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Reinventing Project Management
Khalid Ahmad Khan, PE, PMPCEO Expert Systems (Pvt) Ltd
President PMI Lahore Chapter
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The world is getting Projectized
Projects25%
Opera-tions75%
GDP
Agricultural 1800
Industrial 1900
Information 2000
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Project Crisis
Standish Choas Report 2009
• 31% IT projects will be cancelled in development
• 52% projects will cost 189% of their original estimates
• 9% Large projects completed on time/budget
• 48% IT executives felt failure rates increased from 2004 to 2009
World Bank Pakistan Infrastructure Implementation
Capacity Assessment 2007
• Completion times 300% of original schedule
• Completion cost 200% of original budget
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Universal Project ConceptOne Project Management Approach
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Contingency TheoryAdaptable PM Approach
Classify ProjectsStructure
Management to suite Projects
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How can Project be classified?Pr
ojec
tValue Large, Medium,
Small,
Sector IT, Engineering, Social, Process
Location Accessible, Remote
Difficulty Replication, Innovative
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Redefining Project Success
Efficiency
Customer
Team
BusinessFuture
Scope
Time
Cost
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The NTCP Model
Aaron Shenhar Dov Dvir
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NTCP Project Classification
Complexity
Technology
Novelty
Pace Each has a unique impact on Project Management
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Novelty
Derivative Platform
Breakthrough
Unpredictable
Leapfrog CompetitionThe product newness to the market and the customers
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Novelty Impact
How new is the Product?
How well can you define requirement?
How much can you rely on market research?
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Technology
Low Tech Medium Tech
High Tech Super High Tech
Performance
Tech Failure
The extent of new technology used
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Technology Impact
What is the mix of New and Mature technology?
When should you freeze the design?
What is the skill base?
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Complexity
Assembly System
Array
Bigger Systems
Delays & Cost Overrun
The location of the producton a hierarchy of systems andsubsystems
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Complexity Impact
What administrative and integration skills are
available?
What are the legal, environmental, political
issues?
What level of formality and bureaucracy is required?
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Pace
Regular Fast
Time Critical Blitz
Quick Response
Disaster
Project urgency and available timeframe
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Pace Impact
How is the project usefulness affected by
time?
What is the level of autonomy?
How timely is decision making of Top Management?
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Impact on Project Management
Later design freezeMore design cycles
Less market dataLater requirement freeze
More autonomy
Complex organizationFormality
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Medium Risk
High Risk
Super High Risk
Low Risk
Actual (Pt,Ht,Sy,Fc)
Required (Br,Sh,Sy,Re)Space Shuttle
Actual (Pt,Lt,Ar,Fc)
Required (Pt,Ht,Ar,Fc)Denver Airport
Actual (Dr,Lt,As,Tc)
Required (Dr,Lt,Ar,Re)Lahore Ring Road
Actual (Dr,Mt,As,Tc)
Taunsa Barrage
Required (Dr,Mt,As,Tc)
Actual (Dr,Lt,As,R)
ERRA
Required (Dr,Lt,Sy,Tc)
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New Project Management
Project
Project Management Design
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Project Management Design
• Functional, Matrix, Projectized, PMOOrganizational Structure
• Defined, Flexible Requirements
• Authority, Responsibility, SupervisionAutonomy
• Constraints, Internal, ExternalRisk
• Sequential, Concurrent (Fast Tracking)Project lifecycle
• Make, BuyProcurement
