PMI Global Insights

When contacted as a potential candidate for the Ask the Expert panel, I felt proud and had somewhat a sense of validation. Let me explain. Eleven years ago, during the recession, I was laid off and on unemployment. To that end, I chose to look at the other side of the coin, as an opportunity to reinvent myself and my career.

In the span of these eleven years, I have focused diligently on my professional development and career growth to have a voice. My voice is one of many, however, with a level of effort required to be in the choir, a level of commitment to not simply make oneself better, but to take it as a chance to share, grow, and contribute back to the professional community as a way to fortify and inspire.

After earning my PMP designation, I decided to put myself out there in this community, to be comfortable with being uncomfortable, to actively engage with the community as a way to solidify and expand on my understandings, assumptions, and experiences.

That was in 2016. Three years later, coming up to four, I am happy to now have this amazing opportunity to actively partake and engage in such an amazing event such as the Global Conference as an invited member of the Ask the Expert panel. It is an honor to sit amongst my peers in this fashion, with not just the ability to meet some of my online cohorts in person, but to meet others in the community as well to discuss interesting topics and learn from one another.

I look forward to being amongst the community and part of the celebration. See everyone there!

Andrew Craig

Now that I've had a couple of days at home after the close of PMI Global, I wanted to reflect on the positive things I observed, heard and otherwise inferred about PMI, based on the actions of the organization. Of course, this is my own opinion, but I'm hoping many of you will also agree with me!

Overall I feel that PMI has finally, officially, opened the door on true agility and applying flexible, adaptable project management processes, in our ever-increasing world of ongoing change.

I believe this is a very positive shift, and not only validates the many methodologies that exist, but also allows project managers to be at peace with the methodologies they choose to apply to their unique situations. 

I have to admit that, in previous years, it seemed there was a bit of resistance to change in methodologies by PMI - something I disagreed with. There seemed to be a hold out, to hang on to the remnants of a waterfall-driven approach to projects.

As a change agent, I find this understandable, given the heavy focus of past issues of PMI's PMBOK and standard practices that have given steady direction to many a project manager over the years. In their defence, why change a good thing, right?

But, as I always encourage, change is here, and change is good! It is our only way to continue to succeed in our changing world!

I believe these shifts started a while ago, with the exploration of Agile, and then the introduction of the Agile Certified Practitioner, alongside the other certification options. I would say, however, that the application of Agile methodologies had still been referred to as something practiced primarily in the IT sectors. As if agility is not relevant for everyone - but this, too, I see continuing to shift, as all agile things should.

With the inclusion of some language around agility in the newest PMBOK edition, there seems to be more acceptance that agility is more of a way to work through any type of project - with collaboration, flexibility, and iteration - so that we can simply achieve the best solutions, and deliver those valued benefits each of our customers want and need. With this, I can agree - and it doesn't stop with Agile.

Upon being asked to partake in the Expert series, and with the acceptance of my presentation abstract (focused on Lean approaches), it became even more apparent that PMI is moving to a world of supporting Change in the project management world.

The entire conference was framed around "Difference Makers, Change Makers" - asking all of us how we will forge new paths moving forward. The lineup of presentations included highlights about many different approaches, including various combinations of hybrid agile, lean, and waterfall.

There was also plenty of focus on the softer side of things, including engagement, collaboration, communication, emotional intelligence, and other leadership skills - to help facilitate the creation of positive team environments and applying various strategies successfully.

In all of this, I have a much stronger appreciation for PMI and it's open-mindedness to embrace such change. In its ambitions to be able to both continue to support its membership with change, and to help lead it too.

I look forward to continuing my support for the membership - whether it be through strategizing and implementing ongoing changes, by way of blogging, hosting webinars, or otherwise training and coaching folks who just might get a little lost along the way with all of these shifts.

If you want a little help, you have a way to reach me...simply connect and send me an email!

Change and collaboration are my forte, and in my opinion, the only perspectives to start with.

I urge you to open your minds, and engage with your peers - what is your opinion? And what is theirs? What is the best strategy to deliver the greatest value from the unique project that you've taken on?

And how can you work together to make your project sing? 

Presenters: M. Khalifa and M. Ilyas

When I saw in the agenda that these two presenters were delivering two sessions at PMI EMEA, I was very excited as they are usually very informative and knowledgeable, but also entertaining and enjoyable.

PMI EMEA has 7 concurrent tracks, therefore I could attend only this session.

One of the most important pillars that must be added to the other three traditional pillars of PMO Implementation is Change Management.

Without it, the entire PMI falls down.

Then, among all the agile's enablers, they explained the importance of simplicity with the following example:

This is a bull portrayed by Picasso after several (many) steps of simplification.

In their case study, their challenge was how to move from complexity to simplicity without compromising governance and best practices. They reached that success by implementing the Picasso's approach:

• from 30 processes to 20
• from 30 steps in requirement gathering to 12

The feedback they had were supporting their approach:

And you, what experiences to you have to share in similar cases?