Asset Management Council
Maintenance Engineering Society of
Australia Inc
Strategic Project Management
29 July 2009
www.bluevisions.com.au
Contents
Industry Examples of
•Closing the gap between service delivery and project scope
•Establishing the project team, structure and communications
protocols
•Selecting the appropriate delivery model
•Risk assessment and management
•Project planning and controls and how to inform design
•Planning and controlling programs and major rollouts
•Project tracking and how to have the upper hand when disputes
arise
•Building capability to meet corporate objectives
Sorry no PMBOK today.
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Closing the gap between service delivery and
project scope
Development of Health Facilities
•Starts with understanding the services needs:
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A Health Service Plan is developed that prioritises current or future
service delivery issue and/or gap.
Examples could be patients needing to travel to city hospitals for
routine orthopedic surgery, or, excessive waiting times for
orthopedic surgery.
This is submitted for approval by the Area Health and the NSW
Health
•Inputs into Service Delivery Needs
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APPI which provides data relating to trends and projection of the orthopedic
services needs
IPART, which provides data about the supply and demand for services
NSW Health Population Projections, which provides population data to
2038
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Closing the gap between service delivery and
project scope
Development of Health Facilities
•Develop the Asset Strategic Plan
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identifies current buildings and services which may or may not be
suitable for expansion to cater for the new orthopedic service, or
A new building required.
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Closing the gap between service delivery and
project scope
Development of Health Facilities
•Service Procurement Plan (SPP)
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Instigated once the proposed service development is
aligned with the NSW State Health Plan and Future Health
Directions for NSW to 2025,
The NSW Process of Facility Planning (POFP) is the
guideline to develop an SPP.
•The objectives of the SPP are to:
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Identify the preferred option to meet the service gap
Identify the strategy for the preferred option (capital or noncapital)
Identify both capital and recurrent costs for the preferred
option
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Closing the gap between service delivery and
project scope
Development of Health Facilities
•SPP Development involves an intensive iterative
consultation process in which service, clinician and
community needs and wants are investigated and
reviewed within the NSW Planning parameters.
•Tools used to clarify and confirm the preferred
recommended options include:
Value Management Study
Economic Evaluation
Financial Impact Statement
Gateway Review
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Closing the gap between service delivery and
project scope
Development of Health Facilities
•SPP Development Challenges:
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The range and number of stakeholders included in this iterative process.
Stakeholders have a diverse range of expectations, needs and wants
Education of stakeholders about their roles, responsibilities and
accountabilities for their input into the SPP
Stakeholders often expect to address service delivery issues with a capital
solution
Mismatches about service requirements can occur
Personnel changes which can impact on the timeframe and cause rework
Meeting Government’s timeframes to submission and approvals
Stakeholder agreement on the preferred options. The Value Management
Study is the process used to address and reach agreement.
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Closing the gap between service delivery and
project scope
Development of Health Facilities
•NSW Health uses the SPP recommendations to populate the NSW Health
Forward Asset Acquisition Plan for NSW Treasury and if required Cabinet
approval.
•Approvals for each planning phase are confirmed annually during the NSW
Budget process in Budget Paper 4.
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Closing the gap between service delivery and
project scope
Development of Health Facilities
•Development of the Project Definition Plan (PDP)
–
PDP consists of but is not limited to the development of a
design brief, service model, operational policies, site
planning, room sizes, equipment requirements and project
budge
•Once the PDP is approved you start schematic Design.
•The PDP continues to be the base scope document that
is used for change control for the life of the project.
•The process from start to completing a PDP can be
between 1.5 years to 3 years.
