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MAKING PROJECT MANAGEMENT INDISPENSABLE FOR BUSINESS RESULTS.®
PMI 2010 PROJECT OF THE YEAR
PMI 2010
PROJECT
OF THE
THE U.S. DEPARTMENT
OF ENERGY HITS ITS
The National Ignition
Facility team, from left:
Scott Samuelson, PMP,
YEAR
Edward Moses, PhD,
NOVEMBER 2010, VOLUME 24, NUMBER 11
LARGEST LASER.
NETWORK
MAKING PROJECT MANAGEMENT INDISPENSABLE FOR BUSINESS RESULTS.®
PMI 2010 PROJECT OF THE YEAR
PMI 2010
PROJECT
OF THE
THE U.S. DEPARTMENT
OF ENERGY HITS ITS
The National Ignition
Facility team, from left:
Scott Samuelson, PMP,
YEAR
Edward Moses, PhD,
NOVEMBER 2010, VOLUME 24, NUMBER 11
LARGEST LASER.
SeminarsWorld
®
SeminarsWorld® 2011 Courses
Topic Instructor Duration PDUs
Focused, Relevant, Practical Professional Development “Five Star” Leadership for Project Managers Perry Martini, PhD 4 Days 32
Understanding and Applying the PMBOK Guide® Bradley Malone, PMP 4 Days 28
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Power, Influence and Politics in Project Management Vijay Verma, PMP, MBA, P.Eng 25/14
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SeminarsWorld
®
SeminarsWorld® 2011 Courses
Topic Instructor Duration PDUs
Focused, Relevant, Practical Professional Development “Five Star” Leadership for Project Managers Perry Martini, PhD 4 Days 32
Understanding and Applying the PMBOK Guide® Bradley Malone, PMP 4 Days 28
4 Days/
Power, Influence and Politics in Project Management Vijay Verma, PMP, MBA, P.Eng 25/14
2 Days
Evolve Your PMO to an Enterprise Demand Management Office Kent Crawford, PMP, PMI Fellow 4 Days 25
PMI, the leader in project management knowledge, offers world-class professional development events Project Leadership: A Practical Guide to Communication, 4 Days/
Karen Tate, PMP 28/14
known as SeminarsWorld. These highly regarded courses run two to four days in length and are focused Influence and Collaboration 2 Days
Program Management Simulation:
on a specific project management related topic. Skilled instructors bring the value of their real-world From Strategy to Benefits Delivery
Simulation! Michel Thiry, PMP and Larry Suda 4 Days 28
experiences, plus excellent presentation and training skills. Small class sizes support group interaction and Building & Sustaining the Next Generation PMO & Portfolio
Jack Duggal, PMP, MBA 3 Days 21
Management
individualized learning.
Gary Heerkens, PMP, CPM, CBM,
The Project Management MBA: Three-Day Crash Course! 3 Days 21
CIPA, PE, MBA
Whether you are interested in increasing the depth of your technical skills in project management, honing
your soft skills such as teambuilding and communications, or gaining crucial leadership skills to advance The Ultimate Project Management Skills Challenge Simulation! Jesse Freese, PMP, M.Sw.E 3 Days 21
your career, SeminarsWorld gives you useful takeaways. You’ll gain practical knowledge and skills that can Managing Multiple Projects Carl Pritchard, PMP 2 Days 14
be applied immediately back at the office as well as long-term in your career.
Critcal Path: The Game Carl Pritchard, PMP 2 Days 14
Let’s Talk! Leadership, Accountability and Professional Maturity Neal Whitten, PMP 2 Days 14
Register now for a future SeminarsWorld program. New engaging simulation workshops!
Influencing Without Authority Joe Reed, PhD 2 Days 14
Managing People in Projects Simulation! Randall Englund, MBA, BSEE, NPDP, 2 Days 14
CBM and Alfonso Bucero, PMP
Held in conjunction with PMI®
Global Congress 2011—EMEA
12-13 May 2011
Dublin, Ireland
PMI Also Offers
e-Learning Opportunities!
Project Management Knowledge Anywhere You Have an Internet Connection
eSeminarsWorld | Publication Quizzes | e-Learning On Demand
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Rita Mulcahy
)5((6DPSOH/HVVRQV$YDLODEOHDWZZZUPFSURMHFWFRP Founder of RMC
web: www.rmcproject.com
Project
RMC Management, Inc. phone: 952.846.4484
email: info@rmcproject.com
PMN1110 1-25.indd 18
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>>>OPENING
SHOT
RENDERING COURTESY OF SHENZHEN HUASHI FUTURE
“
[The] design is in line with our
”
concept of green transportation
PARKING EQUIPMENT CO., LTD.
O
Beijing, ne of the world’s fast-growing mega-
cities, Beijing is home to 22 million
buses can hit faster speeds than current models.
Carrying up to 1,200 passengers, the buses
China people—which translates to a whole lot
of roadway congestion. In August, a traf-
could reduce traffic in Beijing by 30 percent. They
could also boost the city’s sustainability: The green
fic jam on a highway leading into the city stretched machines are powered in part by rooftop solar pan-
100 kilometers (62 miles) and lasted 10 days. els. The infrastructure costs are certainly appealing.
Faced with an increasingly frustrated pub- Each kilometer of line runs US$7.4 million—just
lic, government officials launched a project to 10 percent of the price for a subway stretch of the
develop a fleet of “straddle buses” that zoom same distance.
right over traffic snarls. Standing 4.5 meters (15 Following a 9-kilometer (5.6-mile) trial slated
feet) high, with 2 meters (6.6 feet) of clearance, to begin by the end of 2010, a 189-kilometer (117-
the buses bestride other vehicles. And because mile) route connecting the Mentougou district
they travel on a track at the edge of the road, the with the airport is up next.
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PMN1110 1-25.indd 2
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5/3/10 3:00:40 PM
pg. 32
Unexplored Territory
“ For the National Ignition Facility to succeed, the
quality of the optics had to be higher than anything
previously produced, and all optical materials had to
be manufactured in a shorter time than was possible
with existing technologies.
”
—Ed Moses, PhD, NIF, Livermore, California, USA
contents
features nov10
28
PMI 2010 Project of the year
Sparking Ignition
More than a decade after it began, the National Ignition Facility
project sets a record for laser energy. by Kelley Hunsberger
4
34 The PMO Survival Guide
Things are looking good for project management
pg. 40
offices—at least the ones that can deliver ROI.
by Sarah Fister Gale
50
-
, Career Track
Mastering the Interview
a closer
Interviews won’t feel like interrogations if you practice look:
all those tough questions ahead of time. Engineering
Ingegneria
by Denene Brox Informatica,
Rome, Italy
58 organization
Special Section: Business & Technology Solutions
Keep It Personal opts to create a
Technology certainly has its place when managing virtual teams, but it’s virtual project
the relationships that truly count. by Manuela Zoninsein management
office.
nov10
—Paul Turner, NetSuite, San Mateo, California, USA
calendar of events
UPCOMING MAJOR
PMI GLOBAL EVENTS
on the cover
28 PMI 2010 Project of the Year
44
28
In This
19
Issue 38
46
Project Management
Around the Globe
People
page page
56 T
homas Alby, PMP, Uniquedigital 38 Ivo M. Michalick Vasconcelos, PMP, M2 Consultoría
Moonlighting as a rock ’n’ roll musician allows Mr. Alby to escape from the To help a mining company’s project managers trim the fat from their
intense demands of his fast-paced profession. lengthy executive summaries, Mr. Michalik Vasconcelos developed a
40 Maria Cristina Barbero, PMP, Nexen Business Consultants graphics-driven report template based on key performance indicators.
