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☛ Continuous improvement is not an option, it is part of our day to day... - Alejandro J.Romàn

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Keys to success for the start-up of a PMO...

Start-up of the tunnel boring machine Elisa to improve the cloacal service to more than 4.3 million people in the city of Buenos Aires

A civil engineering project: Switzerland’s Gotthard

Those who can attack your project...

Taking charge of a Project and Project Manager responsibility

Keys to success for the start-up of a PMO...

We can call you PMO, Programs or Projects Office, Center of Excellence, Global PMO, etc. Regardless of your name and your location within the Organization chart of the organization, the reasons for establishing a Project Management Office or PMO are clear: provide and standardize good practices that provide increased knowledge and corporate maturity in project management with the to reduce failed projects, deliver projects on time and cost with the desired quality, increase productivity. 

With such high motives, the value of the PMOs, as in the military (one already has a certain age), is supposed. However, and how it emerges, for example, from the Global State of the PMO 2015 (ESI) study, there is a general lack of conviction in organizations of the value that PMOs contribute, which are perceived as "nice to have" rather than as something necessary. The PMOs must justify their reason for being on a daily basis. It is a challenge for organizations to justify investment in their creation and maintenance in quantitative and measurable terms.

The keys to the success of PMOs :

  1.   Measurable benefits

    As PMI says in its White Paper, "The Project Management Office - In sync with Strategy", we do not ask a PMO only project governance criteria, and methodology monitoring, but its function provides clear, measurable, long-term benefits. repeatable And also that is able to communicate them effectively, to make visible the value to the whole organization and get executive support.

    Possible indicators or metrics for the PMO: percentage of successful projects, compliance with strategic objectives, achievement of project benefits, improvement in estimates, reduction in deviations of time or costs, reduction of errors in final product, improvement in satisfaction of the customer, etc.

    Any measure of value must be in relation to the strategic objectives, which gives rise to the second key factor of success.

  2. Strategic alignment :  

    For a PMO to work, therefore, it must be completely aligned with the corporate strategy. This implies, among other things, that there is no PMO structure that works the same for all organizations. Each organization, depending on its objectives, its culture, its people, must decide which approach or model of PMO best fits. In the article PMI's Pulse of the Profession: PMO Frameworks, PMI, Nov 2013 offers an excellent summary of the different models and functions of a PMO.

    The creation and the role of the PMO only exist to the extent that they help and enable the achievement of strategic objectives. In this sense, the PMO should have a certain level of participation in the creation of the strategy or operational plans, better if the PMOs are important functions in the organization than if they were mere support functions for the projects. 

  3. Support of senior management:  It is essential to convince the leaders of the organization of the need for their existence in order to survive the difficulties (which will appear). It implies therefore the existence of a certain sensitivity on the part of management of the benefits of the adoption of good practices (another success factor described below), and of investing in the necessary talent.

  4. Communication / Visibility of the results

    It is not just about being good, but about looking like it. The organization in general should perceive the PMO as an aid and not as an extra cost. The PMO will also act as an Agent of change for the success of organizational changes and, therefore, must play a very important role of communicator and liaison between the different departments of the organization.

    The following factors, no less important, go in the line of giving visibility and confidence to the rest of the organization regarding the role of the PMO:

  5. PMO as a reference in project management:  The people who form the PMO must have the profile, training and adequate recognition within the organization. They should be the reference in project management, and have sufficient credibility.

  6. Talent management: In coordination with HR, the PMO should have an active role when it comes to knowing the current level of people in the organization involved in project management, and establish development plans, training and certifications.

  7. Alignment with standards: The PMO's own organization should preach with the example of not reinventing the wheel and based on internationally accepted good practices. Good practices in organizational project management and maturity, such as OPM3, P3M3 or CMMI. 

Suggestion complementary readings:

Aligning the project portfolio with the organization's strategy 

 

About the author : Alejandro J.Roman
 

The dissemination, transmission, modification, copying, reproduction and / or total or partial distribution of this document, in any form and by any means, without the prior written authorization of the author, and is protected by intellectual property laws, is prohibited. trademarks, commercial loyalty, databases and other standards Similarly, any use of the documents or part thereof for commercial purposes is prohibited. Violation of the aforementioned rights may result in civil and / or criminal convictions established in the aforementioned regulations. Violators will be responsible for all available legal channels.
Date and place of publication: Buenos Aires, April 2018. The deposit established by Law 11.723 is made.

