Business and Project Management a view on how to align to an innovative and competitive market place

1. Project Management 2015
Business 2015
Mission
Objectives
Strategy

2. .
“We have entered the Age of Transformation. We’re
going to see the development of new technologies
that will simply astound us – from increasingly
capable robots and other applications of AI to huge
breakthroughs in biotechnology. The winners are
going to be those who identified the truly
transformational technologies early on in their
development and invested wisely. I see the Age of
Transformation as a 100% probability and will
provide a real return on investment for business
today.”
John Mauldin is a renowned financial
expert, a New York Times best-selling
author, and a pioneering online
commentator.
2015 – The Year of Innovation and Change
“Changes of consequence are happening not
virtually overnight, but actually overnight," Cramer
said. “Therefore, if you want to make money in this
market, you've got to stay nimble. You need to
monitor developments, digest the changes and
plot a new course as needed.”
James J. "Jim" Cramer is an
American television personality,
a former hedge fund manager,
and a best-selling author.
Cramer is the host of CNBC's
Mad Money and a co-founder
and chairman of TheStreet.com,
Inc.

3. The Way Forward in 2015
In 2015 there will be a move towards agile project management which will allow businesses to
incorporate the significant changes in technology, business models, and global value chains, as well as
the very nature of products and services across business requirements, product development and
production.
Over and above this the Project Manager will begin to move away from a pure project focus to taking on
an entrepreneurial role as projects become a part of the wider organisation that will need to show
economic value to both the stakeholders and shareholders.
Ultimately business and project management will provide a unified force that will keep the company
moving forward in this innovative and advanced technical world keeping ahead in a very competitive
market. “Fast to market while delivering a quality solution” will become the business slogan in 2015
whether the business is a small operation or a large corporation.

4. Business
Thanks to the continuing decline in cost for technology this will allow for a better, economic
viable and robust year for innovation and new concepts. 2015 will be a very good year for
getting your product or service to market which will require business leaders to adopt new
approaches to survive in this fast moving competitive market.Paul Nunes
Larry Downes
Forbes Business Contributors
Business
ProjectPerformance
Strategy
Vision
The Way Forward in 2015
Project Performance
2015 A New Approach
Strategy
Vision

5. Business 2015
The Vision
The Strategy
The Business Case
The Stakeholders
The Charter

6. Vision
Where are we going and how are we going to get there?
This question allows the company vision to be discussed, brainstormed and
ultimately agreed to clearly outline the goals and objectives, the core values and the
core purpose of the organisation.
With the understanding of the company’s vision, the mission statement will provide
a written declaration of an organisation's business focus that normally remains
unchanged over time and is used as the direction that the company would like to
follow.
Business Vision Business Goals Mission Statement
Inputs
Outputs
Brief and succinct revealing the
company and their vision in
just a few words
Smart Goals
S Specific
M Measurable
A Achievable
R Realistic
T Timely
Goals and
objectives
Core
Values
Core
Purpose

7. A Balance Scorecard approach will ensure that all of the current business
components covering financials, customer requirements, operating
procedures and processes are analysed to identify where and if
improvement measures need to be introduced to the meet the market
demand in 2015. Taking each component and using a SWOT analysis will
allow for the strategy to be planned and quantified correctly and provide a
framework that will outline the key performance targets that need to be
met and maintained throughout the planning and launching of the product.
Financial
Customer
Relations
Learning and
Growth
Internal Service
Process
Scorecard Segments SWOT Analysis Scorecard Framework
Strategy
Inputs
Outputs

8. Internal Stakeholders
Shareholders
Employees Management
Owner
Suppliers Government
Customers
Partners
External Stakeholders
Identifying your stakeholders and building good relationships will allow for a
partnership that will work together to make the right decisions at the right
time which will be a critical success factor for business in 2015. The
Stakeholder Management Plan will give you the right tools to ensure that
have the right way forward to manage and communicate with all of the
stakeholders at the right time and in the right way.
I
n
f
l
u
e
n
c
e
Interest
Identify Stakeholders
Stakeholder
Analysis
Stakeholder
Management
Shareholders
Strategy Communication
Reporting
Managing
changes
Stakeholders
Inputs
Outputs