52 James Berkeley, Berkeley Burke International 29 Ed Moses, PhD, National Ignition Facility & Photon Science Directorate
40 Giuseppina Copetti, PMP, Engineering Ingegneria Informatica 52 Don Paullin, Hiring Firing Experts Inc.
36 J. Kent Crawford, PMP, PMI Fellow, PM Solutions 37 Mark Perry, BOT International
61
40
60
52
56
organizations
page page
19 A
ccenture, Austin, Texas, USA 52 M
ercer, Shanghai, China
The global consulting giant has created an organization-wide risk-management Mock-interviewing helped Monica Yao land a job at this financial services
framework to fully understand its projects’ risk profiles. consultancy.
37 Barclays, London, England 28 N
ational Ignition Facility & Photon Science Directorate,
52 Berkeley Burke International, London, England Livermore, California, USA
It took 13 years to build this governmental complex and develop the technology
37 BOT International, Orlando, Florida, USA that aims to achieve a nuclear reaction known as ignition. Coming in early and
46 Department of Airspace Control, Brazilian Air Force, Recife, Brazil under budget, the team won the PMI 2010 Project of the Year award.
40 Engineering Ingegneria Informatica, Rome, Italy 37 National Institutes of Health, Rockville, Maryland, USA
This group of 11 companies has 40 branches and 6,300 employees. To create 30 National Nuclear Security Administration, Livermore, California, USA
t. a standard project management methodology—while lacking a devoted budget—
the organization decided to develop a virtual project management office. 60 NetAge, West Newton, Massachusetts, USA
52 Evergreen Solar Inc., Dedham, Massachusetts, USA 41 Nexen Business Consultants, Rome, Italy
47 F
irebrand Games, Glasgow, Scotland 57 Pitagorsky Consulting, New York, New York, USA
Specializing in racing video games, the company encourages team mem- 36 PM Solutions, Glen Mills, Pennsylvania, USA
bers to find any flaws they can during a pre-project brainstorming session. 46 PreNetSys, Honolulu, Hawaii, USA
47 Flannes & Associates, Oakland, California, USA 60 PresenTense Group, Jerusalem, Israel
56 G
lobacom Ltd., Lagos, Nigeria 60 Professionalism Matters Inc., Atlanta, Georgia, USA
The telecom titan was the first in the country to launch per-second mobile billing.
44 Someoddpilot, Chicago, Illinois, USA
52 Hiring Firing Experts, Inc., Libertyville, Illinois, USA
60 Successful Strategies International Inc., Port Jefferson, New York, USA
36 Itaú Unibanco, São Paulo, Brazil
57 T
RIUMF, Vancouver, British Columbia, Canada
t 38 M2 Consultoría, Belo Horizonte, Brazil This national laboratory is a leader in subatomic physics.
61 Meiloo.com, Beijing, China 56 Uniquedigital, Hamburg, Germany
56 Verdi Consulting, Vienna, Virginia, USA
Submit news to pmnetwork@imaginepub.com. All monetary figures are in U.S. dollars unless otherwise noted.
Cloud
Control
Lured In by the promise of lower
IT costs and willing to mitigate secu-
rity risks, more governments are invest-
ing in cloud computing, using hosted
software applications managed by
third-party vendors.
“When government budgets are
tight and capital expenditures are
scarce, cloud computing projects are
attractive,” says Paul Turner, senior
director of product marketing at Net-
Suite, a cloud-based planning software
provider in San Mateo, California,
USA. “The risks are lower, there are
no big multimillion-dollar up-front
fees, and the IT team can focus on
getting value out of the solution
instead of managing infrastructure.”
IT research giant Gartner issued a
recommendation that all government
organizations launch pilot projects
using public cloud services to cut costs.
“The sluggish recovery in some
countries and the significant level of
in these pages debt require continued and increasing
cost-containment discipline and are
12 Turning Brown to Gold forcing government organizations to
illustration by keith negley
It takes a talented team to deal with those Roose says. “Sometimes relatively small changes
kinds of risks. to the development design, such as the location
“A good plan is half the work, but a good of the buildings, reuse of site infrastructure, or
project manager and good project management synergies in the remediation or building work,
in general remains crucial,” Mr. Roose says. can all have a serious impact on cost and timing
“No matter how good the intentions are, unless and therefore the feasibility of the project.”
the developer manages the many risks and con- If companies find the right site and the right
straints diligently, there could be serious issues.” team, brownfield projects can be a lucrative, sus-
With due diligence and effective collabora- tainable direction to head in a tough economy.
tion, though, many of the risks on brownfield “You can take a good location with a prob-
projects can be mitigated. lem and turn it into something productive for
“The key to success is the degree to which the the community, while making money in the
remediation designer and contractor are able to process,” Mr. Dickinson says. “It’s a nice way to
interact with the architect and contractor,” Mr. leave your mark on the world.”
0082_ALPHA_DO_YOUR_PROJECTS.indd 1
13
9/24/10 10:44:01 AM
november 2010 PM NETWORK
is expected to wrap up on schedule by the end of pleted in India within stipulated time limits and
the year, by which time DMRC will have a net- without budget escalations.”
work of about 190 kilometers (118 miles), accord- Indeed, the metro megaproject has drawn
ing to Dr. Sreedharan. His team has submitted attention and investment to other infrastructure
plans for phase three of the megaproject, to add initiatives across the nation.
69.6 kilometers (43.2 miles) of metro lines. “We have been able to change [this negative]
The team has consistently hit key milestones image, and as a result investors, both foreign and
on time and on budget, which Dr. Sreedharan Indian, are now showing much greater faith and
attributes to a disciplined approach to project confidence in Indian infrastructure projects,”
management. His team members divided the Dr. Sreedharan says. “The metro system, which
project assignments, allocating teams of engi- was considered an unviable option for congested
neers to execute the work. Separate chief project Indian cities, is going to become a reality now in
managers supervised each stretch of track, and many Indian urban centers.”
deputy chief engineers managed sections within The Ahmedabad-Gandhinagar metro rail
those segments. “This decision ensured that the project, for example, is currently being con-
work continued simultaneously on all the under- sidered by several global infrastructure firms,
construction corridors,” Dr. Sreedharan says. according to The Times of India.
He also relied on fast-paced decision-making In addition, the Bangalore metro project, which
aimed at eliminating red tape. started in 2007, is slated to begin operation of
“Rather than relying on excessive paperwork, its first rail lines next month. Yet that effort also
I stressed meeting my officers regularly and mak- has run into trouble. The 7.5-kilometer (4.7-mile)
ing decisions on the spot,” he says. “Even today, stretch of railway missed its three-year target by
we have a weekly meeting of all heads of the eight months due to protests that erupted when the
departments, where we make many major deci- project team, accompanied by a police escort, pre-
sions. By doing so, we have cut short the time pared to demolish commercial buildings as well as
taken by unnecessary paperwork.” residences to make way for the rails.
Still, the metro project has been far from “We were given no notice,” Chandra V., owner
trouble-free—more than a dozen workers have of Shanti Sagar Hotel, told The Hindu newspaper.
been killed in the past two years due to structural “All of a sudden, the officials came with earthmov-
collapses. The latest came in July 2009, when at ers and started throwing furniture and other valu-
least seven workers died in three accidents during ables on the road. We have incurred a huge loss.”
a 10-day span, prompting concerns that safety Stakeholder flare-ups aside, infrastructure
standards were being compromised in the rush up projects are clearly impacting the lives of millions
to the Commonwealth Games. of Indian citizens, Dr. Sreedharan says.