Posted on: April 26, 2018 10:33 AM | Permalink | Comments (10)

Start-up of the tunnel boring machine Elisa to improve the cloacal service to more than 4.3 million people in the city of Buenos Aires

The Government launched yesterday the tunnel boring machine that will build the second section of the Left Margin Collector Matanza-Riachuelo System, a work for the sewage service that will benefit more than 4.3 million inhabitants of the Federal Capital and the Great Good Aires and that will require an investment of 1200 million dollars.

The collector, 9.5 kilometers long and 3.2 meters wide, will complement other stretches that are underway and that will have a strong impact on the sanitation process in the Riachuelo basin as far as contamination by sewage effluents is concerned.

The segment starts at calle Benito Quinquela Martín, between Goncalves Dias and San Antonio, in the neighborhood of Barracas, and will reach the intersection of Avenida Fernández de la Cruz and Larrazabal, in Villa Lugano.

The route crosses a densely populated environment, so the tunnel will be built below the water table, at a variable depth between 14 and 24 meters. The tunnel boring machine of German origin was baptized "Elisa", by Elisa Bachofen, the first woman qualified in civil engineering in South America.

"This is one of the most important works in Argentina due to its characteristics and probably one of the most important in the world that is being done," stressed the Minister of the Interior, Public Works and Housing, Rogelio Frigerio, after touring the descent where the machine started the excavation tasks.

Frigerio stressed that "it will also allow us to begin to meet that challenge so many times postponed to clean up the Riachuelo" and "will have a positive impact on the health" of the population. He said that this type of work also gives "quality work, something that is linked to the Government's main objective, which is the reduction of poverty."

The Matanza-Riachuelo System was conceived as an integral solution to respond to capacity and quality limitations in the provision of sewerage service in a large part of the AySA concession area. In addition, it will make it possible to lighten the work of the Berazategui Plant, thanks to which, in the future, 1.5 million people will be able to be incorporated into the sewage system.

The works are carried out in three lots: the first transports effluents served, starts at the boundary between the City of Buenos Aires and La Matanza and runs through the city to Dock Sud and decompresses the maximum sewers with more than 30 kilometers of tunnels.

The other two are located in Dock Sud. The second covers the treatment plant and the inlet and outlet elevating stations, while the third is the outfall, in the Riachuelo plant.

The works in lots 1 and 3 are financed by the International Bank for Reconstruction and Development (IBRD), a member of the World Bank, while the works in lot 2 are financed entirely by the State.

This is how the tunnel used in the work of the Matanza Riachuelo System works: 

https://youtu.be/VoRItVAHPQQ

 

The dissemination, transmission, modification, copying, reproduction and / or total or partial distribution of this document, in any form and by any means, without the prior written authorization of the author, and is protected by intellectual property laws, is prohibited. trademarks, commercial loyalty, databases and other standards Similarly, any use of the documents or part thereof for commercial purposes is prohibited. Violation of the aforementioned rights may result in civil and / or criminal convictions established in the aforementioned regulations. Violators will be responsible for all available legal channels.
Date and place of publication: Buenos Aires, April 2018. The deposit established by Law 11.723 is made.

 

 

Posted on: April 20, 2018 09:25 AM | Permalink | Comments (7)

A civil engineering project: Switzerland’s Gotthard

Measuring 57 km in length, situated 2.3km deep under the Alps and having cost €11bn to complete, Switzerland’s Gotthard base tunnel is more than just the world’s longest and most expensive tunnelling project.

At a time of rising nationalism and closing borders, European leaders will also hope it can serve as a reminder that the continent can still smash barriers when it manages to pull together.

It is no coincidence that the German chancellor Angela Merkel, French president François Hollande and Italian prime minister Matteo Renzi have found the time to join Swiss president Johann Schneider-Ammann for Wednesday’s maiden voyage through the rail tunnel, which contains a 152 km labyrinth of galleries, cross passages and shafts and has taken 17 years to complete.

Festivities with 1,200 invited guests, expected to cost about €8m, will mark the opening of the rail tunnel, which will be mainly used for further test journeys until commencing regular service in December 2016.

Once fully functional, the tunnel will not just slice 45 minutes off the journey time between Zurich and Lugano, but also form a central building block of the so-called Rhine-Alp corridor that stretches from the sea ports of Rotterdam and Antwerp via Germany’s industrial heartland down to the port of Genoa in Italy.

The new Gotthard base tunnel, which has been in planning since the 1980s, will bypass the old Gotthardbahn rail tunnel, which rises and falls through the massif in a winding route. Unlike its predecessor, which was completed in 1882, the new line will run on a flat low-level route, the first of its kind in the Alps.

Four giant drill heads were used to cut a path through the mountain range. In the process, almost 30m tonnes of rock and soil were transported from the massif’s inner core to the surface via a giant purpose-built lift.

