PMO Focus + Flexibility = Value

How project management offices (PMOs) function differs as widely as the organizations they serve.

A PMO may oversee and execute projects, implement process improvements, serve as a center of excellence, or align projects to the organization’s strategy.

The consensus seems to be that the more focused and flexible the PMO is, the higher the chances are that it delivers value to the organization—and that is the ultimate goal.

Read more...PMI - Community Post

Insights into Agile Software Release Management at Salesforce

Insights into the monthly software development rhythm at Salesforce.com which drives their three releases per year ...

Agile Project Stakeholder Engagement

With its speed and frequency of product builds, agile projects can offer a more engaging stakeholder process through greater frequency of touch-points, faster incorporation of stakeholder feedback, and sustained engagement over the project lifecycle. ...

... "Agile methods, by definition provide improved engagement for these stakeholders using two simple mechanisms: visibility and frequency of delivery. Review your stakeholder engagement map. Have you got the right people involved? " ...

Via InfoQ: Project Stakeholder

PRINCE2 Refresh Ready in July

Prince2 2009 refresh is due out shortly with content changes and improvements. ...

... "The most significant change in the PRINCE2 2009 refresh is that there will now be two books: Managing Successful Projects Using PRINCE2 and a new Directing Successful Projects Using PRINCE2 manual which will be laid out in a way that makes them easier to understand and navigate. " ...

Via ILX Group: PRINCE2 2009

Embrace Toyota Kaizen

Here's a set of leadership principles that contribute to the success of the Toyota production system. These can translate well into the field of project management. ...

... "Advancing your team member's careers by walking along side them on their learning journey, mentoring them and keeping them from wavering on the path of the creative thinking process is also a leadership habit kaizen develops. " ...

Via Manufacturer.com: Kaizen Leadership Development

Agile Scrum Primer

Quick primer on agile development ...

Change Projects

IBM study validates the challenges associated with change projects and identifies actions that differentiate the leaders. ...

... "Rather than simply throwing money at the problem they invested in building awareness of project complexity, spending more on building change skills and developing their long term tools, methods and capabilities. " ...

Via IBM: Organizational Change Projects

FUBAR

A fun read of a sad, but all too often true, reality ...

... "Over the past two weeks, I've conducted confidential off-site group interviews with all of the ABC consultants working on the FUBAR project. " ...

Via Bruce F. Webster: Runaway IT project

Failure Points to Navigate on Your Project

Avoid these failure points by planning, aligning with business objectives, leadership and sponsorship engagement, adapting to business conditions, and discipline scope management. ...

... "most failures come about, not as a result of the technology, but as a result of the management of technology, says Michael Krigsman of Asuret ... " ...

Via Baseline: 5 Points of Failure

Driving Solution Adoption after Project Go-Live

Are there parallels between project delivery / benefits realization and the behavior of the market under bear conditions. Contrarians begin to notice when to make an investment. And, eventually the herd turns and the market moves. Can we learn from this phenomenon and translate into the project space? ...

... "Researchers who study nonconformity, fads, even game theory, agree that in any declining market, investors will inevitably begin to bet against the behavior of the herd. Many of these initial contrarians may be working from their own analyses ... " ...

Via New York Times: How to Turn a Herd

PM Goes Radical on Agile

Project manager's view on agile methods ...

Product Development Best Practices

Guy Kawasaki on product development ... keep it dicee. ...

Too Much Methodology for Research Projects?

3M depends on new product development as its engine for growth and eases back on the throttle with Six Sigma methods for research processes. It may have over-emphasized disciplined methods in an area where structure can hinder creativity. ...

... "Under Six Sigma, the free-wheeling nature of brainstorming and the serendipitous side of discovery is stifled. Proponents contend such methodologies' rules keep researchers on track and accountable for producing. " ...

Via Design News: 3M R&D

Business Games Teach Project Best Practices

Nothing creates understanding like a good game. Here's a novel approach to disseminating best practice process in project and service management. ...

... "Both simulations are high impact, interactive business games, developed to address the process and cultural challenges of implementing IT Project Management and Service Management best practice. This unique approach to business learning brings Project Management and Service Management best practice to life in the context of realistic and exhilarating scenarios. Participants quickly experience breakthrough understanding of best practice processes and methodologies resulting in improved individual, team and business performance. " ...

Via G2G3: Turkish delight

Agile Scrum Concepts Discussed

Ken Schwaber, the original scrummaster, visits the Googleplex to discuss agile techniques. ...






The Agile Alliance

Problem Solving Methodology

An oldie, but goodie method for solving problems ...



Via BoingBoing

Project Methodologies: Keep 'Em Flexible

Time and time again, I've seen organizations spend months devising the perfect project management methodology, sometimes even building it into their EPM tools, only to find people complain that it slows them down and doesn't add much value.

In many cases, they're right. The problem is that not all projects require every step, and in many cases there are easier ways to accomplish what certain steps are meant to do. Another mistake many people make is forcing task dependencies into the project template, such that design cannot happen until planning is completed, and construction cannot occur until the design is approved, and so on.

While this may be true of some projects, on many others, work does not occur in a linear fashion. For instance, certain segments of a project can udergo development while other segments are still being planned. On agile IT projects, the feedback from prototypes and iterations will often dictate the design, and rightfully so.

When it comes to methodologies, frameworks, and templates, the most effective organizations use one or more of following approaches:

- A methodology and project schedule template that allows project managers the discretion of which steps to apply to their project.

- Multiple methodologies and templates for various types of work, with streamlined versions for smaller or more flexible efforts.

- A methodology that identifies which items are mandatory for all projects versus those that are at the project manager's discretion.

In project management, as in pretty much any field, one size does not fit all.

Agile Tipped?

Have agile methods for software development tipped yet? And, the survey says ...

... "There are two interesting observations about these results. First, although the majority of organizations are applying agile techniques on projects of 10 or fewer people, many are, in fact, trying agile on larger projects. " ...

Via Dr. Dobb's Journal: Agile Survey Results

Vote of Confidence for Prince2

PRojects IN Controlled Environments, Prince2, offers a structured methodology for managing projects. ...

... "Prince2 is growing in popularity across all vertical sectors and is becoming the de facto project management approach. " ...

Via ComputerWeekly: IT Project Certification Options

Financial Services IT Software Projects: Seeking an Edge

Financial firms are looking for methods to accelerate the delivery of their software projects. ...

... "Why so much interest? IT project management is an area many companies are weak in, says Forrester's Cullen. It's the No. 1 gap for all firms. " ...

Via Wall Street & Technology: Accelerate Software Delivery

PMO Increases Project Success Rate

The project management office adds value through consistent methods and discipline to increase the success rate of the project portfolio. ...

... "Board executives often approve IT projects without fully understanding them which is why organizations need to establish a Project Management Office (PMO) ... " ...

Via Computerworld Australia: Project Transparency

Getting Projects Off On the Right Foot: The Pre-Flight Checklist

Something you don't hear much about, but is a critical success factor for projects, is what I call the "pre-flight checklist." As projects are completed, not only is it important to review lessons learned, but it's vital to have a checklist that can be updated as a result. This checklist would be the first thing a project manager would look at upon undertaking a new project.

This is especially true for agile projects, where adjustments are constantly made based on user feedback. Of course, not everything would go on the checklist, but any item that could save time later on a future project is well worth adding. Why reinvent the wheel?

If warranted, there could even be a checklist for various types or categories of projects.

This checklist is different from a pre-project assessment (another underrated tool), where preset questions pertaining to objectives, risk, value, organizational alignment, and more, can be asked.

As the adage goes, projects fail at the beginning, not the end.

