Project Management Benchmarking and Research; Site Offers Free Membership

Looking to conduct benchmarking studies of your organization's project management practices? PMBN (Project Management Benchmarking Network) offers a variety of benchmarking studies across major corporations. It's part of The Benchmarking Network, Inc., which boast over 140,000 members and has been around for over 11 years. Membership is free (and is only open to members of corporations, not consultants), but participants share in the cost of special studies.

Here's the official site description:

The Project Management Benchmarking Network (PMBN™) is currently a free association of Project Management organizations within major corporations. PMBN™ conducts benchmarking studies to identify practices that improve the overall operations of the members.

Check it out below...

Benchmarking - Project Management Benchmarking Network

PowerPoint Presentations; Think Billboard, not Memo

While perusing Edward Tufte's forum on information presentation, one of the forum members posted this extremely useful link on presentation Do's and Don'ts.

For example, one tip is to think of how billboards are designed, not detailed memos. Billboards make simple brief statements and show a compelling picture where appropriate. Effective Powerpoint slides should do the same.

Of course, Edward Tufte rightfully cautions about the overuse of Powerpoint (better to speak to the audience and just use slides to illustrate charts or periodically for effect - Powerpoint should be a supporting player, not the main attraction). However, when Powerpoint is used, the tips in the tutorial below are invaluable.

Presentation Graphics Slide Show

Project Managers as Facilitators - 10 Tips

Although this is PMThink!, we have to admit that the PM is not the only person expected to think on a project. Sometimes the PM even needs other experts to think within a timeframe and do so as a team. This is especially when being a good facilitator is a good skill for a PM to have.

Being a good facilitator often includes:

1) Make sure the environment is set-up right for the work (post-it flip charts, enough light, etc.)

2) Kick-off the meeting right (ideally you will have sent these prior to the meeting)

• Allow time for introductions if people are new to one another
• Review basic ground rules, get buy-in and/or adjust as necessary (e.g., turn off all mobile devices, silence is concurrence, only one voice at a time)
• Present the meeting objectives, get buy-in and/or adjust as necessary
• Present the agenda with proposed timeframes and get buy-in and/or adjust as necessary

3) Invite the team to get started according to the agenda

4) Guide the group carefully; do NOT voice your personal opinion unless you are acting as a facilitator/subject matter expert rather than "only" the facilitator; if you are a good facilitator people will generally feel that they didn't actually need you!

5) Encourage everyone to contribute; monitor people's reactions - encourage people to talk if their facial expressions indicate that they may be confused or if they disagree, etc. Some people aren't extremely comfortable speaking-up in a group setting but will when prompted.

6) Watch the clock but allow good discussion to continue as needed

7) Put items that require follow-up or can't be resolved in the time allowed on a "parking lot" list

8) If applicable, divide the group into teams to solve problems, bring them back together and allow the "team captains" to explain each solution. Then, have the team discuss the two solutions until one is reached. This can encourage teamwork and increase the speed to a solution, especially for a larger group.

9) Determine next steps as a group; review parking lot items and ASK who would like to own each task

10) Let the team know that they did a good job. Thank everyone for their participation. Encourage them to let you know how the meeting could be improved in the future.

See also: http://www.fao.org/Participation/ft_faclt.jsp

Project Management "Storyboarding"; A New Way to Plan?

Sometimes, ideas come from the strangest of places.

A few years ago, while storyboarding a screenplay idea (which I still have waiting in the wings as a future project), I came across a piece of software that I realized could be equally valuable in project management. It's called Writer's Blocks.

It's sort of an electronic version of the "Cards-On-The-Wall" approach used by project managers for network diagram sessions. Since using cards on the wall doesn't work when your team is virtual, this could be an interesting alternative in those cases. It's extremely intuitive and allows you to capture ideas along with notes, move them around in different sections, link them, etc.

Alternatively, it could be used to actually "storyboard" your project, offering much more elaborate text than just a few words on a card. Certainly worth further exploration. I posted this find (along with Mind Manager from www.mindjet.com) on Edward Tufte's forum on information presentation. It's in the project management thread - which has incidentally been running for four years - possibly the longest thread in history.

Meanwhile, here's the link to Writer's Blocks.

Writer's Blocks 3 Writing Software

IT Outsourcing Failure: Poor Governance and Challenging Culture ...