At 57km, the Gotthard base tunnel is 3km longer than the world’s current record-holder, the Seikan rail tunnel that links Japan’s two largest islands, Honshu and Hokkaido, and 7km longer than the Channel tunnel that connects England and France.

Whether Switzerland will be able to hold on to its title for long is questionable. The Chinese government plans to build a tunnel underneath the Bohai straits  measuring 123 km – more than twice the length of the Gotthard base tunnel – to reduce journey times between the port cities of Dalian and Yantai from eight hours to 45 minutes.

In Europe, the next alpine mega-tunnelling project is in progress, with a 55km tunnel underneath the Brenner designed to connect Innsbruck in Austria and Bolzano in Italy. A proposed 80km underground train link connecting Helsinki in Finland and Tallin in Estonia is awaiting approval.

In Switzerland, the hope is that the Gotthard base tunnel will not only boost the trade route between northern and southern Europe but also shift alpine traffic from road to rail and reduce CO2 emissions, thus helping to protect the ecosystem. Sixty-five per cent of the project’s construction costs were funded by a tax on heavy duty vehicles, of which about 3,600 used the old tunnel on an average day.

As a symbol of cross-border cooperation, the Gotthard tunnel may only be able to ward off the spirits of populist nationalism for so long: according to recent reports in the Swiss media, politicians are expected to use the grand occasion, coming just weeks before the British referendum on EU membership, to rally support for measures to curb immigration.

“We can show that Switzerland is a reliable partner for Brussels and the whole of Europe, more reliable even than some of its member states,” the president of the Christian Democratic party told Neue Zürcher Zeitung. “We keep our promises, and we put our money where our mouth is.”

Relations between Switzerland and the European Union were put under strain two years ago when the country voted to introduce quotas for immigration from EU countries. Negotiations on whether Swiss measures, such as an “emergency break” on immigration in exceptional circumstances, were put on hold in the run-up to the British referendum.

Following Switzerland’s constitution, the outcome of its immigration referendum result has to be implemented by February 2017 – three years after the vote was held.

Facts and figures

The Gotthard base tunnel is 57 km and in some places 2.3km from the surface. Without ventilation, the temperature inside the tunnel system is 46C (115F). The project took 17 years to build and cost 12.2bn Swiss francs. Teams excavated 28.2m tonnes of rock in the process. Trains will be able to cross the Gotthard massif at a maximum speed of 250 km/h, taking about 20 minutes. The tunnel will allow 260 freight trains to pass through the tunnel every day, as opposed to 180 in the old tunnel.

About the Author : Philip Oltermann  for The Guardian 

 

 

 

 

 

Posted on: April 14, 2018 06:20 AM | Permalink | Comments (4)

Those who can attack your project...

"The Interested or Stakeholder can sink that valuable value of your management, the Project ..."

The so-called influence of the different "Stakeholders" that are affected or affect the project both during and in the execution process and when it ends and moves to the operating environment. That is can be the key at the time of failure or achieve success.

In fact and according to my lessons learned in the management of projects and what old and new clients show me. Even if you are able to plan your project in detail, develop a correct strategy and have everything under control. The forgetting of a key stakeholder in the project or minimizing its influence. You can attack the life and the success of your project.

Categorize and identify key actors: 

As mandated by the uses and costum.No all stakeholders have the same importance or the same interest in the project. But the novelty on the part of the Project Manager is to make an effort to identify all the stakeholders and then categorize them, analyzing which one or which we should focus our monitoring on. It is vital that none be missing from our tracking list. Although they seem little relevant at this time.

Because if the current situation could change throughout the life cycle of the project. And it is necessary to carry out a follow-up and monitoring that will help the Project Manager have a detailed control of these stakeholders. In this way, it will also reduce the "Risk".

Thus we can analyze the stakeholders involved, taking into account both the support and commitment to the Project. Like its power when influencing and making decisions.

The Communication Plan:

A good strategy is communication: Establish the necessary communication channels trying to strengthen trust. Putting the focus on explaining to project stakeholders the benefits that the project will generate in the organization and consequently in the personal development of the interested party.

Conclusion :

The Project Director once you have identified the actors involved in the project. You must think and establish a concrete strategy to reduce your resistance. In any of the cases special attention and dedication is required to commit those interested in the success or failure of the project.