Project Management Imperatives: Ten Keys to Success

Someone recently asked me what I felt the critical success factors were for any project (i.e. what were the top "must do's"). Although I can think of many more, here were what I felt were the top ten:

1) Get the roles right. (Insure accountability; use a RACI chart or Responsibility Matrix so roles are clearly defined. Insuring people understand their commitments up front will avoid problems later.)

2) Get the goals right. (Make sure all the key stakeholders agree on the goals. I've seen more projects go wrong for this reason than any other. Time spent here will pay dividends later.)

3) Get the current scope right. (I say "current scope," because change should be expected. Projects by default contain change because they are unique in nature. It's not whether you'll experience change, it's how you analyze the potential impacts and manage the approval of the change that counts. Agreed-upon and approved scope changes are perfectly acceptable, with one caveat: It's often wise to set a limit to the number of times scope can be changed for the current product release, and defer some changes to a subsequent release, else value gets delayed.).

4) Obtain commitment from the business, customers, and other stakeholders as to their part in the success of the project. (Many projects derail because the customer doesn't live up to their side of the bargain, doesn't understand their side of the bargain, or some other necessary constituent isn't cooperating for various reasons. Obtain the right commitment up front, starting with senior management.)

5) Determine the critical success factors and risks. (Critical success factors and risks go hand in hand. Many people ignore this or sweep it under the rug, and accept any related risks as a given. The critical success factors will identify related risks and help set expectations).

6) Set expectations. (This is frequently overlooked and is a key cause of failure. The sponsor, customers, and anyone impacted by the project must be given realistic expectations for what is needed from them, how long the project will take, how much it will cost, what the uncertainty factor is, what the available resources are, and anything else necessary to avoid surprises and/or an under-equipped effort.)

7) Beware of conflicting directives. (I call this the "Robocop Syndrome." In the film, Robocop, the titular robotic policeman goes on full tilt when he encounters directives that conflict with his primary directive. I see this happen often in organizations where a project sponsor demands something that is in conflict with other key stakeholders' wishes and/or top organizational directives. This could be covered under "goals" or "expectations," but it's so important that it warrants its own point. The project manager must head this off at the pass before the project goes down a rat hole it won't recover from.)

8) Plan Collaboratively. (The act of planning is not an isolated exercise. It's a collaborative exercise and should be done with the project core team and subject matter experts via some sort of facilitated brainstorming session---possibly with sticky labels on a wall.)

9) Beware of unilateral and granular "one-size-fits-all" solutions. (This is often ineffective, both as a project management methodology and a process implementation policy. Look at the big picture, and the potential variations. Keeping a framework high-level can allow for greatest flexibility and adaptability. Aim for principles over rules wherever possible. Use rules when safety is involved, regulatory requirements exist, or exact accuracy is needed---per Marcus Buckingham's guidelines from "First Break All the Rules.")

10) Don't let rank set you off course. (Often, a senior manager pulls rank and makes requests that are either detrimental, unwise, or in direct conflict with organizational goals. When this happens, see rules 6 and 7. It is the project manager's responsibility to set the right expectations, warn of potential risks, and head off potential conflicting directives at the pass.)

There it is. My list of "must do's." Project management isn't rocket science. In fact it's not a science at all. It's more of an art. Hopefully, the guidelines above can serve as a useful palette.

Project Teams: BioTeaming

Interview of Ken Thompson, architect of the BioTeaming methodology, which studies animal behaviors in order to apply these techniques to better enable human teams. ...

... "finding ways for humans to work together better, too - he calls the methodology BioTeaming. " ...

Via ScobleShow at PodTech: BioTeams Video Interview

Virtualization: IBM Intel Collaborate

IBM, Intel collaborate to further the advancement of virtualization technology. The two companies are working on benchmarks, sizing tools, selection guides, etc. to simplify the process of virtualization design for IT managers. ...

... "One of the first tools to emerge from this joint initiative is a new virtualization benchmarking methodology called vConsolidate that runs multiple instances of consolidated database, mail, Web and JAVA(1) workloads in multiple virtual CPU partitions on Intel-based System x servers to simulate real-world server performance in a typical environment. IBM and Intel are contributing the vConsolidate methodology to an industry standards body for consideration. ... " ...

Via IBM:IBM and Intel Initiative Accelerates Virtualization on Multi-Processor Servers

ITIL Service Delivery Software ...

Software category continues to improve at ITIL service delivery processes ...

... "Targeted at distributed and disparate environments, Vigilant's Get Aware Suite offers a complete set of comprehensive ITIL based processes for service delivery and incident management. The foundation of the enhanced suite is a methodology based on results-oriented processes that assist IT organizations in correlating information and diagnosing root causes." ...

ITIL Service Delivery Software: Via Vigilant: Vigilant Technologies Enhances Powerful Suite for IT Performance and Operations Services ...

Is the Role of the Project Manager in Jeopardy? - An Editorial

A few weeks ago, I posted a blog about the new Program Management credential from PMI. In it, I referenced PMI's definition of a program manager vs. project manager in their FAQ page.

A project manager, according to PMI, has the following responsibilities (I've put some of the key points that jumped out at me in bold):

• Perform their duties under general supervision and are responsible for all aspects of the project for the life of the project
• Lead and direct cross-functional teams to deliver projects within the constraints of schedule, budget and resources
• Demonstrate sufficient knowledge and experience to appropriately apply a methodology to projects that have reasonably well-defined project requirements and deliverables.

A program manager, according to PMI, has the following responsibilities (again, I've bolded the key points):

Under minimal supervision, program managers are responsible and accountable for the coordinated management of multiple related projects directed toward strategic business and other organizational objectives. These programs contain complex activities that may span functions, organizations, geographic regions, and cultures. Program managers build credibility, establish rapport, and maintain communication with stakeholders at multiple levels, including those external to the organization.

Clearly, a program manager must be closely tied to the strategic goals and benefits, monitor the program accordingly, and have a strong connection to senior management. And I also feel that the new credential seems on the surface to set the bar appropriately high.

But I can't help but feel that, in contrast, the PMP credential is losing steam. First, there are myriad organizations virtually guaranteeing an "instant-PMP" after a crash course and some tweaking of one's background experience (although PMI is now doing audits of work experience).

Second, a project manager must, in many cases, go beyond the PMP/tactical focus and possess the same traits and skills that PMI has designated as requirements of a program manager, especially in the case of an enterprise and/or global project, such as a business transformation effort. I realize PMI's role definitions are a way to differentiate and justify the new certification and I suppose one could organize their effort into a "program" to qualify for that certtification, but in these changing times (and with greater challenges for project managers), I think PMI needs to evaluate and revamp the PMP certification as well.

When I do presentations on principle-based leadership training, I have a slide where I present what I call "The PM Challenge." I present it as a boxing match. In one corner, we have a project manager, armed with MS/Project and the PMBOK, but lacking:

• Business Acumen
• Leadership Skills
• Conflict Management Skills
• Negotiation Skills
• Presentation Skills
• Communication Skills
• Strategic Intuition

In the other corner, we have the "challenger," represented by "the project," with the following characteristics:

• Global, virtual team
• Complex technology
• Complex change
• Multiple vendors
• Offshore resources
• Conflicting Stakeholders
• Scrutinizing Executives

Such a project manager, without the appropriate leadership and soft skills, doesn't stand a chance. Wouldn't a person with the skills PMI describes as a "program manager" be more apt to have success?