Poor governance and a resistant culture can sink any project or transformation. James Murray explores the situation with IT at Sainsbury, where its significant IT outsourcing contract with Accenture has failed. ...

IT Outsourcing Failure: Poor Governance and Challenging Culture: Via Computing: Supermarket giant reclaims its IT ...

... "the failure of Sainsbury's outsourcing relationship was more the result of management difficulties than inherent shortcomings of the IT outsourcing model. Sainsbury's made some bad decisions... and there was poor IT governance and internal politics issues where some were resistant to working with an external consultancy, he argued. " ...

Project 12

The project software community is buzzing with the rumours about the functionality that will come with the successor to Project Server 2003. Microsoft has generally clamped down on information release with Non-Disclosure Agreements. This blog gives an interesting glance behind the curtain and makes good reading.
Dieter's ProjBlog

Project Management Podcast: Grochow MIT ...

Podcast interview with Jerry Grochow, MIT, which touches on IT project management and leadership ...

Project Management Podcast: Grochow MIT: Via Eucause: A Conversation with MIT's Jerry Grochow ...

... "interview with Jerry Grochow about what's going on at MIT and gather some thoughts on vendor consolidation, project management, relationship management and the next wave of IT leaders ... " ...

Project Management Cost Estimates: Reference ...

Dave Seitter recommends reference on cost estimation for project managers. ...

Project Management Cost Estimates: Reference: Via Construction Law Blog: Cost Estimates in Project Management and Disputes

... "Cost estimating is a management function common to all projects. This is true whether the project involves a high-rise office building, refinery, manufactured product, Super Fund site cleanup, or family vacation. Cost estimating is clearly not unique to the construction industry, but rather is common to a broad spectrum of capital projects in which time, cost and quality must be managed. " ...

Project Managers: Manage Information Overload

Communication is a important aspect of the project manager's role. Doing that well and distilling your updates down to the critical few facts is a key differentiator. Stacey Douglas offers some advice for project managers to help manage the information overload that is confronting us every day ...

Project Managers: Manage Information Overload: Via Undocumented Features: Information Overload- How to Prevent It For Others

... "Project Management, Report Writing: If you are a project manager, you probably have at least one report that you have to write for management on a regular basis. In fact, you probably have lots- maybe dozens. Odds are, though, most people only are interested in five to seven pieces of information related to your project. " ...

SW-CMM Level3: Mellon Teams Succeed ...

Software teams at financial services firm, Mellon Financial, demonstrate Level 3 performance in the Capability Maturity Model for Software, SW-CMM. ...

SW-CMM Level3: Mellon Teams Succeed: Via Mellon Financial Corporation: Mellon Software Engineering Teams Successfully Complete SW-CMM (Capability Maturity Model for Software) Level 3 Reappraisals ...

... "Two of Mellon Financial Corporation's software engineering teams have renewed their SW-CMM (Capability Maturity Model for Software) Level 3 appraisals. Mellon operations supported by the two teams include global cash management, foreign exchange, wholesale markets trading, trust & custody, and middle- and back-office management solutions for investment managers. Accomplished using the current CMM for Software model with a new, more rigorous Standard CMMI Appraisal Method for Process Improvement (SCAMPI) appraisal method, these Level 3 appraisal renewals position Mellon to move to the new process model, the Capability Maturity Model Integration (CMMI). " ...

Mellon Financial Corporation is a global financial services company. Headquartered in Pittsburgh, Mellon is one of the world's leading providers of financial services for institutions, corporations and high net worth individuals, providing institutional asset management, mutual funds, private wealth management, asset servicing, payment solutions and investor services, and treasury services. Mellon has approximately $4.5 trillion in assets under management, administration or custody, including $766 billion under management. Its asset management companies include The Dreyfus Corporation and U.K.-based Newton Investment Management Limited.

Happy Project Management Day: November 3, 2005

Happy Project Management Day !

International Project Management Day November 3, 2005 ...

... "Project Objective: Increase the awareness of the value of project management within the large business, government, small business, and social communities and promote project management as a true profession and key business strategy. This includes, but is not limited to: construction, information technology, entertainment, government, aeronautics, health care, ecology, social, disaster recovery, community improvement, and quality of life projects. " ...