“I would hope that at the end of all of this, “Urban transport infrastructure facilities and
India would have learned a great lesson,” the services are among the most important factors
Commonwealth Games Federation’s president, for the development of the urban economy,” he
Mike Fennell, said at a press conference. explains. “Economic activities flourish in areas
where accessibility is good and mobility is fast.”
Problems of the Past The metro not only benefits Delhi, but also
Despite the tremendous progress India has made, its satellite cities, including Noida and Gurgaon.
project leaders remain saddled with a lingering “The extension of the Delhi Metro has now
perception problem. ensured seamless connectivity of these cities with
“Unfortunately, Indian infrastructure projects Delhi. As a result, more companies are now invest-
were earlier known only for their time overruns ing in these cities,” Dr. Sreedharan says. “The leg-
and budget escalations,” Dr. Sreedharan says. acy of DMRC’s success has given the country the
“The successful implementation of the Delhi faith that public-sector projects can be completed
Metro Rail project has shown to the world that and operated properly—if there is a dedicated and
infrastructure projects can be competently com- honest team running them.”
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Rita Mulcahy
)5((6DPSOH/HVVRQV$YDLODEOHDWZZZUPFSURMHFWFRP Founder of RMC
web: www.rmcproject.com
Project
RMC Management, Inc. phone: 952.846.4484
email: info@rmcproject.com
PMN1110 1-25.indd 18
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Shelley Hurley, Accenture,
Austin, Texas, USA
fromthetop
8V
8V
On Guard
Even the safest-seeming projects can veer is more open to seeing
woefully off track. By identifying project risks both the upside and the
early on, teams know what to look for. And that downside.
means potential problems—and opportunities— Project management,
are spotted earlier. on the other hand,
8V “Companies that are able to proactively assess, benefits from a strong
analyze and manage risks are better equipped to risk-management framework, as it improves the
effectively manage uncertainties,” says Shelley chances of successful delivery of a project.
Hurley, leader of the risk-management practice
for the resources operating group of global con- Has the recession affected risk management?
>>Sometimes
sulting giant Accenture. Risk management has always been important to organizations
A 30-year veteran of risk management, she the planning and implementation of projects,
helps the organization and its clients develop but it has gained more traction in the current
treat risk
project and portfolio risk-management practices. economic climate. management
Businesses are becoming more watchful
8V What’s Accenture’s approach to and want to understand the risks that they’re as if it’s a box
risk management? taking when planning new growth strategies, to be checked
We believe an organization-wide risk-management operational improvements, or other key busi-
framework is necessary to fully understand a ness and technology initiatives. But it’s also on a list. But
project’s risk profile and to position yourself important for companies to recognize that risk it is impera-
to achieve business objectives. That framework management is central to a company’s ability
includes a robust, proactive risk assessment, to grow its business. They have to understand tive that risks
analysis, reporting, feedback and monitoring their risk-tolerance level and manage within are reviewed,
process. that. Generally, a company able to responsibly
By standardizing the process, we integrate manage more risk than its competitors will managed and
risk-management assessments into all strategic have an edge in the market. evaluated on an
business decisions and align our risk appetite
and tolerance with our business objectives. How can executives incorporate risk manage- ongoing basis.
ment into their overall strategy?
What part does project management play Sometimes organizations treat risk management
in risk management (and vice versa)? as if it’s a box to be checked on a list. But it’s
Having a strong project management process imperative that risks are reviewed, managed and
that integrates with risk management makes evaluated on an ongoing basis, providing yet
it easier to embed risk management into the more data that can be factored into manage-
culture of the organization, and the business ment decisions. PM
Failed Project
It’s often the mistakes that teach us the most.
by Sheilina Somani, FAPM, PMP, Contributing Editor
S
ometimes there comes a point when you know Looking for an objective assessment, I decided to call
you have to kill a project. You followed best in a third-party subject matter expert (SME). But first, I
practices, implemented solid processes and discussed the matter with the project manager to help with
employed consistent communication—but the decision-making and selection process.
you’re still forced to hit the stop button. The SME, main contractor, project manager and I con-
I was recently involved in shutting down a project cluded that the best option was to work together to com-
within the program I’m running. The experience was both plete phase one and then close the project. This enabled
uncomfortable and disappointing. The sponsor bought into the project to meet some criteria, which led to a cleaner
the project with a clear commitment—contributing time, handover to a new team to attempt phase two.
prompt decision-making and, of course, funding. The spec-
ifications were clearly defined, completion criteria specified Softening the Blow
and agreed upon, and a budget and timeframe secured. It’s rare that I’ve had to kill a project. When it does happen,
As the project commenced, though, a significant change adequate documentation and communication must take place
request was implemented due to external economic factors. throughout the process.
The sponsor accepted the additional 20 percent time delay The sponsor, initially disheartened, was protected from
and 10 percent cost increase. unnecessary stress and frustration through honest, consis-
Although the project team was clearly experienced and tent communication—both of progress and concerns. Bad
hard-working, the initial results were not good. A review news is never easy to deliver, but it’s much more palatable
was undertaken during this first phase, and areas for when done in “digestible amounts” rather than as an over-
improvement were discussed, agreed to and documented. whelming surprise.
Toward the end of phase one, though, quality was deteri- The end-users were protected from the effects of the
orating and the schedule was slipping further. At this point, unsuccessful project by the team carefully managing their
I requested a pause for a formal review of work done so far, expectations via regular progress reports, quality concerns
achievement of targets and quality of output delivered. The and intended processes for resolution.
conclusion was that despite our best efforts, the project was Project managers should also make sure that lessons
not delivering to an acceptable standard. learned are communicated along with recommendations for
similar projects in the future. Hold people accountable for
their tasks and commitment to excellence.
>>Danger Ahead It takes a lot of courage to stop a project. Good relations
Some closures can be anticipated. Effective risk between the project and program manager made my situation
management reveals indicators and allows expectations a team effort free of accusations and defensive posturing. Of
to be managed for a healthy, swift termination. However, course, everyone wanted the project brought to its proper con-
there are times when the absence of indicators creates clusion. But the ongoing trust, integrity and confidence shared
a false sense of security, an expectation of success. from this interaction was more than we could have gained in a
Project managers must remain vigilant and on the
year of successful project delivery. PM
lookout for symptoms of impending project failure:
n Constantly changing scope
Th e B u s i n e s s o f P r o j e c t s
the Dots
A metric called NPV will help you pick the projects that make the
most business sense.
b y G a r y R . H e e r k e n s , M BA , C B M , P M P
T
here’s just no question about it: Projects are cost of capital, recognizing that a company’s use of capital
connected to your organization’s bottom comes at a price. That price is determined by blending the
line. They are tied to considerations such as required return on borrowed money (debt financing) and
earnings, profit and loss, and cash genera- the return required to keep shareholders happy (equity
tion. This is true for any company in the business of financing). In many ways, cost of capital is similar to the
making money. It’s also true for not-for-profit entities cost associated with taking out a personal loan—that is,
that seek to demonstrate fiscal responsibility by execut- the loan amount multiplied by the loan rate.
ing projects related to cost- And now we arrive at
effectiveness or cost savings. the net present value (NPV)
Sadly, this fact seems to metric.
go unnoticed (or unappre- While EVA expresses
ciated) by some organiza- how much wealth an
tions. It’s easy to tell who entire company has gener-
they are—the ones that ated above and beyond the
actively argue against the total cost of invested capi-
use of financial criteria as tal, NPV does the same
a method to evaluate, jus- thing at the project level.
tify and ultimately approve If a project generates more
projects. positive cash flow than the
Let’s be clear: I’m well capital required to sup-
aware of the challenges port it, the NPV will be
associated with converting positive. Such a project is
certain kinds of benefits into dollars, euro, yen, etc. I’ll financially justified, and it would make good business
address the process for converting so-called “soft” or intan- sense to approve it. If a company has numerous financially
gible benefits into monetary value in a future column. But justified projects, it makes good business sense to pursue
this month I want to discuss why companies should try to the ones with the largest NPV. This is one of the tenets of
make that conversion. financial-based project portfolio ranking.
