● ● ● 1 Contents Welcome to the June Edition .................................................................................................................................. 2 Our Sponsors ........................................................................................................................................................... 3 Events Calendar....................................................................................................................................................... 4 Take our PMP Exam Coaching Class! Autumn 2015 edition .................................................................................. 4 PMI Netherlands Chapter Board News ................................................................................................................... 5 Introduction of Odilia Kunne................................................................................................................................... 6 Member Enrolment and Member Engagement ...................................................................................................... 6 Future of PMI Netherlands events: The NetworkApp............................................................................................. 7 PMI NL BIG10 initiative ........................................................................................................................................... 9 4th PMI Netherlands Chapter Summit 2015 ......................................................................................................... 10 Review Chapter Meeting at Valid ......................................................................................................................... 14 Update: CSR Initiative ........................................................................................................................................... 15 International Project Management Day 2015....................................................................................................... 15 The Transformation Program Office (TPMO) to RUN your Program: A Simple Matter of Ambition ................... 16 Recently certified PMI Netherlands members ...................................................................................................... 18 Project Management Humour .............................................................................................................................. 18 Let’s stay in touch ................................................................................................................................................. 19 June 2015 Volume 51 Issue 2
Transcript
● ● ● 1
Contents Welcome to the June Edition .................................................................................................................................. 2
Introduction of Odilia Kunne ................................................................................................................................... 6
Member Enrolment and Member Engagement ...................................................................................................... 6
Future of PMI Netherlands events: The NetworkApp ............................................................................................. 7
Let’s stay in touch ................................................................................................................................................. 19
June 2015 Volume 51 Issue 2
● ● ● 2
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
Welcome to the June Edition It is my pleasure as new Director Marketing and Communication to welcome you to the June edition of the PMI Netherlands Chapter Newsletter! First of all a big thank you to René Vielvoije, our Operations Officer, who in this transition period, took over the responsibility to gather and compile this month’s edition. And of course many thanks to Karen Obi for reviewing the English text. In this edition you can find a review of the successful Summit 2015 on June 11. Additionally, there is an article on the first results of the introduction of the NetworkApp on April 15 at ExxonMobil, and of course news on our past (Valid) and upcoming Chapter events (Ericsson). Your special attention is requested for a retrospect exercise on the start up of the BIG10 initiative in alignment with the mid-term strategy of our Chapter, and last nut not least an interesting article on the Transformation Program Office(TPMO). Help to spread the news on our next PMP Exam Coaching Class starting this Autumn! Do you have an item of interest of tidbit of information that you would like to share with your peers? Why not write an article for our next Chapter Newsletter? Please feel free to send us your contribution before July 15th. Enjoy the read! Cover: PMI Netherlands Summit 2015
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
PMI Netherlands Chapter Board News As you can see from the Welcome page, we have a new member oin the Board. We are very pleased to present Odilia Kunne as our new Director Marketing and Communications. She was a volunteer for the PMI Netherlands Summit 2015 on 11th June, working in Communications together with our organising partner CKC. For another year in a row the Summit was a success! Odilia did an excellent job there and now has spare time to contribute her expertise to the Board. She is responsible for Marketing, Public Relations and timely distribution of information (such as the newsletter) both to Chapter members as well as relevant external parties. We wish Odilia a lot of energy and inspiration in her new role. She can be reached via [email protected] Rommert Stellingwerf - President
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
Introduction of Odilia Kunne
After having served for over six months as a Volunteer Communications in the Summit 2015, I now have taken over the baton from Malgorzata Krakowian as the new Director Marketing and Communications in the Chapter Board. It is my pleasure to support the PMI Netherlands Chapter in this new exciting role! Who am I? I am a result-driven, quality-focused Project Management professional always
looking for ways to improve my skills and competencies. After my graduation in European History, I worked in several positions both in the profit and non-profit sector in the Netherlands and Italy, with more and more focus on managing larger events. It was here that my interest for the Project Management profession was born. During my 4 ½ year stay in Trento, Italy I had the opportunity to work as a Project Manager which inspired me to become a “ full professional” by obtaining both the CAPM® and the PMP® credentials. Together with a group of PMP® enthusiasts who in 2013 set up the local PMI branch Trentino-Alto Adige Südtirol of the PMI Northern Italy Chapter (PMI-NIC). After my return to the Netherlands in August 2014 I subscribed to the PMI Netherlands Chapter and shortly afterwards became an active Volunteer Communications in the Summit 2015. What are my goals? My focus will be on binding and “activating” the PMI Netherlands Chapter members, with special attention to the female members of the Chapter. Looking forward to meet you at one of our upcoming Chapter events! Please feel free to contact me on any marketing or communication opportunity/idea via:
[email protected]. Odilia Kunne - Director Marketing and Communication
Member Enrolment and Member Engagement
Peter de Jager has been a speaker at more than 100 PMI chapters worldwide – and this made him aware of the key challenges facing all associations – Member Enrolment and Member Engagement.
