Project Requirements Management Tool

Tool incorporates multiple perspectives in the requirements development process. ...

... "inteGREAT connects the collective needs of business analysts, developers and testers through a single, Integrated Body of Knowledge (iBoK), and makes it easy to create, share and analyze the requirements for a business application. " ...

Via eDev: Software Requirements Specifications

Sit Up and Ideate

Ever see that IBM commercial on ideating? Instead of laying down ... How about sitting up for some word-play. ...

Check out this idea generator

Idea Management

Here is an interesting tool for managing the ideation part of the innovation process and campaigning for ideas. It is offered as a monthly subscription service. ...

... "The ideas campaign is a simple process based on well established creative problem solving (CPS) methodology. " ...

Via jpb: Idea campaigns

Green is INnovative

Sun offers advice on green IT strategy and provides assessment toolkit as part of its eco initiative launch. ...

... "1. Assess Your Datacenter: Sun has resources available that you can use to measure the current efficiency and environmental impact of your datacenter, or we can do it for you. Based on the results, we can recommend ways to optimize space, power, and cooling for better efficiency and utilization across your IT infrastructure.

2. Optimize Your Infrastructure: Customers can upgrade their old equipment to new models that are the most energy efficient and powerful systems possible. Sun systems can deliver improved performance, power and cooling efficiencies as well as provide additional capacity in your facility.

3. Deploy Virtualization Technologies: Sun's virtualization solution is built upon industry-proven virtualization technologies – from desktop, to server, to disk and tape, and includes the free and open Solaris OS that runs across more than 890 Sun and non-Sun systems and has built-in virtualization and Predictive Self-Healing features. These products, combined with innovative programs, tools, services, and strategic partnerships can help customers achieve greater utilization, greater manageability, and significant savings, while bypassing power and space limitations. " ...

Via Sun Micro: Sun Eco Innovation Initiative

MS/Project is Dead: Long Live MS/Project

As reported in Computerworld and discussed here, Microsoft has announced MS/Project 2007, a new version that offers some usability and performance enhancements.

Perhaps the bigger news is that Project Portfolio Server 2007 has been announced, leveraging UMT's technology (which Microsoft acquired last year). It has the requisite bubble charts, strategy alignment tools, and what-if simulations. It even includes governance workflow, something long missing from the Microsoft suite. This should give the other big EPM tools a run for their money.

One thing worth noting about the Computerworld article (below) is the 20 million user base for MS/Project. Considering that the most frequently used project management tool is still MS/Excel, and that there are plenty of other project managers using non-Microsoft products, it gives a sense of how many project managers there are in the world. The last estimate I had heard several years ago was 16 million. That number is most likely quite a bit higher now, perhaps double.

Microsoft Looks to Boost Project Software’s Appeal

HP Research Project: Semiconductor Chip Improvement Through Simulation ...

HP research uses hybrid of nano and conventional semiconductor technology to increase the density of transistors on a chip. This advancement is accomplished using modelling and simulation tools. The research will be proven through demonstration prototype. ...

... "The technology calls for a nanoscale crossbar switch structure to be layered on top of conventional CMOS (complementary metal oxide silicon), using an architecture HP Labs researchers have named field programmable nanowire interconnect (FPNI) – a variation on the well-established FPGA technology. " ...

Via HP: HP Presents Alternate Strategy for Chip Improvement

Leadership Practices: Sound Advice

There's an excellent article on leadership practices in this month's CIO Magazine from Susan Cramm, an executive coach and president of the coaching firm, Valuedance.

Cramm lists a number of things that IT leaders can do to practice "safe leadership." It seems like motherhood and apple pie, but it's a good reminder of the basics that we so easily forget. This includes the following (I've paraphrased the descriptions in parenthesis):

Foster good relationships (Learn the business and get around more among your customers.)

Forge a shared IT vision, strategy, and tactical objectives (Co-create this with your customers and other IT leaders. Agree on decision responsibilities. Understand the appropriate technical and business areas involved.)

Deliver on time, on budget (But beware of big, waterfall-style projects. Limit the number of projects. Less is more.)

Develop quality solutions (Have appropriately scaled methodologies, frameworks, policies, and tools, but beware.. It's easy to lose credibility here.)