In the latest PM Network magazine from PMI, there are not one, but TWO articles that illustrate this point. One is titled "Project Management 2.0: Project Management is at a Crossroads," by Peter Fretty. The other is titled "No Limits," by Marcia Jedd, and talks about what project managers must do to crash through the glass ceiling and elevate it from the tactical trenches.

Perhaps a start would be to take a new view of project management beyond just "executing to a set of requirements to deliver on-time and on-budget." The current tactical focus might explain the consistent failure rates of projects. One problem is that PMI has traditionally "followed common good practices in the field," which of course is what a standard is supposed to do. The problem is that common practices have brought common results, which aren't all that good. Time for an upheaval. Perhaps they need a section, apart from the "standard" itself, for "new frontiers in project management," which could outline those who are breaking the mold with good results.

I'd be interested in others' thoughts on this topic. Who knows---It just might help drive requirements for the next version of the PMBOK and/or PMP credential.

Project Measurement Framework ...

Article explores the transformation experience of AGEdwards where the project management success rate was improved, through leadership training, a measurement framework, and enhanced organizational models. ...

... "Ed Pilewski, now VP of IT productivity and quality, chose not to take the traditional route of forcing a rigid project management methodology on the technology staff - a tactic that can backfire and create resistance to change. Instead, he implemented a standard framework for measuring, monitoring and reporting on a project's progress that fosters transparency and accountability. " ...

Project Measurement Framework: Via CIO: When Failure Is not an Option

PMO Process Primer

Last month, I mentioned a four-part series on Projects@Work about establishing PMOs. The first installment was on defining the role of your PMO up front.

Not sure what took so long for the second installment, but it's finally here and worth the wait (maybe it's a monthly series). This installment talks about the types of processes your PMO might undertake, and offers some food for thought with each process area. According to the article, a PMO might consider:

Project Processes (including demand management, approval, portfolio management, project/application lifecycle, and risk mitigation)

Analysis Processes (including business analysis, business case development, and process redesign)

Planning Processes (including planning and tracking, and capital planning and budgeting)

Administration Processes (including methodology management, training, tool development/ownership, and knowledge management)

To date, this series is an excellent primer on PMO startups. It's insightful and obviously written by someone who has had some varied experience in PMO implementation. I'm looking forward to the remaining two parts and will be sure to post the links here.

Kudos to the author, Ted Stephens, an associate principal at Intellilink.

http://www.projectsatwork.com/content/Articles/231627.cfm

PMO Success Story: A.G. Edwards Case Study

There's an excellent article in CIO Magazine this month showing how A.G. Edwards reinvented its PMO to bring their projects to an 88% success rate (from about 50% originally).

Some key lessons:

• They created a 25-step project management high-level framework of just the high level activities common to all projects. They didn't inflict a detailed application development methodology and left the "how" flexible, as long as the "what" was satisfied. At a more detailed level, they used Primavera for project tracking and dashboard metrics.
  
• They provided leadership training to boost the confidence of their PMs
  
• They moved the project managers from the PMO to the functional areas to encourage collaboration and better align the PMs with the business.
  
• They offered project planning services to assist the distributed project managers with using the new framework effectively (allowing them to use the planning tool of their choice, be it Excel, MS/Word, or a whiteboard). The 25 framework touchpoints, however, are common to all projects for cross-project comparison purposes (I assume enabled in Primavera).
  
• They redefined "success" as "projects that deliver business value." This gives customer satisfaction and business value even greater priority than being on-time and on-budget (note: they still improved their schedule and budget statistics anyway).
  
  This is the essence of the new model and bears repeating. The customer defines success. Under this model, it's quite possible to have a project that is late and over-budget and seen as a raving sucess.
  
• They tirelessly met with stakeholders in individual and group settings to offer the benefits and ask for their support. They used a subtle soft-sell approach with the "bad actors."
  
• They first involved the PMs receptive to new ideas as part of a pilot and them used them to "spread the gospel"
  
• They measured success rates and publicized them in quarterly reports to senior management.

These are all powerful and valid ways to make a PMO successful, and are philosophically aligned with the Service Oriented-Project Management (SOPM) model I've been developing. In this case, these changes collectively served to boost IT's credibility at A.G Edwards significantly.

Here's the full article. Don't miss the sidebar "8 Steps for Improving Project Management."

When Failure Is Not an Option - Editorial - CIO

IT Strategy: Customer Focus SOPM ...

Marc Puich discusses the opportunity for information technology in the biopharmaceutical industry, advocating a simplified enterprise application architecture and a gradual, disciplined approach to operations excellence. I especially like his thoughts on customer focus and feel this spirit should be reflected in the principles of the service-oriented project management methodology that we are developing. SOPM should be customer-centric and its critical path should focus on the essential deliverables for customer success. ...

... "Begin with the customer. Developing an IT strategy should begin with an external focus. This process requires taking a critical look at what functionality is truly necessary to support your customer, versus what would be nice to have. The goal of a system is not to remove people from a process, but to provide the customers with what they need. " ...

Via BioPharm International: Operations Excellence: Perfecting IT Management System Selection for Biopharmaceutical Organizations - Proper application of an IT system can be a critical component to driving efficiency and reducing waste ...

SOPM; A New Project Management Methodology

Service Oriented Project Management (SOPM) is taking shape as a methodology that fills the gaps in traditional project management, namely a RELENTLESS customer focus and the all-important analysis and benefits evaluation after the project has "completed."

As I fine tune the model, I'll post the iterations here, as a methodology in progress.

The four high-level steps in SOPM are as follows:

1) UNDERSTAND ... Develop an understanding of the problem being addressed, the goals, constraints, the internal environment, the external market, benchmarks, the people and subject matter involved, potential solutions, risks, benefits/justification, and any other knowledge necessary for success. Most of all, understand the customer.

2) ENABLE ... After helping the customer obtain approvals, prepare the project organization (resources, roles & responsibilities), operating principles, the infrastructure and tools needed to run the project, organizational alignment, preliminary training needed, communication, and anything else needed for a smooth road ahead.

3) ITERATE... Plan, design, build, test and pilot the solution before attempting a full scale implementation. Implement in phases to achieve quick wins, earlier benefits, and greater customer satisfaction. Consider iterative prototypes during the design phase. Don't forget additional training needed.

4) EVALUATE... After each project phase and at the end of the project, evaluate and document lessons learned, customer satisfaction, and benefits achieved (vs expected). This includes evaluating how the customer can achieve maximum results with the product of the project, and laying the groundwork for their continued success.

By using an UNDERSTAND, ENABLE, ITERATE, and EVALUATE process, with COMMUNICATE as an overarching activity that extends across all four steps, we adopt a much more holistic and customer-centered approach to project management.

A few key points... Customer satisfaction should be measured at milestones throughout the project, not just at the end. It's as important as monitoring cost and schedule (i.e. Earned Value performance).

Imagine seeing an S-Curve showing Planned Value, Earned Value, Actual Cost, and Customer Satisfaction. Maybe your project is on schedule and on budget, but the customer isn't satisfied with the results (or with the project communication, or a whole host of other issues).

A narrow focus on cost and schedule takes too much of an inward view. Besides, measuring customer satisfaction throughout a project allows for corrective action instead of managing in the rear view mirror.

More to come.

NOTE: I have since revised this model. See my updated entry.

Service Oriented Project Management (SOPM); Bridging Three Worlds

With all this talk about Business Process Reengineering (BPR), and the latest industry focus on innovation, I've been piecing together a model that brings together the best of BPR, Innovation, and Project Management (and even borrows elements of ITIL). I call it Service Oriented Project Management or SOPM. I believe the term has been used, but not in this context, and not as a formal model. I think it's important enough that it needs to be formalized.

