Yes the secret is out. #ChampionOfChange you have a new lifeline “Ask the crowd”. I led a session on day 3, on something that many of you were curious to know about – your new lifeline
I explored how crowdsourcing can be an option to solve the most complex problems in our projects and how it can improve agility and innovation.
I had a great support from the crowd at my session, both from old friends like Bruce Gay and friends that I made through my interactions last few days at the conference – at the gala dinner, on the hallway, at the breakfast, lunch tables and at the “Ask the Expert” booth. I guess that is the bonus of having your session scheduled on the last day. Thank you everyone! The feedback is captured here.
With all that great crowd support, in high spirits I headed back to the exhibit hall. On way I stopped at PMI’s Projectified live podcast booth for a live podcast on my experience as a speaker as an attendee at #PMICON18.
1. Be a person of vision, face your own reality and believe in magic
2. Tap into the collective intelligence of the generations, by understanding the workplace preferences
3. Passion is one, but that needs to be backed by project management and principles
The last key note of the conference was by Abigail Posner, she provided some amazing tips on how to be creative
1. #seekthewhy : Ask yourself why your clients seek your services, answers are the foundations to the creative ideas.
2. #lookforthelinks : Ideas don't come from nowhere. Look for the links between disparate ideas.
3. #discoveryourmission: What are you offering that is going to make lives better?
As they call in Hollywood “that was a wrap” of the PMI Global Congress 2018, hope to see you next time to celebrate PMIs 50th birthday in Philadelphia. Till then let’s keep the conversation on , on twitter , linkedIn and Facebook .
What I've learnt at #PMIcon17
PM & the Economy,
Reflections on the PM Life,
Human Aspects of PM,
PM Think About It,
Categories: PM & the Economy, Agile, Human Resources, Reflections on the PM Life, Best Practices, Human Aspects of PM, Documentation, Generational PM, PM Think About It, Volunteering, Strategy, Mentoring, Career Development, Stakeholder, Innovation, Change Management, Leadership, Lessons Learned, Talent Management, Education, Communication
It's been a week since #PMIcon17 started and it's been a time to reflect on a few things that were really visible to me during the conference that I think is valuable to share with the wider community.
Personally, I felt that the Conference not only highlighted the opportunities that we have as Project Managers to learn and develop as stronger Project Managers but also showing the possibilities that are available in the PM world to contribute and grow.
Where will I be going from now? I'll be continuing to connect with everyone that I met to make sure that we can continue collaborating and sharing knowledge. I'll also be making sure that my 'contribution' to the Project Management industry remains involved, active and giving back just as much as I have been learning!
What will your contribution be? How can we collaborate together?
#PMIcon17 - A round up.
Reflections on the PM Life,
Human Aspects of PM,
PM Think About It,
IT Project Management,
Categories: Social Responsibility, Human Resources, Reflections on the PM Life, Best Practices, Human Aspects of PM, Documentation, Generational PM, PM Think About It, Mentoring, Change Management, Leadership, Lessons Learned, Ethics, New Practitioners, IT Project Management, Talent Management, Education, Communication
I've finally arrived back in the Netherlands and it's been a whirlwind few days! I consider the "Ask the Expert" sessions to really be so beneficial to the wider community as well as the individuals involved. I wanted to provide a summary of the main things that really struck me over the weekend and some final thoughts about the conference.
This years session really had a few stand out areas of conversation:
Key areas of advice given:
Looking forward at your career and path is the most important thing that you can do for your professional development. You need to understand and analyse within yourself what you want to do and what's important for you.
Did you attend #PMIcon17 and did you enjoy it? Did you come to the Ask the Expert area?
Rethinking the Charter
Nontraditional Project Management,
Calculating Project Value,
Reflections on the PM Life,
PM Think About It,
Categories: Tools, Portfolio Management, Project Failure, Risk Management, Agile, Human Resources, Nontraditional Project Management, Calculating Project Value, Reflections on the PM Life, Documentation, Project Planning, Facilitation, PM Think About It, Project Delivery, Project Requirements, Translations, Roundtable, Strategy, Metrics, Stakeholder, Innovation, Change Management, Leadership, Lessons Learned, Program Management, Scheduling, Benefits Realization, Complexity, Education, Programs (PMO), Communication
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.
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.
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.
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!
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