1 Πάνος Χατζηπάνος, Αθήνα, 5 Νοεμβρίου 2015 Restructuring Greece:...

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1 Πάνος Χατζηπάνος, Αθήνα, 5 Νοεμβρίου 2015 Restructuring Greece: Project Managing the Challenge PROJECT MANAGEMENT CONGRESS 2015

Transcript of 1 Πάνος Χατζηπάνος, Αθήνα, 5 Νοεμβρίου 2015 Restructuring Greece:...

Page 1: 1 Πάνος Χατζηπάνος, Αθήνα, 5 Νοεμβρίου 2015 Restructuring Greece: Project Managing the Challenge PROJECT MANAGEMENT CONGRESS 2015.

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Πάνος Χατζηπάνος,

Αθήνα, 5 Νοεμβρίου 2015

Restructuring Greece: Project Managing the Challenge

PROJECT MANAGEMENT CONGRESS 2015

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Making project management indispensable for business results.®

• Largest Project Management Organization in the world• Finances a large part of global research on the discipline of project management• Operates via PMI Chapters in 195 countries• Publishes a wide range of Standards on various Project Management domains,

having global coverage• Its certifications are acknowledged and respected worldwide – many

organizations require them for career paths.

PMI and the European Commission – latest cooperation (2014-2015)Research analysis on improving the life cycle management of European projects funded by the Commission’s Structural and Cohesion funds

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Europe

37North America

166

38Latin America

35Asia Pacific

10,788

4,456

18Middle East &

Africa

PMI® Chapters - Global

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Advocacy: Government Relations

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PPPM Model Framework Vision

Mission

Organizational

Strategyand ObjectivesHigh-Level Operations

Planning and ManagementProject Portfolio

Planning and Management

Management of On-Going Operations

(Recurring Activities)(Producing Value)

Management of Authorized Programs and Projects

(Change Activities)(Increasing Value Production

Capability)

Organizational Resources

Project Management as a Strategic Competency to improve performance in Public Administrations

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PPPM Model Framework

Strategic Planning

Portfolio Management

Program Management

Project Management

Processes, Proven Practices, Tools, Metrics

Management of Operations

Management by Projects

Organizational Project Management (OPM)

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People Processes Organization

PPPM Model i.e. effective project management Integrates…

…across all functions and stakeholdersto improve administrative capacity and deliver value for money.

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PPPM Model Quality Assurance

StandardisePMI Standards

Benchmark

Start on the path to maturity

StrategiseCouncil Practice

Improvement Assessment (CPIA)

Connect PM to strategy, enable

industry comparisons

OptimiseOPM3 ProductSuite®

Enable highly focused improvement

Benefits Realisation

Compare practices to thePMBOK® Guide & Standard for

Program Management

Utilize the Standard for Portfolio Management. Benchmark against Best-in-Class Global Organisations

Utilize Organizational Project Management. Compare to

PMI’sOPM3® Model

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FOCUS ON FUNDAMENTALS – CULTURE: High Performing Organizations Create a Culture of Project Management

Source: PMI 2015 Pulse of the Profession®

FOCUS ON FUNDAMENTALS – TALENT: High Performing Organizations Focus on Talent Management

FOCUS ON FUNDAMENTALS – PROCESS: High Performing Organizations Focus on Process

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Pulse of the Profession®

Source: PMI 2015 Pulse of the Profession®

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Source: PMI 2015 Pulse of the Profession®

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Variable Capacity to Implement E.U. Cohesion Policy Has Been Identified

Study on "Implementation of cohesion policy, 2014-2020: Preparations and administrative capacity of Member States" Metis GmbH, Vienna, Austria

Inadequate ability to implement projects

Poor Risk Management – Poor Communications

Lack of professionalism

Limited ability to evaluate and select projects

Lack of clarity in roles and responsibilities

Project Management as a Strategic Competency to Improve Performance in Public Administrations

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2014 PMI Pulse of the Profession®

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Incentive for Using Project Management

€230MEuros wasted per €1 billion spent

Low Performers

High Performers

€20MEuros wasted per €1 billion spent

Projects not meeting goals X percentage of failed project budget lost = € wasted

Average Wasted in Europe

€151MEuros wasted per €1 billion spent vs.€109M globally

High Performers Waste 12 Times Less

than Low Performers

Source: Mark A. Langley, President & CEO, PMI Presentation to EC, 6 February 2015 © 2015 PMI. All Rights Reserved.

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Project Outcomes Lag in Europe

36%vs. 30% globally

BudgetLost

HighPerformers

8%vs. 12% globally

Completed on Time

47%vs. 51% globally

ActiveSponsors

53%vs. 63% globally

Source: Mark A. Langley, President & CEO, PMI Presentation to EC, 6 February 2015 © 2015 PMI. All Rights Reserved.

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EU member states Governments Lag in PM Capability

10%vs. 18% globally

High PM Maturity

Effective atChange

Management12%vs. 21% globally

UnderstandValue of

PM39%vs. 54% globally

Source: Mark A. Langley, President & CEO, PMI Presentation to EC, 6 February 2015 © 2015 PMI. All Rights Reserved.

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Three Imperatives Improve Chances of Success With

Government-led Projects

Focus attention on critical initiatives

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Use s.m.a.r.t. and simple formalized processes

Foster talent and build capabilities

Source: Mark A. Langley, President & CEO, PMI Presentation to EC, 6 February 2015 © 2015 PMI. All Rights Reserved.

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Focus Attention on Critical Initiatives

Use roadmaps and milestones to enable a focus on critical initiatives

4

2

3

1Source: Mark A. Langley, President & CEO, PMI Presentation to EC, 6 February 2015 © 2015 PMI. All Rights Reserved.

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Use Smart & Simple Processes

Implement “minimum sufficient” process, control, information and reporting that enables executive sponsors to have the largest and quickest impacts

73%66%

61%60%

40%

20%

0%P

roject met goals

Extremely

well/Very well

Somewhat well

Not very well/Not at all

80%

100%

Executive Sponsors Supported by regular progress reports

PMI’s 2014 Pulse of the Profession® In-Depth Report on Executive Sponsors

Source: Mark A. Langley, President & CEO, PMI Presentation to EC, 6 February 2015 © 2015 PMI. All Rights Reserved.

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Foster Talent & Build Capabilities

Improve professionalism by developing and rewarding project managers the same as any other high-value profession

85% of organisations say that leadership skills are not as teachable but 66% say they are

most important for success in project management

PMI’s 2013 Pulse of the Profession® In-Depth Report on Talent Management

Two-thirds of organisations say

that technical skills are hardest

to find but easiest to teach

Source: Mark A. Langley, President & CEO, PMI Presentation to EC, 6 February 2015 © 2015 PMI. All Rights Reserved.

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Foster Talent

• The paramount part of project management is, people.

• People aligned to a common objective and following

a common route to reach it – PRINCIPLES &

PROCESSES. Projects are built by people, for people,

through people.

• One should never compromise on people…

But one always does…

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Σας ευχαριστώ πολύ για την

προσοχή σας!