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Noviembre 26, 2015 — Cd. de México

Mejores practicas en “Agile Project Management”, fundamental en la industria… habilidades que los empleadores necesitan de los profesionales en proyectos.

PMP Graciela Bárcenas Pérez Project Management Institute (PMI)

President of Mexico´s Chapter

barcenas.graciela@yahoo.com.mxpresidente@pmichapters-mexico.org

2Strengthening the project management culture for the benefit of Mexico.

1. Context2. About Software & TI Industry Projects 3. Project Management Talent (The importance of project management and skills-based talent acquisition/development)

• Skills employers need from Project Professionals (PMI Reports)• PMI’s Talent Triangle• PMI Numbers

4. PMI® Agile Certified Practitioner (PMI-ACP)® 5. On the real world - Benefits 6. Conclusion

Content:

3Strengthening the project management culture for the benefit of Mexico.

Referencia: PMNetwork Noviembre de 2015 Volumen 29 Número 11

“Capacidad que tiene un sistemapara adoptar el cambio”

4Strengthening the project management culture for the benefit of Mexico.

“Para estar preparado en el futuro, es necesario contar con una cultura y una estructura organizacional que proporcione la flexibilidad necesaria en un ambiente cambiante”.Jorge Alberto Pérez Torres, Director Adjunto de la Compañía de seguros Allianz de la Cd. De México, México.

1. Context

Referencia: PMNetwork (en español) Noviembre de 2015 Volumen 29 Número 11

“…el 75% de las organizaciones con una cultura de agilidad altamente desarrolladapudiera responder rápidamente a las condiciones del mercado en comparación al 12%de una organización que tiene una cultura subderarrollada.”

Referencia: Informe Pulse of the Profession ® 2015 de PMI: Cómo capturar el valor de la dirección de proyectos mediante la agilidad organizacional.

5Strengthening the project management culture for the benefit of Mexico.

• Global • Complex with many specialization• A lot of stakeholders • Multicultural & Interdisciplinary teams• Change constantly• Risk • $$$$$

2. About Software & TI Industry ProjectsNowadays the

demand is higher in the

organizations due to a globalized

world and more complex projects.

6Strengthening the project management culture for the benefit of Mexico.

From Project Professionals Skills employers need from Project Professionals

Demand for project talent remains strong.Through 2020, 1.57 million project management jobs will

be created each year globally.1

The problem:Organizations are challenged to find enough talent with

the right skills.

Sources:1 “Project Management Between 2010+2020” (Project Management Talent Gap Report), 2013, PMI.2,4 The Competitive Advantage of Efective Talent Management, 2013, PMI.3 Pulse of the Profession In-Depth Report: Navigating Complexity, 2013, PMI.

3. Project Management Talent

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PMI in action: “Talent Triangle”

Strengthening the project management culture for the benefit of Mexico.

Techn

ical P

roject

Mana

geme

nt

Leadership

Strategic andBusiness Management

©2010 Project Management Institute.All rightsreserved.

Employers today need project, program

and portfolio management talent with a

broader range of skills to support longer-

range strategic objectives that contribute to

the bottom line. The ideal skill set is shown

in the Talent Triangle.

Aplication on December 2015

3. Project Management Talent

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PMI’s Talent Triangle

Strengthening the project management culture for the benefit of Mexico.

Technical Skills66% of organizations say that technical project skills are the most difficult to find. However 96% indicate that these are the most teachable.2

Leadership Skills75% of organizations rank leadership skills as the most important for successful navigation of complexity in projects.3

71% of organizations rank leadership skills as the most important for long-term success of project managers.3

Strategic and Business Management SkillsFor project, program and portfolio managers, understanding your organization’s strategy is essential.For employers, a strategic approach is also essential. For example, when organizations align their talent to organizational strategy, it produces a higher average project success rate —72% for those with good alignment, compared to 58% for those without it.

Sources:1 “Project Management Between 2010+2020” (Project Management Talent Gap Report), 2013, PMI.2,4 The Competitive Advantage of Eective Talent Management, 2013, PMI.3 Pulse of the Profession In-Depth Report: Navigating Complexity, 2013, PMI.

Techn

ical P

roject

Mana

geme

nt

Leadership

Strategic andBusiness Management

©2010 Project Management Institute.All rightsreserved.

3. Project Management Talent

9Strengthening the project management culture for the benefit of Mexico.

Technical Skills66% of organizations say that technical project skills are the most difficult to find. However 96% indicate that these are the most teachable.2

Technical Project Management

• Business Analysis and Requirements Management

• Organizational Agility • RISK MANAGEMENT

• PORTFOLIO MANAGEMENT • Scheduling

3. Project Management Talent

PMI’s Talent Triangle

Sources:1 “Project Management Between 2010+2020” (Project Management Talent Gap Report), 2013, PMI.2,4 The Competitive Advantage of Eective Talent Management, 2013, PMI.3 Pulse of the Profession In-Depth Report: Navigating Complexity, 2013, PMI.