Most times association event attendance is a tiny percentage of total membership. Unfortunately that is a “loss/loss/loss” scenario. A loss for the organization, a loss for the members and, a loss to the speaker making his/her presentation. Instead, should it not be a “win/win/win” scenario?.
As an avid problem solver he created a short informal presentation (<17 minutes) on WHY we should join and engage with our professional associations.
Please take <17 minutes out of your day to view this well-done video.
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
Future of PMI Netherlands events: The NetworkApp
Digital transformation of interaction during PMI chapter @ExxonMobil
Wednesday 15th April marked a first for the PMI Netherlands Chapter when the Network App was introduced to a group of more than 50 seasoned Project Managers. People with diverse backgrounds from Healthcare to Chemical sector were active in a discussion on the future of Project Management. The Network app is a new modern way to connect people and knowledge.Tthis supports the strategic objective of our Chapter. During this Chapter Meeting the objective was to gather opinions from the audience on statements that were posted. The NetworkApp would facilitate the interaction. In general, when the app is downloaded on smartphones, tablets and other mobile devices, it can be used to see the program, share information, chat with other attendees and follow discussions in the Chapter. It can be used for voting on statements and share opinions or knowledge. Margriet de Groot from the Network App facilitated the installation and testing and then the session started with the challenging topic of how the future of Project Management should look like. The statements on future of Project Management were presented by Getjan Lammers. The app in action. The voting results on each statement brought sufficient diversity in the group ranging from a 28/72, 60/40 or 86/14 split hence it resulted in knowledge sharing through a lively constructive discussion.
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
Six statements were used during the meeting, with various topics on the future of Project Management. Participants could vote Yes or No on the below statements.
• My company is on a Simplify & Transform Journey changing my role! • There will be more Engagement & Enthusiasm in the workforce! • Does it matter whether you are a large corporation or a SME? I.E. does the organization type
make a difference in the future? • I welcome this change and have the skill-set to cope with this. • The Project Manager must be the Master of the Business Process in the future? • None of the PMBOK Knowledge Areas will change?
Key takeaways were:
• The app worked well, and attendees enjoyed the discussions and interaction. • Project Managers are in fact Change Managers who can very much use these interactive
techniques to align opinions about future developments and ideas. • The Automotive sector was found to be ahead incorporating new digital tools, while the
Healthcare sector is apt for the digital era. • Next chapter meeting will use the app again.
Since talent and talent development have become more important drivers than cost savings for many companies, it is key that we, as Project Managers, continue to be involved in these interactive, connecting and informative sessions to learn and grow. The future is bright for Project Managers when you note that human interaction is seen as a key aspect to execute new projects in a digital world in the near future (considering that Project Managers will (have to) be the pre-eminently communicators) …. Within the Board a discussion started on whether a special interest group can be established on the ‘Future of Project Management’ considering the amount of interest on the topic. The Chapter Meeting was well balanced between ‘Future of Project Management’ and a view on that future through a presentation by Sander Hogendoorn on Agile, challenging the existing ways of working and helping to define how we can prepared for future Sander’s contribution of connecting Project managers and AGILE.
