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Author Archives: Simon Harris

Simon Harris

Simon is a project management veteran with 30 plus years experience of projects gained mostly within large-scale blue-chip environments across finance and banking IT, defence engineering, oil & gas, government and not for profit. Simon has set-up and run PMO for several programmes and organisations.

Simon’s passion is to improve the state-of-the-art in organisation’s ability to cope with change. His thinking rests on the observation that organisations have to balance Run the Organisation with Change the Organisation. Project management is necessary but insufficient. Organisations need a broader and deeper response to change whether discretionary, gradual, irresistible or sudden. Simon welcomes Linkedin connections and you can find out more about Simon from his own website – Logical Model

The Basics of Programme Management

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 ...

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Making Sense of Portfolio Management

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 ...

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Lean Six Sigma and Projects

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 ...

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Prepping for the PMI PMP

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 ...

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Agile, PRINCE2 and PMBoK – How They Fit Together

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, ...

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PRINCE2 in Five Minutes

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’. ...

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A View on the Role of the PMO

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.

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