Tutorial abstract
This presentation provides an overview of current project management best practices and standards. Moving beyond the frontiers of individual projects’ success and into organizational perspectives is addressed by combining concepts and practices from People CMM and by reflecting on CMMI improvement initiatives. A rich, multi-model improvement approach resulting from a long-term research- and experience-based quest into organizational effectiveness and successful execution will be shared, which is likely to spark your own curiosity to continue learning....
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Learning objectives:
- Learn about the challenges and driving forces of project management as a global executive competency for organizational effectiveness and successful execution, including an overview of today’s project management standards’ landscape.
- Learn how the People CMM can be used to effectively implement and support a project management discipline at the organizational level as a workforce competency and its implications and lessons-2B-learned to CMMI-based improvement programs.
- Gain the opportunity to practice, learn and explore some of the state-of-the-art practices in and around project management such as appreciative inquiry, storytelling, communities of practice, interest & competency and more...
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Tutorial description
In today's knowledge-based economy, information plays a critical role in most projects, business and societal decisions affecting success. In countless situations, individual projects' as well as of organizational project management initiatives' success depend on tapping people's implicit knowledge and experience to generate the appropriate motivation and attitude that sustain a culture of organizational success by achieving project goals in predictable & repeatable ways. It is in this context that organizational effectiveness - that is the ability to organize, manage and lead people in effective ways - becomes a critical issue to most organizations. Even more if we consider how several studies point to the fact that an organization's execution capability can account more for its success and survival, than the “quality” of its strategy, mission/vision or even its innovation capability. Said in another way, the organizational ability to execute in effective ways is becoming more and more the critical success factor for companies, small and big, all alike. And when we look closer, soon we realize that that exciting execution is taking place in “projects”, or their bigger brothers: “programs”, as collections of interdependent projects.
And thus, no surprise, project management has become a global phenomenon. That is, a global discipline crossing cultural-, sector-, business-, language- and any other imaginable possible barriers. Curiously enough when we look at the heart of some of the project management profession most reputed standards and reference documents, we find a very intuitive, almost "common-sense"-like foundational concept, that of a project. And we might wonder how such an intuitive concept can drive the emergence of a global professional practice? This is one of the first topics, explored in this session, literally which has been the driving factors or forces that made project management a global universal executive competency. For this end, two of the leading sources of project management knowledge and references will be highlighted and contrasted. Namely, the Project Management Institute's (PMI) well-reputed “A Guide to the Project Management Body of Knowledge”, which is popularly known as the PMBOK® Guide, with its knowledge areas and processes; and on the other hand the International Association for Project Management (IPMA) ICB-IPMA's Competence Baseline. We will also present other significant references and standards in what could constitute the project management best practices landscape…
This quick tour around some of the foundational grounds of project management will include an early due-reference to Peter Drucker, known as one of the fathers of modern management, for his pioneer research and publications to recognize the importance of knowledge and its productivity as a competitive critical factor for organizations. With this capacity to translate knowledge and experience into results taking us to the heart of projects and project management best practices, we will complete the tour by looking into additional critical success factors that are necessary in organizations to properly implement a project management discipline or workforce competency, well beyond the capability of successfully managing individual projects. It is in this organizational context that most existing project management initiatives fall short and/or appear to prove quite incomplete when the call is to address the wider organizational issues such as the necessary human capital and knowledge management needs (i.e. informal learning, appraising and motivating performance, etc.) that must exist in order to have project management thrive at the organizational level. And it is precisely in this context, where the SEI?s People Capability Maturity Model (People CMM) provides a great body of knowledge not just as a framework for human capital management – as the subtitle line of the new second edition of the People CMM book emphasizes - but also as this presentation will show, as a sound roadmap to superior organizational effectiveness and execution!
