Tag Archives: PMO

PMO Influencer of the Year Award nominations

Happy and proud to be one of the  TOP 15 Semi-Finalists for the 2020 PMO INFLUENCER OF THE YEAR AWARD organized by PMO GLOBAL ALLIANCE. Congratulations to the other fantastic professionals for their significant history of contributions to the global PMO community.
The three finalists will be announced on July 23.

PMO influencers of the year semi-final

Review PMO Principles

aipmo-logo-1PMO Principles is the first AIPMO book and is written by Eileen J Roden, Dr Robert Joslin and Dr Ralf Müller. This book belongs to a series of seven books used by AIPMO to support you when designing or running a PMO:

  • PMO Principles41CiH4VwiuL-2
  • PMO Services and Capabilities
  • Project, Program, Portfolio Principles
  • Latest Research on Single to Enterprise-Wide PMOs
  • From Single to Enterprise-Wide PMOs
  • PMO Standard (AIPMO’s Body of Knowledge)
  • PMO techniques and tools

The principles explained in this book are the foundation for all services and behaviors of those that work within it. See for the services the book PMO services and capabilities.

Besides chapters about principles in general and levering the value of PMO principles the book explains in detail the seven core principles for a PMO. Each principle is universal, self-validating and empowering:

  • Principle 1: Sponsorship; e.g. senior management sponsorship and engagement
  • Principle 2: Alignment; e.g. governance alignment
  • Principle 3: Transparency; e.g. consistent, accurate, timely and transparent information
  • Principle 4: Challenge; e.g. trusted challenge partner to drive value
  • Principle 5: Adjustment; e.g. adaptive capabilities and services
  • Principle 6: Exemplar; e.g. leads by example
  • Principle 7: Improvement; e.g. continuous improvement mindset

According to the authors these seven principles are the core principles and can be used to build upon e.g. add in other relevant principles. E.g. I would add Energy (facilitates an energized change culture) as an extra principle. If there isn’t an energized change culture the PMO can never be successful.

I often see principles in groups of 3, 5 or 7. Not sure if that was in the author’s minds when writing the book, because there was one more, in my opinion very important, principle described but not highlighted as a principle. At the end of the book you can find “the PMO will need to understand the environment in which they work to determine where they have the opportunity to lead change, and where they are merely managing within the existing framework.”

Conclusion. A small and easy to read booklet. It’s a must read for every PMO staff or PMO stakeholder and helps to understand when a PMO can be successful. Mature Project Managers apply all principles. Axelos’s P3O and the PMO Value Ring don’t cover principles.

This book can be seen as the ‘sister’ of one of the other books of AIPMO: Project, Program, Portfolio Principles. In a next post you will find a review of that book.

To order (Amazon): PMO Principles book

The International PMO standard from AIPMO

aipmo-logo-1AIPMO is developing the first ‘leading’ international PMO standard based on a combination of research findings and expert knowledge. Developing an international standard is big responsibility because it can create or destroy value depending on the content, how it is written and how the content is interpreted. For example, if an industry is in a mess and you standardize a mess, you keep it in a mess. A leading standard is very different to a lagging standard because the content of leading standard is taken from evidence-based research of the most successful organizations in the world, put this into a framework and tests it for 3 years. Over this period, it is improved and optimized and then and only then is it written into an official standard. Lagging standards are based on what the author team knows and it is written into a standard and published without testing.

Ultimately it can lead to a Master and full MSc and DBA from SBS Swiss Business School.
There are three core certifications (IPMO-F, IPMO-P and IPMO-E) that provide in total 15 days of training, workshops, real case studies, focus groups, coaching and exams. Other PMO certifications such as Axelos’ P3O or Value Ring’s PMO-CP do not compare to AIPMO’s core PMO certifications especially in terms of approach, content, structure and outcome. AIPMO’s core PMO certifications covers much more!

To support the certifications and running or assessing a PMO there will be 7 core publications (still work in progress). In the coming period, I will review these publications and use my blog to inform you about those publications.

