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Round Table

September 12, 2013 Enterprise Communication

Beyond Email

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PMINAC Dinner Meeting September 12, 2013

PDU Claim Code - C023-130901

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Business Agenda

• Annual General Meeting

• Certification

• PMINAC Mentoring/Community of Practice

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ANNUAL GENERAL MEETING September 12, 2013

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Annual General Meeting

Adoption of Agenda

Acceptance 2012 AGM Meeting Minutes

Prepared Statement

President’s Report

Financial Update

2013 / 2014 Board Elections and Appointments

AGM Closed

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Strategic Focus for 2012 / 2013

PMINAC AGM 2013

Enhance PDU Opportunitiesz

Enhance Communications Channels

Improve Board Performance

Build capacity to execute new programs

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Enhance PDU Opportunities

PMINAC AGM 2013

Enhance quality and variety of PDU, networking and dinner meeting opportunities. Apply some focus to building services for our members outside of Edmonton. • Neil Whitten 2 day seminar • Yellowknife outreach • Golf Tournament (65 players)

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Enhance Communication Channels

Annual General Meeting 2013

Leveraging and enhancing the internal and external communication channels we use to communicate with our members. Provide additional value and touch points to our membership by incorporating website technologies that allow for multimedia content availability of educational content and social networking technology.

• Developed integrated communications strategy • Re-built new more functional website • Streamlined event registration process • Established twitter presence @PMINAC2013 • Board members presented to various groups in our area and provided

exposure to PMINAC

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Improve Board Performance

PMINAC AGM 2013

Improve board performance by implementing processes (formal and informal) that ensure accountability and successful delivery of an array of high value services. • Made extensive use of pre-defined processes

this year • Developed Risk Management Plan and started

work on implementation

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Build Capacity to Execute New Programs

PMINAC AGM 2013

Build capacity to execute new programs and service offerings by active recruiting, placement and management of volunteers. Build a robust and sustainable volunteer management program. • Reviewed VRMS to determine applicability to PMINAC • Developed processes to align volunteers with

appropriate opportunities • Placed 12 volunteers • Set up database to track volunteers • 65 names on waiting list

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Other Accomplishments

PMINAC AGM 2013

Over 100 new PMPs this year

Completed the fall study group

Developed FAQ sheet for the web site

Sold out conference

$20,000 in net revenue

Successful Project of the Year competition

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Membership Growth by Year

0

200

400

600

800

1000

1200

1400

1600

1800

2010 2011 2012 2013

1150

1291

1447

1650

PMINAC AGM 2013

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Dinner Meetings

• Average attendance 94

• 7 dinner meetings

• Round table discussion topics

• Added to volunteer team

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Financial Statements

PMINAC AGM 2013

• Initial set of statements prepared

• Audit is pending

• Will provide the audited statements once they are completed to our members

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PMINAC Project of the Year 2013

• Alberta Infrastructure, ONPA Architects & Stuart Olson Construction • Edmonton Remand Centre

Overall Winner

• City of Edmonton, Drainage Services • WESS Stage W12 Project

Category Winner – Construction

• Capital Power Corporation • Capital Power ERP Process & Systems Redesign

Category Winner – Information Systems

• Alberta Health • PMO Framework Enhancement Project

Category Winner – Government

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New Edmonton Remand Centre

PMINAC AGM 2013

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Thank you to Previous Board Members VP Administration •Victor Amorim

VP Programs •Michael Smith

VP Certification •Bob Silversides

VP Marketing •Dotun Elizier

VP Volunteers •Sameer Verma

VP Membership •Luli Hoxha

VP Finance •Saeed Jafaei

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2013 / 2014 Board Members

President Judy Hardement

President-Elect Sameer Verma

Past President Harold Eggert

VP Programs Bill Walkhouse

VP Prof Dev Ken Bainey

VP Certification Phil Beck

VP Finance Marlene Morin

VP Membership Rose Joshua

VP Marketing John McCarron

VP Administration Hemant Kumar

VP Volunteers Tarek Chaker

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Business Agenda

• Annual General Meeting

• Certification

• PMINAC Mentoring/Community of Practice

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CERTIFICATION UPDATE September 12, 2013

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Business Agenda - Certification

• Frequently Asked Questions

• Available on PMINAC Website “Get Certified”

• Certification Prep Questionnaire

• In progress – Will be going out to members shortly

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Business Agenda - New PMPs

• 71 New PMINAC PMP’s over the

summer. • 995 PMP’s total in PMI-NAC

Chapter as of end of July

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New PMPs • Joel Ajakpovi • Rafena Ally • Lorraine Bachman • Reg Belyea • Safari Bushayija • Tarek Chaker • Nathan Chalifoux • Peter Clarke • Greg Courtepatte • Deepak Dave • Nitish Dev • Carl Drotsky • Amanda Eid • Harold Ernst • Oluseyi Faniran

• Naheed Karim • Paulin Katamba • Casey MacDonald • Indra Mathew • Umasankaran Mohambourame • John Onyskiw • Mona Patel • Carson Pierce • Scott Pura • Ronald Roth • Evelyn Schwabe • Randy Shippit • Lara Suriyakumaran • Ajay Verma

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Business Agenda

• Annual General Meeting

• Certification

• PMINAC Mentoring/Community

of Practice

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Introduction to: PMINAC Mentoring/Community of

Practice

Marguerite LeBlanc Director, Mentoring Program

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PMINAC Dinner September 12, 2013

PDU Claim Code - C023-130901

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Presentation September 12, 2013