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
Upcoming events Thursday 27th August - PMI Chapter meeting at Ericsson, Rijen NB Our Chapter Meeting for August will be held and sponsored by Ericsson. The topic is geared around the future of Utility Projects, looking amongst others at the role of further automation and technology such as smart metering. We are still working on the details; one speaker from Ericsson is already confirmed. Please stay tuned on our Website and/or PMI NL LinkedIn group and/or Twitter channel for more information shortly. Henk-Jan Molenkamp - CEO
PMI NL BIG10 initiative According to its mid-term strategy the PMI Netherlands Chapter has started the BIG10 initiative to intensify contacts with the 10 organizations that provide the most members to the chapter. The Chapter will connect those organizations by introducing an executive circle as a collaborative platform. The purpose of this circle is to learn from each other, to understand todays and future needs and to anticipate on those needs. The executive circle can give direction to the Chapter leadership team which will contribute to developing membership value derived from the organizations our members work with. In return the Chapter can help those organizations by providing opportunities for speakers, promote the organization as an attractive organization for aspirant and practicing Project Management and by assisting those organizations in their social responsibility by connecting them to the non-profit network of the Chapter. Additionally these organizations can provide content and hosting opportunities for future Chapter Meetings and/or events. Wednesday June 10th the first BIG10 meeting took place. We had the pleasure of meeting with representatives from Philips, Tebodin, Wartsila, Alcatel-Lucent, IBM, T-systems, NXP Semiconductors with apologies from Ericsson, HP and the Dutch National Bank (DNB). Besides we had a representative from the PMI EMEA office present. It was a meeting in an informal setting in which the attendees experienced similar challenges in these larger, mostly international companies. Various topics were addressed: when does someone become a Project Manager (and rightly called so!)? What are the job roles and career path? What is the influence of new developments of Agile and how does it influence ‘regular’ milestone-driven project execution? How do we ensure Project Management is seen as a profession rather than a role? Also the question was brought up whether Project Managers should be organized in a central pool of professionals or in a decentralized way by having project managers in the different departments available for supporting the projects? As a prime objective to bundle all the ideas and experiences the team agreed to start working on the profile and ‘way of working’ for the Project Manager of the Year 2020. Around this central theme we will proceed with bundling the best practices, describe the job profile and provide guidelines what this means from a personal development and organizational structure point of view. All were very enthusiastic and could visualize the added value. The next Big10 meeting will follow shortly of which you will read more in a next newsletter. Henk-Jan Molenkamp - CEO
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
4th PMI Netherlands Chapter Summit 2015
On Thursday June 11th 2015 the 4th edition of the PMI Netherlands Chapter Summit was held in Spant! in Bussum in close collaboration with CKC Seminars. Despite the beautiful weather the approximately 150 attendees arrived to listen to and participate in the different presentations and workshops. It was an very inspiring day for both attendees and (keynote-)speakers. We hope you all enjoyed it, and, above all, that you were able to obtain the instruments and thoughts to prepare yourself for YOUR future in Project Management! If you are interested in (re-)viewing the Summit 2015 presentations, you can download them here: http://www.pmi-netherlands-summit.com/presentations/ by using the following password: PMSUM20%15#. A photo impression of the Summit can be found here: http://www.pmi-netherlands-summit.com/2015-photo-impression/ And by the way, do not forget to claim your PDU’s at https://ccrs.pmi.org/search/
SAVE THE DATE! The 5th edition of the PMI Netherlands Chapter Summit will be held on June 2nd 2016.
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
For your convenience we have included here, like last year, the excellent review of the Summit 2015 by Henk-Jan van der Klis. Source: http://www.henkjanvanderklis.nl/2015/06/verslag-pmi-netherlands-summit-2015/ Visited: PMI Netherlands Summit 2015: The secret of Project Management: next practices demystified
The 4th edition of the PMI Netherlands Summit focused on the secret of Project Management. Are there practices for next-level Project Managers? What’s important to make future projects successful? The Summit was held in Spant! theater in Bussum. A bit smaller setting than previous editions in Figi Zeist, without giving in to content and quality.
Chairman Peter Storm reminded the audience of the importance of healthy projects, enabled by both technical and human factors. Next practices can be applied only through a learning cycle, therefore needing multiple points of view, divergence, convergence, applied science and feedback from Project Management experiences to scientific research again. We learn to improve.
Trends and Challenges in Management of Projects towards 2025
Prof. dr. Hans Bakker, Chair Management of Engineering Projects, TU Delft, Faculty Civil Technique and GeoSciences, first thought of the current best practices and the disappointing results in terms of success rates of completed projects. Given this bad reputation, what should be next practices?