IPMO Certifications

IPMO-FIPMO-F (Foundation, 5 days): Focus on the PMO team member and project team member:

  • Understand how PMOs fit into the world of projects, programs, and portfolios
  • Understand the benefits of viewing PMOs in terms of services
  • Know what are PMO capabilities, how they are constructed in terms of competencies, tools, and techniques
  • Understand the PMO lifecycle framework and which phases and processes are most relevant for a PMO team member
  • Learn the key PMO tools and techniques including templates you can take back to your organization
  • Understand what are the key documents PMO use to run, monitor and control PMOs
  • How to be confident in knowing what to do in the majority of PMO configurations.

IPMO-PIPMO-P (Practitioner, 5 days): Focus on the PMO manager, project manager and functional manager – for one PMO:

  • Extend your understanding of project, project and portfolio management disciplines in context of PMOs
  • Understand how to setup and run a successful PMO using AIPMO’s strategic lifecycle framework. The PMO could be a single project based PMO, to enterprise-wide PMO based
  • Develop your own PMO’s Vision, Mission, Strategy and Services (1-day workshop)
  • Describe the different roles of PMOs in a single and networked context and across different levels of the organization
  • Discuss group experiences to share knowledge
  • Understand PMO success factors and progress you journal to become a competent PMO director/PMO manager/team member/consultant.

IPMO-EIPMO-E (Expert, 5 days): Focus on the PMO Director, PM Director and consultants:

  • Extend your understanding of project, project and portfolio management disciplines in context of PMOs
  • Understand how to setup and run successful PMOs ranging from a single project based PMO to enterprise-wide PMOs based on AIPMO’s Strategic PMO Lifecycle Framework
  • Design organizational PMO topologies and PMO Service topologies
  • Discuss group experiences to share knowledge
  • Understand PMO success factors and progress in your journey to become a competent PMO director/PMO manager/team member/consultant
  • Become confident and motivated to mentor others in getting the most out of PMOs.

Publications

  • PMO Services and Capabilities
  • PMO Principles
  • Project, Program, Portfolio Principles
  • Latest Research on Single to Enterprise-Wide PMOs
  • From Single to Enterprise-Wide PMOs
  • PMO Standard (AIPMO’s Body of Knowledge)
  • PMO tools & Techniques

AIPMO book coversNot all books are published yet. AIPMO produced the world’s first PMO Principles Booklet in 2017. The first book I reviewed in 2020 will be published in the coming months.

Review PMO Services and Capabilities

The book PMO Services and Capabilities is written by Stuart Dixon and Dr Robert Joslin. This book is unique as it addresses in a systematic and structured way to explain for each PMO service including the associated attributes how to implement service. There are over 200 PMO services described in this book. The book is based on a three-level categorization system that allowed services to be grouped (service groups) with a service domain. A service domain is related to an area of experience. There are 22 service domains explained.

 

Domain Design Operate Monitor
Administration Administration Events

PPM Admin

Benefits management Benefits framework Benefits identification Benefits realization
Capacity and capability management Capability design Capability operations

Capacity operations

Capability monitoring

Capacity monitoring

Change control Change control planning Change control operations Change control monitoring
Change management Change management design
Configuration management Configuration management design Configuration management operations Configuration management monitoring
Consultancy Consultancy service

Consultancy wisdom

Financial management Financial design Financial monitoring Financial operations
Governance Governance Design Governance Operation
Integration Integration
Issue Management Issue planning Issue resolution Issue monitoring
Knowledge and Innovation Innovation Operations
Knowledge management Knowledge management design Knowledge management capture

Knowledge management dissemination

Knowledge management innovation

Knowledge management monitoring
Methodologies Method design Method operations
PMO development Career development

PMO design

People development

PMO leadership

PMO management

PMO monitoring
Portfolio management Portfolio design Portfolio operations Portfolio monitoring
PPM Tool support PPM tool design PPM tool operations
Quality management Quality design Quality operations Quality monitoring
Risk management Risk planning Risk assessment

Risk identification

Risk response

Risk monitoring
Schedule management Scheduling Design Scheduling Operations Scheduling Monitoring
Stakeholder management Communications design

Stakeholder design

Communications operations

Stakeholder operations

Communications monitoring
Supplier management Supplier management design Supplier management operations Supplier management monitoring

As stated, each domain is divided up into one or more service groups (approximately 70). A service group is related to one of the 3 main activity types that the PMO is expected to do:

  • Design – a PMO can provide the standards, tools, templates, processes, procedures, help, guidance, framework that defines how work will operate within that particular service domain
  • Operate – a PMO can operate (or perform) some of the work on behalf of other people within the project (program or portfolio) team. If the PMO does not perform this service then, if this is performed at all, then this will be done by another member of the team
  • Monitor – a PMO can review the work done by others (or even other parts of the PMO) and provide and independent quality assessment and check. They can provide reporting across the service domain and highlight items that require escalation.