Realize business value from IT investments (Use operational measures meaningful to the business. Measure during and after the project to insure business value is achieved. Hold business partners accountable for insuring benefits realization.)

Here's the full editorial...

Leadership Under the Influence - Editorial - CIO

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

Extreme Project Management: Reality Rules

I just finished reading Doug DeCarlo's book, Extreme Project Management. I met Doug at a recent PMI event we both presented at. Not only is his keynote presentation a crowd pleaser (hint: he plays the drums to illustrate the pace of a typical project and uses Noah's Ark as a sample project from the "ultimate Sponsor"), but his book is chock full of practical, immediately usable ideas.

I was amazed at how much his philosophy mirrors my own, with a focus on simplicity, value, results, and the understanding that change is inevitable. A key point of Extreme Project Management is that reality rules. Plans are nice, but then results must drive further planning instead of assuming reality will yield to the plan.

As an example of simplicity, consider what he calls "The Four Business Questions":

1) Who needs what and why?
2) What will it take to get it?
3) Can we get what it takes?
4) Is it worth it?

As another example, check out his "Three Sentence Project Skinny":

1) Who will do what for whom?
2) This project will be considered completed when: ___
3) Why? This project supports the organizations objective to: ___

The book also offers handy checklists (such as what to ask the sponsor during the first and secend meetings, etc..), the 4 Accelerators, the 10 Shared Values, the 7 Win Conditions, and more.

Although the book is the size of the Encyclopedia Britannica, it's extremely readable and has diagrams that bring together all the concepts in the book. I highly recommend it to anyone looking for a book grounded in reality as opposed to academic theory. Above all, this will help project managers succeed where the rubber meets the road---communicating and dealing with stakeholders.

Amazon.com: eXtreme Project Management: Using Leadership, Principles, and Tools to Deliver Value in the Face of Volatility: Books: Douglas DeCarlo

Earned Value Lies and Truths

There was a great quote from Benjamin Disraeli in David Hillson's letter to the editor in the latest PM Network Magazine.

Disraeli allegedly* said, "There are three kinds of lies: lies, damn lies, and statistics."

* As an aside, there's apparently some debate over the actual origin of this phrase.

In any case, Hillson's interesting letter was cautioning those who frequently misapply statistics, and offered some clarification the terminology----specifically, the mean (average), mode (most frequently occuring item), and median (the middle item if all were lined up in order).

I find that many misuse Earned Value statistics the same way. The intent of EVM is to be an early indicator of a potential cost or schedule overrun (and I personally feel that it's better at predicting cost than schedule). However, much like the Ghost of Christmas Future, it's not set in stone. There are many things a project manager can do to get things back in order. More importantly, sometimes there are reasons for the apparent variance that indicate that the variance is explainable and not a concern at all.

The key with EVM (much like any metric) is to not take the statistics at face value, and to use them as a trigger to do further subjective examination. It's a tool, and organizations often overuse such tools (much like they do with Six Sigma). If all you have is a hammer, everything looks like a nail.

Comedy Keynote at PMI Tools Day

The Delaware Valley Chapter tools day on 4th November got off to a good start. Don McMillan describes himself as an engineer-turned-comedian and had the audience laughing out loud for an hour. His take on work, job types, marriage and life generally overlaid a serious theme - effective communication is vitally important. Humour can make the communication more effective - and poor use of PowerPoint can make it less effective. There is more on Don McMillan at his web site at
Technically Funny

Microsoft Live: Project Management App ...

Review of the Microsoft Office Live servicce by CNet ...

... "The Premium version has more back-office tools, like a project management application and a time manager. " ...

Via CNet: Link

IT Project Managers: On Board?

We need IT project managers to be on-board with project management tools. What works? Compliance or coaching? ...

... "We get more buy-in on using the new tools from IT's customers than from the IT project managers. How do I help get them on board? " ...

Via ComputerWorld: Read

The Ten Commandments of Project Management

And James Kerr issued a list of the Ten Commandments of Project Management in Computerworld. And it was good.