Bakker distinguished 3 lenses to look at projects: experts, academics and external bodies. There is plenty of room and energy for further development of project management as identified by three clear focus areas. Experts, the Project Managers should focus on People, Risk Management, fit for purpose, broad and deep knowledge, closer knit to academics. External bodies did research and published recommendations. In 2009 PMI came up with Project Management circa 2025, and preaches integration and engagement.
CII is eager on Project Management to be seen as Mission Control. ECI emphasizes the supply chain and relationships, whereas IPMA speaks about shifting roles, line managers to resolve issues among stakeholders.
The academia is lengthy on complexity, social value, conceptualization, and idealizes reflective practitioners. There’s an Experience Trap (INSEAD Research in 2008 Harvard Business Review). Would learning by simulation be possible? A few takeaways: value roundtables, trust, female Project Manager’s point of view, managerial learning and traineeships. Crucial roles are the Project Manager, the Project Manager Officer and data.
Collaboration, education and learning are next practices according to Bakker.
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
Next Level project definition: about Backstage and Dressing Tooms
Bert van Eekelen MSc, MBA, Consultant and Project Manager (until 1 July 2015 with ARCADIS) explained that it isimportant to understand what is happening backstage (contracts, service levels) or even in dressing rooms (stakeholders and their interests). He illustrated this with the plans to move Schiphol Airport to a new artificial island in the North Sea, and the development of the Zuidas in Amsterdam. These projects are a balancing act between political ambitions, broader context, emotion, funds, risks, art, value, benefits, urgency and priority. Battles will be fought on various levels and from multiple angles. And not necessarily a win-win is the optimal outcome. But to whom can the Project Manager escalate? Remember in these projects to research the design, and design the necessary research.
Next practices are built on respect and trust, and role playing (as parent, child or adult)
The Truth about bottom-Up Change Management Approach in Project Teams
Dr. Ir. Richard P.G. Müller, Director Project Management Office, Philips HealthTech, Personal Care shared his experiences with Accelerate Team Performance, a Philips proprietary approach, based on Otto Scharmer‘s Theory U. Project Managers are Change Agents, no discussion about that. Behavioural changes need to stick in order to enable project success. Think of the driver’s autonomy, purpose and mastery, which Daniel H. Pink emphasized. Accelerating Team Performance is enabling PMI’s Code of of Ethics and Professional Conduct.
Theory U is about slowing down to let go, and let come, to identify and remove blind spots, and then increase speed. Accelerate Team Performance integrates with the 9 knowledge areas of Project Management Book of Knowledge (PMBOK). Also, a good acronym to remember is HIT: Hot buttons (what triggers negative emotions?), Iceberg (behaviour is visible, needs, beliefs aren’t), and Team aspiration.
Critical processes in Project Management
Steven Nijhuis, Researcher, Project Leader, Lecturer, Hogeschool Utrecht, is doing research on teaching Project Management. What should be taught? How to teach comptencies? Current teaching methods are incomplete, having blind spots as well, though institutes claim to teach the profession of Project Management.
Speaking of competencies, though Nijhuis did not speak on the Competence Baseline of sister organization IPMA, he did find as much as 310 competencies listed in literature on Project Management. It requires a superman or superwoman. We Project Managers, made of flesh and blood cannot have all of these. For a researcher it is a complex way to to gather reliable data on 310 behavioural and technical competencies.
What distinguishes you from the non-Project Managers? What are better developed competencies? There is no single type Project Manager. On a high level you could think of a combination of skills such as: team-focused decider, a leader in the shades, an average Project Manager and a political leader. No one size Project Manager fits all. Personality dependent traits really make up what we call competencies. Therefore, know thyself.
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
The Next Generation Project Manager – “Are You Ready?”
Beth Parleton (Certification Governance Committee, Past Chair PMI Board of Directors, PMI) first returned to The War on Talent (1997) and The Value of Project Management. PMI’s ever since its establishment in the 1960s had an eye on talent management. There’s no labor shortage, but a talent shortage.
Exclusive Masterclass Neuroplasticity, Keystone Habits and Servant Leadership
Thomas Swaak, Change Management Master, Philips, let us do the kitchen experiment first to experience the habit of taking milk out of the fridge, just by using the brain sitting in Bussum. Strong synaptic connections through which we can visualize that we’re at home, use our left or right hand and know where to find the milk.