It all begins with market value added (MVA), a company- If you learn the business concepts behind aligning proj-
level wealth metric that shows the difference between the ects to the bottom line, you can help the executive suite
market value of a company and the capital contributed by prioritize the company’s project portfolio. And helping
investors. A positive MVA means the value of manage- your organization get ahead will help you get ahead. PM
ment’s long-term actions and investments are greater than
the value of the capital that has been contributed to the Gary R. Heerkens, MBA, CBM, PMP,
company. president of Management Solutions Group
Among the contributors to a positive MVA is eco- Inc., is a consultant, trainer, speaker and
nomic value added (EVA). Developed by former Chase author with 25 years of project manage-
executive Joel Stern, EVA is a calculation of how much ment experience. His latest book is The
wealth a company has generated above and beyond the Business-Savvy Project Manager.
What it Takes?
To get ahead, keep up your skills, market yourself and be ready to make the jump.
by Lindsay Scott
Career Q&A
>> Head to PMI’s Career or programs that need an additional resource? Are there
smaller, low-risk projects being launched? Is there a
. Central for a podcast with project management community with regular meetings
Ms. Scott offering tips or forums you could ask to attend? Inquire about other
for those starting out in project project management training options, too.
management. If there aren’t any opportunities at your current
organization, look for a new project coordinator posi-
tion where the responsibilities show management of
a chance to lead a particular work package or workstream small projects. You may find that your skills and expe-
under the guidance of your project manager. Approach him rience in a supporting role will help you to make the
or her about becoming your mentor. This valuable relation- short list. PM
ship will not only enable you to gain assistance while you
make the transition, but the project manager could become Lindsay Scott is the director of program
your number-one advocate in the organization as well. and project management recruitment at
Don’t stop there, though. Widen your own network Arras People in London, England. Please
within the organization’s project environment. Find out send your career questions to pmnetwork@
where other opportunities exist: Are there large projects imaginepub.com.
T
he need for post-implementation project reviews efficiency, improved performance and better monitoring of
seems rudimentary. the project portfolio. Yet in many cases, product managers or
Every outcome, be it a product, process or ser- line managers get appointed as project managers, sometimes
vice, should be compared with the initial concept. without proper training and preparation.
We analyze the deliverables of a project or program and issue There’s no need to point fingers or take drastic action. But
a conclusion—namely, was it a success or a failure? evaluating the performance of those in the project manager
Why, then, do we so often need to justify post- role can reveal where there’s room for improvement.
implementation reviews to stakeholders?
Some of the reasons to support reviews might seem obvi- 3. Team performance: Even if it sounds a bit harsh,
ous, but project professionals under pressure to watch the an evaluation of the team must be done for educational and
bottom line need all the ammunition they can find. Here improvement purposes. Nobody has to get fired, but maybe
are some of the areas a post-implementation review can you need better organization or additional resources.
help analyze: I’ve found the “customer,” especially for internal projects,
often settles for less. Sometimes the marketing department
1. Final deliverables versus initial baselines: doesn’t want to upset the IT staff, or vice versa. In such cases,
Several months ago, my company, Vodafone, a telecom pro- we project managers risk being “the bad guys,” but we still
vider, launched a new online self-care system. Because of its have to measure performance.
complexity, the project had different implementation phases,
each with its own specific deliverables. At the end of every 4. Budget and schedule: Top management is still pri-
phase, we conducted a brief evaluation of the results. marily focused on time and money—understandable, given
We discovered that while working under pressure the economic environment.
(which we all do), my project team and I had approved A project may deliver what’s expected, but if it costs dou-
change requests that altered the origi- ble the budgeted amount, it might
nal baselines—albeit in a good way. not be viewed as a success, even if
The result was a very powerful sys- the expenditures were justified. A
tem that contained many new features post-implementation review estab-
not included in the initial scope. The lishes the facts in an organized and
post-implementation review created objective manner.
the perfect opportunity to analyze the
difference between the original scope 5. Project management meth-
and the end result. odology: Vodafone requires sev-
eral project management processes,
2. The project manager’s including project assignment steps,
performance: If there’s a discrep- phase gates, and specific documents
ancy between what was expected and and approval schemes.
what was actually produced, it’s prob- A review lets us see if that method-
ably closely related to the project man- ology is working. For example, is the
ager’s capabilities. current project management process
Many companies—including suitable for small projects? Or should
mine—realize that project manage- we have a specific flow for so-called
ment brings benefits, such as increased “fast track” projects?
Raise Your Voice No one knows project management better than you, the
practitioners “in the trenches.” Every month, project managers share ideas, experiences and
opinions on everything from sustainability to talent management and all points in between in the
Voices on Project Management column. If you’re interested in contributing, please send your idea
to pmnetwork@imaginepub.com.
Keep It Personal
Sparking Ignition details how the National Ignition
> Technology helps project
managers deal with virtual Facility project was headed for trouble—but a massive
teams, but different teams will
have different preferences, overhaul with a new baseline helped it win the PMI 2010
sometimes based on culture.
Project of the Year award. pg. 28
> Project managers can foster
connections among team mem-
bers with small personal details, US$2 million
like photographs.
The amount the project came in under budget
> Virtual meetings should have
the same structure as those
conducted face-to-face.
3 weeks
pg. 58 The amount of time the project was ahead of schedule
”
saves an organization —Don Paullin, Hiring Firing Experts Inc., Libertyville, Illinois, USA,
in Mastering the Interview, pg. 50
pg. 34
Source: The State of the PMO 2010, PM Solutions
W
With 11 companies, 40 branches and
6,300 employees, Engineering Ingegneria
Informatica has a lot of projects going on.
Looking to bring order to a cha-
otic project environment, executives at
the IT behemoth wanted to institute a
standard methodology inspired by PMI
standards to be used for every project
across the organization.
Back in 2006, Engineering had initi-
ated a project to tackle inconsistencies
and inefficiencies with a revamp of
the organization’s project management
training program. Giuseppina Copetti,
PMP, the company’s head of project
management training, worked with
Maria Cristina Barbero, PMP, head of
the IT strategy business unit for Nexen
Business Consultants, part of the Engi-
neering group of companies.
Despite the training, an early 2009
review revealed little progress had
been made. The company’s 200 Project
Management Professional (PMP)® cre-
dential holders were still not following
a standardized project management
methodology.
“Without having the chance to apply
project management best practices to
projects in the real world, the project
management training courses were not
enough to improve quality. Project man-
agers, on returning to their projects,
would progressively fall back into their
previous habits,” Ms. Barbero says. “It
was time for some kind of project man-
agement office.”
It just wasn’t going to be the tradi-
tional kind.
11
Aiming to position the PMO as a virtual twice a year, for example. The team also
community, the site incorporates blogs, began educating others in the organization
members’ CVs, case studies, a forum for about project management through formal
the project managers to debate what should meetings and informal conversations.
The number of
be published and a search engine.
Yet the team didn’t want the PMO to Virtual Goes Viral
companies in
appear to be just a chat room for project Ms. Barbero and Ms. Copetti have found
Engineering Ingegneria
managers. So it implemented clearly defined the virtual format to be an effective solu- Informatica
structures, goals and guidelines—and strictly tion—particularly for an organization spread
40
enforced the rules. out across Italy and other parts of the world.
