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Author's Biography

24/7 Blended Learning

24/7 Blended Learning

“If I take a training course that is not sponsored by the Center of Excellence, then I might access PM information, but I can’t have it all, and I won’t learn about managing projects using Integrated PM.”

What is the origin of the Olympic logo? In 1896 one of the Olympic founders, Baron Pierre de Coubertin, proposed the idea for a unified motto and symbol to reflect the unified International Community. Later, the meaning ‘Faster, higher, stronger’ began to be applied.

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A Fast Business Case

A Fast Business Case

“If we create yet another way to complete this process, then we’ll improve performance, but people will ask why they have to change.”

Change is a hard thing, certainly not the most desired thing, when caused by someone else. If your performance improvement initiative is going to get any traction, you will need to state the business reason for the change. Normally, you don’t have time for a complete business case. Even so, don’t ignore the need. Here are some tips you might be able to use in these situations.

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A Risk Boundary Problem

A Risk Boundary Problem

“If I concern my project with risk assessment, then my project targets such as Budget, Schedule, and quality become more reliable, but this will require me to define better project boundaries between strategy, program mandates, and project requirements.”

What is risk? The answer to this question depends on who answers it and the boundaries the individual establishes around themselves. If the answer comes from someone who is responsible for all processes within the Integrated PM system boundary, a clear answer can be expected.

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A Score Card for Product Management

A Score Card for Product Management


The business intent of Product Management is to increase an organization's competitive advantage through various product initiatives. Competitive advantage is defined by product differentiation and process efficiency. An XY chart displays a competitive advantage score in terms of differentiation and process efficiency. This type of score card provides actionable information that a Product Management team can use for self-diagnostic in process improvement initiatives, and for performance comparisons between business quarters, or between different teams within the same organization. Standard charts enable comparisons across an industry.

You can use this score card as a sample. Create one table for each of the Seven Pillars. You will want to adjust the strategies to be in context of each pillar. Take the aggregated scores for each of the Pillars and combine them into one score for Differentiation. Computing a percentage achieved out of total possible will make your graphic representation easier to read and comparisons more meaningful. After you’ve completed the assessment in each Pillar you switch and look at process efficiency. We use the same Seven Pillars to establish business goals. The objectives of processes within each Pillar are listed at the end of this post for reference. Remove the ones not valid for your organization. For each remaining objective, you'll need to identify specific strategies your team is performing to accomplish the specific objective.

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A Systems Approach: The Facilitator (11 out of 11)

A Systems Approach: The Facilitator (11 out of 11)

"If we address needed behavior change within Project Management, team performance will improve, but that will increase the required skills of Integrated PMs."

Integrated PM Managers and project sponsors often tell me stories of how, despite their best efforts to help a project team in a difficult situation, the situation gets worse. Each time the facilitator does something to improve things; the situation either deteriorates immediately or temporarily improves before getting even worse.

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Action Research

Action Research

“If I look for better ways to manage projects, then I can increase competitive advantage for our entire organization, but it’s hard for organizations to learn from their activities.”

Whatever way you look at Action Research, you’ll find it the favorite of project managers, and by the way, the most valuable part of being in a community. The purpose of action research is to develop new skills or new approaches and to solve problems with direct application to your project, Integrated PM methods, or within the working PM setting.

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Agile, Waterfall - Wait its WaterGile! (Trademark it!)

How Agile Product Management has evolved in the last few years An interesting thing has been happening in the market, and it’s not just that everything is moving to the Cloud, or that Facebook is about to go IPO, it’s the very real, and very concrete adoption of agile methodologies across the software industry. Originally a concept that gave birth to the Agile Manifesto (I know I can’t believe I’m referencing Wikipedia), Agile has really taken over as a concept everyone strives for, but rarely achieves. Why is that?

From a corporate stand point, many of the other processes at a company, like fiscal budget planning, employee performance reviews, and marketing campaigns, go through yearly planning and longer cycles. Can you imagine if you “iterated” on your performance review weekly, with a full day spent reviewing your objectives and decided what to focus on the next week? But wait – maybe that’s not such a bad way of approaching it, it provides quicker feedback from your manager and peers and keeps you completely aligned. And that is the heart of the issue, people just aren’t sure how much better that faster iteration is for everyone, they have this fuzzy feeling that there’s value to be had, but it’s hard to draw a line in the sand to say just how much.

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Asset Development

Asset Development

“If I create innovation assets, then I can be monetized for my efforts, but I don’t know how to build assets.”