You see the world as you are. Experience, thoughts, emotions all impact that lens. Pitfalls are assumptions made, and the proximity of like-minded people. You have to ask questions, listen actively and constantly verify what you think you understood. Habits are triggered by a cue, firing a routine that pays off. Some habits are so strong, that you may call these key habits. Key habits set off a chain reaction automatically.
As Project Managers we do have our own (key) habits. Awareness of alternatives helps to replace these by better, healthier or more efficient ones. Swaak let us discuss these. Be aware that it takes 30 days to form a new habit, especially the routine you’re performing. If a trigger does not occur daily, than changing the routine can take longer.
Helpful for changing habits are relationships, avoidance of temptations, asking for feedback and (planned) time for reflection. According to Theory U there are several levels of listening:
1. listening from habits, reconfirmation sought
2. factual listening, open mind
3. empathic listening, open heart
4. generative listening, open will
Like Richard Müller, Thomas Swaak is fond of Theory U on adaptive problem solving, mindfulness, and servant leadership principles. Compared to ‘old school’ Project Management, you could configure a set of ‘new school’ Project Management habits. Old school isn’t bad, but not effective in all situations. The same can be said of ‘new school’ habits. Swaak closed with some recommended reading:
• The Power of Habit (Charles Duhigg)
• Change your brain, Change your life (Daniel G. Amen)
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
Organizational Effectiveness – Making the Difference Marco Eykelenboom MSc, MBA, Project Manager, Fluor BV, asked his audience what the differentiator was in their last successful project. Why was ‘luck’ not on the list? Eykelenboom’s research showed the importance of:
• Team (cooperation, spirit, fun)
• Communication, sharing
• Relationships, trust
Attempts were made to correlate (practices, structure) with (attitude, practice) to outcomes. Teamwork (organizational effectiveness) seems crucial in this cause-and-effect relationship. Eykelenboom applies tools to support communications, visualize social ties between actors, planning reports and team roles played. Examples are network graphs using NodeXL, satisfaction surveys based on Gallup Q2 Employments Engagement questions.
Marco was sceptic on distributed teams management, but was more enthusiastic on High Performance Teams. His wrap-up message: every day brings new opportunities.
Review Chapter Meeting at Valid Again another successful event on 27th May at Valid. Topic was Project Management Leadership. The speakers succeeded in engaging the audience, as it was an interactive session between the speakers and the attendees, and directly to the point. The event consisted mainly of two sessions
• High-performance leadership by Lars Sudmann, and • C-level Project Management by John van Rouwendaal.
Lars Sudmann highlighted the 6 elements of Leadership which are Fundamentals, Envision, Enroll, Engage, Energize and Execute. Plus the tools required for each element, also he talked about how the 21st century technology helped us in having more and more virtual teams. He highlighted the common mistakes we subconsciously make that should be avoided in order to maximize the team engagement. His advice and tools to ensure the implementation of the 6 elements are:
• Fundamentals: Avoid micromanagement • Envision: Always show what is possible, i.e.be like a story teller • Enroll: Get 21st communication feedback • Engage: Be a coach • Energize: Praise often • Execute: Improve your decision making by installing ‘devil’s advocate’ positions
John van Rouwendaal introduced to us the importance of having the (CPO) Chief Project Officer position in organizations. Yousra Anwar Abdelhady
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
Update: CSR Initiative The CSR Initiative first gained momentum in the last quarter of 2014. The objective was to develop a platform from which our fellow Project Managers can give back, using their keen Project Management knowledge as the currency. The first phase of the project involved developing a basic list of services to showcase our ability to help charities/-goede doelen. As part of this phase the volunteers headed out to find charities interested in receiving our help. Although the response was not as expected, as Project Managers we adapted our strategy and are now focusing our efforts on a single identified charity called Lift Saxum. This is a Nigerian-based organization whose mission is to transform the lives of youth and women in South East Nigeria by promoting entrepreneurship through training, technical assistance and support for start-ups. This project is to help launch a sanitation initiative aimed at improving the quality of life in rural communities in conjunction with PMI Netherlands Chapter. Our approach is to help Lift Saxum with some of their core Project Management needs including Business Case development, Scheduling and Planning and basic Project Management coaching. We are a small group of less than 10 participants who meet regularly. We welcome all interested volunteers, whether you are a Chapter member or not.
