Dr. Brendan D’Cruz It’s a change MBCS CITP CEng MAPM ChPP FHEA initiative, Jim, but brendandcruz@bcs.org not as we know it! @brendandcruz +LinkedIn BCS PROMS-G (Webinar) 26th May 2020
Background • Most recently a Programme Manager involved in business transformation at a social housing association + community development projects/programmes • Chief Examiner/Chair of Examination Technical Assurance Group for the Project Professional Qualification (PPQ) at the Association for Project Management (APM) • Assessor for the APM Registered Project Professional (RPP) designation (precursor to ChPP status), having been the Lead Verifier from inception up to July 2014 • Former Head of Department: Business & Computing at University of Wales, Newport; also Principal Lecturer at University of Northampton/University of East London • Formerly on the BCS Project Management Specialist Group (PROMS-G) committee as Event Development Manager and Regional Coordinator for Wales; Founding Chair of BCS Northampton Branch • Contributed articles and views to Project Manager Today, Project Magazine and BCS Project Eye blog, various PROMS-G presentations - certifiable Trekkie! 2
Session Outline • To Boldly Go … • Why ‘Change Initiatives’ ? • Competence, P3M Maturity and Role Profiles • Stretching the Analogy: A Discussion of P3M Roles and the PMO (in line with the Star Trek universe) • Q&A box – see panel …
To Boldly Go … Why? Where? Every “enterprise” should have a vision, mission(s), strategies, plans, CSFs, KPIs, resources … Strange New Worlds …
Why ‘Change Initiatives’? • Problematic to differentiate between project, programme, portfolio and how this interfaces with the PMO – the “Trouble with Tribbles” = the “problem with P words” … • Who does what? • What do you call them? • How much should you pay them? • Does everybody understand what they do?
Competence, P3M Maturity and Role Profiles … Who? What? How? When? • Delivered through change initiatives including projects, programmes and portfolios (P3M) • Individual competence and professionalism • Team development and performance • Organisational processes and tools/methods
Competences … x27 • Ethics, compliance and professionalism * Team management * Conflict management * Leadership * Procurement * Contract management * Requirements management * Solutions development * Schedule management * Resource management * Budgeting and cost control * Risk, opportunity and issue management * Quality management * Consolidated planning * Transition management * Financial management * Resource capacity planning * Governance arrangements * Stakeholder and communications management * Frameworks and methodologies * Reviews * Change control * Independent assurance * Business case * Asset allocation * Capability development * Benefits management • P3M and PMO roles vary in terms of experience, knowledge, application and awareness of these competences in complex and/or non- complex situations … • Associate, Intermediate , Advanced, Master, Specialist …
Ratings Scale for Suite of Role Profiles • 1. AWARE • (A) As only awareness is required at this level, no application is expected • (K) Has an awareness of the knowledge needed for the competence. • 2. PRACTISED • (A) Applies the competence under supervision, primarily in noncomplex situations. • (K) Has a working knowledge of, and can describe, the competence. • 3. COMPETENT • (A) Applies the competence independently, primarily in situations of limited complexity. • (K) Has a comprehensive knowledge of the competence in situations of limited complexity. • 4. PROFICIENT • (A) Applies the competence independently, primarily in complex situations, supervises others applying the competence • (K) Has a detailed knowledge of the competence in complex situations and can critically evaluate and adapt as required. • 5. EXPERT • (A) Applies the competence independently, primarily in complex situations, recognised as an expert by other senior professionals, who is called on by others for advice on the competence • (K) Has an in-depth knowledge of the competence in complex situations, can critically evaluate, adapt or develop new theories and/or methods if required and educate others • Levels 1-5 against competences x 27 for each P3M and PMO role per required level of expertise … • NB: Full role profiles are available under licence from the Association for Project Management (APM)
Who is Listening? How competent do you think you are ? (Poll)
Project Management (PM) • Projects deliver OUTPUTS that have benefits • Project managers are responsible for this even if they do not have a PM job title • Use a range of tools, techniques and soft skills to help facilitate effective delivery and success • Does it help to be competent and professionally qualified to fulfil the role?
Project Manager Role Profile (APM Intermediate) • At this level, a Project Manager is able to lead a project with limited complexity which signifies that they have demonstrated the corresponding level of experience in addition to the ability to apply project management knowledge. The Project Manager has responsibility for projects with limited complexity or assists on a complex project. • Typically practices 14/27 competences in complex situations, may have 6/27 under supervision in non- complex situations, aware of 6/27 other competences • 1/27 competences is not required – Which is it?
Competences … x27 • Ethics, compliance and professionalism * Team management * Conflict management * Leadership * Procurement * Contract management * Requirements management * Solutions development * Schedule management * Resource management * Budgeting and cost control * Risk, opportunity and issue management * Quality management * Consolidated planning * Transition management * Financial management * Resource capacity planning * Governance arrangements * Stakeholder and communications management * Frameworks and methodologies * Reviews * Change control * Independent assurance * Business case * Asset allocation * Capability development * Benefits management • P3M and PMO roles vary in terms of experience, knowledge, application and awareness of these competences in complex and/or non- complex situations … • Associate, Intermediate , Advanced, Master, Specialist …
Project Professional Qualification (PPQ) Assessment Criteria Module 4: Project Management • Prepare and maintain definitions of the requirements of a project • Determine the most appropriate solution to satisfy requirements within the context of a project’s objectives and constraints • Secure the provision of resources needed for a project from internal and/or external providers • Agree contracts and statements of work for the provision of goods and/or services, monitor compliance, and manage variances • Develop, maintain and apply quality management processes for project activities and outputs
Star Trek Best Fit?
Programme Management (ProgM) • Programmes deliver OUTCOMES • These could include multiple projects, benefits realisation and business as usual activities • Use a range of tools, methods and soft skills to help facilitate effective benefits management • Do you have to be a Project Manager before you can be a Programme Manager?
Programme Manager Role Profile (APM Intermediate) • At this level, a Programme Manager is able to lead a portfolio with limited complexity which signifies that they have demonstrated the corresponding level of experience in addition to the ability to apply programme management knowledge. The Programme Manager has responsibility for programmes with limited complexity or assists on a complex portfolio. • Typically practices 17/27 competences in complex situations, may have 3/27 under supervision in non-complex situations, aware of 6/27 other competences • Should business change and transition management be integral? (e.g. MSP) • Isn’t this just a “Change Manager” role with some PM acumen? • 1/27 competences is not required – Which is it?
Competences … x27 (again) • Ethics, compliance and professionalism * Team management * Conflict management * Leadership * Procurement * Contract management * Requirements management * Solutions development * Schedule management * Resource management * Budgeting and cost control * Risk, opportunity and issue management * Quality management * Consolidated planning * Transition management * Financial management * Resource capacity planning * Governance arrangements * Stakeholder and communications management * Frameworks and methodologies * Reviews * Change control * Independent assurance * Business case * Asset allocation * Capability development * Benefits management • P3M and PMO roles vary in terms of experience, knowledge, application and awareness of these competences in complex and/or non- complex situations … • Associate, Intermediate , Advanced, Master, Specialist …
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