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.

About this Blog


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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

Recent Posts

Interview to Thomas Walenta, PMI Board of Directors

What from PMI Global Conference will you put to work this week?

What I've learnt at #PMIcon17

The Agility of PMI

#PMIcon17 - A round up.

Backward Expert


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


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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.



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Posted by David Davis on: October 21, 2017 06:03 PM | Permalink | Comments (6)

I've Learned

Right after the Global Conference, I will be flying out to Vancouver to give presentations at ProjectWorld.  One of my presentations is on Influence and Advising as a Project Manager. This is my closing slide.

As a project manager, we are frequently in a position of advisor or influencer.  We need to understand our interactions have long term impact.  Not only for our self, but also our organization.  It's the feeling of value required in the trust relationship.  

The last bullet is most important, there may sometime be the "drop the mic" moment where you win a heated discussion - but the odds are good you will still need to work with that person - so give them an opportunity to save face.  That 15 seconds of satisfaction might be the prelude to months of resistance.  


Posted by David Davis on: October 05, 2017 12:38 PM | Permalink | Comments (7)

Are We Measuring & Communicating Project Success in the Right Way?

Are We Defining, Measuring & Communicating Project Success in the Right Way?

This is a beautiful question that we need to be re-thinking, particularly in today’s disruptive world.  We all measure projects in some way, but do we measure what matters? This is the question we will be discussing in an interesting new format of an ‘interactive’ session at the upcoming North America Global Congress in Phoenix next month. This session will also be available live to a virtual audience. I am excited to lead and facilitate this session as I have been on a pursuit of finding better ways to ‘measure what matters’ for a number of years. I have posed this questions to hundreds of project and program managers around the world and written about it. Most organizations have all measure of key performance indicators, metrics and measurement systems, but the more you look under the covers measurement is a joke in many organizations. In this engaging and interactive session we will explore, why this is so?

 Along this pursuit I am outlining four objectives for our discussion:

1) Ask the tough questions and challenge the current ways of measuring & communicating project success.

2) Discuss how do we define project success?

3) List measures and performance indicators that stakeholders care about.

4) Gain new insights and actionable pointers to measure and communicate project success.


To get us started, here is a preliminary list of questions to think about:

•        What do you currently measure? What are common measures in today’s world?

•        What kind of behaviors do our current measures promote? 

•        Do we measure what matters?

•        How do you define project success?

•        How do we measure what our stakeholders care about?

•        What makes stakeholders happy?

•        How do you communicate project status and progress?

•        What tools / templates / platforms / dashboards / scorecards are appropriate to communicate project success?

•        How do you know that customer requirements have been met?

•        How do you know that the project outcomes have been met?

Are you ready for the dialog… What are your challenges in this area? What other questions you would like to explore?

Posted by Jack Duggal on: September 17, 2014 01:00 PM | Permalink | Comments (2)

"How can you govern a country which has 246 varieties of cheese?"

- Charles DeGaulle