Business and project changing the paradigm

Business and project changing the paradigm

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  Project Management 2015 Business2015 Mission Objectives Strategy
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  . “We have enteredthe Age of Transformation. We’re going to see the development of new technologies that will simply astound us – from increasingly capable robots and other applications of AI to huge breakthroughs in biotechnology. The winners are going to be those who identified the truly transformational technologies early on in their development and invested wisely. I see the Age of Transformation as a 100% probability and will provide a real return on investment for business today.” John Mauldin is a renowned financial expert, a New York Times best-selling author, and a pioneering online commentator. 2015 – The Year of Innovation and Change “Changes of consequence are happening not virtually overnight, but actually overnight," Cramer said. “Therefore, if you want to make money in this market, you've got to stay nimble. You need to monitor developments, digest the changes and plot a new course as needed.” James J. "Jim" Cramer is an American television personality, a former hedge fund manager, and a best-selling author. Cramer is the host of CNBC's Mad Money and a co-founder and chairman of TheStreet.com, Inc.
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  The Way Forwardin 2015 In 2015 there will be a move towards agile project management which will allow businesses to incorporate the significant changes in technology, business models, and global value chains, as well as the very nature of products and services across business requirements, product development and production. Over and above this the Project Manager will begin to move away from a pure project focus to taking on an entrepreneurial role as projects become a part of the wider organisation that will need to show economic value to both the stakeholders and shareholders. Ultimately business and project management will provide a unified force that will keep the company moving forward in this innovative and advanced technical world keeping ahead in a very competitive market. “Fast to market while delivering a quality solution” will become the business slogan in 2015 whether the business is a small operation or a large corporation.
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  Business Thanks to thecontinuing decline in cost for technology this will allow for a better, economic viable and robust year for innovation and new concepts. 2015 will be a very good year for getting your product or service to market which will require business leaders to adopt new approaches to survive in this fast moving competitive market.Paul Nunes Larry Downes Forbes Business Contributors Business ProjectPerformance Strategy Vision The Way Forward in 2015 Project Performance 2015 A New Approach Strategy Vision
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  Business 2015 The Vision TheStrategy The Business Case The Stakeholders The Charter
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  Vision Where are wegoing and how are we going to get there? This question allows the company vision to be discussed, brainstormed and ultimately agreed to clearly outline the goals and objectives, the core values and the core purpose of the organisation. With the understanding of the company’s vision, the mission statement will provide a written declaration of an organisation's business focus that normally remains unchanged over time and is used as the direction that the company would like to follow. Business Vision Business Goals Mission Statement Inputs Outputs Brief and succinct revealing the company and their vision in just a few words Smart Goals S Specific M Measurable A Achievable R Realistic T Timely Goals and objectives Core Values Core Purpose
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  A Balance Scorecardapproach will ensure that all of the current business components covering financials, customer requirements, operating procedures and processes are analysed to identify where and if improvement measures need to be introduced to the meet the market demand in 2015. Taking each component and using a SWOT analysis will allow for the strategy to be planned and quantified correctly and provide a framework that will outline the key performance targets that need to be met and maintained throughout the planning and launching of the product. Financial Customer Relations Learning and Growth Internal Service Process Scorecard Segments SWOT Analysis Scorecard Framework Strategy Inputs Outputs
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  Internal Stakeholders Shareholders Employees Management Owner SuppliersGovernment Customers Partners External Stakeholders Identifying your stakeholders and building good relationships will allow for a partnership that will work together to make the right decisions at the right time which will be a critical success factor for business in 2015. The Stakeholder Management Plan will give you the right tools to ensure that have the right way forward to manage and communicate with all of the stakeholders at the right time and in the right way. I n f l u e n c e Interest Identify Stakeholders Stakeholder Analysis Stakeholder Management Shareholders Strategy Communication Reporting Managing changes Stakeholders Inputs Outputs
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  Compiling the businesscanvas and getting it right from the onset is the key ingredient for successful management of the end to end product and project life cycle. The Business Canvas looks at each area that will provide the correct information for a business case to be compiled. It is important to ensure that the information provided is approved by the nominated stakeholders. Going forward the approved business case becomes the barometer throughout the project guiding the way towards meeting the agreed strategy, goals and objectives The Business Canvas The Business Canvas Inputs Outputs The Business Canvas, is a strategic management and entrepreneurial tool. It allows you to describe, design, challenge, invent, and pivot your business model. Alex Osterwalder http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2875
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  Stakeholders Committed Return on Investment Agreed ProjectTeam Assigned Suppliers Approved Risk Assessment Finalised Mandate Approved Product Roadmap Finalised Marketing Plan Approved Technical Infrastructure In Place Validating the business charter gives the project manager the necessary approval to kick start the project. The charter will provide the reason for undertaking the project and a high level summary of the vision, the goals and benefits to ensure that the nominated stakeholders both agree and approve the end result that the project will deliver. It is useful to note that the combination of the charter and approved business case allows the project management team to position the project plan in line with the agreed scope, cost, schedule and quality baselines and ensures that the stakeholders objectives are clearly represented. The Charter Inputs Outputs Problem Statement Project Scope Goals Business Benefits The Project Team Approvals Checkpoint Composition Detail Problem Statement Outline what the project will solve Project Scope Outline the full constraints The Project Team Outline the project organogram and skill set Kick-off Approver: Date: Resources confirmed Approver: Date: Goals Include approved goals from business case Business Benefits Specify business target Project Manager approved Approver: Date: Financials confirmed Approver: Date: Mandate finalised Approver: Date:
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  Project Managers are themost creative Pros in the world; we have to figure out everything that could go wrong before it does Project Management 2015 The Project Model The Project Plan The Project Process The Project Team The Project Office Fredrik Härén
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  Designing a projectmodel that aligns to your environment provides a well structured approach to launch and deliver the approved product or service. The project model will ensure that the correct fundamentals are in place by incorporating the best practice and methodology based on the risk, size and complexity of the project. This will effectively incorporate the level of project management required ensuring that the baselined Software Delivery Life Cycle (SDLC) meets the agreed targets of scope, cost, time and quality. The Project Model SDLC Approach Project Methodology is setup using best practice and tailored to suit the project environment Project governance is approved and communicated Project Process is used by the team as a guideline to ensure that standards are maintained Project is aligned to both project management and software development Inputs Outputs Risk Assessment Project Model Results High Impact and likely to occur Low Impact and likely to occur High impact and unlikely to occur Low impact and unlikely to occur Likelihood Impact
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  Developing a projectplan that builds in strategies and tactics will spell out the details of the project looking at the what's, when's, where's, who's, and why’s. This will lead to a better understanding of the issues and challenges the project faces and provide the correct approach to incorporate the project model as well as clearly outlining the project constraints and the technology to be deployed. The project plan will describe in detail how the project will be planned, executed, monitored and controlled. The plan should be agreed and approved by the project team and the nominated stakeholders. Identifies the technical and management requirements Focuses on the project constraints Identifies the correct approach for each of the planning components Forms a baseline for the project to be measured and managed against Provides the cost baseline Provides a baseline for future changes within the project life cycle Inputs Outputs The Project Plan Components Results HR Management Plan Communication Management Plan Risk Management Plan Procurement Management Plan Stakeholder Management Plan Scope Management Plan Time Management Plan Cost Management Plan Quality Management Plan Planning Framework To be outlined in full in your project plan Technical approach Planning Components Project Constraints Quality Risks Time Cost Scope Context
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  Having the rightproject team in place is a sure fire way to ensure that the project will have a greater chance of being successful. The best way to do this is to clearly define what the roles are for the project and source the correct skills to fill those roles. At the same time it is also important to ensure that the resources being assigned to the project fit in with the culture of the organisation so it does become a balancing act. Providing the correct level of management will also play an important part and if this is done correctly this will ensure a successful project and a happy team. Inputs Outputs The Project Team Define Skills Recruitment SelectionSetup Project Organogram ProjectTeam Project Management Analysis Design Development Testing Implementation Production Define role for each category Internal External Global
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  The role ofthe Project or Programme Management Office (PMO) varies significantly from organisation to organisation with the primary purpose to obtain the maximum value for the organisation as well as the project. In 2015 one of the key functions of a PMO will be to align operational and admin processes to meet the demand of the organisation’s drive to become agile. Meeting the technical and innovation momentum of organisations will require the PMO to source skilled resources both locally and across the world. Once the full structure of the PMO has been setup to suit your project environment it will allow the project manager to have full control and ensure that each project delivers the strategy and projected earned value targets. Inputs Outputs Components ResultsContext Control of PM processes, governance, templates and tools Stakeholder reporting Managing project performance Assessment of project portfolios Provision of skilled PM’s PM development Align projects to strategy Provide support for programmes at release level Improve communication between the project team and stakeholders Monitoring of best practices and new approaches for project management Ensure training for project managers Setup of structure to align all projects and programmes to show viability The Project Office (PMO)
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  Project Management 2015 Business2015 In the long run, to have a long run, your company needs a narrow and memorable focus that is constantly being updated in innovative ways. It’s easy to think that doing less as a company means you’re slacking, but results and longevity are all that count. Every entrepreneur and executive must learn how to build and maintain a culture of doing fewer things better Martin Zwilling Forbes Contributor
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  Integrating technology to meetbusiness focus Project and business aligned to strategic goals Moving away from large projects to smaller agile implementations Incorporation of Project Management Software as a Service Integrating cloud technology to manage global partnerships Project Management 2015 Market Penetration and new niche markets Development of innovative and quality products Growth and Return on Investment Resulting in
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  A final word Being aproject manager today is without a doubt one of the most exciting and rewarding places to be. Project Managers are becoming involved in the whole process from generating the concept, outlining the strategy and business plan and managing the project until you launch and go live. This will bring a new set of challenges as we strive to add value and to provide a professional level of project management and finding the right balance between managing too little and managing too much. There is a wealth of information for project managers today which really helps and networking with your peers always seems to provide the right answer at the right time. Ultimately a structured, methodical approach is essential, and forms the basis of good project management and in 2015 as we move into a more agile environment we must ensure that as we meet the speed required to deliver the project at the same time we are not compromising on the quality of the end product. Contact Information Email [email protected] Mobile +27(0)60 798 2769 (South Africa) LinkedIn Profile LinkedIn Profile Skype clionaoh Cliona O’Hanrahan MPM; Prince2 ; PMI SME