How to Justify Management of Complex Projects
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Transcript of How to Justify Management of Complex Projects
APMG International Webinar
Show Me The Evidence – How To Justify Your Management Of Complex Projects
Wednesday 21 May 2014 / 12:00 AEST
Presenter: Lawrie Kirk, APMG-International
Agenda
Welcome & introduction Mark Croxford, APMG International
Show Me The Evidence – How To Justify Your Management Of Complex Projects
Lawrie KirkConsulting Services Executive – APMG International
Q&A
Further information
Close
About APMG International
Global examination & accreditation institute
Examination Institute (EI) for the AXELOS Global Best Practice portfolio (ITIL®, PRINCE2®, MSP®, etc)
Extensive portfolio of professional management certification schemes aimed at improving business processes, capability and results
Work with key industry partners (e.g. AXELOS, CMI, DSDM Consortium, IAITAM, IPMA, ISACA, itSMF) to promote best practice
300+ Accredited Training (ATOs) and Consulting (ACOs) organizations with 1500+ approved trainers and consultants
18000+ candidates per month
Full details at www.APMG-International.com
Your presenter….
Lawrie KirkConsulting Services Executive – APMG-International
Previously
Registered PPM and PRINCE2 trainer
Accredited P3M3 assessor, alpha reviewer for the P3M3 refresh
Today
APMG’s consulting services lead for AAPJ
Global leadership role of APMG’s maturity assessment services
Master of Philosophy (ANU)
How can you objectively assess the complexity of a project?
How can you objectively measure the organisation maturity required to
manage complexity?
How can you benchmark and objectively assess the controls needed
to manage a project of a given complexity?
Does complexity matter?
KPMG commissioned Lighthouse Global to carry out a study of the causes and impact of complexity among large companies –
40 percent of the companies have global revenues of US$1 billion or more – in 22 countries; 1,400 interviews were
conducted with senior executives including CEOs, CFOs, and finance directors.
Source: http://www.kpmg.com/NZ/en/IssuesAndInsights/ArticlesPublications/Documents/confronting-complexity.pdf, 2010, p4
Source: http://www.kpmg.com/NZ/en/IssuesAndInsights/ArticlesPublications/Documents/confronting-complexity.pdf,2010, p13
Potential for cost savings....
What opportunities does managing complexity offer?...
Source: http://www.kpmg.com/NZ/en/IssuesAndInsights/ArticlesPublications/Documents/confronting-complexity.pdf, 2010, p9
Source: http://www.kpmg.com/NZ/en/IssuesAndInsights/ArticlesPublications/Documents/confronting-complexity.pdf, 2010, p5
How can we objectively measure project complexity and the
capability of an organisation to manage a complex project?
The APMG Maturity Index ™
Source: Adapted from OGC 2010, Portfolio, Programme and Project Management Maturity Model (P3M3®) Introduction and Guide to P3M3®, p7
Generic (non process) attributes are also assessed: roles and responsibilities, capability development, experience, scrutiny and review, planning and
estimating and information and documentation.
What is organisation maturity ? ?
P3M3® is a registered trade mark of AXELOS Limited
®
P3M3 – Project Management
Level 1Awareness of Process
Level 2Repeatable Process
Level 3Defined Process
Level 4Managed Process
Level 5OptimisedProcess
Does the organization recognise projects and run them differently from its on-going business?(Projects may be run informally with no standard process or tracking system.)
Does the organization ensure that each project is run with its own processes and procedures to a minimum specified standard?(There may be limited consistency or co-ordination between projects.)
Does the organization have its own centrally controlled project processes and can individual projects flex within these processes to suit the particular project?
Does the organization obtain and retain specific measurements on its project management performance and run a quality management organization to better predict future performance?
Does the organization undertake continuous process improvement with proactive problem and technology management for projects in order to improve its ability to depict performance over time and optimise processes?
Source: APMG 2011
APMG Maturity Index ™
The APMG Maturity Index and Swirl Device logo is a trade mark of The APM Group Limited
Source: ://www.oxfamblogs.org/fp2p/wp-content/uploads/then-a-miracle-happens.jpg
Example of overview provided from a Right Practice Report
Source: © Copyright Roger Jones and licensed for reuse under this Creative Commons Licence
Project controls report
Illustra
tive
Project controls report
Illustra
tive
Objective detailed analysis which provides: Basis for the allocation
of specialist teams on bids
Transparency provided to client on where specialist consultancy effort is needed
Basis for conflict/contractual mediation
Objective baselining for consultancy performance
In summary....
• Complexity is present and increasing• Complexity is of concern to senior management• The management of complexity provides
organisations with real efficiencies• Complexity of an individual project can be
measured (Project Complexity Assessment)• Organisation maturity needed to manage the
“complexity frontier” can be assessed (Right Practice Indicator)
• Project controls needed to manage a project of a given complexity (Project Controls Assessment)
Provision of this service
• APMG Accredited Organisations are licensed to deliver the APMG Maturity Index
• APMG Registered Consultant s deliver this assessment
• For further information contact
Lawrie Kirk
+61 (0) 417 408 [email protected]
Wednesday Webinar – 28 May 2014
Copyright & Trademark Acknowledgement Statements
• ITIL® is a Registered Trade Mark of AXELOS Limited.• MSP® is a Registered Trade Mark of AXELOS Limited.• PRINCE2® is a Registered Trade Mark of AXELOS Limited.• The APMG Maturity Index and Swirl Device logo is a Trade Mark of
The APM Group Limited.