There are some that view these three disciplines as separate, or even mutually-exclusive, but they're not. In fact, to be successful, these disciplines need each other. It should go without saying that BPR needs innovation in order to break new ground (resulting in dramatic and radical change, as opposed to incremental change). And project management skills are needed to keep a team on track and manage risk.

Certainly, there are situations where incremental change is quite appropriate, and, for these cases, process "improvement" disciplines such as Six Sigma and TQM are fine. But especially when radical change is needed, we need a superstructure of good project management to lead all phases of a BPR initiative, from the as-is state exploration, through the to-be state development and validation, and to the actual implementation of the initiative.

Likewise, project management in general needs the strong customer focus that BPR brings (usually sorely lacking in most projects). Almost any project can benefit from a BPR-type approach of getting to the root of the customer's problem first-hand, and bringing about dramatic results through innovative thinking. This also takes project management beyond the realm of simple "execution and control".

Using a BPR lifecycle, innovative thinking, and an overall project management approach, we get a holistic methodology that uses the best of each. And, if this is driven by overarching principles from all three disciplines, we can boost our chances of success exponentially.

And finally, there's the customer. EVERYTHING in all of these disciplines must have a relentless focus on the customer. With any initiative, the glue that holds all of this together is a service owner--- someone who understands the customer's needs (and their business) and owns the initiative from cradle to grave (just like an ideal order fulfillment process should be, according to Michael Hammer, the inventor of BPR). Whether or not this should be the project manager is a whole subject in itself, but it should be someone.

If the project manager does assume this role, then they had better have a strong customer and business focus, and be relieved of any project administration duties that aren't adding value to the customer (which can be assigned to a project accountant). In many companies, the project managers may not have the right skills for this role, but that's not to say that shouldn't change.

More to come, as I flesh out and develop the model. Meanwhile, I'm open to your thoughts on this.

Business Process Mapping: Good Reference ...

Here is sage advice and good references on the topic of business process improvement, which includes mapping the current and future states of the process. Ben Graham and team highlight, in this article: The Key to Good Process Mapping (PDF), the importance of organizational alignment and involvement of the key stakeholders of the process: namely the folks operating it. ...

... "There are three essentials that must be handled well to assure good process mapping. ...
1. The operating people whose work is being mapped must supply information for the map and must understand and support the reasons for the mapping. 2. The map itself must be organized in a way that enables everyone involved to clearly understand the process. 3. The information that is assembled in the map must be valid. " ...

Business Process Mapping: Good Reference: Via The Ben Graham Corporation: The Key to Good Process Mapping ...

Process maps are as important as organization charts, according to this article. ...

BUSINESS PROCESS REENGINEERING: A CONSOLIDATED METHODOLOGY (Subramanian Muthu, Larry Whitman, and S. Hossein Cheraghi, Dept. of Industrial and Manufacturing Engineering, Wichita State University): "Talking about the importance of processes just as companies have organization charts, they should also have what are called process maps to give a picture of how work flows through the company. Process mapping provides tools and a proven methodology for identifying your current As-Is business processes and can be used to provide a To-Be roadmap for reengineering your product and service business enterprise functions. "

Project Portfolio Risk Management ...

Intellilink shares method for calculating the overall risk on a project portfolio. It is critical to assess the risk of the project portfolio to understand trends and also to determine if additional risk is appropriate, as higher value opportunities are usually associated with greater risk. ...

... "Intellilink, a boutique consulting firm specializing in automating knowledge worker organizations, hosted a workshop outlining its innovative project portfolio risk calculation methodology at the 4th annual IT Financial Management Week 2006 conference at the Wyndham Miami Beach Resort, Miami Beach, Florida which ran from April 3 to April 6. The workshop, which was oversubscribed by nearly 40% of pre-conference registration, presented a simple and practical methodology for calculating the risk of an IT project portfolio. Titled IT Portfolio Risk Management: A Methodology for Calculating the Risk of Your IT Portfolio, the Intellilink workshop was jointly lead by Intellilink's CEO, Patrick Boylan, and Managing Director, Fumiko Kondo. The risk calculation methodology was developed in response to organizations expressing the need to improve their understanding of risk across the IT portfolio. " ...

Project Portfolio Risk Management: Via Intellilink: Intellilink Hosts Project Portfolio Risk Calculation Workshop at IT Financial Management Week 2006: The firm's innovative project portfolio risk calculation methodology was well received by a full house of senior IT financial executives ...

ITIL Implementation: Multi-Year Journey ...

With all of the hype surrounding ITIL these days, it is easy to forget the effort required to make the full-scope transformation. Expect to spend multiple years to fully implement ITIL across all IT processes. This firm set the record in 12 months. Most of us are likely to take much longer, depending on the level of maturity that we are starting from. ...

... "Using Nexio's project team, methodology and web process manual, Domtar deployed 21 processes within 12 months, a feat never achieved in the history of ITIL. By doing so, Nexio breaks the established paradigms by proving that an organization does not have to spend years and millions to achieve sustained, repeatable and economical IT service excellence and quality. " ...

ITIL Implementation: Multi-Year Journey: Via Nexio Technologies: Nexio's Domtar project awarded ITIL project of the Year ...

PMOs; Where's the Value?

A contributor to eProject's eLounge mentioned this excellent article from Chief Project Officer. It's written by Tom Westcott, founder of Project Solutions Group. Several years ago, I saw him speak on scheduling techniques at the PMI Delaware Valley Chapter's Annual Workshop, and was very impressed with his dynamic style and pragmatic approach.

In the article, Westcott talks about how PMOs must demonstrate value if they are to survive, and offers some good tips on how to do just that. Specifically, he says they must create strategic alignment, deliver real value, and communicate frequently.

Here's an excerpt on what he has to say about delivering value:

PMOs must deliver value to survive. Value is not templates, tools, methodology, processes, training; these are means to driving value. Value is gaining efficiencies, achieving cost savings, increasing customer satisfaction, reducing time-to-market, increasing revenue and profit, reducing deficits, or increasing competitive advantage. Too many PMOs wrap their whole mission and existence around the services they provide instead of their impact on the business. Executives buy value.

Too many PMO directors are former project managers who see their role as project management evangelists. This
leads to a myopic view, and often they are ill-prepared or unable to work strategically with executive management. PMO directors need to speak and think in business terms, financial and organizational. Nix the "project-management speak." How does this project benefit the organization and support our strategy? And how can we get it done as quickly and inexpensively as possible? That's what they care about.

For the full article, read on...

Chief Project Officer: PMO or Bust?

Project Management Checklists; Expand Your Toolbox

AllPM is one of the more content-rich project management sites. And best of all, the tools are all free.

One of the many useful areas on their site is their checklists section. I particularly liked the Consultants Methodology checklist, which I think is valuable for any project manager.

It's concise, simple, and correctly focuses on the up-front goals and solutions analysis, before getting into the actual exectution of the project. It's a 60,000 foot view, which is just what's needed before getting into the fine details.

Check it out...

ALLPM Project Management :: Project Manager - Project Management - Information - Forum Manager- PM Tools - Articles -PMI

ERP Project: Keep Eye on Details ...

Firm publishes report on approach to challenging ERP business transformation projects. Current marketplace conditions are impacting the quality of ERP implementation talent even in the context of a strong methodology. This requires the client company to pay close attention to the project details. Be on the look-out for: Lack of transparency, limited bottoms-up planning to complement the top-down methodology, no iterim integrations with legacy systems to bridge gaps during the implementation, and missing current state analysis.

... "Based on its work helping numerous companies pull errant ERP projects back on course, DiamondCluster has identified circumstances that endanger projects and offers specific steps that can keep companies moving in the right direction. " ...

