1. PMCE
-Project Management
Centre of Excellence
-a quick overview
IPD/OUM

2. Definition
'A Project Management Centre of
Excellence(PMCE) is a proven organizational
resource that ensures better performance
through consistent processes, intellectual
capital, tools and hands-on support ‘
-Carl A. Singer PMP, a project expert, strategist and
software expert

3. CARL A. SINGER, Ph.D.
Innovative information technology and financial
services executive and project manager. Blends in-
depth business and process experience with military
leadership. Track record of establishing and running
successful Project Management Offices, creating
Knowledge Management platforms, and leading
senior high performance teams that achieve
aggressive targets.
PMP, Six Sigma Green Belt
Quote

4. Keys to Being Excellent at Anything
• Pursue what you love.
• Do the hardest work first.
• Practice intensely.
• Seek expert feedback, in intermittent doses.
• Take regular renewal breaks.
• Ritualize practice.
REF: HBR article by Tony Schwartz , president and CEO of The
Energy Project (2010)

5. EXCELLENCE TODAY
-Economic growth, shifting global market priorities, and a push for
innovation all contribute to today's complex business environment.
-Management strategy continues to focus on doing more with less,
and many executives are still in search of "the one big thing" that
will drive results and get them back on track.
-The 2012 Pulse suggests that rather than relying on an elusive magic
bullet, organizations can improve performance, reduce risk, save
money and earn a greater return on investments through,
excellence in basic project management execution
Source: PMI Pulse of The Profession Study, 2012

6. Analysis of The Global PM Survey
 There is no doubt that projects have become an important part of
delivering increasingly complex business change. Indeed, the
prevalence of project management has continued to increase across
all business sectors and all geographical regions
•Evidence suggests that many companies do not make a distinction
between ‘projects’ and ‘project management’ and often use the terms
interchangeably. This may be a key contributing factor to project
failure: there is a high expectation for projects to deliver results,
without first ensuring the underlying ‘project management’ processes,
people and systems are in place to achieve the desired outcomes
•More project steering bodies now comprise C-level management,
once only the domain of mid-management.
Despite this, there is still not the required focus on project return on
investment and benefits realisation
Source: PMI Global PM Survey(2005-2009)

7. Achieving workplace excellence
The business case for an environment of
workplace excellence is overpowering: higher
productivity and competitiveness, increased
customer service, enhanced morale, motivation,
commitment and engagement, reduced
absenteeism, improved recruitment and retention
of a diverse workforce, and public recognition.
Conversely, ignoring workplace excellence
issues will negatively affect your bottom line.
Source: ALLIANCE FOR WORKFORCE EXCELLENCE,, Best Practices Benchmark Report, 2008

8. PMCE Structure
PMCE
PMCE CONSULTANTS
PMCE CORE TEAM
IPD SUPPORT
TEAM
PM LEARNING PM CONSULTANTS PM R & D
IPD/OUM
PMCE ADVISORY
PANEL(professional
bodies, independent
providers & the
Authorities)
PMCE AUXILIARY
TEAM

9. Reasons For PMCE
There is the general improvement
required of project performance, and
There is the specific avoidance of
the disastrous project, one where cost,
timeliness, quality and / or customer
satisfaction are not achieved

10. Support for PMCE
PMCE is strongly supported by all organizational stakeholders.
T his is accomplished via socialization, focus and results.
Socialization - Stakeholders are part of the PMCE leadership. Their participation in
developing the PMCE and establishing the Goals and Objectives for the
PMCE assures their feeling a sense ofownership and pride in the PMCE.
Socialization may also determine “hot buttons” that need to be
addressed quickly and may also build realistic expectations for the
PMCE.
Focus – The PMCE must focus on the mutually established, measurable goals and
objectives established vision, socialisation and direct inquiry.
Results – The PMCE pays for itself via measurableresults.

11. About Our PMCE
Our PMCE is aimed to be the one stop centre for
Project management excellence in Malaysia. All
about project management would be available
under one roof.
PMCE will be imparting the best of project
management theories, skills and practices.
It will be done through training, consulting &
research and actual management services tailored
according to the client needs.

12. Key Objectives
 To help create, modify and upgrade project management
learning and practice to be on par with the development of
the country in achieving its developed status nation by 2020 &
beyond.
To support, consult and implement
successful PM methodologies across all
sectors
To provide ongoing research and
development in Project Management

13. The Role of PMCE
1.Establishes and deploys a common set of project
management processes and templates
2.Builds the methodology and updates it to account
for improvements and best practices
3. Improves project team communications by having
common processes, deliverables, and terminology
4.Provides training (internal or outsourced) to build
core project management competencies and a
common set of experiences

14. The Role of PMCE –cont.
5.Delivers project management coaching services
to keep projects from getting into trouble
6.Tracks basic information on the current status
of all projects
7.Tracks organization-wide metrics on the state of
project management, project delivery
8.Acts as the overall advocate for project
management to the organization