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Establishing the project team, structure and
communications protocols
Development of Health Facilities
•Establish the Project Team
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considered all available options when planning the core
project team including any potential conflicts and available
time;
Determine what may influence their preferences and
thinking on the current project;
Ddetermined the ability to influence to the project outcomes;
Established some common short term core project team
KPI’s
Workshop and agree success criteria and lessons learned
from previous projects
Plan for the high likelihood of changes within the core
project team;
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Establishing the project team, structure and
communications protocols
Development of Health Facilities
Structure and Communications Protocols
•Prepare a Governance Plan and communications strategy and agree them
•The Communication protocols are in two parts,
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Internal Project team
External and media statements and responding to the community groups
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Unite Team with Clear Statement of Outcome and
Purpose of Project that has universal buy-in
Project “Leaders” focus on Outcomes / Results –
“doing the right things” AND “doing things right”
Project “Administrators” focus on Outputs /
Objectives i.e. “doing things right” often at the
expense of “doing the right things”
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Have an agreed vision
Supplement
“To build a modern, 3-storey Police Quarters in Bathurst”
with
“To enhance the image, professional and emotional well-being of our police force by
successfully completing the development of a state-of-the-art office complex in
Bathurst on time and within budget. This will give them a place they can look forward
to going to work every day and enhance the public’s perception that their security is
assured by a police force that is forward looking and in touch with its needs. In the
journey of completing this magnificent project, I see stakeholders who are proud of
their achievements, and have considerable belief in what they can achieve, if they
believe. My organisation’s already glowing reputation is enhanced even more by the
highly efficient and effective job we have done. The next project with our client is
already well advanced in its planning. I feel a great sense of pride that my team
members have had a fantastic learning experience – they have stepped up to every
obstacle with tremendous teamwork. The group dynamics are positive and
stimulating. We have been nominated for several industry awards and this is truly
the icing on the cake.”
CREATES FOCUS & MOTIVATION
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Document Roles & Responsibilities
Position Description
‘Org’ Chart
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RACI / RASCI Chart
Activity / Stakeholders
A
Design
R
Coding
A
Unit Testing
RA
Quality Assurance
RA
Documentation
A
B
C
D
E
S
C
A
R
I
I
C
R
S
R = Responsible - owns the problem / project
A = to whom "R" is Accountable - who must sign off (Approve) on work before it is
effective
S = Supportive - can provide resources or can play a supporting role in
implementation
C = to be Consulted - has information and/or capability necessary to complete the
work
I = to be Informed - must be notified of results, but need not be consulted
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Be Aware of the 5 dysfunctions of Teams
Inattention
to Results
Lack of
Accountability
Lack of Commitment
Lack of Conflict
Absence of Trust
Source: Lencioni, P (2002), “The Five Dysfunctions of a Team”, John Wiley & Sons
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Communications Protocols
•Face-to-face wherever possible (including
videoconference)
•Confirm through email for audit trail
•Communicate relevant information to right parties
•If you need to escalate an issue, it could mean that
either you have not communicated urgency clearly or
your relationship with stakeholder is weak
•Be aware about possible negative impact of escalations,
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Meeting Guidelines
•Have a clear objective and agenda
•Be thorough and well-prepared
•Know your audience
•Variety creates vitality
•Celebrate success
•Give feedback
•Keep it short
•Consider emotional states created
•Convey confidence and certainty
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Selecting the Appropriate Delivery Model
•Major Airport Facility
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Time is critical as new A380 Planes arriving
Facility to be upgraded while occupied
Need flexibility to suit ongoing operational needs
OH&S risks are significant
•Typical factors that affect selection of Delivery Model
– Time pressures
– Risk allocation and sharing
– Flexibility required in ongoing design, construction and
existing operations
– Potential for innovation
– Cost management
– Early involvement of contractors
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Selecting the Appropriate Delivery Model
•Typical models
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Fully documented
D&C
DD&C
GMP
CM
MC
Allowancing
Combination of the above
•Other considerations
– Staging of works
– Early works / packages
– Site management when more than one contractor engaged
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Risk Assessment & Management
What is Risk Management?
The culture, the processes, and the structures that are directed towards
realizing potential opportunities whilst managing adverse effects.
What is Risk Management Process:
Establish Context
Identify Risks
Analyse Risks
Evaluate Risks
Treat Risks, and
Always Communicate, Consult, Monitor and Control
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What is Risk?
The chance of something happening that will have an
impact on objectives.
Outcome or
impact of an
event
Probability or
Frequency of an
event
(qualitatively or
quantitatively)
Risk = Consequence X Likelihood
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Risk Management Process
Analyse Risks
Evaluate Risks
Treat Risks
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MONITOR AND REVIEW
Identify Risks
RISK ASSESSMENT
COMMUNICATE AND CONSULT
Establish the Context
Analyse Risks (Qualitative)
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Likelihood
• Evaluation using multidisciplinary groups;
• Specialist and expert
judgment; and
• Structured interviews and
questionnaires.
Qualitative Representation
Probable Improbable
Qualitative methods for
generating information
for risk analysis include:
Medium
Risk
High
Risk
Low
Risk
Medium
Risk
Minor
Major
Consequence
Cell values = Risk units for ranking only
Analyse Risks (Semi-Quantitative)
Semi-Quantitative Representation
Frequency
In Semi-Quantitative
methods, qualitative
scales such as those
described are given
values.
