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Generating Business Valuethrough Strong Project Management
Bryan Strawser, Principal Consultant & CEO
Bryan Strawser
• Bryghtpath LLC– Global Risk & Resiliency Consultancy– PECB Training Partner
• Education– BS, Criminal Justice, University of Phoenix– MBA, University of Minnesota– National Preparedness Leadership Program,
Harvard – JFK School of Government
• Relevant Professional Certifications– Project Management Professional (PMP)– Program Management Professional (PgMP)– Portfolio Management Professional (PfMP)
• PECB Instructor– ISO21500 Lead Implementer– ISO22301 Lead Implementer– ISO27001 Lead Implementer
Principal Consultant & CEO – Bryghtpath LLC
3Copyright © 2015 by Bryghtpath LLC | bryghtpath.com | +1-612-235-6435 | [email protected]
ISO 21500 History
• Development began in 2006 with an eye on the 2012 Olympic Games in London.
• All major project management associations were involved in the development of this standard:– Project Management Institute– IPMA– UK Cabinet Office
How did ISO 21500 come about?
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• Scope• Terms and definition• Project management
concepts• Project management
processes• Annex: Process and
subject groups
ISO 21500 ContentStructure and Content of ISO 21500
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Clauses 1-2
Clause 1• Covers scope of ISO 21500• “… guidance for project management…”
Clause 2• Defines sixteen project management terms• Ex: change request– “documentation that defines a proposed
alteration to the project”
Defining a common project management language
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Clause 3Project Management Concepts and Execution
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What’s a Project?
Clause 3.2:• A project consists of a unique set of processes
consisting of coordinated and controlled activities with start and end dates, performed to achieve project objectives.
• Achievement of the project objectives requires the provision of deliverables conforming to specific requirements.
“A unique set of processes […] performed to achieve project objectives”
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Project Management
Three Key Components:• Project management is the application of
methods, tools, techniques, and competences to a project.
• Project management includes the integration of the project life cycle.
• Project management is controlled through processes.
The ISO21500 Definition – Clause 3.3
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Organizational StrategyHow projects advance an entity’s strategies
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Project EnvironmentHow projects interrelate with programs and portfolios
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GovernanceClause 3.6: Project Governance
Good Project Governance is a Key Success Factor• Defining the management structure• Outlining the policies, processes, and methodologies
to be used• Limits of authority for decision making• Stakeholder responsibilities and accountabilities• Interactions such as reporting and the escalation of
issues or risks
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Stakeholders and Project OrganizationClause 3.8
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Process Groups & Subject GroupsClause 4
5 Process Groups• Initiating• Planning• Implementing• Controlling• Closing
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ISO 21500 & PMI’s PMBOKA comparison
ISO 21500 PMBOK Guide
Initiating Initiating
Planning Planning
Implementing Executing
Controlling Monitoring & Controlling
Closing Closing
• Generally differences are relatively minor• Reflect the use of a common language in project
management
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Process Group InteractionsClause 4.2.2.7
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Process Group InteractionsRepresentative inputs and outputs
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Subject GroupsClause 4.2.3
39 Processes divided into 10 project management themes
• Integration• Stakeholders• Scope• Resource• Time• Cost• Risk• Quality• Procurement• Communication
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Managing Risk in a ProjectEffective Risk Management
Managing risk in a project requires that project risk management be established as a subject group and managed effectively across the project
• Identifying Risks• Qualitative Risk Analysis• Quantitative Risk Analysis• Develop risk responses• Controlling Risks
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Overcoming ObstaclesUtilizing the Governance process to escalate issues and remove obstacles
Obstacles will occur in any project effort. An effective governance process can provide a method to communicate and escalate issues as they arise and provide assistance in removing obstacles
• Transparent communication• Effective governance meetings and processes• Communication and escalation process– Governance / Steering Committee– Project Sponsor(s)
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Case Study: Governance IssueIT Business Intelligence Project – 2 Years - $11.5M (USD)
A newly assigned Program Manager noticed that the project appeared to be running out of budget money while a significant amount of work remained to be completed.
• Complete project roadmap / financial analysis was completed• The analysis confirmed that the effort was nearly out of
money while nearly eighteen months of work remained.• The project sponsor, IT Leadership, and steering committee
were completely caught off guard by these results.
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Case Study: Governance IssueIT Business Intelligence Project – 2 Years - $11.5M (USD)
Lessons Learned:• Failure in the governance processes
– Financial and progress / scope review at each steering committee meeting
– Regular financial reporting to project sponsors and IT/Business leadership
• Project Management failure– The assigned project manager, and their leader, failed to communicate
these issues for several months
• Scope Control process– Project lacked a formal scope change control process – allowing
significant changes to scope without formal analysis or review
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Project Management Standards
• Project Management Institute– Project Management Book of Knowledge– Program Management Standard– Portfolio Management Standard
• PRINCE2• Agile/Scrum• IPMA Competence Baseline (ICB)
Looking beyond ISO 21500
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Professional Certifications
• Project Management Institute– Certified Associate in Project Management (CAPM)– Project Management Professional (PMP)– Program Management Professional (PgMP)– Portfolio Management Professional (PfMP)– Specialty Project Management Certifications (ex: PMI-ACP)
• PRINCE2– Foundation, Practitioner, Professional
• IPMA Certifications• Association for Project Management (APM)• Australian Institute of Project Management• ISO 21500 Certifications
– Implementer, Lead Implementer, Auditor, Lead Auditor
Project Management
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Contact Information
Contact Bryan:Bryan StrawserPrincipal Consultant & CEOPhone: +1-612-235-6435E-Mail: [email protected]: @bryanstrawser
Learn more about our services and how we can help you:Website: www.bryghtpath.comTwitter: @bryghtpathFacebook: facebook.com/bryghtpathllc
Bryghtpath LLC
Our Consulting Services Include:Business Continuity
Crisis / Emergency ManagementEnterprise Risk ManagementExercise Design & FacilitationGlobal Intelligence & Security
ISO Training & CertificationProject & Program Management
Travel Risk & Security
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