Not all of the PMO activities fall neatly into the 3 groupings. For some of the services the operate activity is split up into different groups. Where this has been done it has been for ease of comprehension as it fits more naturally into how the service domain operates.

Within each service group there are one or more services. A service is the lowest level of offering that a PMO can provide. Each service has 2 audiences, although only one of those may read the book:

  • Each service is described for the PMO who will be delivering the service. It describes what the service is, how it can be delivered, who is involved in delivering it along with some detailed hints and tips. The PMO capabilities needed to fulfill this service section lists the competences and techniques and generic tools. The related services section describes other services that the PMO may want to consider when putting together their service catalog.
  • The service is described from the perspective of the recipient of the service. What can they expect to get from this service and why would they want the PMO to be able deliver this for them.

Conclusion: I have never seen such a complete overview of PMO services. It is structured as a reference work and will bring a lot of value for those involved in PMO’s. Reading the title, I was expecting explanations of the related PMO capabilities too but I understand this will be addressed in the next version of the book. What you get are lists of competencies and techniques and generic tools. Just the names and nothing more. For the tools I can understand this because there is a separate PMO Tools & Techniques book. I don’t see a separate competences book, so this maybe something to include in the second print or as a separate book (I am aware that the PMO Flash mob in the UK is working on a PMO competences book, maybe this book can be used). This book is already more than 700 pages! And that brings me to another point. Some of the services are too small and detailed. I think it makes sense to analyze if each service can be delivered autonomously by a PMO. If it can’t, integrate it with the related service and remove it as a separate service.

As mentioned, the book uses a division around the 3 main activity types (design, operate, monitor). If I look how I structured PMO’s in Europe and Asia you could also think about a division between services offered by a permanent PMO (offering portfolio management services, Center of Excellence services and setting up, sourcing and closing temporary PMO’s to support a project or program) and the specific services offered by those temporary PMO’s. In the construction industry they group services in a different way too. Probably you have to create your own groupings when building your own PMO and setting up your own service catalog.

Services to create the permanent PMO (e.g. designing portfolio manager job descriptions) are in my opinion not real services but part of the process to build your permanent PMO. At this moment I am not aware if this journey will be covered by one of the other books. If not, it makes sense to include it one of the books or create an additional book covering this.

I am looking forward to the next AIPMO books. If these other books offer the same kind of views, ideas, details, tips, tricks and case studies then I think this initiative will be very important and of huge value for the PMO community.

At this moment there are no plans to publish this PMO Services and Capabilities
book outside of being in the AIPMO membership section and on-line.

In a next post I will review the PMO Principles book (available on Amazon) and look at some other more specialist AIPMO certifications and I will include a short survey to understand if there is demand for these AIPMO training classes and certifications in the Netherlands.

PMO of the world award 2019

The PMO Global Awards is the PMO Global Alliance’s annual award for the most outstanding Project Management Offices in the world.

This non-profit initiative intends to inspire organizations around the world to evolve their Project Management Offices and project management practices to achieve the best results.

It encourages organizations from all over the world to share knowledge and experiences, acknowledging best results, and allowing the evolution of the PMO worldwide community.

The PMO Global Awards have PMOs from 64 countries on five continents, recognizing and encouraging organizations around the world to achieve better results.

The whole evaluation process is online. The four finalists, representing their regions (Africa, Americas, Asia-Pacific and Europe) will be honored at the awards ceremony when the PMO of 2019 is announced.

worldmap (HP locations PMO global 2019)

Being one of the global judges, I had the chance to participate in four rounds (including the final round). This gave me the opportunity to have a look at nine different PMO’s across the globe (including PMO’s from Peru, Brazil, United Kingdom, Poland, Slovenia, Turkey, Bahrein, Angola and Australia). The PMO Global Awards 2019 will take place on Thursday 17th October 2019 at FuturePMO in London.

