The presentation will reveal some of the perspectives of private sector project management practitioners regarding the successful strategies used to deliver financial systems megaprojects to the executive branch of the US federal government on time, within budget, and within scope.
Participants will hear what PPM practices were discussed during my study and how they may be applicable to federal agencies who are proceeding with modernization efforts.
PMI Talent Triangle: Technical Project Management (Ways of Working)
You have been appointed to manage a project and given a clearly defined scope, a healthy budget and a reasonable schedule. You also have a strong, hand-picked team with all of the expertise necessary to get the job done AND you deliver!!! On time, in budget everything the sponsor defined. A Miracle – maybe. A Rarity – certainly. But is this this project a success?? Maybe – and – Maybe not. I want to share with you a story of one of the projects I worked on early in my career that fit this scenario exactly and was deemed a success, for a time. But a little more then 2-years later was completely scrapped and abandoned.
How could this happen?? Successful management of the triple constraint is not the full definition of project success. The job is much more complex than that. They need to work in concert with Program and Portfolio Managers to understand the big-picture and not be afraid to recommend that projects be killed when they fall out of alignment with organizational strategy.
PMI Talent Triangle: Strategic and Business Management
