
Management
vs. 54% globally
vs. 18% globally
12%
vs. 21% globally
Source: Mark A. Langley, President & CEO,
PMI Presentation to EC, 6 February 2015
© 2015 PMI. All Rights Reserved.
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Three Imperatives Improve Chances of Success
With
Government-led Projects
Focus attention on critical initiatives
Use s.m.a.r.t. and simple formalized processes
Foster talent and build capabilities
Source: Mark A. Langley, President & CEO,
PMI Presentation to EC, 6 February 2015
© 2015 PMI. All Rights Reserved.
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Focus Attention on Critical Initiatives
Use roadmaps and milestones to enable a focus
on critical initiatives
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2
3
1
Source: Mark A. Langley, President & CEO,
PMI Presentation to EC, 6 February 2015
© 2015 PMI. All Rights Reserved.
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Use Smart & Simple Processes
Implement “minimum sufficient” process, control,
information and reporting that enables executive
sponsors to have the largest and quickest impacts
Executive Sponsors Supported
by regular progress reports
100%
80%
73%
66%
61%
60%
40%
20%
0%
Project met goals
Extremely well/Very well
Somewhat well
Not very well/Not at all
PMI’s 2014 Pulse of the Profession® In-Depth Report on Executive Sponsors
Source: Mark A. Langley, President & CEO,
PMI Presentation to EC, 6 February 2015
© 2015 PMI. All Rights Reserved.
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Foster Talent & Build Capabilities
Improve professionalism by developing and
rewarding project managers the same as any other
high-value profession
Two-thirds of organisations say
that technical skills are hardest
to find but easiest to teach
85% of organisations say that
leadership skills are not as
teachable but 66% say they are
most important for success in
project management
Source: Mark A. Langley, President & CEO,
PMI Presentation to EC, 6 February 2015
© 2015 PMI. All Rights Reserved.
PMI’s 2013 Pulse of the Profession® In-Depth Report on Talent Management
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Foster Talent
• The paramount part of project management is, people.
• People aligned to a common objective and following
a common route to reach it – PRINCIPLES &
PROCESSES. Projects are built by people, for people,
through people.
• One should never compromise on people…
But one always does…
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Σας ευχαριστώ
πολύ για την
προσοχή σας!
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