10Strengthening the project management culture for the benefit of Mexico.

Leadership Skills75% of organizations rank leadership skills as the most important for successful navigation of complexity in projects.3

71% of organizations rank leadership skills as the most important for long-term success of project managers.3

Strategic and Business Management

• Key Leadership Practices • CHANGE MANAGEMENT

• Communications Management • Decision Making

• NEW PRACTITIONERS • Talent Management

PMI’s Talent Triangle

3. Project Management Talent

Sources:1 “Project Management Between 2010+2020” (Project Management Talent Gap Report), 2013, PMI.2,4 The Competitive Advantage of Eective Talent Management, 2013, PMI.3 Pulse of the Profession In-Depth Report: Navigating Complexity, 2013, PMI.

11Strengthening the project management culture for the benefit of Mexico.

Strategic and Business Management SkillsFor project, program and portfolio managers, understanding the organization’s strategy is essential.For employers, a strategic approach is also essential. For example, when organizations align their talent to organizational strategy, it produces a higher average project success rate —72% for those with good alignment, compared to 58% for those without it.

Strategic and Business Management

• Knowledge Transference • Benefits Realization

• Strategic Business Management • PMO

• Innovation

3. Project Management TalentPMI’s Talent Triangle

Sources:1 “Project Management Between 2010+2020” (Project Management Talent Gap Report), 2013, PMI.2,4 The Competitive Advantage of Eective Talent Management, 2013, PMI.3 Pulse of the Profession In-Depth Report: Navigating Complexity, 2013, PMI.

12Strengthening the project management culture for the benefit of Mexico.

3. Project Management Talent

13Strengthening the project management culture for the benefit of Mexico.

4. PMI® Agile Certified Practitioner (PMI-ACP)®

14Strengthening the project management culture for the benefit of Mexico.

PMI® Agile Certified Practitioner (PMI-ACP)®

Esta certificación global apoya a los individuos para satisfacer las necesidades de las organizaciones que confían en los profesionales de proyectos para aplicar una diversidad de métodos para la gestión de proyectos, entre estos “Agile”.

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Números de la comunidad PMI

Circulan más de 4 Millones de PMBOK®!Registro del PMI

Fotografía: Cortesía , Graciela Bárcenas (PMI®Leadership Institute Meeting – 2015 North America)

Strengthening the project management culture for the benefit of Mexico.

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CERTIFICACIONESTotal de socios activos:

CAPAM® Certified Associate in Project Management 26,771SE

PUBLICAN

4,745,105 copias de todas las ediciones del

PMBOK® en circulación

*

PMP® Project Management Professional 639,023

PfMP® Portfolio Management Professional 168

PgMP® Program Management Professional 1,131

PMI-RMP® PMI Risk Management Professional 2,966

PMI-SP® PMI Scheduling Professional 1,254

PMI-PBA® PMI Professional in Business Analysis 192

PMI-ACP® PMI Agile Certified Practitioner 6,987

Certificaciones del PMI

TOTAL MEMBERS

451,664

El PMI tiene 273 Capítulos registrados y 13 Capítulos en

potencia en105 países

Circulan más de 4 Millones de PMBOK®!Registro del PMI Estadísticas hasta el 30 noviembre del 2014

Strengthening the project management culture for the benefit of Mexico.

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Certified Talent (Mexico)

Chapters in MEXICO December2014

Guadalajara 264

México City 689

Nuevo León 94

Puebla 22

Sinaloa 36

1,112

• 3,847 PMP• 405 CAPM• 5 PgMP - Program• 11 PMI SP - Scheduling• 31 PMI RMP - Risk• 17 PMI ACP – Agile 1 PfMP – Portfolio*

Referencia: Information gathered on december 2014, Presentación de Resultados PMI Capítulo México

4,087 PMI members / 1112 are registered in a local group

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Agile, un tema de creciente importancia en la gestión de proyectos.

La certificación PMI-ACP reconoce la experiencia de un individuo en el uso de prácticas ágiles en sus proyectos.

Credibilidad profesional, ya que requiere una combinación de:

1. Entrenamiento ágil (21 horas)2. Experiencia trabajando en proyectos ágiles (1500 horas)3. y el examen de los principios ágiles: prácticas, herramientas y técnicas.

(120 preguntas – 3 horas)

4. PMI® Agile Certified Practitioner (PMI-ACP)®

Strengthening the project management culture for the benefit of Mexico.

