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Πάνος Χατζηπάνος,
Αθήνα, 5 Νοεμβρίου 2015
Restructuring Greece: Project Managing the Challenge
PROJECT MANAGEMENT CONGRESS 2015
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Making project management indispensable for business results.®
• 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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Europe
37North America
166
38Latin America
35Asia Pacific
10,788
4,456
18Middle East &
Africa
PMI® Chapters - Global
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Advocacy: Government Relations
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PPPM Model Framework Vision
Mission
Organizational
Strategyand ObjectivesHigh-Level Operations
Planning and ManagementProject Portfolio
Planning and Management
Management of On-Going Operations
(Recurring Activities)(Producing Value)
Management of Authorized Programs and Projects
(Change Activities)(Increasing Value Production
Capability)
Organizational Resources
Project Management as a Strategic Competency to improve performance in Public Administrations
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PPPM Model Framework
Strategic Planning
Portfolio Management
Program Management
Project Management
Processes, Proven Practices, Tools, Metrics
Management of Operations
Management by Projects
Organizational Project Management (OPM)
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People Processes Organization
PPPM Model i.e. effective project management Integrates…
…across all functions and stakeholdersto improve administrative capacity and deliver value for money.
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PPPM Model Quality Assurance
StandardisePMI Standards
Benchmark
Start on the path to maturity
StrategiseCouncil Practice
Improvement Assessment (CPIA)
Connect PM to strategy, enable
industry comparisons
OptimiseOPM3 ProductSuite®
Enable highly focused improvement
Benefits Realisation
Compare practices to thePMBOK® Guide & Standard for
Program Management
Utilize the Standard for Portfolio Management. Benchmark against Best-in-Class Global Organisations
Utilize Organizational Project Management. Compare to
PMI’sOPM3® Model
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FOCUS ON FUNDAMENTALS – CULTURE: High Performing Organizations Create a Culture of Project Management
Source: PMI 2015 Pulse of the Profession®
FOCUS ON FUNDAMENTALS – TALENT: High Performing Organizations Focus on Talent Management
FOCUS ON FUNDAMENTALS – PROCESS: High Performing Organizations Focus on Process
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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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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
Inadequate ability to implement projects
Poor Risk Management – Poor Communications
Lack of professionalism
Limited ability to evaluate and select projects
Lack of clarity in roles and responsibilities
Project Management as a Strategic Competency to Improve Performance in Public Administrations
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2014 PMI Pulse of the Profession®
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Incentive for Using Project Management
€230MEuros wasted per €1 billion spent
Low Performers
High Performers
€20MEuros wasted per €1 billion spent
Projects not meeting goals X percentage of failed project budget lost = € wasted
Average Wasted in Europe
€151MEuros wasted per €1 billion spent vs.€109M globally
High Performers Waste 12 Times Less
than Low Performers
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
36%vs. 30% globally
BudgetLost
HighPerformers
8%vs. 12% globally
Completed on Time
47%vs. 51% globally
ActiveSponsors
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
10%vs. 18% globally
High PM Maturity
Effective atChange
Management12%vs. 21% globally
UnderstandValue of
PM39%vs. 54% 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
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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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1Source: 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
73%66%
61%60%
40%
20%
0%P
roject met goals
Extremely
well/Very well
Somewhat well
Not very well/Not at all
80%
100%
Executive Sponsors Supported by regular progress reports
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
85% of organisations say that leadership skills are not as teachable but 66% say they are
most important for success in project management
PMI’s 2013 Pulse of the Profession® In-Depth Report on Talent Management
Two-thirds of organisations say
that technical skills are hardest
to find but easiest to teach
Source: Mark A. Langley, President & CEO, PMI Presentation to EC, 6 February 2015 © 2015 PMI. All Rights Reserved.
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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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