Review: The DNA of strategy execution

9781119278016-480x600During the PMO 2018 Conference in London, where I was one of the speakers, I met Jack Duggal who wrote the book The DNA of strategy execution – Next generation project management and PMO. Jack gave the opening keynote speech Next-Generation PMO: The Future of the PMO in a DANCE world. During my flight back home I started reading the book.

Jack uses the DANCE acronym to characterize today’s business environment. It is Dynamic and changing, Ambiguous and uncertain, Nonlinear, Complex and Emergent and unpredictable, driven by disruptive factors and shifting stakeholder needs and priorities. DANCE is comparable but broader than VUCA (Volatile, Uncertainty, Complexity and Ambiguity).

The author uses a complexity continuum (simple – complicated, complex – edge of chaos – chaos) where in the simple and complicated domain you can use SPEC (Scope-Plan-Execute-Control) to manage linear, well-defined stable situations and in the other domain you have to manage the unexpected by using an organic approach. You must cultivate skills to Sense, Respond, Adapt and Adjust (SRAA). Note: same domains as we find in Snowden’s Cynefin model.

DNA contains the genetic instructions used in the development and functioning of all known living organisms. Jacks asks and answers the question in this book if you could decode the DNA of effective strategy execution and what this means for project management and the PMO. He sees strategy, execution (the two foundational strands) and governance, connect, measure, change, learn as DNA elements. The context and customer focus is the operating environment in which the DNA thrives. See the Quick Reference Card I created to summarize this book. I added Simplicity as an additional element and each element has its own chapter in the book.

QRC (DNA, 180622) v1.0To download: QRC (DNA, 180622) v1.0

Strategy with strands: Diagnosis the pain, make choices to minimize spending, design the selection and prioritization criteria, decide and commit appropriate action and evolve to adapt and finetune the criteria based on evolving strategy). Where to play, how to win, and what to do and, more importantly, what not to do, then selection and prioritization (based on business fit, strategic fit, rewards, risks and resources) of initiatives and projects in a coherent way. 

Execution with strands: Develop your people‘s talent and skills: artistry, DANCEing, changemaking, connecting, learning, entrepreneurial). You need an adaptive platform of enabling processes, technology as enabler (tools, systems, apps and bots) and work that flows through organizational channels (pooled, sequential, reciprocal and adaptive flow).

Governance with strands: To define and establish you need a steering body, standards are needed to establish a foundation of stability, effective policies/procedures for each of the DNA elements can expedite the flow of execution, use gates as decision points as a project or program progresses, use review/audit to assess the status, you have to be cognizant of the compliancy issues, unclear responsibility and accountability lead to confusion and delays, clear definition and limits of authority is a pillar of sound governance and clear decision rights result in effective actions (recommenders, agreers, performers, input, deciders) and simple rules/guidelines can help to steer in the right direction in complex situations (boundary, prioritizing and stopping rules).

Connect with strands: lists what to connect – customers/stakeholders, silos, business, interfaces & interdependencies – with the how – networks and connections, marketing communications (marcom), relationships, and community and collaboration. The Stakeholder empathy map is a nice tool as a replacement for a stakeholder profile.

Measure with strands: You have to know how to define success. Objectives help to define success and key results help to measure it (are you a Ben or BoB, Ben stands for Benefit: measure output and Bob stands for Benefit of the Benefit: measure outcome). How do we report (present and communicate) the measures and metrics to influence desired action, and are we learning and adjusting (double-loop learning).

Change with strandsAwareness helps to better sense and prepare for the consequences of the change. Anticipation takes it further to develop capabilities to anticipate what we cannot see currently, particularly the unintended consequences of the DANCE – dynamic, emergent, and unpredictable changes. The PMO must do enough to assess and prepare for change readiness and the absorption of the change. Execution or implementation alone is not enough. Without adoption, implementation has no value. We should start by understanding the customer? What does the customer need? What do they like and dislike? What motivates them? The choices that you provide to the customer help in paving the path and help to design the structure toward desired outcomes. Structured checklists can also help to pave the path toward greater adoption. To connect you need to frame memorable and sticky messaging and communicate it in a relevant way. When a senior leader have to start something new or any kind of change, the cannot do it on their own. They need the connectors, many agents at different levels that are infecting other and spreading the positive virus.