ERP Project: Keep Eye on Details: Via DiamondCluster: Red Flags Can Signal That ERP Integrators Are Off Course According to New DiamondCluster Report: Studies Show Many ERP Projects Still Run Significantly Over Budget and Behind Schedule. New DiamondCluster Report Explains Why and Offers Advice to Keep Efforts on Track ...

Business Value of the IT Application Portfolio ...

Under constant pressure to cut costs? Managing a portfolio of existing applications? Enhancing, upgrading, or sustaining these applications? Struggling to describe the value of applications that run-the-business? The Application Investment Management (AIM) framework looks interesting. Sheldon Monteiro, Sapient, discusses the AIM Framework which is used to understand, leverage and rationalize the existing information technology assets through understanding value of the application portfolio. The methodology looks for opportunities for reuse, imbalance in IT investments, and areas for strategic focus. It is compatible and complementary with other management frameworks, such as ITIL. ...

... " While ITIL places emphasis on understanding service costs, AIM builds on this foundation by exposing business benefits associated with applications, for an overall understanding of application portfolio value. " ...

Business Value of the IT Application Portfolio: Via IT Business Edge: Taking AIM at IT/Business Alignment ...

Maps for Apps: Via IT Business Edge: "Consulting firm Sapient Corp.'s Application Investment Management (AIM) framework differs from portfolio management in one key respect; AIM focuses on existing applications, rather than trying to evaluate future investments as portfolio management does. "

Maps for Apps: Via CFO: "AIM is best suited for large, complex, global organizations that spend tens of millions of dollars (or more) on IT; have gone through a fair amount of mergers and acquisitions; or rely on dozens of enterprise resource planning, human-resource, or E-mail systems. Such organizations usually have several dozen, hundreds, or even thousands of applications and complex business processes that span many product lines and geographies. "

I would have added references from Sapient's website, but, for an internet consultancy, it has the slowest website in this hemisphere ... ;-)

Agile Scrum: Game Software Development ...

In this interview, Clinton Keith, CTO High Moon Studios, discusses Scrum, which is being adopted for game development. ...

... "Agile Methodology is an approach to making products that is different from the typical development approach, which involves writing large documents, implementing features and putting it all together at the end of the development cycle. ... Scrum is just one of the four major Agile methods that are out there. " ...

Agile Scrum: Game Software Development: Via GameDAILY Biz: The news source for video game industry professionals

Via Vivendi Universal Games: VIVENDI UNIVERSAL GAMES ACQUIRES HIGH MOON STUDIOS: "Over the past year, High Moon earned numerous accolades for its development accomplishments. In December, High Moon was named among the Top 50 Technology Innovators of 2005 by IT Week for applying Agile Methodology to its development of next-generation games. The studio's adoption of the innovative R&D method also earned it a 2005 Workplace Excellence Award from the San Diego chapter of the Society for Human Resource Management. High Moon's critically acclaimed first-person shooter Darkwatch has been recognized with several art and animation awards, including five Davey Awards, two Aurora Awards and a Telly. "

Project Management Processes vs. Methodology

People tend to confuse processes and methodology. A set of project management processes is not a methodology. A methodology is how we "operationalize" our processes.

PMI offers processes for project management. PRINCE2 from the UK offers a full methodology, with stage gates, work authorization forms, and so on.

The trick is to keep our methodologies lean. I look at processes as a toolbox. They are the best practice inputs, outputs, and tools/techniques for the various elements of managing a project. And, if we follow IDEF process design standards, they also include controls.

But the methodology selects from among these processes and includes forms, templates, stage gate processes, and so on, so that project managers can have a basic foundation from which to manage all projects. Applying Jack Welch's organizational approach (see my previous blog), these methodologies MUST be lean, if project management is to come across as an enabler and not added bureaucracy.

Low Intensity Project Management

It's interesting how ideas resurface from time to time. Here's one that was coined a couple of years ago and came back during a discussion of project management maturity assessment recently. Low Intesity Project Management describes an approach to Project Management in circumstances where there is little appetite for a formal methodology. It involves an experimental approach to introducing low profile, low effort project management activities in the expectation that some of them will stick. To one steeped in traditional project management, this might also appear to be a low value approach that would, at best, get an organisation to level 2 (planned) maturity. In any case, it's interesting to re-read the article and identify some of the classic environmental characteristics that make project management such a tough sell.
Low Intensity Project Management

Business Intelligence Project: Prince2 Methodology ...

Business Intelligence Project: Prince2 Methodology: Via Computing: Mayor's office testing performance software ...

... "The LDA is using the technology as part of a data warehousing and business intelligence project run under public sector best-practice methodology Prince2. " ...

IT Governance: COSO Cobit Integration with ESAS ...

IT governance needs to manage the risks associated with SOX compliance. Doug Henschen explores the ESAS methodology employed by Chevron information technology organization to manage its complexity and risks. ...

IT Governance: COSO Cobit Integration with ESAS: Via Intelligent Enterprise: Chevron IT Risk Initiative Spurs Corporate Compliance

... "ESAS is compatible with some of the open frameworks now emerging for IT governance. For example, Chevron is an ITIL shop, and Brabeion says it's incorporating the COSO and CobiT frameworks into ESAS ... " ...

Earned Value Management EVM Principles ...

The Earned Value Management methodology enables visibility into cost, schedule, and technical progress on projects to measure and manage performance. ...

Earned Value Management EVM Principles: Via DOE: EARNED VALUE MANAGEMENT APPLICATION GUIDE ...

... "Principles of Earned Value Management (EVM): All work is planned to completion; The work is broken down into finite product-oriented components that can be assigned to a responsible organization; The scope, schedule and cost objectives are integrated into a plan by which progress can be measured; Actual costs are recorded; Performance is objectively measured; Variances and deviations are analyzed, impacts are forecasted and estimates at completion are based on the actual performance to date; Changes to the performance measurement baseline are controlled; " ...

EVMS Earned Value Management: Federal Agencies Lag Behind

Primavera studies the adoption and implementation of earned value management processes and systems (EVMS) in federal information technology organizations. Current assessment shows that agencies lag behind on implementation versus their EVMS targets. ...

EVMS Earned Value Management: Federal Agencies Lag Behind: Via Primavera: Study Reveals Disconnect Between Perceived Merits of Earned Value Management and Federal Agencies Readiness to Implement ...

... "Specifically, the study indicates that the federal IT community agrees with OMB that EVM delivers improved project outcomes, with 60.6 percent of respondents reporting that EVM is very or somewhat important to achieving their capital investment goals. Despite this value perception, results do not demonstrate agencies movement from belief to action, with only 37 percent currently utilizing EVM and even fewer prepared to train or hire personnel skilled in EVM within the next 12 months. Respondents cited their top challenges to EVM implementation as unfamiliarity with EVM and lack of trained personnel. These findings indicate that agencies will not only have difficulty developing EVM implementation plans in time for the December 31 OMB deadline, but also will face challenges implementing documented plans. EVM processes, systems, and software enable the continuous assessment of project performance and status - providing a methodology that can help agencies effectively measure project alignment with resources and goals by comparing status to original plans and end goals. EVM can help agencies achieve green marks on the President's Management Agenda scorecard. To achieve and maintain this high score, agency projects must stay within a 10 percent variance from their cost, schedule, and performance goals. Further, OMB issued a memorandum in August 2005 requiring agencies to utilize EVM Systems (EVMS) on all new major IT projects. The memorandum requires development of written policies outlining agency-specific plans for EVM implementation by December 31, 2005. Agencies must also evaluate exiting, cost, schedule, and performance of ongoing IT projects and take any necessary corrective actions by March 31, 2006 and before devoting any FY06 funds to associated projects. In support of this effort, OMB is working with the Federal Chief Information Officers (CIO) Council to develop a model agency EVMS policy for IT 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

Project Management Process Head Start

Need a head start defining your project management processes; or just want to get some methodology ideas? Check out TenStep.com, which offers a full project management methodology free on their website. It also offers some good comparison charts, comparing their model to PMBOK, PRINCE2, SIx Sigma, and Agile methodologies. Some interesting stuff here.