0.1
10
30
100
300
0.01
1
3
10
30
0.001
0.1
0.3
1
3
0.0001
0.01
0.03
0.1
0.3
V.Low
100
Low
300
Medium
1000
High
3000
(Events/yr)
Consequence
($ x 1000)
Cell values = Risk units for ranking only
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Analyse Risks (Quantitative)
Quantitative analysis uses numerical values for both
consequences and likelihood using data from a variety of
sources.
These may include:
•statistical analysis of historical data
•influence diagrams
•life cycle cost analysis
•simulation and computer modelling
•statistical and numerical analysis
•probability analysis
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Treat Risks
What is Risk Treatment?
process of selection and implementation of
measures to modify risk
Options for treating risks with negative outcomes:
Avoiding the risk
Changing the likelihood of the risk
Changing the consequences
Sharing the risk
Retaining the risk
Action Plan defines: RESPONSIBILITY,
RESOURCES, BUDGET, TIMETABLE, REVIEW,
COMMUNICATION, and Cost-Benefit Analysis.
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Monte Carlo Simulation
•3 Point estimate for Duration and Cost
•Takes Uncertainty Into Account
10d
--/--/-8d
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10d
15d
Monte Carlo Simulation
Distribution Graph shows the likelihood (probability), if any, of completing the
project by the planned finish date (Deterministic).
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Monte Carlo Simulation
Tornado Graphs - helps identify the tasks that impact the planned finish date
the most
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Case Study 1 – BBA
Ballina Bypass Alliance (Leighton)
Project scope: 4 lane bypass, total of 12.5 km, a number of bridges
Project duration: 4 years
Project TOC: $400m
Problem
Sensitivity of construction programme to RAIN
Possible solutions
Deterministic Analysis
Probabilistic Analysis
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Case Study 1 – BBA
Deterministic Analysis
Rain days per year based on the rain database from 1892 to 2006
Number of
rainy days in the
construction programme???
Historical Rainfall
Database for Ballina
(1892 - 2006)
Statistical information
Mean = 56
Median = 52
Max = 176
Rain Contingency
Managerial review
and judgment
Number of rain days
(56 NW days/year)
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Case Study 1 – BBA
Probabilistic Analysis
Deterministic Analysis plus Quantitative Risk Analysis
Number of
rainy days in the
construction programme???
Historical Rainfall
Database for Ballina
(1892 - 2006)
Statistical information
Mean = 56
Median = 52
Max = 176
Rain Contingency
@
Activity Level
Programme Level
Managerial review
and judgment
Probability Distribution
Simulation
Quantitative Risk Analysis
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Case Study 1 – BBA
Forecast from Probabilistic Analysis
P(X)
Rain
Calendar
Working
Day/Yr
(With Rain)
Wet
Weathe
r Factor
Earthwork
184
0.20
Structure
203
0.12
Earthwork
168
0.27
Structure
193
0.16
Earthwork
163
0.29
Structure
190
0.17
Earthwork
157
0.32
Structure
187
0.19
Earthwork
133
0.42
Structure
151
0.34
P5
+ 2 Months
P50
+ 1 Month
P70
CURRENT
P85
- 1 Month
P99
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Impact on
Contract
Completion
-10 Month
Case Study 1 – BBA
Actual results after one year
16
160
Deterministic Analysis: 56 days
Probabilistic Analysis: 68 days – 85%
Management Decision: 63 days
Actual for first year: 72 days
MONTHLY RAINFALL ALLOWANCE
MONTHLY ACTUAL RAINFALL
14
CUMULATIVE RAINFALL ALLOWANCE
140
120
10
100
8
80
6
60
4
40
2
20
0
0
May-09
Apr-09
Mar-09
Feb-09
Jan-09
Dec-08
Nov-08
Oct-08
Sep-08
Aug-08
Jul-08
Jun-08
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Cumulative Rainfall (Days)
Monthly Rainfall (Days)
CUMULATIVE ACTUAL RAINFALL
12
Project Planning & Control and How to Inform Design
Understand Project Strategic Requirements and
Why They Are Important to the Client, such as
– Most efficient time frame to deliver a project
– Contractual obligations handover and
staging
– Penalties
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Project Planning & Control and How to Inform
Design
•The opportunity exists to identify and promote alternatives that may
improve on the original first pass and / or Project Strategic
Requirements.