Engineering’s PMO resides entirely on They have created a project management
the Internet, but identity management soft- structure that has grown into a viable and
ware filters access requests and accepts valuable part of Engineering Ingegneria Infor- The number of branches
only select users. matica.
6,300
“We decided to restrict access to only Although its limited financial options
PMP credential holders in order to push prompted the virtual PMO, team leaders are
them to be hubs for all of their colleagues seeing benefits far beyond lower costs.
and avoid others downloading materials “The virtual PMO focuses on proj- The number
without knowing exactly what they need,” ect management excellence rather than of employees
Ms. Barbero says. on generic project management compe-
€0
To ensure all of the information stays tencies,” Ms. Copetti says. “That delivers
in line with corporate and PMO policies, greater business enhancement.”
the leadership team created a document- In fact, the project has spawned a larger
approval process through which all data trend.
The budget for creating
must be vetted before it is posted. “Virtual communities are growing inside
The team has also been working to open the Engineering group around other dis-
a PMO at Engineering
the lines of communication to ensure divi- ciplines and areas of management,” Ms.
sion directors maintain a clear understand- Barbero says. “They are taking inspira-
ing of project progress. Project managers tion from how we are leading the PMO.”
are expected to produce a status report —Sarah Fister Gale
PMN1110 26-51.indd 45
f
Tired of blank stares and shrugs
during brainstorming sessions?
Here’s how to get your
team thinking like the true
visionaries they are.
by Chauncey Hollingsworth
PMN1110 26-51.indd 46
Innovation and creativity must
be structured processes, says Mário
Henrique Trentim, PMI-RMP, PMP,
Department of Airspace Control, Bra-
zilian Air Force, Recife, Brazil. “Brain-
storming is a technique and should be
used with focus and purpose. Project
managers can motivate their teams to
think outside the box by inspiring them
to participate and contribute to the
project planning.”
10/12/10 5:07 PM
“An empty desk and a blank
screen never inspired anything
but fear,” he says. “If you’re try-
ing to generate ideas, you need
to give the mind something to
chew on. That could mean going
outside with a camera and taking
a bunch of interesting photos or
going to a rock show and letting
ideas come—whatever you can
do to feed the brain.”
Encourage project teams to
read books or articles from pub-
lications they might not ordinarily
peruse, and scan the web for blogs,
articles and videos. Good ideas are
often a product of connecting two
or more disparate concepts.
“The key ingredient is for the
project manager to model risk-tak-
ing and the willingness to verbalize
ideas that are partially formulated,”
says Steve Flannes, PhD, principal
of Flannes & Associates, Oakland,
California, USA, and co-author
of the book Essential People Skills
for Project Managers [Management Someoddpilot studio, Chicago, Illinois, USA
Concepts, 2005].
Get people to think about atively, position it from the start as a col-
questions such as, “If money was not lective contribution,” says Kate Nasser, Get your people to
an option, what is the very best solu-
tion that we can come up with?” he
an independent people-skills trainer and
coach in Somerville, New Jersey, USA. start talking a lot
suggests. “What is the most off-the-
wall idea that you can imagine that
“Most brainstorming and innovative ses-
sions start with individual contributions
and putting things
might solve our problem?”
Sometimes kick-starting creativity is
that begin to spur other ideas. Soon you
realize that all participated in the chosen
up on the wall.
as simple as giving someone a new role.
“I once had a team with a very quiet
idea—even those whose ideas were not
singularly implemented.”
Encourage every-
team member,” Dr. Flannes recalls. “She Producer Dan Fletcher throws him- body to bring in
said little in meetings but appeared to self into the mix whenever there’s a new
know her stuff and did good work. Her project at Firebrand Games, a video their favorite
creativity really surfaced when I asked
her to serve as the facilitator for a couple
game developer in Glasgow, Scotland.
Mr. Fletcher sits the team around the artwork and prints.
of team meetings in which she was asked table, lays out a problem and offers a
—Chris Eichenseer
to play the role of subject-matter expert. possible solution.
Given this permission to be ‘the expert,’ Then he lets his team “rip it to
she came forward with contributions shreds before coming up with a better
that she might not have otherwise.” solution,” he says.
Creativity has to be seen as a team
effort. The Right Environment
“If you are undertaking this challenge Whatever methods they choose to
of encouraging everyone to think cre- inspire innovative thinking, project
managers must recognize what team ing, project managers have to create
members will respond to—and what a welcoming space “in which people
will fall flat. are affirmed and treated with respect,”
“I’ve used both mind mapping advises Dr. Flannes.
software and team exercises success- And that’s where project manage-
fully in the past, but the key thing ment becomes more art than science,
is to get to know your team and says Mr. Fletcher.
understand what they’ll buy into,” “It’s more about culture, and that
Mr. Fletcher says. “If someone has a needs to be bred over a long period,”
predefined response to something like he says. “It’s done by trying to fos-
a team exercise and they don’t buy in, ter an atmosphere of positivity rather
it’s not worth doing. So adapt and than negativity, an atmosphere that
think of other things.” encourages the inquisitive mind and
To keep those creative juices flow- discourages, where possible, the focus
on deadlines and checking boxes of
completed items.”
>TIP
Project managers can illustrate the
value of creative thinking with real-
life ROI.
Creative genius starts “In construction, for example, think
with you. “Think about inspiring, not motivating,” of all the modern advances that have
says Kate Nasser, Somerville, New Jersey, USA. accommodated persons with disabilities
“Inspiration comes through asking for outside-the- or innovative answers that allow build-
ings to be built on tough terrain,” Ms.
box thinking more than once. You must appreciate
Nasser says. “Most people relate to true
this thinking when it is offered—even if the idea is stories closely connected to their work,
not used—and modeling the behavior by doing it so comb the web and your colleagues
yourself and expressing the value in it.” for great examples.”
pany in Recife, Brazil. “They feel like a part of the project archive.” n Listen actively.
their contributions won’t be accepted or Tight budgets have a way of n Appreciate inquisitiveness.
Mastering the in t
PMN1110 52-72.indd 50 10/12/10 4:37 PM
careertrack
Lead
view as your time to bring those words interviewer will ask about them.
to life with great tales of struggle and Go in armed with ready answers to
triumph. tough questions: “How have you handled
“I’ve heard a lot of project manag- working with someone who has a difficult
ers talk about things like difficulty with personality?” “What has been the most
scheduling or getting international teams challenging project you’ve led, and how
scheduled,” Ms. White says. “They need did you deal with it?” Or the dreaded,
to talk about how they handled that and “What’s your biggest weakness?”
how they did a good job at what they “A potential response could be some-
needed to accomplish.” thing like, ‘I tend to take a lot of tasks
Highlight timelines, the number of on myself and become so incredibly
people you led, and budgets and sched- focused on a project that I have difficulty
ules in terms of delivery. For example, shutting off at the end of the day,’” Ms. ONE UNIVERSITY
you were able to complete a project White says. offers a career-relevant
three days ahead of schedule or 10 per- There are worse things than being
cent under budget. viewed as a workaholic. Master of MIS
“If candidates are vague, it’s not Known as behavioral questions, this
going to bode well for their candidacy. interviewing technique can often be the with a concentration in
You want to talk about numbers and deciding factor in whether you get the
specifics—things like what your role was job. “Interviewers will ask behavioral
IT Project Management.
in the team, the scope of the project, proj- questions just to see how you’ll react to
ect size, technologies used, specific mile- them,” she adds. Emphasis is placed
stones, achievements and things you’re Under no circumstances should you be
proud of,” Ms. White says. the slightest bit negative in your response, on knowledge areas
In today’s climate especially, focus- she warns. And don’t make the mistake specified by the Project
ing on ROI makes you look good while of complaining about former employers.
showing people why offering you the job No one wants to hire someone who’s Management Institute.
will make them look good. You want the perceived as cynical, bitter or a “loose can-
interviewer to walk away thinking you’re non,” Mr. Berkeley says.
the best candidate to help the organization Instead, give even the worst situation >=;8=4
achieve its strategic goals. a positive spin.