Learn with strands: Making failure acceptable and learning from it is easier said than done; it is a cultural issue. Curiosity is essential to remove the blinders. Knowledge management, document repositories, and collaboration tools to capture project artifacts are a foundational aspect, but not enough. You need feedback loops, feed-forward, retrospectives, pre-mortem, storytelling, and the learning question. All of this is only possible if employees feel they are part of a meaningful community. The PMO can be the curator to identify, organize, and share lessons, ideas, best practices, tools, and apps. There is a tendency to overestimate the role of planning beforehand, and underestimate the role of correction, after kick-off. In a constantly changing and disruptive world, continuous improvement is like running better and faster, just to stay in the same place, whereas continuous innovation is a double loop, where you learn and evolve to create something new and better.

Simplicity: Simplicity is difficult to practice. Start by understanding and applying the following principles of simplicity: from whose perspective, minimalism – less is more, scalable, self-eliminating, desire lines and simple rules (10 laws of simplicity: Reduce, Organise, Time, Learn, Differences, Context, Emotion, Trust, Failure and The one). Build a Department of Simplicity and develop simplify intelligence.

Conclusion: A book that helps to shape your mind and provides direction when looking at the fact that more and more organizations put agility as one of their themes to survive and you want to know what this means for your PMO if you want to continue to add value by your next generation PMO to your customer and thus your organization. Every DNA element is explained by using leading questions, decomposed into strands, accommodated by many examples, techniques, a checklist and key takeaways. There are not that many books on PMO’s so this one is a must read if you are a PMO manager. In the appendix you can find an overview of PMO functions and activities organized by DNA elements and strands.

To order: The DNA of strategy execution – Next generation project management and PMO

PMO Value Ring methodology

pmo-value-ring-pt-600x600The PMO Value Ring is an innovative methodology developed by the PMO Global Alliance  to support the creation, revision and operation of PMOs.

A group knows more than the single most experienced expert and that’s what we get when more than 100 professionals developed the PMO Value Ring. At this moment, the PMO Value Ring is being used by more than 2000 PMOs across more than 70 countries. Starting point for the PMO Value Ring is a benchmarking database build around 26 potential PMO functions and 30 potential benefits and includes recommendations and action plans.

The PMO Value Ring is based on eight steps (see picture):

  1. Define PMO functions
  2. Balance the mix of PMO functions
  3. Establish PMO Processes
  4. Define PMO KPIs
  5. Define PMO headcount and competences
  6. Identify the PMOs maturity and plan its evolution
  7. Calculate PMO ROI
  8. Monitor the PMO’s performance

The demo version of the PMO Value Ring gives a good overview of the tool. You get insights in the potential PMO benefits, potential PMO functions, recommended PMO processes (including activities and descriptions, responsibilities), PMO KPIs (objective and calculation formula, how to measure, related activities and goal), the maturity assessment (explanation of the PMO maturity level by function, current and target level), et cetera.

See for detailed information: www.pmovaluering.com. Here you can set up a demo account too. Trainer and consultant certifications are available.

Conclusion: looks like a great tool to help you to set up or evolve your PMO to the next maturity level. As described it’s much more than a maturity assessment. It will help you with the creation, revision and operation of your PMO.

What I haven’t found is the relation with agile developments. What are the consequences for a PMO if the organisation implements permanent agile teams? What does that mean for PMO processes, PMO KPIs etcetera? Having permanent self-organizing agile teams means you must bring the work to the teams instead of moving people to the work and as a consequence there will be less projects. Decision making will, where possible, be decentralized. These agile developments will have a big impact on the PMO functions and activities. Maybe something for the next version?

 

Boekrecensie: Het projectassistentboek

9789462154438-480x600Boeken voor projectondersteuners, projectassistenten, PMO’ers zijn er niet veel. Het PMO als pop-up shop zou je daaronder kunnen rangschikken. Het boek ‘Het projectassistentboek. Jouw rol en positie in projecten’ geschreven door Pieter Hoekstra, Peter Vos en Jakob Zwinderman past prima in dit rijtje.

