Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Luis,
the strategic plan published is still the one from 2017, targeting PMI 2.0.
One of the core tasks of the Board is to deal with adapting the strategy and there is a standing Board committee for it. PMI executives and staff are supporting this committee and the full Board with strategy refinement. An example of this support was the Signpost Report published earlier this year. This annual report was established around 2006/7 when the Board introduced the Scenario Planning methodology to PMI, though this was no longer followed completely some years ago.
I would expect that there might be an updated version of the strategic plan in 1-2 years. Just a feeling, no evidence supporting this.
...
1 reply by Luis Branco
Nov 20, 2020 4:49 AM
Luis Branco
...
Dear Thomas Thank you for participating in this reflection and for your opinion The strategic plan was prepared in 2017 and under the presidency of Mark A. Langley. With the inauguration of this new president, many things have changed. For example: - The style used in the exercise of the mandate - Changes to values ??(has the code of ethics been swept under the rug?) - The brand identity - The acquisition of DA and the creation of Brightline - The radical change of: 1. PMBOK Guide (content and form as it is being elaborated) 2. R.E.P.'s that are now ATP's
We could mention more changes that indicate that the PMI Strategic Plan went to the dustbin Or, put another way ... does the 2017 strategic plan make sense?
I smell that the current leadership is committed to erasing the legacy left by the previous president
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Nov 19, 2020 9:45 AM
Replying to Thomas Walenta
...
Luis,
the strategic plan published is still the one from 2017, targeting PMI 2.0.
One of the core tasks of the Board is to deal with adapting the strategy and there is a standing Board committee for it. PMI executives and staff are supporting this committee and the full Board with strategy refinement. An example of this support was the Signpost Report published earlier this year. This annual report was established around 2006/7 when the Board introduced the Scenario Planning methodology to PMI, though this was no longer followed completely some years ago.
I would expect that there might be an updated version of the strategic plan in 1-2 years. Just a feeling, no evidence supporting this.
Dear Thomas Thank you for participating in this reflection and for your opinion The strategic plan was prepared in 2017 and under the presidency of Mark A. Langley. With the inauguration of this new president, many things have changed. For example: - The style used in the exercise of the mandate - Changes to values ??(has the code of ethics been swept under the rug?) - The brand identity - The acquisition of DA and the creation of Brightline - The radical change of: 1. PMBOK Guide (content and form as it is being elaborated) 2. R.E.P.'s that are now ATP's
We could mention more changes that indicate that the PMI Strategic Plan went to the dustbin Or, put another way ... does the 2017 strategic plan make sense?
I smell that the current leadership is committed to erasing the legacy left by the previous president
...
1 reply by Kwiyuh Michael Wepngong
Nov 20, 2020 9:24 AM
Kwiyuh Michael Wepngong
...
Hi Luis,
You're touching some very important issues there
Financial Management Specialist | US Peace CorpsYaounde, Centre, Cameroon
Nov 20, 2020 4:49 AM
Replying to Luis Branco
...
Dear Thomas Thank you for participating in this reflection and for your opinion The strategic plan was prepared in 2017 and under the presidency of Mark A. Langley. With the inauguration of this new president, many things have changed. For example: - The style used in the exercise of the mandate - Changes to values ??(has the code of ethics been swept under the rug?) - The brand identity - The acquisition of DA and the creation of Brightline - The radical change of: 1. PMBOK Guide (content and form as it is being elaborated) 2. R.E.P.'s that are now ATP's
We could mention more changes that indicate that the PMI Strategic Plan went to the dustbin Or, put another way ... does the 2017 strategic plan make sense?
I smell that the current leadership is committed to erasing the legacy left by the previous president
Hi Luis,
You're touching some very important issues there
...
1 reply by Luis Branco
Nov 21, 2020 4:39 AM
Luis Branco
...
Dear KWIYUH MICHAEL
Thank you for participating in this reflection and for your opinion
I also consider it important for members to reflect on the alignment between the strategy and its implementation
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Hi Luis
the strategic plan 2017 was the guidance for the changes we see. As I said, it is under review by the Board, and might be adapted to the next needs soon.
Let me comment to some of your examples
- I now have experienced 4 PMI CEOs and all of them were different in style,
- Code of Ethics did not change or go away. Values did not change (maybe they should). They do not apply to PMI or staff though, only to members, certificate holders and volunteers as individuals.
