PMI Pittsburgh - PowerPoint PPT Presentation

Loading...

PPT – PMI Pittsburgh PowerPoint presentation | free to download - id: 76bb5c-ODc3Z



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

PMI Pittsburgh

Description:

Title: PMI Pittsburgh Author: Matt Craig Last modified by: Christopher B. Burch Created Date: 7/24/2010 11:47:19 AM Document presentation format: On-screen Show – PowerPoint PPT presentation

Number of Views:49
Avg rating:3.0/5.0
Slides: 24
Provided by: MattC179
Learn more at: http://pittsburghpmi.org
Category:
Tags: pmi | pittsburgh

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: PMI Pittsburgh


1
PMI Pittsburgh
  • January 2013 Chapter Meeting Hot Topics
    Revisited

2
Workshop Overview
  • Members helping members
  • Every table to work as a team
  • Designate a scribe (legibility important)
  • Review of topics
  • Develop responses
  • Highlight chosen few
  • Share samples with the group

3
Workshop How-to
  • Introduce and briefly discuss topic
  • On your sticky notes write brief (up to 5 words
    each) responses.
  • One sticky per answer
  • Give to your scribe
  • Scribe place onto answer template sheet(s)
  • Review as a team best answers?
  • Share with the group

4
Hot Topics in Project Management
  1. Project Leadership Skills
  2. Dealing with Agile Dysfunction
  3. Project Management for non-PMs
  4. Delivering Large Projects
  5. The Value of the PMO
  6. PM Certification demonstrates competence
  7. Vendor Management for PMs
  8. Pittsburgh Projects and Project Management
  9. Portfolio Management as Strategic Execution
  10. Managing Change
  11. Other_______________________________

Based on http//www.esi-intl.com//media/files/pub
lic-site/US/POVs/ESIViewpoint_Top-10-PM-Trends-201
3 and PMI Pittsburgh Top Topics 2010
5
And the results are
Index Name Count
1 Project Leadership Skills 30
2 Dealing with Agile Dysfunction 14
3 Project Management for non-PMs 13
4 Delivering Large Projects 18
5 The Value of the PMO 12
6 PM Certification demonstrates competence 7
7 Vendor Management for PMs 7
8 Pittsburgh Projects and Project Management 23
9 Portfolio Management as Strategic Execution 16
10 Managing Change 24
11 Other 1
6
1. Project Leadership Skills
  • Leadership involves focusing the efforts of a
    group of people toward a common goal and enabling
    them to work as a team. (PMBOK 5th)
  • Establish and maintain the vision, strategy, and
    communications foster trust and team building
    influence and mentor.
  • Are organizations training their PMs on both
    hard PM and leadership skills?

7
2. Agile Dysfunction?
  • Some benefits of Agile Reduced costs, speed time
    to market, increase quality
  • Using Agile but its not delivering to original
    expectations for the organization?
  • Are your PMs and professionals trained?
  • Is the organization culturally ready?
  • Are team-members trained and prepared?
  • Have executives broken down barriers to adoption?

8
3. Project Management for non-PMs
  • For decades project manager was a role, not a
    title.
  • How should organizations support project
    management for people who are not PMs?
  • What are the differences between the needs and
    experience of dedicated and non-dedicated project
    managers?

9
4. Delivering Large Projects
  • What are the unique challenges in delivering
    large projects?
  • Vendor dependencies, complexity, stakeholder
    management, experience?
  • How big is a large project? 10m / 100m / more
  • What roles and practices are different between
    large projects and smaller projects?

10
5. The Value of the PMO
  • A library of practices, or a projects dashboard,
    or a pool of project managers these are no
    longer enough.
  • How are PMOs focused on delivering value to their
    organization?
  • What needs to change for the PMO to become more
    valuable and strategic, or face extinction (as
    has happened to many)

11
6. PM Certification shows competence
  • Do I really need a PMP? (Lee Lambert April 2012)
  • US Government sees reduced requirements for PM
    training what impact on delivery?
  • Is there a difference between a PMP and a
    competent project manager?
  • What should we consider to demonstrate the
    effectiveness and value of any project manager?

12
7. Vendor Management for PMs
  • Many organizations see vendor management
    problems characterized by contract scope creep,
    poor quality, missed deadlines, and blown
    contract budgets.
  • Outsourcing is on the rise how should we
    address these problems?
  • Elements to consider include Requirements clear
    and up front, contract terms, ongoing management,
    skilled vendor managers

13
8. PGH Projects and Project Mgmt
  • Whats happening in the world of Pittsburgh
    project management?
  • What are our success stories?
  • What do we need to improve?
  • What do we need to share?

14
8. PGH Projects Project MgmtWhats happening
now?
  • Active projects youre aware of and would like to
    know more about (or are involved with)

15
8. PGH Projects Project MgmtSuccess Stories?
  • Projects completed in the last two years that are
    significant?

16
8. PGH Projects Project MgmtChallenges
  • What challenges do we face for project management
    in the Pittsburgh region?

17
9. Portfolio Management as Strategic Execution
  • Portfolio management is more than a
    prioritization exercise.
  • The portfolio should represent competitive
    strategy that will turn executive intentions into
    reality.
  • Do you see a portfolio hierarchy at the BU,
    Group, Division, and Corporate levels?
  • Are portfolio management principles and practices
    adopted and effective?
  • Are conflicts and priorities handled
    diplomatically and effectively?

18
10. Managing Change
  • How do we manage change that occurs when a new
    project is underway?
  • How should the project manager interact with the
    project sponsor? Team members? Customers? General
    stakeholders?
  • Is there one clear message that must be
    transmitted?

19
PROJECT LEADERSHIPWorkshop exercise
  • What are you doing today?
  • What should you be doing? What do you recognize
    as Best practice?
  • Why Current state?
  • How to get better?

20
Managing LARGE PROJECTSWorkshop exercise
  • What are you doing today?
  • What should you be doing? What do you recognize
    as Best practice?
  • Why Current state?
  • How to get better?

21
TOPICWorkshop exercise
  • What are you doing today?
  • What should you be doing? What do you recognize
    as Best practice?
  • Why Current state?
  • How to get better?

22
TOPICWorkshop exercise
  • What are you doing today?
  • What should you be doing? What do you recognize
    as Best practice?
  • Why Current state?
  • How to get better?

23
Wrap
  • Final thoughts and suggestions
  • Hand in your sheets please
About PowerShow.com