International Project Management Day 2015
On November 5th our Gold Sponsor IIL organizes the International Project Management Day 2015. The theme for this virtual conference is Ensuring A Sustainable Future. You can participate, and earn 20 PDUs, by registering via the link.
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
Case Study: New SAP Platform Background:
• Program to migrate and upgrade 120+ key SAP environments
for global telecommunications Client. • Budget: 16 M$
What we found:
• TPMO of 5 FTE with fulltime TPMO Mgr • After having been on the program for 2 months and having been
to Sweden multiple times none of TPMO members ever visited HP team working on Client site
• No integrated/uniform project schedule • Risk & Issue lists of poor quality and without any follow up of
actions
What we changed:
• Released TPMO Manager and 4 TPMO members • Assigned Scheduler to directly support key projects • Assigned one Risk and CR Manager • Enforced co-location TPMO members on Client site with HP team
Results:
• Program delivered on time and within budget • 800 k$ saving in TPMO budget
The Transformation Program Office (TPMO) to RUN your Program: A Simple Matter of Ambition
By Jos Rombouts, PMP
Abstract • Ever wondered why it takes months to setup proper TPMO processes, or puzzled why your Project Managers are being frustrated by all
requirements being put up by various TPMO members, who in essence are there to support your project and its members?
• Ever come across a project that got off track because of a flood of unmanaged changes or one that had numerous identified risks, issues and assumptions that however were not acted upon and derailed your program?
I have often struggled with the above and hence, since a number of years, have been challenging my TPMOs to operate in a Lean Six Sigma based mode which significantly increased the value add delivered to the project outcomes, significantly reduced its costs as well as growing the TPMO members who are our next generation of transformation managers. This paper introduces the 3 fundamental pillars of my approach:
1. TPMO Ambition must be to Run the Project/Program
2. Your TPMO/Program only needs 4 Tools
3. “A Few Good (Wo)Men” is all you need!
TPMO Ambition must be to Run the Project/Program
Running a project, or program, is about determining Scope and Deliverables, agreeing on a Schedule with all stakeholders and then following up on progress and acting on Risks and Issues. And, when needed, formalizing changes by means of a Change request
All these items are under control and responsibility of the TPMO. Moreover, the TPMO actually has specialists allocated to each of these activities. So who better positioned to run your program than your TPMO. This because:
• The TPMO Scheduler knows exactly what needs to happen by
whom, by when. If any of these tasks are at risk the Scheduler should be aware and should ensure that a formal Risk or Issue is raised towards his/her colleague, the TPMO Risk & Issue Manager.
• This Risk & Issue Manager should then ensure that actions are defined and followed up to ensure that the Risk or Issue is resolved in time. If that is not possible the next actions are issuing a Delay Notice and the accompanying Change Request.
• This Change request is then created and followed up by the TPMO Change Request Manager.
• And, when approved, the Scheduler again updates the Schedule.
So, why is this not common practice then?
To be honest, I have been always more inclined to look into what can be done to achieve my ambition to have a TPMO that is supporting my Project Managers. And I have found that one of the key items lies in unleashing the inherent ambition and skillset of the TPMO by challenging them on their role and the value that they can bring to the project and therewith the Client and HP.
Let’s take a simple example: What is a TPMO Risk & Issue Manager or Specialist? To me that is the person that makes sure that mitigation or resolution actions for Risks and/or Issues are defined, monitored and executed, regardless of who is accountable or responsible. Correct, they typically are not the one defining and executing the actions, but by all means, they facilitate (read as manage / push / chase) and should have the motivation, skills and escalation paths to prevent any risk or issue impacting the agreed schedule.
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
Case Study: Client Services Transformation
Background:
• Transformation of Client Services for global telecommunications Client,
• Consolidation of 6 Global Service Desks into 3 while reducing number of languages from 18 to 11
• Design, implement and rollout of 120k WP360 and CVS Clients. • Budget: 17 M$
What we found:
• Account escalations on missing TPMO processes 3 months into T2 program
• 2 TPMO (startup) Mgrs and 4 TPMO Team members
What we changed:
• Implemented readily available TPMO governance (as per main body) within 2 weeks
• Reduced TPMO from 5 FTE to 1.3 FTE
Results:
• Program delivered on time and within budget • Program Governance copied by Client for rollout phase • 525 k$ saving in TPMO budget
Case Study: Service Mgt. Insourcing
Background:
• Insourcing of Service Management for global telecommunications Client.