This quest to a more robust approach to project management and organizational effectiveness through People CMM, will lead to discussions and profound experience-based reflections of the “reason d?être” of many of the People CMM process areas practices in the context of a project oriented organization. We will therefore explore issues around the synergies and needs for certain Staffing, Communication and Coordination, Training and Development, Compensation, Work Environment, as well as Performance Management “foundational” activities found in People CMM level 2-Managed; but will move further to look into more “advanced/elaborated” ideas when exploring focused issues around the “Workgroup Development” process area of People CMM. This part will include several group exercises to make participant emulate a project manager “on-duty” and the daily-responsibility he/she must assume. To confirm the fact that what this session does for Project Management as a discipline, can be done using People CMM for other professional organizational disciplines (ex. Marketing, Software engineering, etc.) we will shortly visit two very powerful process areas of People CMM level 3, namely Competency Analysis and Competency Development. By using Competency Analysis PA practices, we will again connect People CMM and other project management standards, such as the PMBOK® Guide and the Project Manager Competency Development (PMCD) Framework. It is at his point when we will reflect on the consequences and lessons-to-be-learned that can be extracted for heavily project-oriented organizations, such as the many organizations that use CMMI for Development to drive their improvement effort around engineering and development projects. We will pinpoint a few specific, but unique ideas and contributions People CMM can offer CMMI-based initiatives that cannot be found in CMMI itself and which are worth considering.
Finally, we will look beyond the “traditional” well-established project management practices and comment on how some of the recent or new tendencies which are likely to become mainstream sooner or later and are worth considering for their business cases and contribution to project management success. These will include an overview look at Appreciative Inquiry (AI), its key areas of applications and its role in motivating positive change, especially for process improvement. Some due observations will be shared on agile project management. We also look at how some of the current popular Corporate Social Responsibility and Social Web initiatives can be “addressed or contemplated” from within People CMM practices, giving it again great relevance as a flexible-scalable organizational change management framework. We will include an exercise about project success factors, using appreciative storytelling and illustrate how these practices can be combined and conceive from the People CMM's Competency-Based Asset process area perspective.
To conclude a few final considerations and observations will be put forward including some of the reasons why integrating different models in an improvement project can make much sense or none depending on the organizational context. Participants will benefit from sharing experiences with a seasoned organizational change management consultant and recognized leader in defining international project management best-practices. No doubts, this presentation will be thought-provoking for most participants and will create an appetite to explore and learn more about People CMM, CMMI, Project Management and their synergies. All discussions will be enriched from the author's international, multi-sector experience with clients and organizations of different sizes, using these models. In summary, participants will likely enjoy the session and find it was a great investment of their time and their organizations to Perform at a Higher Level.
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About SEPG Europe 2010 Conference
The SEPG Europe Conference is an annual event that focuses on performance improvement through process capability. SEPG Europe has a strong program that brings keynote speakers, presenters, exhibitors, and attendees together to address issues, trends, and solutions of particular interest to the European community.
SEPG Europe 2010 will be a new experience, combining the quality program and networking that delegates have come to expect in the SEPG conference with an exciting new partnership.
For the 2010 conference, the SEI is collaborating with a local partner, the Faculty of Engineering of University of Porto, to host an event unlike any previous SEPG Europe conference. Warm, beautiful, and historic Porto, Portugal is a new region of Europe in which the conference has not previously been held. With this collaboration and new location, SEPG Europe promises to be not just a professional development conference, but a complete experience for process professionals seeking to make a real impact in their field. The University of Porto, the largest university in Portugal, provides ample space for pre-conference courses and up to four conference days filled with four parallel tracks to ensure a quality technical program with the most relevant fundamentals, latest thinking, new trends, hot topics, and insightful experience reports about improving performance through process management.
The SEI has more than 20 years of experience in hosting conferences on process management. In addition to performance improvement for software and systems development, SEPG Europe 2010 will focus on services and operations, combining models, and high maturity.
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People CMM® (People Capability Maturity Model)
El People CMM es un modelo de gestión del cambio organizativo “state-of-the-art” diseñado para ayudar a las organizaciones a mejorar la capacidad de su equipo humano y la efectividad de la organización. Leer más sobre People CMM.
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Efectividad Organizativa & Ejecución Estratégica:
Una Aproximación Sistémica
al Éxito Empresarial
En el contexto organizativo, la efectividad se entiende como la capacidad de una organización (empresa, departamento, unidad de negocio, asociación, ONG, etc.) de alcanzar con éxito sus propósitos:
su misión-visión, sus objetivos estratégicos, a través de unos resultados tangibles.
Por tanto, hablar de efectividad organizativa implica considerar numerosas variables o prácticas...
Leer más sobre OESE....
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