Delivering Projects

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£2 SPECIA 50 L PRI CE +

Delivering Projects in Today’s World: Changing traditional project management focus 30 SEPTEMBER; 18 NOVEMBER 2008 PRESENTER: Dominic Stow, Fronde • www.unicom.co.uk/pmtechniques

Background Organisations are fast coming to the conclusion that traditional project management does not work any more. Why? The reason is simple - traditional project management methods are inward looking, static and simply cannot respond to rapid and constant change. This is not surprising as the origins of traditional project management evolved from construction and engineering where change is limited and project managers have full control of their own teams. Therefore, more effective project management requires project managers to balance the internal focus of traditional project management on the ‘content’ with an external focus on the ‘context’ of the project. Simply, what used to be done with the project team is now shared fully with the project stakeholders. In addition, the broader context issues such as business impact, change management, business drivers, benefits realisation, organizational politics, communication, relationships and expectation management are the main focus of the project manager.

Overview This workshop provides a forum for project managers to come to grips with the new world of project management through a highly interactive and thought provoking agenda. Industry examples of where traditional project management has failed are discussed along with the introduction of the RApid Planning process (RAP) and its associated tools to improve project delivery. Key concepts introduced include: People relationships are all that matter - the building and management of the relationships between the project team and the various stakeholders is a key focus of the project manager Project change is inevitable - it is not how you restrict change that matters but rather how you manage the change Managing project expectations is the focus of project management - the defining, negotiation and management of the expectations of the project stakeholders is mandatory Project management is open and participative - the planning and management of the project must involve all key stakeholders in an open and participative manner The project doesn’t end when it ships - the business benefits of the project do not emerge immediately. The on-going support of the project’s product and the realization of benefits must be integrated with the project management process

WO R K S H O P O U T L I N E The evolution of business project management This tutorial explores the changes that have evolved in business and IT project management over the past 30 years. It examines the origins of project management from construction and engineering and shows that, as the business and government environment has changed, many organizations are still using project management models that are based on assumptions such as fixed requirements, limited change and permanent teams.

Enhancing the project management model This tutorial examines the need for project management to evolve to adapt for continuous change in all aspects of a project. This includes changes in organizational context, requirements, scope, technology, team members and stakeholder communities. Most importantly, these new models of project management are founded on values that are inclusive and open. In effect, they are open rather than closed models of project management and governance. The concept of the ‘whole of life view’ of a project is introduced along with why it is important to include in any project.

RApid Planning (RAP) Process This tutorial introduces the RApid Planning (RAP) approach and the inherent structure of the RAP. It explores how RAP’s link into the business case. The philosophy behind RAP's is discussed in that stakeholders and related project managers need to be fully involved in the planning of projects. The tools that are used before and during the RAP are discussed to ensure that stakeholders and delivery team have a common view of: • What are the expectations of success for the project?

ORGANISED BY

• What are the project's scope and objectives; • Who are the stakeholders and what is their relationship with the project? • Are there any related projects and what is their relationship with the project? • How are the project's benefits and how will they be measured and realised? • What are the quality expectations of the stakeholders? • What is the project development strategy? • What are the risks of the project and how will they be managed? • What are the tasks involved? • How long will these tasks take and what asset/capital costs are involved? • What are the change management and communication strategies? • How will the tasks be scheduled?

WO R K S H O P O B J E C T I V E S At the end of this workshop participants will understand. • Why traditional project management needs to change • The importance of culture in the project management process • Who really owns the project and makes decisions? • How to engage the project sponsor and stakeholders effectively • When is a project really finished? • How to use the RApid Planning (RAP) process to manage the project “context”

W H O S H O U L D AT T E N D • Programme and Project Managers • Project Sponsors, Stakeholders and Senior Management • Business Analysts, Technical Leads and Operations/Support leads

R E G I ST R AT I O N F O R M

Delivering Projects in Today’s World: Changing traditional project management focus 30 SEPTEMBER; 18 NOVEMBER 2008 MAILING CODE:

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