I Thou Shalt Narrow Project Scope
II Thou Shalt Not Suffer a Fat Team
III Thou Shalt Require Full-Time Business Participation
IV Thou Shalt Establish Project Review Panels
V Thou Shalt Not Provoke Burnout
VI Thou Shalt Seek Outside Assistance as Needed
VII Thou Shalt Empower Project Teams
VIII Thou Shalt Use Project Management Tools
IX Thou Shalt Reward Success
X Thou Shalt Not Tolerate Quick-and-Dirty Work Efforts

So it is written. So it shall be done. Thou canst revieweth the full list below...

The Ten Commandments of Project Management

Project Effectiveness: Intermingling ...

Tom shares good advice on using easy, controllable factors, such as co-location of project team members to increase productivity. He cites interesting data on the decrease in collaboration as distance increases (measured in feet). ...

... "There's a ton of evidence, including my own research, that demonstrates, for instance, that intermingling project teammates from various functions is an astonishingly potent device for increasing project effectiveness. " ...

Via Tom Peters: The Simple Tools of Behavior Modification ...

Unconsulting: Common Sense Lessons for Project Managers

At someone's recommendation, I just finished reading Unconsulting, by David Newman. Fascinating and energizing book for anyone in business.

His book is partly inspired by Peter Drucker's statement, "Only marketing and innovation produce revenue. All other business functions produce costs." To this end, Newman offers that "the bottom line is meaningless if the top line is weak." He points out that, according to studies, "Companies with the same earnings per share that got there from SALES were worth about 30% more than companies who got there with COST CUTTING."

Newman, who, according to the book's back cover, has been called "a younger version of Tom Peters with less hair," offers 95 common-sense "in your face" tips.

A few more key points, paraphrased from the book:

• When consulting, talk to people (especially the impact points such as customers, suppliers, etc.) to gain anecdotal data to gain texture, context, and perspective.
• 95 percent of problems can be addressed by making significant changes to 5 percent of the processes, people, or technology.
• Simplicity defined: Find the shortest way to the best answer.
• Be with the client, not of the client. Rock the boat. You're there preceisely for that reason and to give advice. You're there to do your thing for them, not be a "yes" man (or woman).
• There is no cookie-cutter. Don't sell canned solutions. Listen to the client and look at unique angles to each engagement.
• Bill Cosby says, "I don't know the key to success, but the key to failure is trying to please everybody."
• Don't isolate talent management and organizational development to one department. Institutionalize it in all your management.
• The unconsultant handles an engagement in this way:
  
  "I'll ask some questions, do some research, guide the discussion, help set clear and specific objectives for the work, offer options, tools and answers each step of the way, and then we'll do the work together."
  
  All in all, very refreshing stuff. And a good model for project managers as well. I highly recommend this book. It's not available on Amazon.com, only on Newman's site, but well worth getting. Also, see the wealth of free white papers on his site, as well as his blog...
  
  David Newman: Professional Speaker Motivational Speaker and Keynote Speaker and Business Consultant

Leading and Influencing: The Project Manager's Secret Weapon

There's an excellent article by Frank Saladis on allPM about how to lead and influence others. Topics such as boosting your credibility, practicing empathy, and maintaining organizational awareness are discussed, as well as some good tips for engaging team members and obtaining buy-in.

From my experience, these are the things a project manager needs to get right. The rest is just details.

Here's the article. Well worth reading.

Positive Leadership in Project Management – Team Building, Influencing and Leadership By Frank P. Saladis, PMP :: ALLPM Project Management :: Project Manager - Project Management - Information - Forum Manager- PM Tools - Articles -PMI

Innovation Needs a Process Too

Gerald "Solutionman" Haman was recently interviewed on Innovation Tools about...well..his innovation tools. And he has quite a few. An impressive list of clients have used his KnowBrainer pocket tool to generate ideas that directly led to huge profits.

The tool makes use of his "Accelerated Innovation Process," which outlines four steps. According to Haman's site, "the four steps include: (1) Investigate Needs, (2) Create Ideas, (3) Evaluate Solutions, and(4) Activate Plans." Haman stresses the importance of "continuous innovation" as opposed to being a short-term or one-time activity.

When you think about it, these four steps are very much in line with Dr. Deming's classic "Plan-Do-Check-Act" model for continuous improvement. Not a bad framework for project management either.

Here's the full interview.

Interview with Gerald Haman, SolutionPeople - from InnovationTools.com

Talent and Project Management

I received the latest PM Network magazine from PMI the other day, and several things jumped out at me, especially following my last blog post on the winds of project management changing.

