Programme management is the essential vehicle of organisation change and that is at least in part responsible for the awful confusion surrounding the word programme. Here are a few words to clarify before offering some essentials for ‘How To Manage A Programme’. First is it program or programme? Well in ...Read More »
Project Managers the world over are tasked with delivering “to time, cost and scope”. The basic skills to achieve the relationship of the Golden (Iron or Triple Constraint) triangle are easy to grasp. There are two basic approaches. Either: fix the team and delivery date so making the scope variable. ...Read More »
I spoke at the PMO Conference in London last week. Loads of fun. Like everyone else I listened to our opening Keynote speaker first, Mark Price Perry. He said, with great insight; “people get the Project Management Office’s purpose all wrong, they get the definition of projects wrong”. I agree ...Read More »
When faced with a nail a screwdriver is useless. When the job is to drive home the screw a hammer is a fast, if crude abuse of a tool whose solution shifts consequences into the future. The consequences won’t always matter. In Admonition of The Lean Band Wagon The history ...Read More »
I recently had the pleasure of taking a small and senior group through the 2080 course Rapid Assessment and Recovery of Troubled Projects. We held a virtual class-room ‘Wash-Up’ session last week and I thought you’d get value from their reflections. The course was six sessions spread over three weeks ...Read More »
Last month I attended my first Twitter chat #pmchat. It was frustrating. My wife, a 30,000-plus tweet veteran (@bakersbunny) tried to explain mid #pmchat what was going on. I’m going to throw out a small challenge. I bet the only reason that you’ll get to the end of this post ...Read More »
In the world of project management there are various labelled factions: the PMI crowd, the PRINCE2 crowd, the Agile crowd et.al. Well now there are the PRINCE2 Agile practitioners. Those people have a foot in both the “how to link projects to corporate approvals and direction” camp and the “how ...Read More »
Last week I had the pleasure of a week in Stockholm and the challenge of shepherding a group through preparing for their PMI PMP® exam. So far I’ve had three emails: “Yipee I passed” and one, “I’m now booked for next Wednesday – wish me luck” with about 10 more ...Read More »
You might know the Kipling poem that starts: “I KEEP six honest serving-men (They taught me all I knew); Their names are What and Why and When And How and Where and Who.” It is often quoted in the context of project definition, writing business cases and approaching approvals for ...Read More »
I got thinking about the whole programme management versus project management debate the other day and here I lay down some thoughts about the standards today, look at what’s missing and give a new definition for programme management. If, as an organisation we recognise what programmes and projects are and ...Read More »
2080 StrategyExecution have delivered a training course fully focussed on Agile Project Management for well over a decade. Since before agile was the widespread term for handling complexity. It’s title is Leading Complex Projects. Complex Projects Means Different Control Choices Leading Complex Projects’ graduates know that complexity is a label ...Read More »
Agile, PRINCE2 and PMI’s Project Management Body of Knowledge (PMBoK) are all complementary parts of project management. They are parts of a whole, but not THE whole. Let me explain further. The Whole The whole is everything that project management embodies – the processes, the methods, the techniques, the tools, ...Read More »
Or exactly 666 words! Here we explain the entire 327 page PRINCE2-2009 manual in a quick 5 minute read. Brevity is at the price of some reduction in detail. The picture shows: PRINCE2 has some structure, some sequence, some players and some output triggered by arrival of the ‘project mandate’. ...Read More »
There is a contradiction at the heart of many PMOs. Who is the master of an office for management of project or programme?
There is a choice of at least two who have different focus and thus needs.
I have run/set-up several large PMOs over the years during which time I’ve seen that I had to choose whose confidences I had to respect absolutely.
Have you ever watched Joe Public on an ice rink? A few glide gracefully by while the majority wobble badly, grab each other in panicky moments of instability that cause others to wobble all around them. I’ll re-ask that: when you observe how your organisation executes the average change initiative would ...Read More »