ITIL Methodology: Sun Preventive Services Offering ...

First Data leverages Sun Microsystems Preventive Services offering to manage risks. ...

ITIL Methodology: Sun Preventive Services Offering: Via Sun Microsystems: Hundreds of Global Customers Choose Sun Microsystems in Fiscal First Quarter ...

... "After working closely with Sun to explore technologies and programs such as Sun Preventive Services, an assessment and mitigation offering that utilizes ITIL methodology, First Data Corporation agreed to adopt SPS as a strategy for risk aversion. Sun is evolving the relationship with First Data, demonstrating through the provision of committed resources and teaming that additional focus on prevention and operational excellence can yield a positive ROI. " ...

Project Management News: PMI Releases Update on Crisis Rebuild Methodology and Training

PM Forum reported today that PMI has issued an updated summary of its methodology and training initiative for post-disaster rebuild situations.

The official project is now called, "Project Management Methodology for New Practitioners in Crisis/Disaster Rebuild Situations." Now, say that three times fast.

Here's the full report from PM Forum...

PMFORUM, Connecting the World of Project Management PMFORUM Breaking News: PMI RELEASES UPDATE ON POST DISASTER REBUILD METHODOLOGY AND TRAINING PROJECT

An EPM and IT Governance Giant is in Trouble; Mercury Interactive CEO and CFO Resign

Amid a corporate scandal, Mercury's CEO, Amnon Landan, and its CFO, Douglas Smith, resigned after a special committee found that they benefited from an options pricing practice installed at Mercury.

Their stock fell considerably, and some are speculating that it could make Mercury an acquisition target. Mercury is the corporation behind Mercury ITG, an EPM and IT Governance suite purchased from Kintana.

Here's the story from TheStreetcom...

Mercury Interactive CEO, CFO Resign

Enterprise Architecture: SEC Future State: Troux Metis ...

Troux and ISI partner to drive the enterprise architecture transformation at the SEC over the next few years. ...

Enterprise Architecture: SEC Future State: Troux Metis: Via Troux: SEC Taps Troux Technologies and ISI for Multi-Year Enterprise Architecture Program

... "Troux Technologies, the global leader in IT Governance and Enterprise Architecture (EA) solutions, and Integrated Systems, Inc., a foremost 8(a)-certified systems integrator, announced they have jointly won a multi-year contract from the U.S. Securities and Exchange Commission to implement the SEC's Enterprise Architecture and increase its business value. Under the agreement, Troux and ISI will collaborate to provide the SEC's Office of Information and Technology with consulting expertise in documenting the SEC's current state architecture, and in developing and maintaining future state target architectures. ... Troux's Metis Enterprise is an Enterprise Architecture and planning solution that provides the basis for the transformation from an organization's current state to an optimized future state. It is designed with a highly scalable database that accommodates the volume of enterprise-wide data required for successful organizational transformation. Additionally, Troux's Metis offers a unique analysis capability, leveraging both the current and future EA states. The automated data collection in Metis, from disparate sources across the organization, keeps information timely and relevant. " ...

Integrated Systems, Inc. is dedicated to the development and implementation of high quality technology- and process-based solutions for government and commercial clients. Founded by Indrani Seetharam in 2000, ISI is a Minority Woman-Owned 8(a)-Certified small business, currently providing sophisticated technical solutions to the U.S. Treasury, the Departments of Homeland Security (US VISIT Program), Transportation (National Highway Traffic Safety Administration), Energy, Agriculture and Education; the National Archive and Records Administration; the State of Delaware; and the US Navy Space Warfare Center (SPAWAR). ISI's focus areas include Enterprise Architecture, Information Assurance, Information Security, Certification and Accreditation, Independent Validation and Verification and Life-cycle Management. ISI develops practical, affordable, and deliverable solutions of significant value to its clients, on or ahead of schedule.

Troux Technologies (pronounced "true") is a global provider of IT Governance software that accelerates IT and business transformation. Troux's IT Governance solutions enable organizations to strategically plan the enterprise, capture and analyze critical IT and business data and deliver actionable decisions to transform the business. Troux's breakthrough technology provides the enterprise-class information, policies, and analytics critical for IT excellence. With Troux, organizations succeed in breaking the traditional IT silos and effectively aligning IT with core business goals. Based in Austin, Texas, Troux Technologies serves the Global 1000 and government marketplaces.