15. Initiation
Affiliations
Accreditations
Training &
consulting
Training
Consulting
Publications
Conferencing
Training
Consulting
Research &
Development
The PMCE Roadmap
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16. PM Learning (PML)
Unit to provide learning and corporate training programs
Taught programs
• OUM Certification
• OUM Diploma Program
• OUM Degree Program
• Master Program
• PhD Programs
Professional Programs
• Certification training programs (PMI, PRINCE2 etc.)
• Corporate customized training programs
• Seminars/Conferences

17. PM Consulting (PMC)
• Providing consulting services on
– Project management methodology
– PMO/PMCE implementation
– Specific PM services e.g. PM team establishment
– To be supported by the Core and Auxiliary teams
– „Projectising‟ the workplace, and
– Professional consultation e.g construction mgt,.
Green mgt. etc

18. PM Research and Publication
(PRP)
• To conduct research in PM with emphasis on
Malaysian environment.
• To develop new methodology and practice
according to needs
• To undertake publication of research papers
and PM publication
• To undertake PM awareness campaigns and
programs

19. Issues in PM
•Lack of use of project management methodologies
•Lack of professional consultants and consultancy
services to support the workplace
•Inadequacy in applying PM knowledge & practice
to innovate and improve productivity
•Lack of end to end support in PM
•Emphasis is only on PM theory and knowledge
not on PM implementation

20. The Global Scenario-What's the
business problem?-recent surveys
(2010)
$75b spent annually on failed IT projects and poor
management is the culprit - Garner Inc.
60 to 70% ineffective technology insertions-SEI
90% of all companies fail to execute strategy successfully
- BSC Collaborative
Only 13% of companies rate their innovation efforts as
successful – iSixSigma
Enterprise resource planning(ERP) costs an average of
$15m to implement and averages a negative $1.5m(-10%)
return - Meta Group

21. The Global Scenario-Software
Project Realities
•"75% target release date or never shipped at all."-Standish Gp(1999)
•“at least 7 of the 10 most common signs of product
development failure are present before the design is created or a
single line of code is written.” -John S. Reel 1999
•”The first problem with specs is that nobody writes them, “Writing
specs is like flossing: everyone agrees that it's a good thing, but
nobody does it" -Joe Spolsky
•Complex documentation can waste time. Many user requirements
can be best encapsulated in screen mock sessions
•There are 101 bug databases on the market at the moment and of
course many companies make up their own in-house system

22. The Global Scenario-PMI
Survey(2005)
• 95% of companies state that project management is vital
to the success of their business and will support their
future business plans
• 84% of companies state that project management will
deliver significant results to their business
• 94% of companies state that senior management are
fully supportive of the business‟s „important‟ projects
• 85% of companies state that senior management are
actively involved in these important projects and
understand the true project status.

23. The PMCE Support Teams
Operational
• Lead Staff
• Support Staff
Support
•The PMCE Core Consultant Team
•The PMCE Auxiliary Consultant Team
•In-house Consultants/Client Teams
•Professional Independent Consultants
e.g. TenStep, ESI, IIL etc
• Professional Bodies
e.g. PMI, IPMA, APM, CIDB etc.

24. The PMCE Core Team of
Experts
Datuk Dr Rosti Saruwono - Chairman
En R. Masilamani, PMP- Dy Chairman
En Zainal Alang Kassim
En Abd Jalil Md Taib
En. Arumugam Murugan
Dr Yeoh Seong Mok, PMP
Prof Dr M Kanesan
En Aziz Abd Majid
En Aboo Bucker
Mr Dennis McMahon
Dr Zainuddin Ismail,
Dr G.Ravindran

25. The PMCE Working Team of
Experts
Datuk Dr Rosti Saruwono - Chairman
En R. Masilamani - Dy Chairman
En Zainal Alang Kassim
En Abd Jalil mohd Taib
En Aboo Bucker
Dr Yeoh Seong Mok, PMP
En. A Murugan

26. PMCE Auxiliary Team of
Experts
Matthias Gelber
and many others (the list is
growing)

27. We can Serve the PM
fraternity, because of,
•The experts‟ versatility
•Excellent Sponsorship
•OUM/IPD Branding
•Market Size & its Varied Opportunities
•Our Product and Service Varieties
•PM‟s Robust Nature as a Discipline, and
•The necessity PM knowledge and skills

28. Financial Considerations
Basic Formula:
• Capture all revenues
• Account for all costs
• Calculate the net revenue(Revenue-Costs)
• Subtract statutory payments(e.g. tax)
• Split the difference between PMCE and
IPD on agreed terms

29. Contact
• misilamani@yahoo.com
• http://www.ipdoum.yahoo.my
• pmce@oum.edu.my
Note:
Potential clients may contact us for training,
consultancy and R&D services

30. THANK
YOU