Additional readings: 

Strengthen relationships of trust with project stakeholders

https://www.projectmanagement.com/blog-post/30817/Strengthen-relationships-of-trust-with-project-stakeholders

 

About the author : Alejandro J.Roman 

It is forbidden the dissemination, transmission, modification, copy, reproduction and / or total or partial distribution of this Document, in any form and by any means, without the prior written authorization of the author, being protected by the Copyright Laws, Trademarks , Commercial Loyalty, Databases and other standards Likewise, any use of the Documents or part thereof for commercial purposes is prohibited. The violation of the aforementioned rights may result in civil and / or criminal convictions established in the aforementioned regulations. Violators will be held responsible for all available legal channels.
Date and place of publication: Buenos Aires, June 2016. The deposit established by Law 11,723 is made.

 

 

 

 

Posted on: November 29, 2017 10:17 AM | Permalink | Comments (10)

Taking charge of a Project and Project Manager responsibility

How should we deal with problem solving in a project? Positive orientation can lead to seeing hazards as opportunities or challenges, perceiving that you have a strong capacity to deal with problems and being willing to invest time and effort in your solution.

On the contrary, a negative orientation to the problem implies seeing problems as threats, believing they are insoluble, doubting one's ability to solve them and getting frustrated and stressed when faced with a problem.

n summary, and more importantly, a positive orientation to the problem induces the subject to confront it, while the negative orientation prepares him to avoid it.

And in the end, we have to make a decision, which in part will depend on the attitudes we adopt. Decision-making in project management is the association of a course of action or plan with a given situation. The decision-making model presented has the following steps:

  • Make a model of the current situation or a definition of the problem

The demands of the situation may come from outside but also from the individual's goals and values. The most common barriers to achieving the objectives are: ambiguity, uncertainty, conflicting demands, lack of resources or novelty.

This phase includes the definition of the objectives that the project manager wants to achieve. When a problem is to be solved, it is necessary to analyze it and elucidate which are the processes and relevant aspects that are influencing the appearance and maintenance of the problem (root cause) or what threatens the situation.

The analysis of the situations is a root cause analysis, trying to determine the influences of some factors in others, in the present moment and in the possible evolution.

  • Generate possible alternative behaviors

The project manager must imagine the possible alternatives being aware that creativity in the search for solutions can be reduced by the fear of external criticism and sometimes self-criticism (fear of what they will say).

It is therefore necessary to delete them both in a first stage in order to be able to consider the solutions without prior censorship. It is done following the rules of the brainstorming, in which no criticism or evaluation of the ideas are proposed, any proposal is used, completed or varied to generate new solutions.

  • Extrapolate the expected results with each proposed alternative

In order to anticipate the results of implementing the identified solutions and to see their impact on the project, either through expert consultation or through simulations, they are evaluated and compared.

In this sense, in a project where there are many stakeholders, the reactions of this group involved in the project are fundamental.

Knowing how to predict the results of a plan that has been developed is difficult and uncertainty plays a key role again. Therefore, as has been seen in the area of planning and risk management knowledge, an update of the risk plan will be necessary, as a result of the decision taken.

  • Draw the consequences of each result.

Once the results of each alternative are obtained, it is assessed how they affect each of the objectives of the project and, very importantly, their level of risk (probability and impact) together with the benefits or damages that can lead to it occurring, the consequences of each result.

  • Choose the action to be carried out

Among the possible alternatives, the project manager and his team, taking into account the experts who have convened internally or externally to the project, choose the most appropriate alternative to solve the problem.

  • Carry out a solution implementation plan

A good solution can fail because of a bad implementation when not doing it in the right moment, not to inform previously to some relevant people, not to explain it well the equipment responsible for its implantation, among other reasons.

  • Control the process when the action is carried out.

Once the execution begins, the supervision and control phase of the solution begins. It is the phase of the process of control of what is done, in which it is monitored if the current result goes in the way that we hope or not.

  • Evaluate the results obtained.

Once the action is executed, monitored, controlled and with the final results in the hands of the team, it is reviewed the realized and the results obtained with the objective of extracting lessons learned for future projects.

he evaluation should be done based on the defined indicators, the data obtained and actual and measurable results obtained.

About the Author : Alejandro J.Romàn 

 

It is forbidden the dissemination, transmission, modification, copy, reproduction and / or total or partial distribution of this Document, in any form and by any means, without the prior written authorization of the author, being protected by the Copyright Laws, Trademarks , Commercial Loyalty, Databases and other standards Likewise, any use of the Documents or part thereof for commercial purposes is prohibited. The violation of the aforementioned rights may result in civil and / or criminal convictions established in the aforementioned regulations. Violators will be held responsible for all available legal channels.
Date and place of publication: Buenos Aires, June 2016. The deposit established by Law 11,723 is made.

 

 

Posted on: October 22, 2017 07:41 AM | Permalink | Comments (16)
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