This well-written book starts by explaining the fundamentals of Benefits Realisation Management (BRM). It debunks popular myths, and explains why adherence to outdated beliefs can prevent organisations realising all of the benefits that could arise from change. Most of this “practical guide” is devoted to applying BRM to various situations. Continue reading “Benefits Realisation Management (Book Review)”
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.
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.
…a Case Study showing one approach to evaluating whether a project should be cancelled or completed.
(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?
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.
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”
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.
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.
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”