9. Compiling the business canvas and getting it right from the onset is the key
ingredient for successful management of the end to end product and project
life cycle. The Business Canvas looks at each area that will provide the correct
information for a business case to be compiled. It is important to ensure that
the information provided is approved by the nominated stakeholders. Going
forward the approved business case becomes the barometer throughout the
project guiding the way towards meeting the agreed strategy, goals and
objectives
The Business Canvas
The Business Canvas
Inputs
Outputs
The Business Canvas, is a
strategic management
and entrepreneurial tool.
It allows you to describe,
design, challenge, invent,
and pivot your business
model.
Alex Osterwalder
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2875

10. Stakeholders Committed
Return on
Investment
Agreed
Project Team Assigned
Suppliers Approved
Risk Assessment Finalised
Mandate Approved
Product
Roadmap
Finalised
Marketing Plan Approved
Technical
Infrastructure
In Place
Validating the business charter gives the project manager the necessary approval to
kick start the project. The charter will provide the reason for undertaking the project
and a high level summary of the vision, the goals and benefits to ensure that the
nominated stakeholders both agree and approve the end result that the project will
deliver. It is useful to note that the combination of the charter and approved business
case allows the project management team to position the project plan in line with the
agreed scope, cost, schedule and quality baselines and ensures that the stakeholders
objectives are clearly represented.
The Charter
Inputs
Outputs
Problem Statement
Project Scope
Goals
Business Benefits
The Project Team
Approvals
Checkpoint Composition Detail
Problem Statement
Outline what the
project will solve
Project Scope
Outline the full
constraints
The Project Team
Outline the project organogram
and skill set
Kick-off Approver:
Date:
Resources
confirmed
Approver:
Date:
Goals
Include approved goals
from business case
Business Benefits
Specify business target
Project
Manager
approved
Approver:
Date:
Financials
confirmed
Approver:
Date:
Mandate
finalised
Approver:
Date:

11. Project Managers are
the most creative Pros
in the world; we have
to figure out everything
that could go wrong
before it does
Project Management 2015 The Project Model
The Project Plan
The Project Process
The Project Team
The Project Office
Fredrik Härén

12. Designing a project model that aligns to your environment provides a well
structured approach to launch and deliver the approved product or service.
The project model will ensure that the correct fundamentals are in place by
incorporating the best practice and methodology based on the risk, size and
complexity of the project. This will effectively incorporate the level of project
management required ensuring that the baselined Software Delivery Life
Cycle (SDLC) meets the agreed targets of scope, cost, time and quality.
The Project Model
SDLC Approach
Project Methodology is setup
using best practice and tailored
to suit the project environment
Project governance is approved
and communicated
Project Process is used by the
team as a guideline to ensure
that standards are maintained
Project is aligned to both
project management and
software development
Inputs
Outputs
Risk Assessment Project Model Results
High
Impact and
likely to
occur
Low
Impact and
likely to
occur
High
impact and
unlikely to
occur
Low
impact and
unlikely to
occur
Likelihood
Impact

13. Developing a project plan that builds in strategies and tactics will spell out
the details of the project looking at the what's, when's, where's, who's,
and why’s. This will lead to a better understanding of the issues and
challenges the project faces and provide the correct approach to
incorporate the project model as well as clearly outlining the project
constraints and the technology to be deployed.
The project plan will describe in detail how the project will be planned,
executed, monitored and controlled. The plan should be agreed and
approved by the project team and the nominated stakeholders.
Identifies the technical and
management requirements
Focuses on the project constraints
Identifies the correct approach for
each of the planning components
Forms a baseline for the project to be
measured and managed against
Provides the cost baseline
Provides a baseline for future changes
within the project life cycle
Inputs
Outputs
The Project Plan
Components Results
HR Management Plan
Communication Management Plan
Risk Management Plan
Procurement Management Plan
Stakeholder Management Plan
Scope Management Plan
Time Management Plan
Cost Management Plan
Quality Management Plan
Planning Framework
To be outlined in full in your project plan
Technical
approach
Planning
Components
Project Constraints
Quality
Risks
Time
Cost Scope
Context