Home - TenStep Project Management Methodology

Prince2 Project Management Success Story ...

Imagine implementing a project management methodology (Prince2) and an ITIL transformation in your enterprise at the same time. Bryan Glick explores success stories of enterprises that are candidates for upcoming excellence awards in UK. The South Eastern Trains (SET) story is particularly notable. ...

Prince2 Project Management Success Story: Via Computing: Computing Awards - Company Awards ...

... "In less than 12 months, the company delivered 43 major projects plus some 150 others to fix more minor problems. Networks, servers and PCs were updated, and industry best practice processes were introduced, including Prince 2 for project management and ITIL (IT infrastructure library) for helpdesk services. " ...

Project Managers Are Too Soft; Says Neal Whitten

I've been reading Neal Whitten's book, No-Nonsense Advice for Successful Projects, and I must say it's an amazing book (I've long admired his column in PM Network magazine). While not a "how to" book, it offers plenty of practical advice for achieving project success. Rather than focus on a methodology or project management fundamentals, it offers just what the title says: No-nonsense advice. It especially focuses on the "soft" leadership skills that so many project managers lack.

It reviews the need to ask questions; ways to provide and seek mentoring; how to recognize professional immaturity; how to deal with superiors; tips for creating the right project environment; how to handle being given a project target end date; reasons to use rolling wave planning; why to avoid multitasking; why to focus daily on your project's top 3 problems; and many more practical tips.

Check his list of examples of actions (or inactions) that illustrates "too soft" behavior by project managers - which Whitten cites as the #1 reason why project managers fail. He's right on...

Power Snippets

FDDPMApplication: Fixed Price Project Estimates: Software Development

I like the sound of this approach to software projects: low-cost project entry point, high-quality estimate, agility, risk management ... Achieved through the application of the feature-driven development project management methodology, FDDPM. Enjoyed the detailed explanation in this reference ...

FDDPMApplication: Fixed Price Project Estimates: Software Development: Via Feature Driven Development: How to Reduce the Risk of Fixed-Price Estimates ...

... "At the end of this low-cost entry to the project, the project manager is in a strong position to proceed on a fixed-price basis. In these risk-averse times, the ability to accurately estimate development duration early and with high-confidence is more important than ever. " ...

Relevant reference on open-source application, FDDPMA:

Via FDDPMA.net: What is FDD Project Management Application? FDDPMA is a web-based application that manages software projects. It facilitates iterative development by reducing FDD management overhead, producing graphical progress reports, providing a workplace where all the FDD related documentation is collected. Source code FDDPMA Download.

Branded Project Management Methodology: Service Differentiator

CIBER leverages a branded project management methodology, CPMM, to differentiate its services in the information technology marketplace. It wins another e-government contract as key partner for hosting and portal management services ...

Branded Project Management Methodology: Service Differentiator: Via CIBER: CIBER Selected by City of Cleveland to be New Website Hosting and Management Partner ...

... "Following the transition, CIBER will perform an in-depth security assessment of the website system to establish additional functional requirements, including enhanced content management capabilities and increased security measurements. Based on those requirements and strengthened capabilities, CIBER will enhance the site using the CIBER Project Management Methodology (CPMM), which combines best practices from the fields of project management and quality assurance with practical insights gained from CIBER's extensive delivery experience. " ...

Planning for Project Initiation

Here's another of those questions that comes up during consulting engagements, particularly those where resource planning is an important management process.
Many organisations have a formal point at which a project is recognised as being part of the portfolio. Once a project is recognised as being official in this way, then it gets general visibility - it will have a name, perhaps a reference number, a project manager, a charter, a budget, a place on the executives regular status report, etc.
Frequently there is some kind of gate meeting for those organisations that use a Stage Gate Process. For others there may be a portfolio review committee or perhaps it's as 'simple' as getting three separate VPs signatures. Whatever the method, a common requirement is that there must be supporting information giving some kind of cost benefit analysis and, usually, more detail on probable timing, resource requirements, risk assessment and so on.
This information takes time, effort and resources to prepare. And there can be a lot of time, effort and resources involved. The issue is how does one plan for it when, technically, there is no project. There are three general approaches. Which one an organisation uses depends on its management and accounting practices and priorities.

1. Start tracking the project from the time of very first idea. Once it becomes 'official', there needs to be a way to include the effort spent in preparing the proposal in the newly approved budget - including the cases where the project gets rejected at the first gate. This approach would be relevant where the organisation is really interesting in total product costs. The problem is that there is no official plan at the outset against which time and costs can be recorded - and this makes resource planning difficult.
2. Have a specific proposal preparation project with it's own budget and approval mechanism. This would be relevant for major projects and often fits in the context where each phase of a major project would have it's own methodology, plan, budget and approval mechanism.
3. Have a pseudo project which covers 'early project activities' with resources and budget to do a range of relatively lightly defined activities. In this case there would be little formal connection between the effort for the early project proposal effort and the eventual full project. This approach would be suitable for an organisation where project proposals are fairly simple and the effort required for an individual proposal can be approved under a fairly large umbrella.

Project Management Tasks ...

Via Eli Robillard's World: Project Management and Task Switching

Discussion of project task estimation and management. Include safety factor into project tasks or as single project contingency buffer to consume ? ...

... "My methodology is to scope the milestone by reviewing both the planned features for M3 and the features we agreed to drop from earlier releases, identify priorities, identify available resources, break the work down into tasks, and the order the tasks according to priorities and dependencies. I sent the task list to our Senior PM with estimated durations, who thought the estimates were too tight. ... " ...

Critical Chain Project Management (CCPM); The Betamax or DVD of Project Management?

Remember when videotape first came out on the market? Sony had Betamax, but the VHS format took off and got a jump on the market. Betamax actually had better quality, but it didn't matter. Now DVDs have all but eliminated VHS. DVDs look here to stay for a while, although a high definition version will soon take its place.

Now let's look at Critical Chain. No doubt it has been proven to pay back in dividends in those organizations who have tried it. Arguably, it's a more effective method than the traditional critical path approach for improving throughput. But many haven't adopted it, for the same reason they resist disruptive technology. They won't change until they're backed into a corner and have no choice, or until everyone else uses it to achieve better results and they need to change to keep up.

So will Critical Chain become like Betamax and fizzle out, save for the purists that have already adopted it? Or will it slowly become recognized for its results and be adopted by a larger market? Will it become the DVD of project management, or will some totally new methodology that assimilates the best of Critical Chain and Critical Path become the de facto standard?

Hard to tell. It's a good sign that PMI recognizes Critical Chain as a legitimate project management alternative to Critical Path. Or maybe some PMThink reader will be inspired to devise something new that replaces both! The goal is to keep evolving and not remain stagnant. We all need to keep thinking.

Transformational Change IT Projects; Transformation or Emulation?

For IT projects that introduce a major cultural change, it's important to drive the new paradigm. After all, are you transforming the organization or merely emulating the prior processes in a new toolset (which brings little value, if any)?