– Location of elements such as expansion joints or common
areas, may enable various construction methodology options
– Reducing the complexity of the design while still achieving
the brief such as a consolidated structural design as
compared to many integrated structural types
– Altering the design while still achieving the brief such as pre
cast in lieu of masonry walls
– Relocating critical elements off the main work flow such as
removing complex plant room services from the roof plant
room to the basement plant room
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Project Planning & Control and How to Inform
Design
•Case Study 1: Energy Australia Zone Substation
•The original design consisted of:
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A full basement level
Additionally the basement was stepped, the lower level was
approximately 2.8 m deeper for the 132 KV cabling
Structural design from ground level consisted of insitu concrete
columns integrated with reinforced concrete blocks
•Gross construction time:
19 months
•Revised design based on feedback provided by blueVisions
consisted of:
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No step to the basement level
Step to the 132 KV cable room now located at the ground level to
maintain height requirements
Precast concrete structural walls from ground level
•Gross construction time:
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17 months
What is a program?
“a temporary flexible organisation created to coordinate, direct and oversee the implementation
of a set of related projects and activities in order
to deliver outcomes and benefits related to the
organisations strategic objectives.”
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What is Program Management?
Program management is the
management of a group of
projects and or operations to
achieve business targets, goals,
or strategies, and may or may not
have a defined end point.
(James. T Brown, The Handbook of
Program Management)
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Program Life Cycle
Examples of program life cycles
Identifying a
programme
Formulate
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Defining a
programme
Organise
Delivering the
capability
Deploy
Realising the
benefits
Appraise
Closing a
program
Dissolve
Program Management Standards
1. Project Management Institute (PMI) Program
Management standard and its associated
professional exam, PgMPSM (Program Management
Professional)
2. Managing Successful Programmes (MSP), published
by the Office of Government Commerce in the UK
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What is Benefits Management?
The process of organising and
managing, so that potential benefits,
arising from investment in change,
are actually achieved.
www.sigma-uk.com
… a continuous management
process running throughout the
programme.
OGC (2007): Managing Successful Programmes
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What is Benefits Management?
Benefits realisation management is
common sense but not common
practice.
Gerald Bradley (2006): Benefit Realisation Management:
A Practical Guide to Achieving Benefits Through Change
Measurable improvement resulting from an
outcome which is perceived as an advantage
by a stakeholder. Benefits are anticipated
when a change is conceived.
OGC (2007): Managing Successful Programmes
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Begin with the End in Mind
Successful benefits management begins with clearly
defined end goals and a properly planned route to reach
them
It is not that organisations do not know the goals they
seek – more that the goals are often poorly framed:
Expressed in terms of delivering a capability
Seldom adequately shared or owned
Frequently unrealistic with no defined route map
Often requires a leap of faith – waiting for miracles
Horse before cart – define outcome, identify capability
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A Continuous Process
Not about ticking boxes and validating past decisions
Active & dynamic process to maximise future returns
Make adjustments to meet strategic objectives
Derive new benefits in flight, minimise unwanted side effects
Re-deploy resources freed up through efficiencies delivered
… a continuous management
process running throughout the programme.
OGC (2007): Managing Successful Programmes
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Benefits Management Process
Organisational
Goals &
Targets
Benefits Management Strategy
Benefits Realisation Plan
Benefits
Identification
Review &
Maximise
Benefits
Optimise
Benefits Mix
Track &
Realise
Benefits
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If you don’t know where you’re going, any path is as good
as another … but you won’t realise you’re lost, you won’t
know what time you’ll get there, you might unknowingly
be going in circles, and other won’t understand how they
can help. And, since you could pass by without knowing
it, you won’t get the satisfaction of having arrived!
Lewis Caroll: Alice in Wonderland
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Planning and controlling programs and major
rollouts
•Case Study : BER Program Stimulus Package
– 2 regions.
– 10 sub-regions
– 374 schools
– Multiple buildings per school
– Multiple phases per building
– Multiple disciplines / trades per phase
•The challenge is to have consistency, efficiency
of resources and accurate and appropriate
reporting.