Complementary or Competitive? PMINAC September 2013 Dinner Meeting

PMBOK vs. PRINCE2

Agenda

Welcome and Introductions

About PMBOK

About PRINCE2

PMBOK vs. PRINCE2

Q&A

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PMBOK

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PMBOK Background

DESCRIPTIVE in defining the inputs, processes and outputs of 10 distinct knowledge areas

Defines a METHODOLOGY as “A system of practices, techniques, procedures, and rules” to guide a PM in the performance of their job

Instructs us to use a Project Management Methodology as a tool to support the development of various project artifacts and management plans, BUT it doesn’t tell us which one to use

PMBOK

5th Edition released January 2013 47 processes (4 more than previous edition) “Project Stakeholder Management” is new Some processes renamed Some inconsistencies removed Inputs, tools, techniques and outputs reviewed

and better explained

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PMBOK Framework

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PMBOK

Initiate Plan Execute Monitor & Control Close

Integration Management

Scope Management

Time Management

Cost Management

Quality Management

HR Management

Communications Management

Risk Management

Procurement Management

Stakeholder Management

PMBOK Examples

CEMS Project at U of A Faculty of Extension (PMBOK)

VISTAS Act Modernization Project at Service Alberta (PMBOK + Agile/Scrum)

HAL Project at AB Municipal Affairs (PMBOK + PRINCE2 + Agile/Scrum)

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PRINCE2 Background

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PRINCE2 Background

PRINCE2® (PRojects IN Controlled Environments)

– Response to major project failures

– Owned and operated by the UK Government, but

completely open to the public.

PRINCE2

A structured method for effective project management

Provides a stage-gated governance model for organizing activities and decisions throughout the project lifecycle

Is prescriptive in its approach to establishing and operating project management services

Open, end-to-end project delivery method scalable to any industry and business sector

PRINCE2

PRINCE2

What Are PRINCE2’s Strengths? – Stage Gating ensures that projects remain

aligned to the need

– Work packages allow detailed control

– Project board mandates governance approach

PRINCE 2 Weaknesses

Prescriptive – can be applied with no understanding

Blindly followed

Not appropriately scaled

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Why is PRINCE2 so successful? – Focus on:

• Clear links between project and organization’s key strategic priorities

• Clear senior management ownership and leadership

• Proven approach to project management and risk management

• Attention to breaking projects into manageable steps

• Evaluation of proposals driven by long-term value rather than initial price (business case)

• Understanding of, and contact with, “supply teams”

– Suitable for any industry and size/complexity of project

PRINCE2 Benefits

PRINCE 2 Benefits

Ultimately, provides a proven method for applying the PMBOK Framework

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For more info on PRINCE2

Websites:

Best Management Practice (BMP) Portfolio Office: http://www.cabinetoffice.gov.uk/resource-library/best-management-practice-bmp-portfolio

Official PRINCE2 site: http://www.prince-officialsite.com/

PMBOK vs. PRINCE2

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vs.

or PMBOK? PRINCE2

Might as well ask, “Babies… …or puppies?”

Let’s compare PMBOK vs. PRINCE2

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PMBOK Guide Knowledge Area Comparable PRINCE2 Themes

Integration Combined Processes and Themes Change

Scope, Time, Cost Plans Business Case Progress

Quality Quality Change (Configuration Management)

Risk Risk

Communications (now Project Stakeholder Management)

Progress

Human Resources Organization (limited)

Procurement Not Covered

PMBOK vs. PRINCE2 – different perspectives

PMBOK

Provides excellent focus on developing the SOW, but leaves Business Case behind (initial justification for investment)

States 80% or more of PM’s work is Communications, but is thinnest chapter in PMBOK – Communication Plan is best practice and should be established, but that’s it

PRINCE2 Provides special focus on Business Case

throughout project life cycle, at centre of directing gated GO/NO-GO decisions to mitigate investment risk – integrates project performance into portfolio management decision making process – measurable business benefits

Includes 8 major processes, 45 sub-processes, 36 product descriptions, definition of what should be included in project communications documents such as Acceptance Criteria, Highlight Report, Exception Reports, End Stage Report, Lessons Learned Report, and prescriptively directs the PM to deliver vital status information and what data should be included in the communication

PMBOK vs. PRINCE2 – different perspectives

PMBOK Describes best practices, areas in

which a PM needs to be knowledgeable

Includes reference to Communication, Leadership, People Management skills, and Procurement, and guidance across knowledge areas and process groups to address them

Emphasises professional and social responsibility to strengthen integrity of PM’s

PMBOK provides the ingredients

PRINCE2 PRINCE2 does not address

these areas specifically Provides focus on Principles –

known to PMBOK, but highlighted as essential to project success in PRINCE2

While PMBOK is a framework and a toolbox, PRINCE2 helps PM’s answer the questions of “where do I start?” and “where do I finish?”

PRINCE2 is the recipe

PMBOK vs. PRINCE2

You can have both babies AND puppies! PRINCE2 and PMBOK are complementary, not

competitive! PMBOK is the comprehensive source of information on

PM best practice, and knowledge of the PM profession – what a PM should know

PRINCE2 is a PM Methodology – what a PM should do to organize that knowledge

PMBOK calls on the practitioner to apply a PM methodology (as a tool), and PRINCE2 provides a reliable and practical one

PRINCE2 answers questions of “Where do I actually start? How do I pull all this together and actually run a project?”

We CAN get along!

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PMBOK vs. PRINCE2

And finally...

any questions?

What would a PMI-NAC Dinner Meeting be without…

DOOR PRIZES!!!

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Thank You!

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QUESTIONS + NEXT STEPS?

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Wrap Up • Dinner Meeting Survey

Please fill out before you leave! • PDU Number: Provider ID: C023

Activity Code/Number: 130901