Het boek is onderverdeeld in negen hoofdstukken waarin de positie van de projectassistent wordt belicht, een introductie projectmanagement wordt gegeven en vooral wordt ingegaan op de noodzakelijke kerncompetenties van een projectassistent zoals samenwerken en beïnvloeden, communiceren, feedback geven en ontvangen, omgaan met conflicten en het slim gebruiken van tools. Het boek wordt afgesloten met een aantal bijlagen waarin naast eenvoudige templates, een aantal handige vragenlijsten worden aangeboden, waaronder het opstellen van je eigen invloedprofiel aan de hand van een veertigtal uitspraken.

In het eerste hoofdstuk (Dans met de projectleider) wordt je eigen positie als projectassistent duidelijk en wat dat betekent voor de samenwerking met de projectleider. Het belang van een samenwerkingscontract wordt toegelicht (template in de bijlage).

Het tweede hoofdstuk geeft enige basiskennis van projectmanagement zoals fasering en de GOTIK-factoren en de vier, volgens de auteurs, leidende projectdocumenten: projectopdracht, projectplan, voortgangsrapportage en projectevaluatie.

Hoofdstuk 3 stelt het situationeel kunnen toepassen van verschillende beïnvloedingsstijlen centraal en gaat in op communiceren, luisteren, samenvatten en doorvragen. Wanneer moet je overtuigen, aansporen, onderzoeken of juist inspireren? Het hoofdstuk wordt afgesloten met een vijf stappenplan om een andere invloedstijl uit te proberen. Aansluitend gaat hoofdstuk 4 in op de verschillende niveaus van communicatie en krijg je inzicht hoe je De roos van Leary kan gebruiken om gedrag van anderen te koppelen aan je eigen gedrag.

Hoofdstuk 5 gaat in op je eigen timemanagement inclusief plannen en prioriteiten stellen en hoe dit beïnvloed wordt door je eigen voorkeursmanier(en) van werken. De auteurs gebruiken hiervoor het acroniem SCHOP (Solist, Creatieveling, Helper, Optimist en Perfectionist).

Hoofdstuk 6 helpt je bij het realiseren van een ideaal projectteam. Welke stappen moet je met elkaar zetten om meer uit het team te halen en welke teamrollen kent het ideale team (organiseren, creëren, stimuleren, produceren en controleren). Om het ideale team te bereiken ontkom je niet aan feedback. Hoofdstuk 7 geeft een aantal handvatten voor het geven en ontvangen van feedback.

In hoofdstuk 8 geven de auteurs een toelichting op het ontstaan van conflicten, de mogelijke positieve of negatieve gevolgen van een conflict en hoe je met een conflict moet omgaan. De vijf conflictstijlen (wedijveren, vermijden, aanpassen, compromis zoeken en samenwerken) worden besproken.

Het laatste hoofdstuk zoomt in op de tools. Tools die je helpen om het project te structureren en beheersbaar te maken zoals een actielijst, documentenbeheer (vaak onderbelicht), communicatie en planning.

Conclusie: een helder geschreven boek waarin de theorie verduidelijkt wordt aan de hand van een case, verluchtigd met plaatjes van schilderijen en cartoons, en voorzien van vele tips, overzichtelijke werkbladen en handige tools voor de projectassistent. Ook een prima boek voor de startende projectleider die gaat samenwerken met een projectassistent.

Wel een boek wat het traditionele projectmanagement, lees een watervalaanpak, centraal stelt. Ik had graag gezien dat de auteurs ook een specifiek hoofdstuk hadden gewijd aan de rol van projectassistent bij een agile traject.

Bestellen: Het projectassistentboek

The little book series from NineFeetTall

lb7I received from NineFeetTall, a set of six little books:

  • The little book of Business Analysis; Basic principles, tips, stats, facts and methodologies in an easy-to-follow format.
  • The little book of Project Management; Ideas and strategies to make every project run smoothly and efficiently.
  • The little book of Change Management; Tips to help you manage and get the most out of change in your organization.
  • The little book of PMO; Models, tools and processes appropriate for any size or scale of business.
  • The little book of Work Resolutions; Tips to manage your own work-health and work-family balance.
  • The little book of NineFeetTall; who they are, their services, people, experience and client testimonials.