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Planning and controlling programs and major
rollouts
•Consolidated programme
– Managing interrelated projects
– Cross-project links
– Critical Path Investigation across the Program not
Project
– Sharing resources across projects
– Resource leveling and optimization at the Program
level
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Planning and controlling programs and major
rollouts
•Approach
– Understand the nature of Program of Work
– Understand how resources are shared across the
Program
– Understand the scope of projects and the
requirements
– Develop the Project Programmes individually
– Consolidate the projects into the Master Program
– Implement cross-project dependencies
– Resource allocations within consolidations
– Leveling resources within consolidations
– Optimization at the Program level
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Planning and controlling programs and major
rollouts
Resource Histogram (Rev.0)
Available PM = 18
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Planning and controlling programs and major
rollouts
Resource Histogram (Rev.1)
Available PM = 18
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Planning and controlling programs and major
rollouts
Resource Histogram (Rev.2)
Available PM = 18
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Planning & Controlling Major Programs
Telecoms Project:
• Decision by Hutchison Group to lead the introduction of 3G mobile
technology Internationally
• May 2001, Alliance between Hutchison Telecoms (H3GA) and Telecom
Corp NZ (TCNZ) formed to introduce 3G into Australia – ‘3’
Objective:
• First 3G Operator to Market in Australia
• Convert Mobile offering into Multimedia Offering – Greying the boundaries
between Content (Internet) and Mobile Phone technology
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Planning & Controlling Major Programs
Challenges of the Telecoms Project
•Cutting edge technology never introduced – Proving technology as project
progressed
• Global rollout with International dependencies
• Newly formed organisation (H3GA) established to deliver and then operate
– Combination of Building a Business and Delivering a project
• Significant number of vendors – Internationally and Locally – needed to
integrate together to achieve the one goal
• Introducing a fundamental shift in the mindset of mobile users – from talk
and SMS to content
• Be first to market
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Planning & Controlling Major Programs
Scale of Project
Technology
•1500+ Base Stations requiring council approval, installation and optimisation
• Installation and Configuration of the Core Telecom Network
• 40+ Business Support Systems covering Provisioning through to CRM
• 30+ Content Based products and enablers
• New Billing System
• 5+ 3G Handsets with Video Talk and Content capability
Stores
• Identify, Build, Fit-out and Commission over 100 stores in Syd, Bris and Melb
• Recruit and Train over 500 store and support staff
Business
• Establish, Recruit and Train call centre with over 100 staff
• Build Supply Chain capability including Warehousing and Logistics
• Sales, Marketing and Finance teams
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Planning & Controlling Major Programs
• Establish a PMO. Responsible to:
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Ensuring Objectives and strategies in all departments and within projects
align to the corporate goals and Launch roadmap
Set program and project level milestones
Create Program Governance Structure – Provide mechanism for senior
management progress review, strategic direction changes and key decision
making.
Establish Resource Management Model and Integrate into Governance
team responsibilities
Establish Overall Program Quality Management System (QMS)
Develop/Procure Tools and templates for delivery
Support the development of detailed project management plans, schedules,
costs etc
Establish a holistic Master Schedule to support cross departmental
dependencies and minimise the risk of gaps
Manage Change Control
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Planning & Controlling Major Programs
Executive
Program Structure
Executive Support and Strategy
Management Team
• Holistic Resource Management
• Program Tracking & Reporting
• Master Schedule & Financial Report
• Decisions and Directions
• Decisions Required (e.g. changes)
• Governance
• Decisions Required
• Vendor Management
Functional
Managers
PMO
• QMS
• Delivery Framework
• Program Delivery Support
• Project Reporting
• Escalations
• Progress
• Scheduling
Delivery Teams
• Project Management
• Technical Delivery
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• Resource Requirements
• Resource Support
• Technical Compliance
Planning & Controlling Major Programs
Controls
•Delivery Gates integrated into Product Development Lifecycle
• Standardised Project Management Templates
• Weekly Status Reporting
• Monthly Management Reporting (Steering Committee) at Program Level
• Master Schedule Tracking, including resourcing
• Base Station Tracking Tool Implemented to allow off-site staff to update
and report progress in the field
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Planning & Controlling Major Programs
Result
•Successfully Launched first to market in Sydney, Melbourne and
Brisbane in March 2003 – Market Leader
• Delivery of overall program within budget and schedule
• Established Business model for operating the business once 3 was
live
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Project Tracking
• Develop
high quality, robust project schedule that enables quick
and easy tracking and reporting of progress against a baseline.