Here's a great list of free change tools from Being First. Being First is the web site for Dean Anderson and Linda Ackerman-Anderson, whose books Beyond Change Management and The Change Leader's Roadmap offer, as Deloitte and Touche put it, "the most comprehensive change methodology available anywhere."

Change Resources - Free Change Tools for Change Leaders, Project Managers, and Change Consultants

ITIL Process: Run IT Like Business ...

ITIL Process: Via Datamation: Running IT Like a Business ...

Sharon Gaudin explores the benefits and challenges of ITIL process implementation, with insights from HP exec. ITIL enables CIOs to run IT like a business ...

... "they made it happen by relying on the IT Infrastructure Library (ITIL), a set of best practices that basically helps IT run like a business. ITIL focuses on processes, increases IT's agility in dealing with change and links IT to the business side. " ...

Project: Implement Standard Framework

Project: Implement Standard Framework: Via WebPronews: Create Your Methodology Based on a Standard Framework ...

Lucas Rodríguez Cervera writes about the implementation project necessary to personalize standard frameworks to an enterprise's organization readiness and culture ...

... "In order to have an executable set of processes, a project has to be undertaken in order to fill the gap between the framework best practices and your methodology executable processes. This gap is filled when you have translated the best practices into concrete procedures and policies that take into account the characteristics of your organization and its environment. " ...

Lucas Rodríguez Cervera is founder of Nevant, a company specialized in delivering process solutions to knowledge based companies. They pioneered this concept with metoCube.

Research into NASA project management

NASA is synonymous with attention to project management. This recent presentation from the Stevens Institute of Technology describes an approach for classifying projects according to characteristics. Novelty, Complexity, Technology and Pace are proposed classification dimensions. The paper goes on to describe four recent projects and assesses their classification on these dimensions. One recommendation is to develop different project management rules according to the project classification. This is not a new concept - many organisations try to distinguish different flavours of project methodology according to the type (size, risk, strategic goal, etc.). What's interesting about this one is the research aspect.
"Identifying NASA project types

Portfolio Management Software ...

Portfolio Management Software: Via Shared Spaces Research & Consulting: Shared Spaces Briefing, Sep 21

... "Green Array announced its namesake product for portfolio and project management, business process and collaboration. Integrates project methodology, project management tools (resource planning, surveys, critical task management, document management), and browser-based dashboards to give an overall picture of the health of a portfolio of projects. " ...

Art of Project Management: Soft Skills ...

Art of Project Management: Soft Skills: Via Computerworld Singapore - The consultant is in

Ken Ko writes about the art of project management and the "soft skills" needed in the repertoire of the successful project manager ...

... "Beneath all project methodology, certain attitudes and personality traits come into play. Without awareness of them, anyone leading or managing a project is at a serious disadvantage. " ...

Addressing Microsoft Project's Gaps

Looking for an inexpensive and quick way to address the major gaps with MS/Project, such as issues and risk management, scope management, documents and templates, etc.? Project Perfect, out of Australia, has a product that'll do just that, extending MS/Project's capabilities to be more useful for PMOs and those looking for a broader solution.

In addition, they have an excellent website with links to white papers and a good project management blog. Check it out...

Project Management Software, White Papers, Methodology, Consulting, Issue Management Software, Issue Tracking Software. Project Perfect Australia

PMI Condolence Message for Hurricane Katrina Victims

As expected, PMI is responding to the disaster in New Orleans, rallying the project management community to join in support, and offering contributions of their own.

In case you haven't heard, PMI is near completion of a Post Disaster Rebuild Methodology and Training project (which project manager Wanda Curlee will be speaking about at PMI's Glboal Congress in Toronto), spurred on by the terrible Tsunami in Asia. We can be sure that this methodology will come in handy in New Orleans.

Also, see PMI's condolence message to the victims of Hurricane Katrina...

PMI Condolence Message for Hurricane Katrina Victims

Maturity Models - Projects, Programmes and Portfolios

After the success of the Software Engineering Institute's Capablity Maturity Model, the methodology is now being applied to other areas. Project Management has recently seen the publication of the OPM3 model from PMI. The paper in the link below is from the UK Government OGC. It is described as a draft but has some very valuable contents, particularly the descriptions of the five maturity levels.
OGC - Portfolio, Programme and Project Management Maturity Model (P3M3)

Instant PRINCE2 Methodology on the Web

There are several web-based project management offerings available, but ProjectProgress stands out as a good example of a web-based tool that adheres to the PRINCE2 methodology. While popular worldwide, PRINCE2 hasn't taken off in the U.S. as quickly as elsewhere.

Part of that is the misconception people have the PRINCE2 is meant to replace the popular PMBOK Guide from PMI. On the contrary, PRINCE2 is a project implementation methodology (with templates, forms, stage gates, etc.) , whereas PMBOK is a project management standard (with processes, inputs, and outputs). There are some differences, but each has some benefits that the other does not. They are not mutually exclusive and can be used synergistically, as some forward-thinking organizations are doing. For a good comparison of PRINCE2 vs PMBOK, see Max Wideman's report in PMForum.

It remains to be seen if the OGC's ITIL's wide acceptance in the U.S. as an IT services standard opens people's eyes to their PRINCE2 methodology. At any rate, here's a web-based tool that offers the full PRINCE2 methodology online--no hardware needed...

ProjectProgress: Overview

OnDemand Portfolio Management Solution: SMB Market ...

Via 3 Olive Solutions: on-demand project portfolio management solution ...

... "3 Olive Solutions develops Portfolio Intelligence™, the popular on-demand project portfolio management solution. Portfolio Intelligence™ is the solution of choice for mid-sized and small organizations or departments of larger companies such as the project management office (PMO) due to its affordability, quick implementations and easy-to-use methodology. Portfolio Intelligence™ gives executives and managers oversight for groupings of work efforts with its organization, control and decision support capabilities that result in increased business value from projects, better resource utilizations, and lower costs. " ...

Three Olive Solutions, LLC was founded with the mission of developing software solutions that help executives and managers be more effective leaders within their organizations. 3 Olive’s initial application, Portfolio Intelligence™, is an ondemand project portfolio management solution that is ideal for small and mid-sized organizations or departments within larger companies such as the project management office (PMO). Portfolio Intelligence™ is an affordable and easy-to-implement solution that enables executives and managers to organize, control and make better decisions on their work efforts resulting in higher business value, better resource utilizations, and lower costs.

Enterprise Program Management EPM ...

Via Virginia Information Technologies Agency (VITA): Project Management Division: Enterprise Program Management ...

... "Enterprise Program Management (EPM) is an ITIM-based methodology to manage programs and projects of enterprise significance. EPM focuses on the management and oversight of multiple related programs and projects that individually support the same mission or ongoing activity. " ...

Project Management Lessons-Learned; A Lesson Learned

For a good writeup on Lessons-Learned, see this writeup as part of the OGC Successful Delivery Toolkit. The OGC (Office of Government Commerce) are the makers of the PRINCE2 project management methodology and the ITIL (IT Infrastructure LIbrary) service delivery management standard.

The OGC suggests questions that should be asked as part of a lessons-learned report, and raises the importance of reviewing prior lessons-learned at the beginning of all projects. They rightfully suggest that lessons-learned should be collected at a minimum after each project phase (ideally even more frequently - such as at regular status meetings).

They also raise the importance of having a quality control person or process owner be a recipient of all lessons-learned reports, in case standard processes need to be revised.

Lessons learned report

Project Manage Business Continuity Events

Project Manage Business Continuity Events: Via Key Results Management: Key Results Management Launches Introductory Business Continuity Workshop: Business Continuity: A Project Management Approach ...