Program Management: Multi-Year Enterprise Transformation

The project may be complete. The program is underway. But, the transformation has only just begun. James Champy shares his insights on program management and the larger scope of enterprise transformation. ...

Program Management: Multi-Year Enterprise Transformation: Via SearchCIO: Champy's five principles of program management ...

... "Keep in mind that a program is a process of continuous improvement. Almost every industry is going through major change, driven by forces of globalization and technology. That means companies must also be changing, continuously improving their performance. " ...

Software as a Service: Microsoft Office Live: Project Collaboration ...

Microsoft Office Live will be released in beta in a software-as-a-service model (similar to Salesforce.com), which can support online project collaboration. ...

Via Scobleizer - Microsoft Geek Blogger: Matt Rolak says that Office Live is up

... "Matt Rolak links to the new Office Live site. " ...

... "Via Microsoft: Microsoft Office Live: Microsoft Office Live will offer you and your employees expert business management applications, such as customer, project, and document management tools, and a security-enhanced private Web site ... " ...

Project Portfolio Management (PPM) Blog from Project Arena

I was just informed about an excellent PPM blog site from Project Arena, which was started in July 2005.

Some very interesting posts there, and certainly worth exploring for anyone interested in PPM.

Project Portfolio Management (PPM) Today

Earned Value Major Event November 7-9

It's not too late to register for the 17th Annual International Integrated Program Management Conference, scheduled for November 7-9 in Virginia.

Earned Value enthusiasts rejoice! The topic of this year's seminar is: EVM is Everywhere - "Let's do it!"

Presenters will discuss EVM best practices and tools. Here's the info...

PMI College of Performance Management

Managing Project Stakeholder Expectations; Four Principles

Managing stakeholder expectations can be the most challenging part of a project manager's job (and is often cited as such in surveys). This is especially true when everyone wants their needs met, and some of those needs are unrealistic, unreasonable, or just aren't appropriate.

Allan Holmes has written a excellent article in CIO magazine about how to manage even the most difficult and demanding of stakeholders. He boils it down to four key principles:

1) Define Expectations Internally
2) Establish Rules of Engagement
3) Deal with Doubters
4) Not everything is negotiable

See the full article below for a good case study and an explanation of these principles and how they're used.

The Four (Not Three, Not Five) Principles of Managing Expectations - Editorial - CIO

ITIL Heals Information Technology ...

It is believed that a foundation of ITIL will ease the transition to service oriented architectures, SOA, enabling IT organization to be flexible and agile in response to marketplace competition. David Stodder and Sue Bushell explore the ITIL best practice framework that is key to the success of information technology as the industry shifts to a service orientation in architectures and in delivery. ...

ITIL Heals Information Technology: Via Intelligent Enterprise Magazine: IT: Heal Thyself

... "To reduce error and avoid reinventing the wheel, organizations are working with best practices such as those outlined in IT Infrastructure Library (ITIL), Control Objectives for Information and Related Technology (COBIT) and Capability Maturity Model Integration (CMMI). Judging by its momentum, ITIL is the most important framework. " ...

ITIL Business Case: IT Services Management Seminar Upcoming ...

ITIL Business Case: IT Services Management Seminar Upcoming: Via TimesDispatch.com: METRO BUSINESS CALENDAR

... "TECHNOLOGY: Wednesday, Nov. 2: Making the Business Case for ITIL and IT Service Management, sponsored by itSMF LIG, 11:30 a.m., in the Garden Room at The Place at Innsbrook, 4036 Cox Road, Suite C. Speakers: Andrew Brummer and Don McGinnis. " ...

Evaluating a project manager's performance

Another of those coincidences came up recently. Reading about the importance of effective matrix management in developing project management, the question was posed about how to get effective team member evaluation when they would have both a direct line (functional) manager and one - or multiple - project manager(s). The dilemma was - which of the managers should provide input to the other - and when? If there is a PM office involved as well, the question gets more complicated still. That's why this article is timely and interesting. It tells us how the Navy Supply Corps does it. It describes how a large resource pool helps to ensure flexibility in assigning resources and personnel development.
Navy Supply Corps Newsletter: NAVSISA enterprise project management � the cornerstone for the future

Enterprise Architecture: Universal Functions ...