14. Having the right project team in place is a sure fire way to ensure that the
project will have a greater chance of being successful. The best way to do this is
to clearly define what the roles are for the project and source the correct skills
to fill those roles. At the same time it is also important to ensure that the
resources being assigned to the project fit in with the culture of the
organisation so it does become a balancing act. Providing the correct level of
management will also play an important part and if this is done correctly this
will ensure a successful project and a happy team.
Inputs
Outputs
The Project Team
Define Skills Recruitment SelectionSetup Project Organogram
ProjectTeam Project
Management
Analysis
Design
Development
Testing
Implementation
Production
Define
role for
each
category
Internal
External
Global

15. The role of the Project or Programme Management Office (PMO) varies
significantly from organisation to organisation with the primary purpose to
obtain the maximum value for the organisation as well as the project.
In 2015 one of the key functions of a PMO will be to align operational and
admin processes to meet the demand of the organisation’s drive to become
agile. Meeting the technical and innovation momentum of organisations will
require the PMO to source skilled resources both locally and across the world.
Once the full structure of the PMO has been setup to suit your project
environment it will allow the project manager to have full control and ensure
that each project delivers the strategy and projected earned value targets.
Inputs
Outputs
Components ResultsContext
Control of PM processes,
governance, templates and tools
Stakeholder reporting
Managing project performance
Assessment of project portfolios
Provision of skilled PM’s
PM development
Align projects to strategy
Provide support for programmes at
release level
Improve communication between the
project team and stakeholders
Monitoring of best practices and new
approaches for project management
Ensure training for project managers
Setup of structure to align all projects
and programmes to show viability
The Project Office (PMO)

16. Project Management 2015
Business 2015
In the long run, to have a long run, your
company needs a narrow and memorable
focus that is constantly being updated in
innovative ways. It’s easy to think that
doing less as a company means you’re
slacking, but results and longevity are all
that count. Every entrepreneur and
executive must learn how to build and
maintain a culture of doing fewer things
better
Martin Zwilling
Forbes Contributor

17. Integrating technology to
meet business focus
Project and business aligned
to strategic goals
Moving away from large
projects to smaller agile
implementations
Incorporation of Project
Management Software as a
Service
Integrating cloud technology
to manage global
partnerships
Project Management 2015
Market
Penetration
and new
niche
markets
Development
of innovative
and quality
products
Growth and
Return on
Investment
Resulting in

18. A final
word
Being a project manager today is without a doubt one of the most exciting
and rewarding places to be. Project Managers are becoming involved in
the whole process from generating the concept, outlining the strategy and
business plan and managing the project until you launch and go live. This
will bring a new set of challenges as we strive to add value and to provide a
professional level of project management and finding the right balance
between managing too little and managing too much. There is a wealth of
information for project managers today which really helps and networking
with your peers always seems to provide the right answer at the right time.
Ultimately a structured, methodical approach is essential, and forms the
basis of good project management and in 2015 as we move into a more
agile environment we must ensure that as we meet the speed required to
deliver the project at the same time we are not compromising on the
quality of the end product.
Contact Information
Email cliona.ohanrahan@yahoo.com
Mobile +27(0)60 798 2769 (South Africa)
LinkedIn Profile LinkedIn Profile
Skype clionaoh
Cliona O’Hanrahan
MPM; Prince2 ; PMI SME