The little book of Business Analysis

lb4This book starts with ‘What is ….Business Analysis?, and the role of a Business Analyst?’ After setting your strategy you have to understand the internal and external factors that can effect your proposed strategy by using e.g. SWOT analysis, PEST analysis, Porter’s 5 forces or McKinsey’s 7S model.

Next, you need to get a version of the truth by selecting the right elicitation techniques. You get pros and cons and when to use it for the following elicitation techniques: interviews, workshops and surveys. The following topic is all about capturing requirements. From requirements analysis, the definition of a requirement, documenting requirements, prioritizing requirements (MoSCoW), the sign-off and avoiding scope creep.

Next topic is process design. The following process mapping tools and models are explained:,rich pictures, flowcharts, swim-lanes, use cases and data flow diagrams. What are the differences between improvement and re-engineering and/or business process redesign. The last parts are focussing on testing (strategy, plan and scope) and checking business readiness.

The little book of Project Management

lb5This book starts with definitions of a project and the role and type of a project manager. Several project lifecycles are explained starting with linear, followed by a more adaptive approach and ending with the Microsoft Dynamics Lifecycle – ‘Sure Step’.

The beginning is the most critical point, so the objectives of project initiation and the steps to take are described. Direct/Indirect, tangible/intangible, (non-) monetary (dis-)Benefits as well as the business case are explained. Pros and cons of Agile, waterfall and PRINCE2 are given. A separate part is about Hatching the plan. What are the objectives of the planning, the essentials, the steps to take, defining benefits and calculating the critical path and managing risks and issues.

Staying in control, communicating and using a change control process are key. And when you are done you have to select the right approach to go ‘live’, check if all pre-requisites (testing, training, business simulation, business readiness and communications) are completed. The last part is dedicated to the lessons learned, some common project pitfalls and some don’ts when picking a project name.

The little book of Change Management

lb6Change management is about people in organizations to think, feel and do differently!

Understanding requirements, emotional engagement and on-going actions are key. Based on the 9 principles results in five key elements of a change management programme. The first is about the vision and benefits. You get 9 tips for creating a powerful vision for change and tools to help understand the change. Lewin’s change model (unfreeze – change- refreeze), Berkhard & Harris change equation (dissatisfaction * desirability * practicality > resistance to change) and the ADKAR change model (Awareness, Desire, Knowledge, Ability, Reinforcement).

As a next topic change leadership is explained including differences between managers and leaders, the Kubler-Ross change curve (denial – anger – bargaining – depression – acceptance – moving on) and leadership alignment. A following area is about stakeholder engagement & communications with tips, strategies and tools. The 9 C’s of communication and Monroe’s motivated sequence will help to develop an outline for persuasive communications. Next readiness and delivery of change are explained and the last part is focussing on training, development and skills transfer during a change programme.

The little book of PMO

lb1This book gives insight in the different types of PMO (Portfolio, Programme and Project Management Offices) and where they can be positioned within the organization.

You get an eight-step approach to implement a PMO (Identify requirements, Position, Assess Culture, Provide Resources, PMO Charter, Establish, Continually Improve).

Next topics are a governance framework supported by three pillars structure, information and people, reporting and communications in four directions in an organization and plan, cost and resource management. The RAID log (Risk-Actions-Issues-Decisions) as the key tool to manage risk is explained and the quality management cycle and change control are highlighted. The little book end with the PMO’s role towards knowledge and training management.

The little book of Work Resolutions

lb3This book is all about being or becoming more effective. From different perspectives you will get an explanation, tips and 3 changes you can make today. The areas are: technology (social media), health (fit for business, fit for life), environment (remote working), friends and family (balancing work and family), communication (from talking to tweet), time (time management, multitasking, time wasters) and personal development (goals).

Conclusion

These little books give you a basic understanding of the mentioned topics. They are easy to read, full of simple checklists and tips, quotes and facts and figures.

You can order them for free at http://www.ninefeettall.com (*UK addresses only).

Book review: The PMO as a pop-up shop

cover popup pmo ukI just received from Mertine Middelkoop the English version of her book The PMO as a pop-up shop.