- Brand update was initiated under the old CEO
- Brightline was initiated before the strategic plan was put in place
- PMBoK was getting too big and and not covering important topics, it had to change. We will see how the chosen format will be helpful for the profession. Not sure about that either.
- ATPs will be more under control of PMI as REPs or trainers were, expected to get better quality of training for PMP, not sure if I like other consequences of this
There is significant change to PMI and must be. We have a Board taking this seriously and a CEO with vast experience in transformations. So I am overall positive, smells good to me.
...
1 reply by Luis Branco
Nov 21, 2020 4:47 AM
Luis Branco
...
Dear Thomas
Thank you for sharing your opinions and relevant information with us.
I have honestly never heard of the current PMI president
Regarding styles, it is natural that each person has their own style.
Have you had a chance to read Jim Collins' "Good to Great"?
Did the Brand Update, started with Mark A. Langley, bear any resemblance to what is visible at the moment?
From what I read (and it is my interpretation) in the current Strategic Plan of PMI and praxis, I see no alignment.
So I think it's important that you quickly publish the new strategic plan
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Nov 20, 2020 9:24 AM
Replying to Kwiyuh Michael Wepngong
...
Hi Luis,
You're touching some very important issues there
Dear KWIYUH MICHAEL
Thank you for participating in this reflection and for your opinion
I also consider it important for members to reflect on the alignment between the strategy and its implementation Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Nov 20, 2020 2:36 PM
Replying to Thomas Walenta
...
Hi Luis
the strategic plan 2017 was the guidance for the changes we see. As I said, it is under review by the Board, and might be adapted to the next needs soon.
Let me comment to some of your examples
- I now have experienced 4 PMI CEOs and all of them were different in style,
- Code of Ethics did not change or go away. Values did not change (maybe they should). They do not apply to PMI or staff though, only to members, certificate holders and volunteers as individuals.
- Brand update was initiated under the old CEO
- Brightline was initiated before the strategic plan was put in place
- PMBoK was getting too big and and not covering important topics, it had to change. We will see how the chosen format will be helpful for the profession. Not sure about that either.
- ATPs will be more under control of PMI as REPs or trainers were, expected to get better quality of training for PMP, not sure if I like other consequences of this
There is significant change to PMI and must be. We have a Board taking this seriously and a CEO with vast experience in transformations. So I am overall positive, smells good to me.
Dear Thomas
Thank you for sharing your opinions and relevant information with us.
I have honestly never heard of the current PMI president
Regarding styles, it is natural that each person has their own style.
Have you had a chance to read Jim Collins' "Good to Great"?
Did the Brand Update, started with Mark A. Langley, bear any resemblance to what is visible at the moment?
From what I read (and it is my interpretation) in the current Strategic Plan of PMI and praxis, I see no alignment.
So I think it's important that you quickly publish the new strategic plan Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Hi Luis,
Sunil Prashara, our new CEO & President has a 'CEO corner' on the website where he communicates a lot about PMI.
https://www.pmi.org/about/leadership-governance/ceo-corner I recommend to start reading his 10/30/100 days reports from 2019.
Yes, I read Jim Collins, and also his extension about social sectors, which better applies to PMI.
The brand update has to be seen in the context of the 50th anniversary. It was a long project culminating in what we see today and having several experiments including the Board, focus groups and Chapters input to come to what we see. This was not clear in the beginning, but result of the process. They also used leading design companies, I heard the chief designer was in his early 20s. The former CEO left PMI well before the brand update was designed.
The strategic plan was operationalized by a transformation plan with a roadmap and specific activities, and also shared and discussed with Chapters globally. I understand all activities you see come out of this transformation plan which is still executed. So I can understand your doubts if you have not been involved in these discussions.
...
2 replies by Luis Branco
Nov 25, 2020 10:30 AM
Luis Branco
...
Dear Thomas
Thank you for participating in this reflection
We can look at situations from inside or outside
Dec 03, 2020 5:51 AM
Luis Branco
...
Dear Thomas
Convince me that the "citizen developer" is aligned with the PMI mission and that it is part of the strategic plan.
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Nov 21, 2020 9:10 AM
Replying to Thomas Walenta
...