First, Neal Whitten had a great article about how a project analyst (what I've often called a "project control specialist") can be a valuable aid to a project manager by taking on the responsibilities of: project tools management, plan development, sub-plan collection, project support, supporting project tracking meetings, filling in for the project manager at times, and other areas that can free a project manager up to actually lead the project.

It got me thinking about the talents needed for the project manager role, the project analyst/specialist role, and any other roles needed on the project. But more than that, it got me thinking about talent management in general, and what it means to the project management industry.

Just look at these headlines, all from this month's issue:

• Attracting--and Keeping--top talent
• Executive Identity: Project managers should learn to think like executives
• A People Person: Succeeding in project management---and getting what you need from thise around you---requires a well-honed set of people skills
• Virtual Reality: Dispersed project teams are sparking shifts in management and leadership styles

Clearly, the talents needed to manage projects go way beyond schedule, budget, and cost control. Notice I said "talents" as opposed to skills or knowledge. As Marcus Buckingham points out in his excellent book, First Break All the Rules, there is a huge difference between skills, knowledge, and talent. The first two can be taught. The last one--talent--is innate, and cannot be taught.

This becomes clear when you apply Buckingham's definition of talent as "ANY recurring patterns of behavior that can be productively applied." Everyone has talent. It's just a matter of discovering it and matching them to the right role. The key point is that a person's nature cannot change that much, so it's important to select someone with the right talents (i.e. innate traits). Once that's done, you need to set clear expectations, motivate the person (through praise and recognition of their strengths), and ultimately develop the person (building on the strengths that already exist instead of fruitlessly trying to fix weaknesses).

So what does this mean to the project management field? Everything. It means we need to begin thinking about these innate talents when we hire and assign project managers, when we staff the project, and when we consider how to motivate the team. The talents needed for each role will be different. And, based on the nature of the project and the stakeholders involved, the talent required to manage each project may be different. There is no "one size fits all" when it comes to talent selection.

It's not that skills and knowledge aren't important, but these two items without the correct talents will not bring about success.

What I like about Buckingham's book is that it's based on facts---years of research with the Gallup organization. Anyone who selects and manages people should read this book. And when you do, think about the diverse talents needed for each person on your team, and for the project manager role for each individual project.

Project Management Tools and Techniques Survey: Your Help is Needed

Here's your chance to find out what tools and techniques people are using in the project management arena.

PM Forum has posted a link to a survey being conducted by the Business School of the University of Quebec at Montreal.

By responding to the survey, you'll have immediate access to the data as it accumulates, you'll receive a summary report by summer 2006, and you'll be able to access the summary report from an earlier survey done in 2004.

Here's the link....

PMFORUM, Connecting the World of Project Management PMFORUM Breaking News: PMFORUM.ORG VISITORS INVITED TO PARTICIPATE IN PROJECT TOOLS SURVEY

Test Your Project Management Savvy

Riddle Me This, Project Managers!!

For those who like puzzles, they're running a program on AllPM this month based on Napoleon on Project Management by yours truly. Each week or so (through June and into July), I've been asked to pose some challenging scenarios to be discussed on the AllPM forum.

After each puzzler runs for a week or so, I then respond with what Napoleon might have done (at least, as far as I know, since he's unavailable for comment).

Check out puzzler#1 for an example (it generated some good discussion in the forum). Then take a shot at discussing your thoughts on puzzler #2.

Best of all, the folks at AllPM are having some fun with this and will be offering some free French wine to at least one "winner," to be announced on Bastille Day, July 14th. Join the fun! Here's the link...

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

PPM Software Evaluation Tool; Don't Get Stuck Without It

Yesterday, I posted a link to an excellent article on a software selection process. Now Projects@Work has just announced their PPM Software Evaluation Tool, a downloadable tool that offers "a comprehensive set of questions and parameters for organizations to consider when selecting a project portfolio management solution."

Here's an excerpt from the accompanying article (which is valuable in itself) ...

Don’t settle for presentations and proposals. Regardless of how you proceed through the procurement process, make sure to get your hands on the solution before you make a decision... An ideal, but time-and cost-intensive approach is to pilot the software on one or a subset of live projects before you commit to a full-scale implementation. While this last option will require you to invest in training and a limited installation of the software, if the solution turns out to be the wrong one you have minimized the cost of a failed implementation.