•Develop a project schedule that is of a high standard and robust,
i.e. it satisfies the following criteria:
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Has a refined, practical & workable Work Breakdown
Structure that aligns with strategic delivery;
–
Built with accurate logic to drive the critical path of the
project;
–
Use of appropriate calendars that reflect working hours for
each type of activity
–
Application of resources to enable resource tracking and
levelling
•Undertake regular data capture from a multitude of sources.
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Project Tracking
•Undertake regular data capture from a multitude of
sources.
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–
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Ensure minutes of meetings reflect actual progress
Capture source / evidence of the progress to validate the
status, drawing issue, photos, etc…
Take care of how baseline logic and durations and
movement in forecasts are managed
Have in place a change control process for the schedule
Maintain version tracking
Differentiate between status and what if analysis
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Have the Upper Hand in Disputes
•Start with the following in Mind.
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All project information will be relied on in case of disputes
What is obvious and common sense is not
Everything you write or data that you compile must be able to be
validated in the future
The contract is the contract and is not always fair but is still the
contract
Perform your duties under the contract in the times set out in the
contract
Perform your duties in accordance with the contract – keep
emotions and personal feelings out
It is very easy to set a precedent
Other parties to the contract are relying on your statements and
actions and you should accept that
Records and data management is essential – Project Centre,
Acconex, etc….
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Building Project Management Capability
Is Project Management a Strategic
Capability?
Project management as a strategic capability resides
less in knowledge of the formal methodologies and
processes of project management and more in what is
often termed, the “soft” side of project
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Building Project Management Capability
•McKinsey’s survey on “why strategy fails” shows that majority
(approximately 40%) of strategies fail because organisations lack
required capabilities to implement strategic objectives
•Strategic capabilities are “intangible” assets that involve a mix of
explicit and tacit knowledge embedded in the organisation’s unique
internal skills, know-how and people
•Project management capability can be viewed as a strategic
“intangible” asset – it is knowledge-based, comprises a mix of
explicit and tacit knowledge, skills and know-how
•Strategic assets are those that are:
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Valuable to the organisation
–
Rare in the sense that they cannot be easily procured
–
Inimitable and cannot be easily copied
–
Have an organisation-wide focus in terms of their
development and exploitation
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Building Project Management Capability
Building a Strategic Project Management Capability
•Organisations where project management has become the source
of superior performance share two characteristics.
–
They have project leaders who are great at managing
relationships, breaking through organisational inertia,
occasionally bending the rules to get things done.
–
And their organisations recognise and support them.
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Building Project Management Capability
Building a Strategic Project Management Capability
•Project leaders typically have a significant amount of experience
working in complex and demanding project-driven organisations.
Attributes for their success include:
–
Ability to see through complexity and get to the heart of the
matter
–
A can-do attitude backed by a desire to get things done
–
Empathy or the ability to see through the eyes of others
–
Courage to break the rules and work around the system if
required
–
Optimism – little tolerance for negativity or lack of energy
–
Excellent political and diplomatic skills
–
Win and retain loyalty
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Building Project Management Capability
Building a Strategic Project Management Capability
Organisations that foster such leaders are characterised by:
–
Strong emphasis on cross functional contribution and good
citizenship over single function allegiance
–
Celebrate accomplishments of the team as well as the
project leaders
–
Appoint project leaders to management positions and put
them in advisory and mentoring roles, and feature them in
training and development initiatives
–
Take a holistic approach to project management,
incorporating tangible (methodologies, processes, templates)
and intangible (know-how, leadership, “soft” skills)
capabilities
–
See rules as means to ends, not as ends to be followed
slavishly for their own sake or out of respect for custom
–
Actively avoid blame culture
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Building Project Management Capability
Building a Strategic Project Management Capability
•Capability development is a slow, incremental and time consuming process.
•Developing a strategic project management capability goes to the heart of
the business – it impacts how customers are served, how products are
developed, how the business is managed.
•Analyse before you optimise - Identify the opportunities, conduct
benchmarking exercises and capability maturity assessments
•Design, deploy & standardise to drive efficiency and effectiveness –
develop suitable processes for the organisation, not all organisations need
to have world class project management capabilities
•Master the people aspect of change – design specific strategies to enable
early adoption and create ownership within the project management
community, consider your communications strategy, organisational design,
job or role definition, compensation or remuneration, training curriculum,
coordination and delivery
•For a medium-sized organisation, this process can take 12-18 months to
complete.
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