I already reviewed the Dutch version of her book on my blog. See: boekrecensie: project management office als pop-up shop

Because I really like the content of this book, and it’s really complementary to already existing PMO books, I will give an updated English review so my English readers can benefit too!

And I am in good company. This English version has forewords from Sue Vowler, the author of P3O and Peter Taylor, the author from Leading Successful PMOs.

Sue Vowler: “…The PMO as a pop-up shop is a great analogy and perfectly describes the world of temporary programme or project office. It fills the gaps in P3O, answering the ‘how do I do this?’ question” and is a true practitioners guide to setting up, running and closing down temporary PMOs…”

Peter Taylor: “…The book provides many practical examples as well as tools and templates that readers can use at their will as they follow along the roadmap to PMO success… ”

The book offers a 10-step recipe to get your own temporary PMO up and running:

Identification:

  1. Intake(s) between the PMO employee & project manager
  2. Establishing PMO objectives and services
  3. Gather information and further acquaintances

Defining:

  1. Set up PMO plan of action
  2. Configure project processes (services)
  3. Configure the pop-up PMO organization
  4. Configure PMO tools and techniques
  5. Configure PMO information & communication

Implementation:

  1. Verify and implement PMO plan of action
  2. Communicate the temporary PMO services

Mertine uses the metaphor of a pop-up shop. A pop-up shop is a temporary venue popping up one day, and then disappearing anywhere from one day to several weeks later delivering added value to one or more stakeholders. The permanent PMO with functions or services as the Centre of Excellence and portfolio management can be seen as a permanent store metaphor.

The heart of the book describes the building blocks you can use to manage your pop-up PMO. You will get planning related building blocks e.g. project set-up and closing, stakeholder management planning, resource management and benefits management. Delivery building blocks like reporting, risk, issue and change management, finance, quality assurance, information, configuration and knowledge management and secretariat activities.

A specific chapter describes competences and personal goals based on several career and function models for PMO, like the one I created together with Bert Hedeman and Jan Willem Donselaar for IPMA. See: Competence profiles, Certification levels and Functions in the Project management and Project support field

The last chapter is about passion for PMO. “Above all, be true to yourself, and if you cannot put your heart in it, take yourself out of it. by Hardy D. Jackson”. What can I say more? We need passion in our profession and without passion this book wouldn’t be there!

The appendices offer you some handy checklists and intake forms to make a jump start with your pop-up PMO.

For those working in a temporary PMO or when you are just assigned to start working in a PMO role this is a great book to read. The supporting blog offers you all templates, checklists. See: http://pmopopupbook.blogspot.nl/2014/02/free-downloads.html

PMO Gilde event | Agile vs PMO, evolutie of revolutie

gilde
Gisteravond heeft het PMO gilde een sessie georganiseerd over Agile vs PMO, evolutie of revolutie. Tijdens dit seminar, wat volledig uitverkocht was, heb ik een presentatie gegeven over het PMO. Startend vanuit de perceptie dat het PMO een passieve, bureaucratische club papierschuivers is, naar een activistisch PMO dat waarde toevoegt en gewaardeerd wordt door een organisatie. Daarbinnen de invloed van agile en b.v. scrum op een PMO ter discussie gesteld. Hierbij heb ik naast mijn eigen visie, het gedachtengoed van partijen zoals DSDM, BCG en Gartner gebruikt.

Dia13Naast mijn presentatie kwamen ook Marc Zijlstra (ING), Paul van Sprundel en Jeroen van Diem (beiden ABN AMRO) aan het woord.

Het intreden van Agile heeft grote gevolgen voor projectmatige werkzaamheden binnen organisaties. ING en ABN AMRO hebben hierin allebei hun eigen weg gekozen. Binnen ING werkt men niet langer met projecten en verdwijnen PMO’s. Een revolutie? ABN AMRO kiest juist voor het verder professionaliseren van Projectmanagement, een evolutie. Marc Zijlstra, Paul van Sprundel en Jeroen van Diem geven een kijkje in de keuken van beide grootbanken en leggen de gedachte achter hun beleid uit.

Presentatie downloaden: Agile PMO (PMO Gilde pres, 151202) v0.7