This is sage advice, as many of these tools look great in a demo---or even a brief conference room pilot---but until you experience how easy or difficult it is to actually configure the tools, you don't really know what you're getting yourself into.

As the saying goes, "Fail fast, fail cheap."

Link

Join the Project Management Revolution; The SOPM Model Takes Shape

OK, I've been fleshing out the Service-Oriented Project Management (SOPM)™ model, and have come up with a more memorable and catchy representation of the four steps, although the actual content is pretty much the same.

The acronym for the four phases is UP-IT (which can symbolize "upping" the level of customer service, saying "up yours" to old ways of doing things, or "upping" the success rates of IT projects---in which case the "it" stands for "IT").

Ready??? Drum roll please......

The four phases are:

• Understand
• Prepare
• Iterate
• Transform

Here's a revision of my previous post on the topic...

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 and what they need to be successful.

2) PREPARE ... After helping the customer obtain approvals if needed, 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... Using the axiom, "Think bold, implement safely," plan, design, build, test and pilot the solution before attempting a full scale implementation. Encourage innovation. 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) TRANSFORM... After each project phase and at the end of the project, evaluate and document lessons learned, customer satisfaction, and benefits achieved (vs expected) for the purpose of transforming yourself and the customer for the better. This includes guiding the customer to help them achieve maximum results with the product or service delivered, and laying the groundwork for their continued success.

Now that I have the framework locked in, I'll complete the model around these four phases. I am absolutely convinced that this model can help increase customer satisfaction and the general success rates of projects.

Are Software Projects Really That Different?

Here's a great commentary by Max Wideman regarding James Bullock's article, "The Top 10 Ways Software Projects Are Different."

It's not that Wideman disagrees with Bullock on his 10 points, but Wideman astutely points out that many other types of projects share the same challenges, whether caused by conflicting stakeholders (i.e. trying to build a road amid protesting citizens) or great uncertainty (like most research and development projects, or even filming a movie where success isn't known until the test audience and final audience see it).

The point is that software projects aren't that unique in themselves. No doubt, many of them have quite a bit of uncertainty, and that requires some approaches that are different than projects with less uncertainty (i.e. rolling wave scheduling, iterative prototypes, pilot tests, etc.). However, the basics of project management should be the same for any type of project.

Like anything, we have many project management tools at our disposal, and we need to use them correctly, whether it's a software project, construction project, or any other type of project.

Here's Max Wideman's article in PDF format...

Project Management vs. Leadership: Is there Really a Difference?

Occasionally, I'm asked the question, "What is the difference between project management and leadership?" My answer is always the same, "Nothing, if they're both done right."

At their core, both project management and leadership are about leading people to achieve objectives.

Formal project management offers some tools for effective scope management, planning, scheduling, monitoring, and risk management, that increases the likelihood that the objectives will actually be met.

Likewise, general leadership is about setting strategy, communicating a vision, and inspiring people to do their best.

In other words, a project management approach can help leaders achieve their vision, and leadership skills can help project managers insure the success of their projects.

Neither one is fully effective without the other. Good leadership requires a deliberate approach, and good project management requires strong leadership. I'd venture to say that if one is failing, it's probably lacking the other.

Just some food for thought. It may seem like common sense, but there are those who think that the two are mutually exclusive.

Project Planning Not All It's Cracked Up to Be

OK, everyone relax, I haven't lost my mind. Of course planning is important. But, as I've been saying for years, circumstances change the minute a plan is put on paper and a good project manager needs to expect uncertainty and know how to deal with it when it arises.

There's a great article in Projects@Work by Roger Bly that supports this approach. Bly talks about how project managers must manage the entire end-to-end process, and recommends taking a collaborative approach, using tools that enable frequent two-way communication and the ability for resources to keep the plan current and reflective of reality (something I completely agree with).

Here's an excerpt...

"A collaborative project execution application can make this process a reality in organizations of all sizes by allowing project teams to successfully tackle multiple concurrent projects. Projects are no longer constrained by static plans produced and updated only by project managers.

