|
1
|
|
|
2
|
- Session Objectives
- By the end of the discussion, you should be able to:
- 1) Differentiate between/among:
- Project Management and Project Leadership
- Project Leadership and Program Management
- A PMO and Project/Program Management Practice
- 2) Capitalize on Project and Program Management opportunities that
leverage personal capabilities to meet future needs
|
|
3
|
- Project Management vs.
Project Leadership
- Project Leadership and
Program Management
- Program Management Office
- Project and Program
Management Practice that delivers
- value to the organization
|
|
4
|
- First, some key definitions…
|
|
5
|
- Project
- A temporary endeavor undertaken to create a unique product, service or
result. (PMBOK® GUIDE – Fourth Edition)
- ...a temporary and one-time endeavor undertaken to create a unique
product or service, which brings about beneficial change.
- …each project has a clear beginning and a clear ending.
|
|
6
|
- Project Management
- The application of knowledge, skills, tools and techniques to project
activities to meet the project requirements (PMBOK® GUIDE – Fourth
Edition)
- … the application of knowledge, skills, tools and techniques to a broad
range of activities in order to meet the requirements
|
|
7
|
- Manager / Management
- …the act or manner of managing; handling, direction, or control.
- …the person or persons controlling and directing the affairs of a group,
a business, an institution, etc.: “The store is under new management.”
- …Synonyms: administrator, executive, superintendent, supervisor, boss
|
|
8
|
- Manager / Management
- A manager gets things done through others
|
|
9
|
- Leader / Leadership
- the quality of being able to lead others; leadership ability
- a person who guides or inspires others
- One who has influence, especially of a political nature
|
|
10
|
- Leader / Leadership
- …”Leadership is the art of getting someone else to do something you want
done because he wants to do it.” –
Dwight D. Eisenhower
- … Leadership is the process of directing the behavior of others toward
the accomplishment of some common objectives. It is influencing people
to get things done – willingly! – to a standard and quality above their
norm to achieve a shared stretch goal
- “Setting tone and picking people.
Everything else is managing” – CFO, AT&T
|
|
11
|
- Management
- A manager uses authority to affect change
- Followers follow because they must
- Leadership
- A leader uses influence to affect change
- Leaders lead because followers want to follow
- Leadership emerges and is recognized
|
|
12
|
- Now, let’s apply those definitions to a differentiation between
- Project Manager and Project Leader
|
|
13
|
- Comparing Management and Leadership
|
|
14
|
|
|
15
|
- Project Management/Leadership and
- Program Management
|
|
16
|
|
|
17
|
- Program Management
- In Public Health, a Program is...
- In the Project Management industry, a Program is:
|
|
18
|
- Program and Program Management
- PMBOK® GUIDE – Fourth Edition)
- Program: A group of related
projects managed in a coordinated way to obtain benefits and control not
available from managing them individually. Programs may include elements of
related work outside of the discrete scope of projects in the program.
- Program Management: The centralized coordinated management (leadership)
of a program to achieve the program’s strategic objectives and benefits
|
|
19
|
|
|
20
|
|
|
21
|
|
|
22
|
|
|
23
|
- Effective Project Leadership with
- Program Management
- A Strategic Imperative
|
|
24
|
- Two Key Role Definitions:
- Manager:
- Gets work done through others
- Leader:
- Sets Tone & Picks People
- (monitors and adjusts as
necessary)
|
|
25
|
- Two Parallel, Interdependent Initiatives
- STRATEGIC
- Project / Program and Portfolio Management
- TACTICAL
- Effective Project Management
|
|
26
|
|
|
27
|
- Together These Initiatives Provide Value
- STRATEGIC
- An effective Program Management Office (or Practice) generates business
value by providing decision-support information derived from a
well-managed Portfolio of Projects…
aligned with organizational strategy and objectives
- TACTICAL
- Effective, standardized Project Management competencies that control
the outcomes of project efforts while providing vital information to
Leaders and Managers for future action
|
|
28
|
- Building the STRATEGIC Initiative
- PMO - What Is the Contribution To The Organization?
- Enables and supports Program and Portfolio Management
- Project Selection and Control
- A Business Analysis and Decision-support Tool
- Plan for the best / Manage through the worst
- A Resource Allocation and Project Evaluation Tool
|
|
29
|
- Building The STRATEGIC Initiative
- Not the administrative control arm
- Not the overhead bureaucracy
- Not the manager of managers
- Turns data into information and communicates effectively
- Ensures common tools are available
- Supports economies of scale
- Enables and supports decision-making
|
|
30
|
- Building The STRATEGIC Initiative
- Benefits Management
- Are we managing the right projects?
- Are we delivering planned value?
- Are the projects delivering against promised benefits?
- How do we sustain the benefits post delivery?
- What do we do to address the NEXT initiative?
- Governance Policies
- Communication, Communication, Communication
|
|
31
|
- Delivering Value
- Less administration,
oversight and overhead
- More practical application
of the art and science
- Professionals performing key
roles
|
|
32
|
|
|
33
|
- Contact Information
- Eric Norman, PMP, PgMP
- eric_norman@SRA.com
|
Notes