Posted on May 5, 2009 by Paul Ritchie
A leader, a manager, and a business person?
An illustration of the manager/leader gap discussed earlier (here) is drawn in this back-and-forth among Glenn Whitfield (here), Andrew Meyer (here), and others. All good stuff, though the last two comments on Glenn’s post — from Long Huynh at CIO Assistant and Glenn himself — get closest to my perpsective.
The idea that a CIO can perform well by operating with one style is pernicious. Unfortunately, many reinforce this idea — see this State of the CIO 2007 feature from CIO Magazine that identifies CIO archetypes (and even offers a “self-assessment” tool for self-archetyping).
I wonder…how can a single-archetype CIO be successful when his/her IT portfolio must contain very disparate types of projects and programs (e.g., “stay in the game” vs. “win the game” vs. “change the game” initiatives)?
Filed under: Innovation, IT special interests, IT Strategy, Leadership, Portfolio Management, Strategy Management | Tagged: Andrew Meyer, Glenn Whitfield, Long Huynh, manager-leader gap | 1 Comment »
Posted on April 27, 2009 by Paul Ritchie
I’ve been working on an initiative called “Value Delivery,” which will incorporate value management into our various PMO methods, tools, etc. These activities are often listed as typical PMO functions, but this really only honored in the breach. Value management never seems to take off given a PMO’s traditional emphasis on implementing project management methods, tools, training, etc.
In our approach, we will ensure that value management has its own identity, especially when it comes to training. While value and benefit management is baked into the various program and portfolio standards around, it isn’t part of the typical project manager’s skill set. Rolling out value management separately should emphasize the organizational and personal changes required to be successful.
What is value management’s objective? To ensure that execution remains focused on delivering against executives’s and stakeholder expectations. How does value management happen? Maybe the best way to illustrate is to briefly lay out the lifecycle we’re using below:
- Value Discovery: Establish a performance baseline
- Value Realization: Identify required process improvements and KPIs
- Value Optimization: Review and steer benefit attainment
Filed under: Performance Management, PMO, Portfolio Management, Program Management, Project Management, Strategy Management | Tagged: alignment, business alignment, Value Management | 6 Comments »
Posted on April 24, 2009 by Paul Ritchie
Glen Alleman and a number of commenters contributed to a great thread on math, PM, and complexity (here).
I try to keep the ideas of complexity “science” in mind when planning strategy and its execution. In particular, I have a deep respect for the power of self-organization and the need to create flexible rather than brittle management systems.
However, I’m not sure how powerful CAS really is as a theory, at least w/r/t/ project management. For example, how do its predictions advance my estimation approach beyond what we’re doing w/ probability distributions (e.g., Monte Carlo simulations via Crystal Ball)? To I really need math beyond that to get “good enough” estimates?
Filed under: Complexity, Portfolio Management, Program Management, Project Management, Strategy Management | Tagged: complex adaptive systems, complexity theory, Glen Alleman, Herding Cats | 3 Comments »
Posted on April 22, 2009 by Paul Ritchie
Cats and dogs, living together...
Greg Balestrero — CEO of the Project Management Institute — recently posted (here) on his experiences at the Scrum Gathering in Orlando. In my experience, Greg and the PMI staff have been very eager to foster a better relationship among the various methodology camps. Per Greg’s post,
[t]he intent of the visit was to bridge the gap between the Scrum Alliance and PMI. But I guess the real reason we attended was to dispel the myths that surround the PMBOK® Guide and Agile practice. There is a widely held opinion that the PMBOK® Guide and Agile don’t mix… they can’t be “shaken, nor stirred” together.
Please read the post…it gives an interesting perspective on how to build alliances among disparate points of view and how to overcome misconceptions.
Filed under: Methodology, PMO, Portfolio Management, Program Management, Project Management | Tagged: agile, PMBOK Guide 4th Edition, PMI, Project Management Institute, SCRUM | 1 Comment »
Posted on April 9, 2009 by Paul Ritchie
Regular readers know that I’ve been harping on the increasing importance of program management, especially when it comes to realizing the benefits or value of projects. Project managers who simply run projects without reference to the larger business environment are becoming a commodity.
During the recent Global Corporate Council forum, I heard two thoughts that illustrated the challenge for PMs:
- Greg Balestrero, the CEO of the Project Management Institute (Greg’s blog is here), calls project management “table stakes”. In other words, PM has become so widespread that it is no longer differentiating for an organization or person to be good at PM. In Greg’s opinion, PM-only lets/keeps you in the game…no more.
- One council member quanitified the value of the PMP in terms of experience. He had to counsel a project manager who was very itchy to advance but was perplexed that his PMP hadn’t taken him further. The council member put it to him bluntly: “A PMP is worth about two years of experience in our organization, which is something… But it isn’t equivalent to leading and delivering a multi-year project or program.”
Filed under: People Development, PMO, Portfolio Management, Program Management, Project Management | Tagged: PMP, Project Management Institute, Project Management Skills | Leave a comment »
Posted on March 2, 2009 by Paul Ritchie
FYI, a Wall Street Journal article (“Dangers of Clinging to Solutions of the Past”) based in part on interviews w/ yours truly came out today (link here, page B4 in the paper). Thanks to Kishore Sengupta of INSEAD for pointing the WSJ my way and to Phred Dvorak of the WSJ for conveying the perils of experience so well and so succinctly.
As I’ve noted to a couple of colleagues, it is hard to believe that only 250 words of copy came out of two hours of interview time. Insert your own joke re: my verbosity here…
Filed under: Complexity, Knowledge Management, Organizational Change Management, People Development, Performance Management, PMO, Portfolio Management, Program Management, Project Management, Project Success Factors | Tagged: INSEAD, Kishore Sengupta, Paul Ritchie, Phred Dvorak, The Experience Trap, Wall Street Journal | 1 Comment »
Posted on March 1, 2009 by Paul Ritchie
As a follow up, over 250 people attended last week’s SAP PMO webcast (original post here) hosted by Keith Johnson, the VP for the SAP North America PMO VP and Jim Curry, Program Delivery Director. It’s always great to have a customer — in this case, Kelly Gear, Senior Program Manager, Johns Manville — confirm the value of some of what SAP offers and suggests.
Considering what we’ve been discussing here and here about goals, deliverables, and activities, this topic from the webcast caught my eye:
How to establish the critical link between the steering committee’s goals and the project team’s activities.
The recording is available here — you will need to do a free registration if you don’t have a SAP.com login already.
Filed under: Methodology, PMO, Portfolio Management, Program Management, Project Management, SAP | Tagged: Jim Curry, Johns Manville, Keith Johnson, Kelly Gear, PMO services, SAP America, SAP Services, SAP webcast | Leave a comment »