A project execution approach also frees project leaders from the mundane work of updating project plans, collecting progress information and reformatting information into status reports. Project plans can be collaboratively built and updated by the project team, often by reusing collateral, deliverables and templates from previous projects."

Far too often, a project manager will create an elaborate plan, and struggle to keep it current, ignoring the real issues that occur during project execution. If the team is trained to contribute frequent updates of remaining time (and any changes to the plan), the project manager can spend more time leading and monitoring as opposed to administrivia.

Of course, another easy way to accomplish this is to update the plan and percent complete collaboratively at a weekly meeting on an overhead projector, but it's ideal if the resources can update their own activities electronically.

For more about the need to focus on execution and communication, read the full article...

http://www.projectsatwork.com/content/Articles/231152.cfm

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.

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. "

Enterprise Project Management: Microsoft Specialization ...

Microsoft partner achieves specialization in enterprise project management ...

... "Berbee Information Networks Corporation has become the first Microsoft Gold Certified Partner headquartered in the Midwest to achieve the Microsoft Enterprise Project Management (EPM) specialization. The specialization, achieved in April 2006, recognizes Berbee's expertise in project management consulting for businesses needing tools and processes to effectively manage projects across entire organizations. " ...

Enterprise Project Management: Microsoft Specialization: Via Berbee: Berbee Earns Microsoft Enterprise Project Management Specialization

Earned Value Management Trends, Best Practices, and Pitfalls

A few weeks ago, I commented on Part 1 of a three-part series on Earned Value Management on Projects@Work.

While Part 1 set the stage and illustrated some of the challenges of EVM, Part 2 of this excellent series offers some excellent case studies and learnings.

For instance, the US government agency, OPM (Office of Personnel Management) cites the following critical success factors:

- Continuous executive sponsorship (not just up front)
- Committment to funding for adequate tools and training
- Adequate allocation of project managers' time to manage using this system
- Piloting EVM in a small group of projects to illustrate success and fine tune the details
- Not underestimating the culture change management required, involving employees, managers, and timekeepers. Regularly maintained training and job aids are critical.

Another organization, Inter-Coastal Electronics, cites having shallow, simple WBS templates in their ERP system as a key success factor. They claim that a WBS that's too granular becomes too difficult to manage. I couldn't agree more.

I highly recommend this series to anyone attempting to introduce Earned Value Management in their organizations.

http://www.projectsatwork.com/content/Articles/230753.cfm

Software Projects Doomed From the Start; Blame the Stakeholders

OK, maybe this doesn't top the skateboarding dog (see yesterday's post), but here's an extremely compelling article from the Defense Acquisition University (DAU) on why most software projects are doomed to failure.

Thanks to PMForum for posting this in their news section.

The article states that most software projects come nowhere near their original baselines (although they may come closer to approved revised baselines). It says that stakeholders and the organizational environment, more so than lack of project management skills, bear much of the blame. Here's a quote:

"No amount of training in the technical skills of program management will overcome the simple truth that, as a PM, you cannot make people do what you need them to do. This is the root cause of many software-intensive program failures. Stakeholders often cannot agree on priorities, refuse to standardize business practices, take off on their own proprietary solutions, or simply refuse to participate in the program."

The article also says that the original plans are usually unrealistic to begin with, and underestimate the organizational challenges. It says we make matters worse by holding project managers accountable without giving them the necessary support to be successful.

"... Most expectations of contemporary programs are unrealistic. The cruel reality is that we train PMs and drop them in an organizational 'shark tank' that opposes many of the principles they have just absorbed in their training. Program managers often find themselves in a superfluous role, accountable, yet powerless. "

The article proposes a system of observing stakeholder behavior and rewarding and discouraging behavior as appropriate. Of course, an organization must recognize the problem and commit to doing something about it.

Senior leadership must be actively involved in fostering the changed behaviors. Otherwise, software projects will continue to be underestimated and mired in conflict, despite the best training, the best EPM tools, and the best processes.

I highly recommend reading the full article, "Irreducible Truths of Software-Intensive Program Management", by David Cottengim.

PMFORUM, Connecting the World of Project Management PMFORUM Breaking News: MOST SOFTWARE PROJECTS ARE DOOMED TO FAILURE ACCORDING TO PENTAGON PAPER