Public sector governance leverages an enterprise architecture to identify universal functions that cut-across the organization. Mary Mosquera interviews Department of Labor deputy CIO Tom Wiesner, discussing progress on the President's Management Agenda. ...

Enterprise Architecture: Universal Functions: Via GCN: Other agencies are green with envy

... "We have a strong governance process to address the EA requirements of the department. We've developed an enterprise architecture for universal functions that go across all of DOL and are starting to use the EA process in making IT investments. We've used enterprise architecture in our unified DOL technology infrastructure. The EA helps identify the redundancies. " ...

CIO: Technology Transformation Through Governance ...

Testimony of military CIO emphasizes the information technology transformation of the military's business processes and the advanced governance practices that are necessary to ensure information technology investments are properly focused. ...

CIO: Technology Transformation Through Governance: Via House of Reps: DAVID M. WENNERGREN DEPARTMENT OF THE NAVY CHIEF INFORMATION OFFICER: BEFORE THE HOUSE ARMED SERVICES COMMITTEE SUBCOMMITTEE ON TERRORISM, UNCONVENTIONAL THREATS AND CAPABILITIES UNITED STATES HOUSE OF REPRESENTATIVES REGARDING DEPARTMENT OF DEFENSE BUSINESS TRANSFORMATION EFFORTS ...

... "STRONG INVESTMENT MANAGEMENT AND GOVERNANCE: We have taken a number of steps to both strengthen IT governance and put into place the necessary tools to do effective investment management. Our improved IM/IT governance structure has strengthened, aligned, and integrated our IM/IT efforts across the Navy and Marine Corps, ensuring Department-wide alignment of IM/IT efforts with warfighter priorities. The designation of Deputy CIOs for the Navy and Marine Corps has been particularly helpful, aligning both IT policy and execution, and CIO and C4 responsibilities. Similarly, reporting relationships between Echelon II command Information Officers and the Deputy CIOs has helped to ensure that command IT initiatives stay aligned with the Department's IT vision and architecture. " ...

U.S. Navy photo by Photographer's Mate 3rd Class Gary B. Granger. Air Traffic Controller monitors the AN/SPN-43 Precision Approach Radar during flight operations off the coast of Okinawa, Japan.

Information Technology CIO: Governance IT Assets ...

GAO documents practices by private-sector CIO in IT information technology governance. ...

Information Technology: Governance IT Assets: Via GAO: Private-Sector Governance of IT Assets: Responsibilities and Information and Technology Governance at Leading Private-Sector Companies ...

... "With regard to the governance of the development of new systems, many of the private-sector CIOs described a process in which they collaborated closely with business units and corporate functional units in planning and developing systems to meet specific needs. The extent of the CIOs' involvement ranged from providing strong leadership and carrying out most activities to reviewing the other components' plans to ensure that they complied with corporate standards. " ...

Information Technology Governance: Diverse Board Best ...

Finance group should have a seat at the public-sector IT governance table, but not have sole responsibility. Diversity in the governance board is best, to provide a balanced multi-dimensional view of the how IT investments will impact the future. ...

Information Technology Governance: Diverse Board Best: Via LAO 2003-04 Budget Analysis: General Government, Information Technology Governance

... "Since the 1980s, the state has struggled with implementing an IT governance model that provides strong leadership and guidance to the state's IT operations. From the 1980s to the mid-1990s, the Department of Finance (DOF) was solely responsible for approving and overseeing state IT projects. In 1994, after a series of failed IT projects, the Legislature restricted DOF's role solely to budgetary reviews. " ...

Enterprise Governance: Public Sector Rationalization ...

Enterprise governance seen as a cost saving measure in the public sector, which is targeted to drive consolidation, rationalization, and standardization.

Enterprise Governance: Public Sector Rationalization: Via Illinois Technology Governance - Governance Authority

... "With the standardization and consolidation initiatives moving into full stride, it is imperative that we embrace an enterprise-wide governance model in order to achieve substantial cost savings and efficiencies in IT-delivered services. The Governor's Office and the Office of Management and Budget has tasked CMS to center-lead this IT governance initiative. The governance model will establish guiding principles that will drive this standardization and consolidation initiative, as well as all future initiatives. " ...