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** Working on Project Team Experience: for those holding a PMP or PgMP certification, PMI has already verified that the candidate has exceeded the 2,000 hour requirement. A PMP or PgMP certification holder will not need to enter these hours on the application.

Experienciay habilidaden elmundo práctico

Strengthening the project management culture for the benefit of Mexico.

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Valor que identifican las organizaciones que utilizan principios y procesos agiles:

• Adaptable a las cambiantes necesidades de Negocio (Requerimientos)• Temprana y continua retroalimentación del cliente (Interesados)• Mejora de la comunicación e información disponible para la toma de decisiones (Comunicación)• Retorno de la inversión temprana y medible (Valor de Negocio)• Alta visibilidad e influencia sobre el avance del proyecto (Riesgos)• Varias entregas incrementales en lugar de una sola completa (Alcance)

4. PMI® Agile Certified Practitioner (PMI-ACP)®

Strengthening the project management culture for the benefit of Mexico.

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EXAM CONTENT

4. PMI® Agile Certified Practitioner (PMI-ACP)®

Referencia: PMI Agile Certified Practitioner (PMI-ACP)® Handbook

Strengthening the project management culture for the benefit of Mexico.

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Reference Materials for the PMI® Agile Certified Practitioner (PMI-ACP)® Examination

Materialesde Referencia

Strengthening the project management culture for the benefit of Mexico.

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Benefits

5. On the real world

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Subdominio Tareas Nombre (Dominio) Enfoca en

1 9 Agile Principles and Mindset Principios ágiles en el contexto del equipo de proyecto y la organización

2 4 14 Value-Driven Delivery Prioridades de las partes interesadas

3 3 9 Stakeholder Engagement “Ambiente de confianza”

4 3 9 Team Performance “Ambiente de confianza”(Aprendizaje, colaboración, resolución de conflictos) “auto-organización”

5 3 10 Adaptive Planning Plan progresivo…

6 5 Problem Detection and Resolution

Identificar problemas y riesgos. Priorizar y resolver. Monitorear y comunicar.

7 6 Continuous Improvement (Product, Process, People)

Calidad – Mejora Continua - Valor del producto, proceso y equipo.

Referencia: PMI Agile Certified Practitioner (PMI-ACP) Examination Content Outline)

Strengthening the project management culture for the benefit of Mexico.

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Referencia: PMI Agile Certified Practitioner (PMI-ACP) Examination Content Outline)

Strengthening the project management culture for the benefit of Mexico.

 I. Agile Principles and Mindset

II. Value-Driven Delivery• Define Positive Value• Avoid Potential Downsides• Prioritization• Incremental Development

 III. Stakeholder Engagement

• Understand Stakeholder Needs• Ensure Stakeholder Involvement• Manage Stakeholder Expectations

 IV. Team Performance

• Team Formation• Team Empowerment• Team Collaboration and Commitment

•  

V. Adaptive Planning• Levels of Planning• Adaptation• Agile Sizing and Estimation

 VI. Problem Detection and Resolution VII. Continuous Improvement (Product, Process, People) 

DOMINIOS

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Área de conocimientoPMBOK®

CLAVE BENEFICIOS

Integración Cambios - Gestión de Cambios (Respuestas rápidas y flexibles)

Interesados Compromiso Promover la participación y colaboración en todo el ciclo de vida del proyecto

Alcance Progresivo - Alinear necesidades y expectativas- Alta visibilidad de los avances del proyecto- Planeación gradual

Calidad Producto - Mejora la calidad- Se reduce el residuo en el producto y proceso

Tiempo - Mejorar los tiempos de las entregas

Riesgos Prioridades - Anticiparse – “proactivo” en vez de reactivo- Alta visibilidad de los avances del proyecto

Recursos Humanos Confianza - Mejorar las relaciones- Cultura de “alto rendimiento”- Empoderar del dueño del negocio para la toma de decisiones

y priorizar - Mejorar el rendimiento del equipo

Comunicaciones “Compartir”información

- Reuniones cortas- Planear el día para identificar problemas significativos- Compartir información para la toma de decisiones- Comunicación abierta entre los equipos

Strengthening the project management culture for the benefit of Mexico.

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6. Conclusión:

Es fundamental trabajar en conjunto la industria, el gobierno, la academia, y asociaciones sin fines de lucro para buscar madurez en la Dirección de Proyectos en México para mantener a la industria en estandares internacionales, por lo tanto es muy importante proveer a la industria de SW y TI con talento calificado si queremos obtener el éxito en los proyectos, las personas y por consecuencia en las organizaciones.

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Noviembre 26, 2015 — Cd. de México

GRACIASPMP Graciela Bárcenas Pérez

Project Management Institute (PMI)President of Mexico´s Chapter

barcenas.graciela@yahoo.com.mxpresidente@pmichapters-mexico.org