KRM provides workshop on project management methodology applied to business continuity events ...

... "Project management specialist Key Results Management announces the Business Continuity: A Project Management Approach five-day introductory workshop. The first workshop in the Advanced Business Continuity Concepts Series, Business Continuity: A Project Management Approach will take place in Atlanta, New York, Los Angeles and Orlando. " ...

Key Results Management, Inc. is a management consulting company specializing in advanced business continuity assessments and training. Our assessments analyze a company's ability to manage their projects against industry standard best practices and recommend changes that facilitate superior business continuity planning. Our Advanced Business Continuity Concepts workshop teaches students how to apply project management methodologies to real world business continuity projects.

Project Portfolio Approach: Continuous Improvement ...

Project Portfolio Approach: Continuous Improvement: Via IDD Aerospace Lean Manufacturing Operations: Six Sigma Process Controls Improve Quality and Reduce Manufacturing Lead Times ...

Continuous improvement projects are managed using a portfolio approach to strategic alignment at IDD ...

... "Project Management: At IDD Aerospace, we take a Project Management Office (PMO) approach and methodology for managing our cost reduction and Continuous Improvement efforts. All project candidates, whether they are Six Sigma, Lean Kaizen, Technology advancements, etc. are prioritized, planned, and managed according to our objectives and goals. ... " ...

IDD Aerospace is part of the Aircraft Systems Division of the Zodiac Group. The company is located in Redmond, WA and is a leading provider of illuminated light panels, control panels assemblies and integrated switch panels, bezels and keyboards for aircraft flight decks to customers worldwide.

Free Project Management Info and Training Site

This excellent site from James Chapman offers details on project management principles, training plans, step-by-step guides, a sample project management policy, tips for using MS/Project, an MS/EXCEL spend plan, and best of all, a scalable methodology guide. Did I mention all of this is free on the web?

See for yourself...

Project Management Principles & Training

Project Management Belongs In-House

It started with the ERP boom after Y2K. Massive software projects, such as SAP implementations, were led by consultants and typically came in over budget and behind schedule. While consultants can and should be a vital part of any project that involves new technology or unfamiliar areas, it's important for organizations to retain ownership of the overall project and not leave everything at the mercy of the consulting company.

Part of that is insuring that contracts are creatively designed with a combination of time and materials plus incentives (and/or penalties for not delivering on certain tangible objectives). Fixed-fee contracts only tend to work when the scope can be defined precisely and agreed upon. Otherwise, the consulting company may make unwanted sacrifices to stay within budget. Time and materials without any incentives or penalties (or at least a "not to exceed" limit) puts all the risk on your organization. Incentives work better than penalties as it facilitates more positive collaboration. Vendors will be reluctant to accept penalties unless scope and the means to achieve it is crystal clear.

This doesn't mean that pride should get in the way of benefiting from a consulting company's tried and true methodology, merely that the leadership, ownership, and accountability of the efforts should remain in-house. Part of this accountability is insuring the right contracts are negotiated.

This oldie-but-goodie below from CIO Magazine is from 2002, but is still relevant today. It explores further the pitfalls of consultant-led projects and offers some sage advise. Some things have changed since 2002, but one thing hasn't. Suffering from the residue, organizations are still struggling to get value out of their expensive ERP products. Don't make the same mistakes they did back at the beginning of the millenium. Take control of your projects.

Take Control Consultants-can't live with 'em, can't live without 'em - ENTERPRISE PROJECTS - CIO Magazine Jul 15,2002

Benefits Realization: Accelerate Time to Value

Often, benefits do not immediately accrue at the completion of an IT project. A period of stabilization is needed for the newly-enabled business process(es). Also, the workforce may need to be nurtured to drive adoption rates to the targeted levels.

In order to accelerate time to value, key process indicators and usage rates should be baselined prior to go-live and tracked immediately following. Techniques, such as Six Sigma, may be required to ensure delivery of the full business value by methodically eliminating defects that prevent world-class process performance.

References on benefits realization:

Via Planview: PlanView Announces Results of CIO Survey: Fortune 1000 Companies Say Benefits Realization a Key IT Challenge ...

... "Benefits realization is a key component to the clear communication of IT's contribution to the overall objectives of the organization. It begins with the strategic initiative and is reviewed in a disciplined cycle through funding, project definition and execution and product or service deployment to provable benefit realized. " ...

Via IBM: Reaching efficient frontiers in IT investment management ...

... "And measuring doesn’t end as soon as the project does. A key aspect of value realization is post-implementation evaluation to assess the actual benefit realization at future points in time. Initial project planning needs to include benefit assessment after the project has been delivered. " ...

Via DMReview: Managing a Breakthrough Data Warehousing Project ...

... "The trend for the 21st century is to manage portfolios of projects which include IT as a component, or intermediary outcome, of the entire life cycle from concept to benefits achievement. An effective project management methodology is needed to detail the planning process necessary to ensure the business objectives are met. " ...

For Well-Rounded IT Project Management - Learn ITIL and PRINCE2

ITIL (IT Infrastructure Library) is to IT Services what the Project Management Institute's standards are to project management. It has become the de facto standard for IT service delivery worldwide.

Established by the Office of Government Commerce (OGC), the same people that brought us the PRINCE2 methology for project management, ITIL allows organizations to achieve excellence in IT services management. The standard metrics that ITIL provides also allows organizations to benchmark against other organizations.

The savvy IT project manager will want to learn about ITIL, as it makes an excellent compliment to project management skills (be it PMI or PRINCE2).

As an aside, PMI's PMBOK is meant to be a standard, whereas PRINCE2 is a methodology, complete with templates and predefined stage gates.

Check out the OGC's ITIL website...

OGC - IT Infrastructure Library (ITIL)

Advanced Software Project Estimation: Parametric Algorithms Knowledge Bases

Advanced Software Project Estimation: Parametric Algorithms Knowledge Bases: Galorath Incorporated: Booz Allen Hamilton Case Study ...

Galorath Inc offers advanced parametric techniques to software project estimation that leverage sophisticated knowledge bases ...

... "A similar approach is used to estimate software development costs. The first step is to gather information about the project, such as the software development process, the use of object oriented or structured analysis development methods, the staff experience levels, the software module sizes (lines of code or function point count), and the schedule and price constraints. Again, Booz Allen estimators work with software engineers to begin building the SEER-SEM model by characterizing the software system and its modules using various technical and programmatic parameters. " ...

SEER-PPMC enables project managers to use software project plans for accurate tracking and forecasting. Because it is fully integrated with SEER-SEM™, users can create and track project plans in a single, easy to understand environment. Included with the SEER-SEM Project Manager Edition bundle, PPMC expands the SEER functionality to provide a complete solution for project managers and decision makers. SEER-PPMC is currently available from Galorath Incorporated. For more than 25 years, engineers, project managers and cost estimators throughout the world have turned to Galorath Incorporated for the industry’s most comprehensive set of decision-support and process management tools. Combined with extensive consulting and support services, Galorath’s SEER estimation and analysis tools derive cost, schedule and staffing estimates by assessing the interaction and impact of product, organizational and even operational variables. This parametric methodology, coupled with the industry’s most comprehensive knowledge bases, creates a rapid and powerful view of the critical factors driving program decisions and success from early concepts through upgrade and maintenance phases.

Critical Chain Project Management (CCPM) - The Goldratt advantage

Organizations that have embraced Critical Chain Project Management (CCPM), developed by Eliyahu Goldratt, have doubled the throughput of their projects. For more on this rapidly growing methodology, see this great list of FAQs from Focused Performance.

Critical Chain FAQ