• Budget: 6 M$
What we found:
• No TPMO processes implemented • No TPMO budget • Account escalations on missing project governance and control • Client escalations on HP project support
What we changed:
• Implemented joint TPMO with Client • Allocated 2 billable HP employees as TPMO members • Assigned HP PM as the manager of the joint TPMO • Implemented 3 key PMO tools
Results:
• Project delivered on time and within budget • Project Governance regarded as Best Practice by Client • 290 k$ revenue generated for TPMO services
“The optimal and very well achievable split of roles and responsibilities is that the Program Manager determines the strategy of the program and therewith lays the tracks, whereas TPMO takes the accountability to ensure that the train stays on track and reaches its targeted stations in time”. (Thomas Schulz - HP Program Director)
Your TPMO/Program only needs 4 Tools
The below picture gives an overview of the key operational processes and the straightforward way they interact.
As stated before: TPMO Scheduler follows up on all tasks by means of RAG status. In case a task/action is at risk or late (= Red or Amber), a formal risk or issue with actions is required. In case key milestones are impacted a formal Change Request, and where opportune a Delay Notification, is required. After that has been approved the Schedule is updated and Risk or Issue closed.
All this is under TPMO governance and in fact only 2 tools are required: A Project Schedule (Microsoft Project plan or MPP) and PPMC where Risks, Issues and Change Requests (and the required actions!) are tracked. Wonder about the other two? Those are a Management report coming directly from the above and, of course, your budget, which actually is also due in PPMC.
“A Few Good (Wo)Men” is all you need! As can be seen in the case studies it is important to have TPMO members that are eager and empowered to take on the challenge to get out of their comfort zone and get busy in the program and where needed actually be directly assigned to support key projects/workstreams. I have found that when TPMO specialists are allowed, challenged and empowered to directly support the project and the Project Managers we need up to 50% less formal and hidden TPMO and support resources. And how wonderful and rewarding it has shown to be, for both the Project Managers as well as the TPMO Members themselves, to experience the Change Request Specialist creating Change Requests and the Risk & Issue Manager facilitating escalation meetings. All of a sudden the TPMO members are shoulder to shoulder with the other project members making miracles happen for our Clients. To Conclude By challenging our TPMOs we can unleash their inherent potential to become the core engine in any project or program by: • Running program operations for the Transformation Mgr • Providing factual (process) deliverables for involved Project
Managers, enabling them to focus on their challenging day to day endeavors to bring their projects in on time
• While cutting process start up times in half and saving up to 50% of program budgets for TPMO and other supporting roles
• And in parallel training and molding our next generation of Project and Program Managers
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
Recently certified PMI Netherlands members The PMI Netherlands Chapter Board congratulates the following members with achieving their credential in the period January/April 2015:
Name Credential Mr. Rob van der Meer Ph.D. PMP Mr. Harry van Han, PMP PMP
PMI Netherlands Chapter | Postbus 90261 | 1006 BG Amsterdam - Vakvereniging voor Project-, Programma- en Portfoliomanagers www.PMI-Netherlands-Chapter.org
Let’s stay in touch
Our webpage is the main source of information about the PMI Netherlands Chapter: http://pmi-netherlands-chapter.org You can also sign up here to get Chapter news on your email.
Join our LinkedIn group: http://www.linkedin.com/groups/PMI-Netherlands-Chapter-130083 share your thoughts and join discussions. We will also inform you about Chapter events, Newletters issues and other PMI news. You can also follow our company page:
Check out our Facebook Fan page: https://www.facebook.com/PMINetherlandsChapter which was set up to inform you about recent news and for community building purposes. We will let you know about Chapter events, Newletters issues and share with you our meetings’ impressions.
Besides the website, LinkedIn and Facebook you can follow us on Twitter: https://twitter.com/pminlch On a regular basis we send tweets to inform you about Chapter events, news from PMI etc. Have a look and give it a go and join other followers. Looking forward to tweet-connect.
If you miss our Chapter meeting or want to hear it again, now you can check our YouTube channel where we publish recordings from our events: http://www.youtube.com/user/PMINetherlands
To make reading our newsletters more convenient for you, we’ve created an Issuu account where you can find all our newsletters: http://issuu.com/pmi_netherlands_Chapter
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