PMI Global Insights

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The Project Management Institute's annual events attract some of the most renowned and esteemed experts in the industry. In this blog, Global Conference, EMEA Congress and experienced event presenters past, present and future from the entire PMI event family share their knowledge on a wide range of issues important to project managers.

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View Posts By:

Cameron McGaughy
Kristy Tan Neckowicz
Jack Duggal
Saurayan Chaki
Dan Furlong
Marcos Arias
Danielle Ritter
Marjorie Anderson
David Maynard
Sandra MacGillivray
Deepa Bhide
Karen Chovan
Nadia Vincent
Lawrence Cooper
Michelle Stronach
Kristin Jones
Yves Cavarec
Laura Samsó
Fabio Rigamonti
Sarah Mersereau
Gina Abudi
David Davis
Nic Jain
Emily Luijbregts
Cheryl Lee
Priya Patra
Karthik Ramamurthy

Past Contributers:

Catalin Dogaru
Carlos Javier Pampliega García

Recent Posts

What are you doing to invest in yourself?

Are you a Champion of Change? What can you do to be one?

PMI Global Conference: What can we do to bring the conference to the online community?

#PMICON18 – The Magic Continues

#PMICON18 – Day 3 Invest in the wisdom of the crowd and crack creativity

#PMICon18 Ask the Experts

Several of the experts have created graphics that illustrate areas they can help with.  I didn't want to be left out, so here's mine!   Think about making a reservation (online here) to talk to one of us or just stop by and see if there's a slot open.  

We'd love to talk to you. 

-- Dave

Posted by David Maynard on: October 01, 2018 01:00 PM | Permalink | Comments (8)

#ChampionOfChange the countdown to #PMICON18 has begun!

#ChampionOfChange, project managers, my fellow projectmanagement.com friends and online followers, I am back again signing in from Mumbai – Bollywood of India. In less than 4 weeks, I would be in the Hollywood – Los Angeles for the PMI Global Congress 2018.

Needless to say, the preparation is in full swing for this great conglomerate of #ChampionOfChange. As I build my schedule I retrospect on my learnings from #PMIEMEA18.

#PMIEMEA18 I focussed on the “projects of the future” and sessions which provided insights on artificial intelligence, machine learning and digital transformation.  What I learned from these sessions that we need to become more “human” in this era of digital disruption.

As a refresher Please check out the #PMIEMEA18 conference summary here. Keeping along the same theme this time, I will focus on area of robotics, artificial intelligence, along with the human aspects of problem solving, virtual teams, knowledge management, change management and diversity.  Here is my schedule:

Oct 6, 2018 : Day 1

#302 Opening General Session and Keynote Speaker: Jon Dorenbos - "Life Is Magic"

#313 Knowledge Management: An Emerging Competitive Advantage—Trends, Urgency, and Techniques

#328 Rogue One : A powerpoint story

#349 There's a Robot in My Meeting!

I plan to wind up my day by attending the Gala dinner, the Oscars of project management, an event which recognizes the best of the best #ChampionOfChange in the field of project management.

Oct 7, 2018 : Day 2

401 General Session and Keynote Speaker: Cam Marston - "Five Generations in the Workplace"

#407 The Future Lies in Diversity and Inclusion: Are You an Inclusive Leader?

#425: The Change lab :Part 1

#439 The Change Lab: Part 2 of 2

#444 Artificial Intelligence and Project Management: Beyond Human Imagination!

Oct 8, 2018 : Day 3

#506 Breakthrough Brainstorming: Fun, Fast Strategies to Unleash Your Brilliance!

Mid-morning, I would be leading a session

#517a Who Wants to Be a More Successful Project Manager? Here's Your New Lifeline: Ask the Crowd!

I will speak on crowdsourcing and how it can improve agility and innovation in this era of disruption. In this regard I would like to know your opinion on crowdsourcing.  Please take the polls to help me to get the voice of the “crowd”.

https://www.projectmanagement.com/polls/462418/Challenges-with-crowdsourcing-project-tasks

https://www.projectmanagement.com/polls/462408/Crowdsourcing-project-tasks---internal-and-external-can-add-equal-value-to-projects

https://www.projectmanagement.com/polls/462405/Do-you-think-crowdsourcing-of-project-tasks-like-design--coding--testing-improves-agility-and-innovation------

 #526-EXH Hands-On Lab: From the Golden Rule to the Platinum Rule the Character-Strengths Way

#532 Closing General Session and Keynote Speaker: Abigail Posner - "Cracking Creativity: Re-Engaging Our Innate Creativity for Greater Productivity and Growth"

Apart from the above, I would be in the exhibit hall at the “Ask an Expert” booth as an expert on Agile, Project management, digital transformation. If you are at the Congress in person, do not forget to sign up for the exclusive 1:1 sessions with me to gain insights from my experience of managing digital transformation programs. Keep checking this space for the schedule.

