Project Management Trends

1. Modern Project Management
Jojo P. Javier
Doctor of Business Administration
Letran Graduate School of Business

2. SPECIFIC TO INFORMATION TECHNOLOGY

3. Many IT programs are managed by disparate teams, rather
than large centralized teams in a ‘head office” and
leveraging their global workforce and cheaper labor
markets.
It brings many challenges, such as time zones, languages,
cultures, and the need for the tools to enable effective
collaboration.
This trend is accelerating due to a combination of economic
factors and improvements in connectivity.”
Globalization of projects, with dispersed teams
working on the same project

4. Organizations should learn to embrace it instead of fighting
it. By effectively using modern communication tools you can
get more out of a distributed team than a co-located one.
Globalization of projects, with dispersed teams
working on the same project

5. Many projects but smaller in size
Experts indicate that with the advent of cloud computing
and the proliferation of a “shadow IT” within
organizations, projects are likely to become smaller in
size than some of the large ERP programs that we have
become accustomed to.
This means that there are a far greater number of them
to manage and the integration of the technologies is
becoming extremely challenging as well.

6. The Cloud and project and program management tools
More and more projects are cloud centric. PM tools look
to centralize management information into a single
controllable space, from which both project managers
and senior managers can track progress, a single version
of the truth so to speak.
In addition, these tools are becoming more collaborative
to allow disparate teams to work more effectively—
providing project repositories, version controls, and so
on.

7. The Cloud and project and program management tools
Global players in many geographies with different skills
all focused on one project need one, real-time place to
work. Without cloud technology, efficient collaboration
wouldn’t be possible,” he said.
Project managers should build or invest in a flexible,
easy to use project platform that all stakeholders can
work with regardless of geography, technical experience
or technologies used.
The choice of cloud-based collaboration and project
management tools has increased and they have become
powerful enough to enable and facilitate management
of distributed projects not seen before.

8. Outsourcing of project management services to third parties
Many organizations are outsourcing traditional internal
project management services as well as IT operations to
enable cost reductions. Though this provides a number of
benefits for organizations, such as resource on demand,
access to different skill sets and access to lower cost
markets, it does bring in other challenges such as the
client still having to fulfill many of the expected
responsibilities.”
Additional complexities lie in the acceptance of one
supplier having authority over another and the inevitable
commercial conversations about scope and price that
crop up: both of which often end up with the client
having to step into the breach.

9. Project organizations must work to build a bottom-up process that continually
links project outcomes with organizational strategy
Project Portfolio Management (PPM) processes rely on a top-
down approach where portfolio decisions are made in the
boardroom and then permeate down to project selection and
funding.
The problem occurs when strategy shifts, as it often does, and
the existing project portfolio does not follow. In many
instances PPM processes do not keep pace with market
velocity and dynamics, and the shifting organizational
priorities that follow. When misalignment occurs projects
ultimately pay the price.

10. It’s all about CHANGE
Change is coming and it is inevitable.
The disciplines of change management, risk management and project management
will continue to merge.
Projects have been entirely about delivering project outcomes on time and on budget.
This perspective has, for the most part, entirely ignored the underlying purpose
behind any project — to move the business forward.

11. Web-based project management and collaboration tools
will maximize your productivity, organization, and help you
keep on top of your projects effortlessly. Keep track of
your projects, manage your workers, set milestones,
schedule your work, upload your files, send invoices, sync
with your mobile – all of these features and more make
these apps almost necessary.
Project Management and Collaboration Tools

12. The use of centralized reporting tools enabled the team
to effectively escalate issues and identify when projects
were going off track, allowing senior management to
take corrective action.
The use of collaboration – from instant messaging,
through project stores, to video conferencing – allowed
the team to act more cohesively and ensured that
everyone knew their specific responsibilities.
Project Management and Collaboration Tools
35 Interdependent
projects
70 full-time people
excluding suppliers
Teams were spread
over more than ten
countries and countless
offices.

13. Teambox is voted the best online project
collaboration software for project managers,
contractors, freelancers and teams. Teambox is
the pioneer in joining social collaboration tools
with online project management. It’s mission is
to change the way people work by making it
easier and more fun to get things done.
Project Management and Collaboration Tools

14. Projecturf is the Web-based project
management app that helps individuals and
businesses manage projects, people, and
tasks. Within a project, there are tons of
features and functions that can be done,
such as creating and managing tasks, events
on the calendar, and discussions; uploading
and storing designs and documents; and
analyzing project data using the Dashboard
activity history and reporting.
Project Management and Collaboration Tools

15. Apollo has a project overview to keep track of what’s going
on across all of your projects, calendars and personal tasks.
Start interactive timers – with interactive timers, you can
start a timer and keep track of how long you are spending
on a task.
See your project’s activity – in the activity screen you can
see who did what on your project and who is allowed to
access it.
Set your milestones – you can assign a task list to a
milestone, to divide your project into stages and throw a
party when you complete a full stage.
Project Management and Collaboration Tools

16. Basecamp is the top choice for
entrepreneurs, freelancers, small
businesses, and groups inside big
organizations. Projects go well when
people talk to each other, discuss issues
openly, and communicate clearly.
Basecamp is focused on making this easy.
Project Management and Collaboration Tools

17. Identifying Value-Driven Projects through
Business Process Reengineering

18. Objectives
Present an overview on the concept of Process Management and
Process Reengineering
Analyse existing workflow to be able to align current resources and
capabilities to achieve optimum process performance

19. Definition of Terms
Business Process Management is the process of aligning the resources of the
organization to improve business process performance.
Business Process Reengineering (BPR) is the analysis and redesign
of workflow within and between enterprises. It shifts the focus from
operational improvement to operational innovation.
Cross Functional Groups – Individuals with different functional expertise
working toward a common goal.

20. 1. Organize around outcomes, not tasks.
Basic Business Process Reengineering Principles:
CUSTOMER
SATISFACTION
(OUTCOME)
OPERATIONS
•COMPLETION
OF PROCESS
HR
•DELIVER
MANPOWER
REQUIREMENT
SALES
•CLOSE A SALE;
HIT QUOTA
QUALITY
•PVR,
SCHEDULES
SHARED
SERVICES/IT
•COMPLETION
OF DELIVERY
FINANCE
•SEND &
COLLECT
BILLINGS
OUTWARD FLOW DIAGRAM
Focus on TASKS instead of Outcomes

21. • Identify all the processes in an organization and prioritise them in order of redesign
urgency.
• Integrate information processing work into the real work that produces the
information.
• Treat geographically dispersed resources as though they were centralized.
• Link parallel activities in the workflow instead of just integrating their results.
• Put the decision point where the work is performed, and buildcontrol into the
process.
• Capture information once and at the source.
Basic Business Process Reengineering Principles

22. PROCESS MAP (current)
CLIENT SATISFACTION
CORE PROCESSES
SALES IMPLEMENTATION
FINANCIAL
SERVICES
DISPATCH BILLING/COLLECTION
PLANNING
CLIENT REQUIREMENT

23. MARKET
DEMAND
PLANNING
CORE
PROCESSES
PROCESS MAP (REENGINEERED)
PRODUCT DEVELOPMENT
SALES
SERVICE DELIVERY
BILLING & COLLECTION
CLIENT
SATISFACTION
CROSS FUNCTIONAL TEAM

24. Jojo P. Javier
Doctor of Business Administration
Letran Graduate School of Business