That often means tailoring your “You could say, ‘One manager felt
approach based on your audience. You that I had spent too much time on the Xc_\QT[[TedTTSd
might be really excited about risk reg- client’s website and needed to spend more
isters or work breakdown structures, on preparing for our presentation,’” Mr.
but hold back on the nitty-gritty details Paullin suggests. “You can point out that
if your interview includes time with the client felt you knew more about them
executives. and their concerns—and that you were
“Senior management wants to hear able to gear the presentation to their spe-
about results,” Mr. Berkeley advises. “Only cific problems.”
mid- and lower management get excited Finally, realize it’s just an interview and Real Learning for Real Life
about your methodologies or approach.” it won’t be the end of the world if you
No matter whom you’re talking to, don’t land the position. “If they want you, '&$%&(!
keep the focus on how your skills align it’s great,” Ms. White says. “If they don’t, Accredited by The Higher Learning Commission and a member of the North Central Association of Colleges and
with the specific job you’d perform. it’s their loss. Consider that interview 6FKRROVfZZZQFDKOFRUJff%HOOHYXH8QLYHUVLW\Goes not discriminate on the basis of age, race,
FRORUUHOLJLRQVH[QDWLRQDORULJLQRUGLVDELOLW\LQWKHHGXFDWLRQDOSURJUDPVDQGDFWLYLWLHVLWRSHUDWHV7KH30,
5(3ORJRLVDVHUYLFHPDUNRIWKH3URMHFW0DQDJHPHQW,QVWLWXWH,QF30%2.LVDUHJLVWHUHGWUDGHPDUNRIWKH
“When an interviewer hears these types good practice for the next interview.” PM 3URMHFW0DQDJHPHQW,QVWLWXWH,QF
0082_BELLEVUE_MAG.indd 1
november 2010 PM NETWORK 53 9/20/10 6:49:21 PM
by Jenn Danko
Project
management
is stressful,
but the way
you handle it
doesn’t have
to be. Relax,
and you’ll find
that your team
will, too.
Consultant Counseling
Do stress levels impact consultants and practitioners differently? Absolutely, says
Michiko Diby, PMP, Verdi Consulting, Vienna, Virginia, USA.
“When you are a consultant, you are less directly impacted by stress imposed by an
organization—meaning away from silos and corporate politics,” she says. Then again,
you must be more mindful of how you handle client criticism and offer advice.
“If I point out a problem onsite, someone on the client side could say, ‘I don’t like
that consultant’ or ‘I don’t like the fact that she is pointing out issues I don’t want to deal
with,’” Ms. Diby explains.
>TIP:
The Trickle-Down Effect process,” he recalls. “This caused him to
Stressed-out project managers only break into tears and become even more
compound any strain on the part of of an obstruction.”
their teams. Handling the stressful situation
“As a project manager, you are not through anger only made matters worse. Close loose ends on
only responsible for the work results, but Several days later, after he regained his
you also have to take care of the team composure, he apologized to his col- a project as soon as
members,” Mr. Alby says. league. “Eventually, my apology cleared
Not everyone deals with stress the the air and allowed us to collaborate more possible. Leaving projects
same way, of course. effectively,” Mr. Pitagorsky says.
not quite finished will
“There will be bullies, narcissists, Keeping emotions in check helps
wimps and perfectionists,” Ms. Diby says. reduce stress, but sometimes project man- cause more stress down
“And guess what? Whatever traits that you agers may want to offer team members
have will interact with traits of others for some nice perquisites. the road, says Vijay K.
quite interesting combinations.” “Make sure your work environment
Verma, PMP, PMI Fellow,
The pressure’s on. “You’d better drive supports productivity, be it good chairs,
the train or you’re out of a job,” she says. fast computers, free soft drinks and coffee, TRIUMF, Vancouver,
Justified or not, team members will or a free lunch or dinner,” Mr. Alby says.
blame their project managers for adding Stress comes with the territory for British Columbia, Canada.
to their stress levels by failing to plan project managers and their teams. But
and lead properly. sometimes it’s nothing that a cushy
Spending time getting to know your chair or a little band practice can’t help
project team should help you realize when alleviate. PM
they’re close to overload.
“The project manager needs to sit
down informally, one-on-one with his
or her teams and try to identify what the What’s So ‘Good’
challenges of a project are—both person-
ally and professionally,” Mr. Shyllon says.
“Continually chat with your team
About Stress?
Stress isn’t inherently evil. Sometimes it can actually improve performance.
members so they can see the big picture,” “There is definitely some good stress,” says Thomas Alby, PMP, Uniquedigital,
he says. “When there is a project slippage,
Hamburg, Germany. Some tension allows people to identify the goals at hand
all hands must be on deck to meet up
and take the steps necessary to achieve them. Team members who simply “go
with the new deadline.”
through the motions” will never feed off of the excitement of a project.
But setting unrealistic goals just because
you’re stressed-out won’t help matters. Still, stress affects team members in various ways, says George Pitagorsky,
“Don’t resort to scare tactics,” Mr. PMP, Pitagorsky Consulting, New York, New York, USA. Know what works for
Alby says. “If you tell your team mem- your team and what doesn’t.
bers that their jobs are at risk if the job “One person breaks down under the stress of uncertainty or tight deadlines
cannot be delivered in time, you will lose while another comes alive and excels,” he says. “Clearly, it is not the stress that
the best team members during or shortly is bad. What makes it have an unhealthy effect is the way it is perceived.”
>TIP
with ways to deal with problems. Then other side of the world or who speak a dif-
“it’s not just the project manager who ferent first language.
comes in and imposes the rules,” she In those cases, time-zone differences
explains. “This leaves the project manager can’t be viewed as just affecting meetings
in a position to more easily enforce the and phone calls; they should be a major Try the old stand-by and
group’s rules.” schedule driver, Mr. Mattus says. “Some-
bring everyone together.
Take the dreaded rambling team mem- times I just have to suck it up and be
ber as an example. If a project manager lets working at my desk at a time that works Though often costly,
someone drone on without interjecting, for the team,” he says.
nothing improves a virtual
other people on the call will lose interest Language barriers can also leave proj-
and might start checking their e-mail or ect teams working across borders tongue- project team’s chance
making a to-do list. This can erode the tied. Even if all team members speak
project manager’s legitimacy, leaving team English, don’t assume everyone is speak-
of success better than
members wondering why the offender ing the same version, Mr. Mattus warns. occasional colocation,
wasn’t cut off. In many parts of the world, people’s
Ms. Brownlee urges project managers understanding of particular words and
says Tom Mattus,
to authorize the group to self-monitor. enunciation varies. Successful Strategies
She tells team members to hit the pound Even technology faces cultural barriers.
key during conference calls if the speaker In China, for instance, many organiza-
International Inc., Port
is straying off-topic or needs to refocus. tions use IM for internal communications, Jefferson, New York, USA.
“This works particularly well in virtual says Yan Zhang, founder of Meiloo.com, a
settings,” Ms. Brownlee says, “because it’s healthcare provider referral website based
totally anonymous.” in Beijing, China.