If you not able to make it to the Congress, fret not, I would keep sharing my experiences at the Congress on twitter , linkedIn or Facebook.  Keep following me as I join thousands of other #ChampionOfChange for three days of learning and fun !

 

Posted by Priya Patra on: September 11, 2018 11:43 PM | Permalink | Comments (11)

Conference - Day 1

It's been Day 1 of #PMIcon17 and I think most of us now have sore throats from speaking so much! It's been a fabulous day of learning about our peers and helping with their queries. A few of my highlights from today:

  • Helping Anne who was struggling with knowing the way to go with her career progression and what was the best next step to make
  • Coaching Chris in understanding the agile methodology and what agile is and isn't
  • Chatting to Brian regarding cultural issues and the different types of cultures in his team

The most exciting thing about today was seeing how much passion my peers have in their careers and how much they are looking to learn over the next two days of conference.

If you can't secure a 1-1 slot, please feel free to come by the booth as there are normally a group of us sitting around, ready to chat!

Posted by Emily Luijbregts on: October 28, 2017 05:33 PM | Permalink | Comments (3)

Backward Expert

backward

This is a backward blog posting!

This will be my final post before leaving for Chicago tomorrow morning.  So, I wanted to do this one more like the way I think about things – BACKWARDS.  Instead of telling what areas I can help with, I thought I’d ramble about what areas I like to talk about!  I guarantee it would be an entertaining discussion.  Just make select an open appointment here:  then wander over, say hello and lets just talk about one of MY favorite things.

1.  Project failure.   I know more than I ever wanted to know about this.  There was a group of us that Left NASA at the same time and moved to Orlando to start a company dedicated to turning around troubled projects, programs and operations.  When we started, we thought we’d seen just about all the problems that project can get into.  WRONG.  For the next 5 or 6 years we only worked on turning around projects that were at least 100% over budget, perhaps 3 or 4 years late, had irate customers… or simply failed to deliver anything of value. 

It’s not easy to judge project failure!  EVA won’t do it.  It’s a very subjective thing.  “Could anyone have done better in the same situation?” is a basic test, but there are many more. 

So, we fired, hired, replaced, improved… bought contracts, had contracts “novated” to us, and were very successful ending up with a stand-along building and 70 employees.  There’s a lot of trouble out there!   There were project mistakes made that I didn’t think cold be made.   We worked on Casino projects, entertainment projects, airline projects, and many other types.  

Our group learned a lot!  I love to talk about a failed project and how it can be recovered.  Number 1: be ready for stress.  We called being personally ready “the full wax job.”  Exercise, diet, mental toughness, how you dress…  no kidding!  But you need to be prepared.

2.  Working with a team that has widely diverse skills.  If the team gets diverse enough, sometimes you can’t understand what the other people are saying.  I’ve managed teams with theoretical physicists, mathematicians, brilliant engineers and more – of course, they were totally convinced they were ALL CORRECT, don’t even think about doubting their work.  This was great fun.  I loved it and learned a whale of a lot about things they didn’t teach me (a humble engineer) in school.

3. Project risk.  How to think about it, how to predict it, how to anticipate it, how to communicate it, how to budget for it, how to look for the often-neglected positive risk.  It’s CRITCAL that project managers and their teams master this skill.   I’ve had friends die a horrible death  because we (in a larger sense) didn’t manage risk well.

4.  Have the courage of your convictions.  Tell people what you believe, tell the bosses what your project team believes.  Don’t fall into the trap of “drinking your own bath water” or the “echo chamber.” 

Well, I feel better!   Wander over and chat with me!

-- Dave Maynard

GOING TO THE 2017 PMI GLOBAL CONFERENCE IN CHICAGO?  

Don’t forget about ASK THE EXPERTS!

Stop by and talk to Dave Maynard or one of the other experts.  There’s more information about it at https://tinyurl.com/y7ff8f3g

Sign Up Now

Posted by David Maynard on: October 26, 2017 01:47 PM | Permalink | Comments (4)

Rethinking the Charter

Since I retired after 26 years in one company, I have had assignments in various PMOs in different industries.  I’ve been in the energy sector, the insurance sector, credit card services, industrial/manufacturing, and now healthcare.  Every industry has struggled with the project charter.  What does baselining it mean? Does it ever get updated? Who should issue it? And the list goes on.  And while PMOs in all these industries try to invent the perfect process – we are ignoring one important aspect.

