How to keep your programme schedule on the right track

How to keep your programme schedule on the right track

Having created a useful project or programme schedule, how do you use it as a delivery tool? Here’s the approach I have used successfully on several recent programmes.

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How to create a useful programme schedule

How to create a useful programme schedule

How do you integrate the schedules of multiple projects into a single programme schedule that concisely conveys time-related information? This is the approach I have used successfully for several programmes.

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When the Client wants to Pull the Plug

…a Case Study showing one approach to evaluating whether a project should be cancelled or completed.

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What does your PMO stand for?

(well OK, mostly the “P” part…)

All over the web you will see people asking or debating what the “P” stands for in PMO. The “MO” stands for “Management Office”, but the “P” can stand for Project, Programme or Portfolio depending on the organisational context.

Axelos use the term P3O® to cover all three, but this is also confusing as the insertion of the “3” makes many people think that the final “O” is actually a “0” (zero) rather than the “O” of “Office”.

This can of course lead to confusion, so I suggest making a small alteration to remove the ambiguity. In my own writing I use:

  • PjMO = Project Management Office
  • PgMO = Programme Management Office
  • PfMO = Portfolio Management Office

This makes it very clear which kind of PMO we are talking about. Simples!!

What do you think?

Processes are an organisation’s memory

Further to my post on Lessons Learned from project delivery, I’m going to take a calculated risk by standing up for the pragmatic application of process. Yes, that’s right, process.

Processes are an organisations memory

Now, people seem to enjoy a bit of process-bashing, and I get that: nobody wants to have their working lives organised for them to the point where they become a soul-less, heartless, brainless robot, but I am proposing the idea that processes are an organisation’s memory. Continue reading “Processes are an organisation’s memory”

How to make sure that Lessons Learned stay that way

I often wonder just how much project management organisations really learn from project successes and mistakes. I think we could all definitely learn better than we currently do.

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Project reporting shouldn’t be “green side up”

Following on from my post on watermelon reporting, I wanted to share another, related, phenomenon with you – “green side up” reporting. This describes the phenomenon where the health of programmes and portfolios is reported more favourably the higher up the organisation the reports are circulated; that is to say that in the project world everything looks green when viewed from above.
Project reporting shouldn't be green side up
Turf is supposed to be green side up. Your project reporting shouldn’t be.

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Watch out for watermelons in project reports

How do watermelons get into project reports? and why should you watch out for them?

“Watermelon reporting” describes the phenomenon where according to a project status report things appear to be green on the outside (i.e. the project’s RAG status is reported as green, with no issues), but if you delve a little deeper and look inside, it’s actually red right through (i.e. there are serious issues). Continue reading “Watch out for watermelons in project reports”

Project data in, portfolio insight out

How do you give senior management a “helicopter view” of all the change that is going on in an organisation, so that they can make informed decisions on how to spend their change budget? Here’s how I tackled it…

Data in insight out

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How to create a streamlined project management methodology

How do you develop a project management methodology that isn’t too heavy or too light, that respects the experience of project managers, and that is accessible? Here’s how I approached it…

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