To keep meetings on track, Mr. Mat- Such real-time exchanges are a part of
tus suggests sending out an agenda 48 doing business in certain markets. “Real-
hours beforehand. During the meeting, time, frequent communication is impor-
designate someone to take notes and tant in the local startup environment,
have him or her send the minutes within because people in China aren’t used to
48 hours. e-mail culture,” he says.
Conversely, there may be team mem- But Mr. Zhang has found that other
bers who just won’t speak up. In those parts of the world don’t consider IM
cases, project managers need to proactively appropriate in the corporate environment.
solicit constructive feedback from them. Some companies even block it.
During weekly status calls, Ms. Similarly, voice over Internet protocol
Brownlee includes an item on the agenda (VoIP) hasn’t caught on everywhere. “In
she calls “The Vent,” dedicated to letting China, many employees haven’t worked
people share their biggest concerns about in multinational environments where
the project, team or client. The meetings global VoIP calling is standard,” Mr.
provide valuable feedback, simultane- Zhang explains. “People are still reluctant
ously building a culture where it’s okay to call Shanghai from Beijing on an office
to speak up. line, even if the subject of the call is com-
“We’ve all been part of the ‘meeting pany business.”
after the meeting’ which usually takes No matter where virtual teams are
place in the breakroom or on individual located, technology is only a means to an
follow-up calls where people share what end. It’s how project managers and their
they really think,” she says. “The Vent is teams use all those high-tech tools and
a great way to encourage people to share toys that will determine whether their
their honest views on the call.” teams emerge as a truly united force. PM
Reduce Costs,
Increase Performance
A new software solution enhances project team collaboration
and improves business results.
E
very company has unique needs it must
address to thrive in the marketplace. At the
same time, nearly every organization must What Customers Say
overcome similar challenges to stay produc-
tive, efficient and profitable. These may include: “I love the new timeline view above the
n Maximizing ROI Gantt chart. It will enable one view of the
n Bringing products to market faster project’s life cycle.” —Tomer Simon, Amdocs
n Staying on track, on budget and in scope
n Improving business outcomes “Project 2010 integrates all areas of the proj-
That’s why Microsoft has designed Microsoft ect life cycle in one tool: demand manage-
Project 2010 with the flexibility to enable project ment, portfolio management and enterprise
managers, teams and organizations to select the project management. Along with the col-
right projects, optimize scarce resources and exe- laboration features of Microsoft SharePoint
cute work effectively. Server 2010, we have a comprehensive plat-
From the bottom up to the top down, Project 2010 form covering nearly all requirements of our
improves how your work force does business, provid- project management business.” —Andreas
ing easy-to-use tools that help simplify project and Huber, Siemens
portfolio management. Built on Microsoft SharePoint
Server 2010, Project 2010 delivers a powerful single- “With the portfolio integration, [Project]
server solution with intuitive experiences from the 2010 has now become the control tower of
desktop or browser. project management.” —Eric Alsac, Nagravi-
Project 2010 is the most significant release for sion S.A. Kudelski Group
Project in more than a decade. This end-to-end solu-
tion helps individuals, teams and organizations priori-
tize investments, better manage resources and gain n Objectively prioritize competing projects from mul-
control across all types of work, from simple tasks tiple dimensions
to complex projects and programs. And because n Drive accountability and performance
Project 2010 works well with your existing Microsoft n Find the right people for a project
technologies, you can enjoy additional value from n Simplify and enhance team communication and
your investments within a familiar and connected reporting
platform. n Manage both simple tasks and complex projects
For both the professional and occasional project Experience the power of the Microsoft Project
manager, Project 2010 provides a range of features 2010 family of products. Choose from a wide array of
and benefits, including the ability to: flexible work management solutions.
Microsoft
www.microsoft.com/project
Taming an Unruly
Schedule !
Combining metric analysis with a revolutionary method of flattening and
simplifying project data allows for improved schedule quality and on-target
and on-budget project completion.
S 6
eeing the forest for the trees when plan- >> Ribbons are a means of flat-
ning and controlling projects during execu-
tion is a key step toward successful project tening hierarchies to show a
management. Yet it’s one that is often a
challenge.
simplified, continuous sequence
Today, dealing with a project plan containing sev- of work through a project.
eral thousands of activities is commonplace in capital
expenditure projects. With so many activities, simple
objectives, such as highlighting the critical path, still Flattening what would normally be multiple rows
result in an unmanageable number of activities to within a Gantt chart makes walking through the
track and report against. sequence of work and comparing these sequences
In a similar manner, tracing logic through large
schedules is extremely difficult. Worse, gaining an
understanding of the big picture in terms of logical
between disciplines extremely straightforward.
Metric Analysis
/
sequencing of disciplines, locations, subcontractor The main driver behind project simplification through
performance, cost overruns, logistical bottlenecks, riskribbons is the ability to analyze these groupings of
hotspots and simultaneous operations clashes all are activities through the use of metrics. Metrics are tests
common reporting challenges. In short, true insight and thresholds applied to the project to give insight
into large, complex projects is challenging. into its health and schedule quality. Metrics can be
in the context of schedule, cost, risk, earned value,
Project Ribbons execution performance or any type of project data
These challenges can be resolved using a concept that is useful to analyze.
called ribbons. Ribbons simplify how work within a
project is grouped together and displayed to the proj- Tying It Together
ect team. Most projects contain some type of hierar- Project assessment through the use of metrics is not a
chy and grouping (such as work breakdown structure new concept. However, simplifying projects through
or discipline). Ribbons are a means of flattening such the use of ribbons, and subsequently applying met-
hierarchies to show a simplified, continuous sequence rics to these ribbons, provides a unique and insightful
of work through a project. Creating a project ribbon, means of pinpointing project issues. Analysis through
or flattening the entire project into a single ribbon ribbons, phases and intersections of the two brings a
without any grouping, allows the team to visualize three-dimensional perspective to project assessment
the sequence of work for all disciplines and see which that is not possible using traditional project manage-
periods of time carry a high density of work. ment reporting techniques.
Taking this a step further, “ribbonizing” by disci- Acumen Fuse is a project-assessment tool that
pline provides a much clearer, more simplified view as assesses schedule quality, cost forecast accuracy, risk IN
to when work is scheduled for each of the disciplines. model realism, earned value and project performance.
$
Acumen
www.projectacumen.com/fuse W
#
64 | november 2010 | business & technology solutions | www.pmi.org
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PM
HELPDESK
>>Blog Roll
Project management
blogs have certainly come a long
way since their humble beginnings.
While there are still plenty of
1
Agile Blog
rallydev.com/agileblog
There’s no shortage of talk about agile in the blogo-
sphere. One standout option is Rally Software’s Agile
Blog. Despite the occasional self-promotional moment,
regular contributors like Rally founder Ryan Martens
and agile fellow Jean Tabaka have a handle on topics
4
stream-of-consciousness diatribes from best practices to agile culture. Q&As with “agilis-
tas” bring new voices to the blog, and posts such as
about misbehaving sponsors or “10 Steps to Successful Marketing Using Agile and
projects run amuck, many blogs are Lean Practices” discuss topics you likely won’t find
2
elsewhere.
emerging as go-to venues for up-to-
the-minute knowledge sharing. Here
The Critical Path
are the blogs that rise to the top in thecriticalpath.info
covering project management trends Opinionated without verging into tirade territory, Derek
Huether, PMP, offers his take on project manage-
and processes. ment topics and trends of the day, including the art of
empathizing, certifications and
kanban. He’s also one of the
few people who could explain
project assumptions and con-
5
straints in the context of pick-
ing out where to eat lunch on a
Sunday afternoon.
What’s best about this blog
is that Mr. Huether doesn’t
treat it as a one-way street.