The project charter, as defined by PMI, does not meet the needs of today’s business!

Before you call me a heretic and an incompetent – hear me out.  The problem I have with the charter is it becomes a reformatting of existing information, bloated, and redundant – and it doesn’t provide the project team with the most important information it needs.  Shouldn’t the charter give the team a definition of what success looks like?

I propose the charter should be extremely streamlined.  After all, how many people, let along executives, will read a 14 page charter?  Many charter templates contain information that is already in one artifact and will no doubt be included in another.  I propose we throw away the bloated all-inclusive charter of today and replace it with a simple charter.

Project Organizational Wrapper

You need to have the organizational wrapper of project control structures.  If the project pipeline has a defined Demand Process and there is a demand id, it should be in the charter.   This should also be aligned to the business case information – what went into the approval, and other justifications.  No need to repeat them in the charter – they already exist in a corporate database of record.  If information is in two places – that doubles the risk of inconsistency, confusion, and delay.

If you have an integrated project management system (IPMS) that tracks project work in process – then that project id should be there. Projects assume titles and identify from the ideation phase through project initiation.  That title, or name, should be included in the charter because that’s the lingo that has defined the initiative.

Should be results focused

Once the project is ready to kick off, the work initiative needs to be focused on the results.  If your organization is mature enough to be doing Benefits Management Realization, the charter should map directly to the benefit register.  The next section of the charter should be:

What does success look like?

Quite simply – what is the vision in reality?  Knowing what success is far outweighs the value of several scope bullet points.  The definition of success can be expressed in several ways including:

Critical success factors

The essential areas of activity that must be performed well if you are to achieve the mission, objectives or goals for your business or project.

What can we do in the future that we can’t do now?

How do we measure success?

Not calling for specific key performance indicators here, but should have an idea of how we will measure success.  It also provides requirements for the product and what are the critical success factors.

External/legal requirements

If you are driven by a legal requirement or an industry standard (HIPPA or an ISO requirement comes to mind) than that should be identified.  The charter must identify conformation to external factors.

What benefits are being realized?

Again, if you have a mature benefits realization process, then the entire benefits quantification/qualification should be in place and your project is delivering outcomes and capabilities to realize the defined benefits.

Organizational RACI

The charter must be able to identify all the organizations that are impacted by the initiative.  After all, how did you get high level estimates for the business case if you didn’t have a means of identifying organizations involved?  This RACI should then be driven to know which groups need to receive and approve the charter. 

Time Frame

What time frame is expected for the organization to start to realize benefits?  Let’s avoid the charade of bottom up estimates and defining the schedule after you have all requirements defined etc.  We are driven by budget cycles and funding is only approved to last so long.  This isn’t to say those things can’t and shouldn’t happen, but at a Charter level – the approval has a defined end time.  This also helps define the scope.

I have purposely omitted several pieces of what is considered part of a charter.  Not that I don’t think they are important, I do, but they belong in defined sections of the project plan.  There is no need for budget as that should already be in the business case approval – and I don’t know if it directly contributes to the definition of the outcomes and capabilities.    Scope is implied in what success looks like and the Critical Success Factors.  If during requirements definition, a question is raised that doesn’t directly support the definition of success, than it is out of scope.  Assumptions, risks, issues, and constraints are all important, but they live elsewhere.  The charter should identify the future state, not dwell on the challenges of the present state.  And the charter should be a onetime document that is not modified or have addendums.  It initiates the work – other artifacts ebb and flow during the project life cycle.

In closing – the purpose of the charter is to authorize the project manager to start delivering on the project.  It is not to cut and paste from all over to make an all-inclusive summary of all business intelligence that justified the project.  I propose to make it a lean document focused on the outcomes and capabilities and the definition of success.  Items that have a workflow/life cycle (risks, assumptions, issues, etc.) do not need to be in a charter, they are taken care of elsewhere.  A lean, concise, and easy to read charter allows the team to focus on delivering within the success criteria.

 

 

Please sign up for a 1:1 with me while at the PMI Global Conference! We can talk about PMOs, healthcare project management, teaching project management, or any other topic related to project management!

To schedule a 1:1, use the SIGN UP button on this page.

Posted by David Davis on: October 21, 2017 06:03 PM | Permalink | Comments (7)
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