Hi Luis,
Sunil Prashara, our new CEO & President has a 'CEO corner' on the website where he communicates a lot about PMI.
https://www.pmi.org/about/leadership-governance/ceo-corner I recommend to start reading his 10/30/100 days reports from 2019.
Yes, I read Jim Collins, and also his extension about social sectors, which better applies to PMI.
The brand update has to be seen in the context of the 50th anniversary. It was a long project culminating in what we see today and having several experiments including the Board, focus groups and Chapters input to come to what we see. This was not clear in the beginning, but result of the process. They also used leading design companies, I heard the chief designer was in his early 20s. The former CEO left PMI well before the brand update was designed.
The strategic plan was operationalized by a transformation plan with a roadmap and specific activities, and also shared and discussed with Chapters globally. I understand all activities you see come out of this transformation plan which is still executed. So I can understand your doubts if you have not been involved in these discussions.
Dear Thomas
Thank you for participating in this reflection
We can look at situations from inside or outside Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Nov 21, 2020 9:10 AM
Replying to Thomas Walenta
...
Hi Luis,
Sunil Prashara, our new CEO & President has a 'CEO corner' on the website where he communicates a lot about PMI.
https://www.pmi.org/about/leadership-governance/ceo-corner I recommend to start reading his 10/30/100 days reports from 2019.
Yes, I read Jim Collins, and also his extension about social sectors, which better applies to PMI.
The brand update has to be seen in the context of the 50th anniversary. It was a long project culminating in what we see today and having several experiments including the Board, focus groups and Chapters input to come to what we see. This was not clear in the beginning, but result of the process. They also used leading design companies, I heard the chief designer was in his early 20s. The former CEO left PMI well before the brand update was designed.
The strategic plan was operationalized by a transformation plan with a roadmap and specific activities, and also shared and discussed with Chapters globally. I understand all activities you see come out of this transformation plan which is still executed. So I can understand your doubts if you have not been involved in these discussions.
Dear Thomas
Convince me that the "citizen developer" is aligned with the PMI mission and that it is part of the strategic plan.
...
1 reply by Thomas Walenta
Dec 03, 2020 6:58 AM
Thomas Walenta
...
Haha, Luis, I do not see myself as the ultimate explainer of PMI.
But, yes, I can try to help you and others to see my perspective on PMI activities. If that helps. My wife also complains that I tend to see the bright side in anything that happens, but I think it is not a bad attitude in Corona times - or in life.
As to CD, I see it as the quest to see 'beyond agile'. It may be an experiment to sense emerging ways for improving projects (starting with SW development).
One linkage point to the strategic plan is on its page 17, that asks PMI not only to look at existing ways, T&Ts, methods to execute projects, but also to anticipate new ones. This is a pretty new thinking driven by the increased speed of changes. It is no longer sufficient to look at what is established.
Here is the quote from the document:
"1. What are an organization’s project management needs? 2. How are those needs changing and evolving? 3. Are there new methodologies emerging to complete projects more efficiently?"
A (strategic) plan should not prescribe exactly what will happen, but set some principles, a north star, and ultimately instill a mindset and culture. I would say a plan should be resilient to be helpful.
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Dec 03, 2020 5:51 AM
Replying to Luis Branco
...
Dear Thomas
Convince me that the "citizen developer" is aligned with the PMI mission and that it is part of the strategic plan.
Haha, Luis, I do not see myself as the ultimate explainer of PMI.
But, yes, I can try to help you and others to see my perspective on PMI activities. If that helps. My wife also complains that I tend to see the bright side in anything that happens, but I think it is not a bad attitude in Corona times - or in life.
As to CD, I see it as the quest to see 'beyond agile'. It may be an experiment to sense emerging ways for improving projects (starting with SW development).
One linkage point to the strategic plan is on its page 17, that asks PMI not only to look at existing ways, T&Ts, methods to execute projects, but also to anticipate new ones. This is a pretty new thinking driven by the increased speed of changes. It is no longer sufficient to look at what is established.
Here is the quote from the document:
"1. What are an organization’s project management needs? 2. How are those needs changing and evolving? 3. Are there new methodologies emerging to complete projects more efficiently?"
A (strategic) plan should not prescribe exactly what will happen, but set some principles, a north star, and ultimately instill a mindset and culture. I would say a plan should be resilient to be helpful. Saving Changes...
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