He actively responds to com-
ments and engages in con-
versations with his readers. In
some instances, Mr. Huether
has even followed up com-
ments and conversations with
3
full posts of their own.
6
drunkenpm
drunkenpm.blogspot.com
Posts on this blog by Dave
Prior, PMP, can be somewhat
sporadic. But those that do
appear are, more often than
not, worth a read—or worth watching, as the case advice for “newbies.” He offers good advice about what
may be. Many posts include video interviews with to do and what not to do in the profession.
fellow project professionals and bloggers, includ- Mr. Nankivel has a cheeky sensibility and illustrates
ing Project Shrink’s Bas de Baar, a PMI New Media many posts with amusing graphics. He’s also not afraid
Council member. to rant every now and then. In fact, several posts have
The blog covers a variety of topics, including the the word rant right there in the title.
7
ever-popular agile, which he manages to put his own
spin on.
4
The Tao of Project Management
thetaoofpm.blogspot.com
EarthPM Semi-retired project manager John Carroll makes
earthpm.com observations about life and project management and
As the tagline says, the blog is “at the intersection of how it relates to the Taoist philosophy.
green and project management”—with some posts What qualities make up a wise project manager? Mr.
leaning toward the former and others toward the latter. Carroll muses upon that question, tying each post to an
Bloggers Rich Maltzman, PMP, and Dave Shirley, PMP, excerpt from Lao Tzu’s Tao Te Ching. You just might
cover sustainability in a style that’s down-to-earth (no finish reading this blog feeling a little more enlightened.
8
pun intended), and their passion for the topic is easy
to see.
The pair readily tackles current events, with one Voices on Project Management
highlight being an in-depth look at the BP oil spill off pmi.org/voices
the U.S. Gulf Coast. Posts on the event covered scope, Yes, we’re biased—but with good reason. For more than
integration, requirements, cost, communication, risk two years, PMI’s blog has gathered project management
and procurement management. leaders from around the world to participate in a lively
5
online discussion. Topics cover the gamut, including
leadership, teams, careers, communication and stake-
A Girl’s Guide to Project holder management.
Management Like any good blog should, posts encourage interac-
pm4girls.elizabeth-harrin.com tivity. “Unselfish Networking” by Jim De Piante, PMP,
PMI New Media Council member Elizabeth Harrin and “Why I Like Being a Project Manager” by Dmitri
has received many accolades for her blog, which is Ivanenko, PMP, for example, have sparked passionate
chock-full of personality. Ms. Harrin has declared debates and thoughtful commentary.
9
2010 the year of project social media, and many of
her posts revolve around the subject.
Along with intriguing posts—like the one on zom- Zen, Project Management,
bie project managers who follow the plan regardless and Life
of the changing environment—there are lots of book zen-pm.blogspot.com
reviews, too. Many of the posts by Bob Tarne, PMP, center on per-
6
sonal stories and experiences, which makes his blog
so relatable. At the same time, it offers solid project
pmStudent management advice on topics like cross-cultural teams
pmstudent.com and project challenges. Posts such as “Re-imagine
This blog should be required reading for those starting your failures” and “Anatomy of a project delay” offer
out as project managers. Posts by Josh Nankivel, PMP, thought-provoking takes on how to become a better
span everything from PMO best practices to career project manager.
ELIZABETH HARRIN
Social Media for Project Managers
ROSEMARY HOSSENLOPP, PMP, EDITOR
Organizational Project Management:
Linking Strategy and Projects
GERALD BRADLEY
Benefit Realisation Management: A
Practical Guide to Achieving Benefits
T
T
What exactly are microblogs, pod- Through Change—Second Edition
casts, vodcasts and wikis, and what Organizational project management
do they have to do with project is a tool that aligns project deliv- This new edition offers expanded guid-
T
management? Many companies that erables with organizational strat- ance on benefits realization for portfolio
initially used social media to reach egy. This book is one of the first management, as well as some additional
customers and build their reputa- to fully explore this critical area. case study examples. Revised text and
tions are now expanding its use to Ten contributors from around the formatting make details more clear and
I
internal project globe, representing a wide variety comprehensible.
management. of industries, offer valuable insights In a step-by-step
As team leaders, on how organizational project man- approach, the book
project managers agement can give any company a explains how to:
■ Define projects
have to decide competitive edge. Those who direct
whether project- projects, fund projects or perform and programs by
based social media project work mapping results
■ Produce convinc-
is right for their will learn to
team, and if their improve busi- ing and accurate
team is ready for ness outcomes, business cases
■ Communicate
social media. Ms. better align
Harrin’s book addresses these issues project work the benefits and get all stakeholders
and helps project professionals take with strategies, on board
■ Identify the measures necessary to
the first steps in preparing teams to set priorities
communicate in the ever-changing and organize encourage desired behaviors and mea-
realm of social media. project work. sure progress
■ Integrate this approach into organiza-
Project Management Institute, 2010, ISBN: Management Concepts, 2010, Gower, 2010, ISBN: 9781409400943,
9781935589112, paperback, 153 pp., $31.95 ISBN: 9781567262827, paperback, 193 pp., hardcover, 364 pp., $118.70 Member,
Member, $39.95 Nonmember. $34.20 Member, $36.00 Nonmember. $124.95 Nonmember.
IN
this second edition of The
Virtual Edge, Margery Mayer,
The Virtual Edge
PhD, explores how con-
stantly being in touch—via
delves deeper
e-mail, smartphones, texting,
etc.—has changed the way global teams
into the nuances
work.
This edition is particularly geared
of virtual teams
toward those who thrive on the excitement, and how case-
challenge and complexity that come with
the territory of managing globally distrib- study research is
uted resources.
Brick and mortar walls no longer define an integral part
today’s workplace—its boundaries reach
as far as the other side of the world. of how effective Project Management Institute,
Time-zone differences no longer hamper
productivity as project teams often take teams can be. 2010, ISBN: 9781935589099,
paperback, 104 pp., $31.95
advantage of the 24-hour day in delivering Member, $39.95 Nonmember.
to expectations. accompany working with people scattered
For project mangers, working with dis- across the world.
persed teams can be challenging, interest- The second edition of The Virtual
ing, rewarding and even frightening at Edge delves deeper into the nuances of
times. How do you motivate team mem- virtual teams and how case-study research
bers? What are the challenges and com- is an essential part of how effective these
plexities that managing a global work force teams can be.
or team presents? The book is divided into three main
In her book, Dr. Mayer interviews busi- sections:
ness leaders with experience managing ■ The implications of global distributed
PMN1110 52-72.indd 70
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9/29/10 4:38
1:56:30 PMPM
ServicesDirectory
advertiserDirectory
To receive free information about products or services advertised or listed in this issue, please contact advertisers via their web address below.
11.3% 13%
The forecasted
The portion of Australian
increase
business managers who said
in security they were confident about
software managing critical projects in
revenue over “the most efficient way”
2009
US$16.5 billion
The amount that worldwide security software
28%
The portion who have fully
revenue is expected to reach this year integrated IT systems for
Source: Forecast Analysis: Security Software Markets, Worldwide, 2009-2014, 2Q10 Update, Gartner project management
Source: International Project Management
Association. Results based on a study released
in September of Australian CEOs, COOs and
On the Lookout project managers from 54 companies.
“Companies
that cut staff
23
percent
Good Things Come
in Small Cities
or implemented IT labor
The portion of U.S. IT managers
hiring freezes are planning to increase staff size in costs are at
realizing they need the next year least 35%
43
employees now cheaper in
to help upgrade smaller U.S.
cities than
IT systems and in major
prepare their
firms for potential percent urban areas
w
NoThe Only Complete Solution
oracle.com/primavera
or call 1.800.ORACLE.1
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