Information Assets such as market evidence, problem statements, business plans, features, roadmaps, requirements, and product launches are developed, and depending on which assets are used, will produce a very different product.

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Asset Sharing Within the Center of Excellence

Asset Sharing Within the 
Center of Excellence

Many community organizations focus on the needs or deficits of the community. Every community, including the Center of Excellence, has needs and deficits that ought to be attended to.

To draw upon the Center of Excellence assets, you first must find out what they are. Members should focus on identifying the community assets and resources they value. Afterwards, they need to understand how the assets can be harnessed to meet community needs, and to strengthen the community as a whole.

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BALANCING PROCESS WITH DELAY

BALANCING PROCESS WITH DELAY

“If I use systems thinking, then more and more of management problems can be addressed based on behavior pattern recognition, but I need to recognize the patterns, and know the proper methods of addressing the issues.”

One tool we use to help understand the Integrated PM system behavior, are these standard models, or structural archetypes of the Integrated PM System. They capture and help explain system behaviors, based on project structures, and not individuals. When a project demonstrates typical behavior, illustrated by these models, we first look for these conditions, and if found, address the known underlying cause.

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Benchmarking Overview

Benchmarking Overview

"If I use measures, metrics, and benchmarking in our improvement initiatives, then we will improve much quicker, and with less cost, but benchmarking needs to become a core capability of our team."

No single benchmarking process has been universally adopted. The wide appeal and acceptance of benchmarking has led to the emergence of a variety of benchmarking methodologies. However, with regard to project management, benchmarking activities usually are easier to implement and accept because you have something to point at- it has a tangible characteristic to it.

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Blog Posts

Blog Posts

“If I comment on blog posts, then I contribute to the intellectual content of the community, but this takes time and could be embarrassing.”

We have all heard that there is no such thing as a dumb question, and we have all heard a dumb question as well. If you feel you may have a dumb question, then just rephrase it. If your concerned about the “Deep sea fishing rights of teenagers?” you could ask, “What about teenagers?” and that may seem like a dumb question. I find that most dumb questions are really good questions, but suffer from poor abridgement. My advice is think about the context of your comment, but don’t give up on making the comment.

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Call For Papers

Call For Papers

“If I write-up a study of our experiences with Integrated PM, then it could be published in the R&D Journal of Integrated PM, and be improved upon for all our benefit, but I don’t have the quantitative data that is expected in a scholarly R&D Journal.”

The difference between qualitative and quantitative studies is more than just levels of abstraction. Turns out acceptance is another difference. We need papers utilizing the power of qualitative assessments. Let me explain.

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Can Risk be a Good Thing?

Can Risk be a Good Thing?

“If we implement a risk management program, then we might gain greater predictability, defensibility, and maintainability on our projects, but do we use the decision analysis definition of risk or the PMI’s?”

Concepts about risk and even the word risk are a source of considerable confusion even among those who specialize in the topic. There are a lot of well-entrenched and mutually exclusive ideas about risk and risk management and if we are going to make any progress in Integrated PM, we must work out these differences.

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Capacity Planning Fast-Service™ Package

Capacity Planning 
Fast-Service™ Package

“If we select the pmNERDS' Fast-Service™ package, then we get rapid performance improvement, but we’ll need to answer questions and provide feedback.”

We all occasionally get major hankerings, it’s usually something that we can’t wait for and need within a very short period of time. For us it is usually food related, the Fast Food Industry utilizes the notion of standardization to produce food at minimal cost and preparation time while maximizing value within their business constraints. The question is can they make a compelling product while being profitable?

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Capacity Planning Performance-Service™

Capacity Planning 
Performance-Service™

“If we engage in pmNERDS’ Performance-Service™ offering for Capacity Planning, then we’ll increase the organization’s competitive advantage, realize higher value from projects, and complete projects more efficiently, but it will require change leadership.”

Our performance improvement consulting begins with gathering information about your organization and engagement goals. We conduct a quick gap analysis to construct an engagement roadmap.

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Capacity Planning Readiness Check-list

Capacity Planning Readiness Check-list

ARE YOU READY FOR CAPACITY PLANNING?

I find that organizations are evenly divided across the three levels of readiness: chaos, visibility, and controlled/optimized. Only about 5 percent of the ready organizations were at the highest "optimized" level, ready with advanced capabilities such as ensuring the best-fit resource for the highest-value work, ongoing resource planning for adapting to change, and the ability to perform what-if simulations.

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Capacity Planning Transitions

Capacity Planning Transitions

"If we continue to improve our resource and capacity planning capability, then we’ll experience lower resource costs, increased amounts of ‘On-Time’ projects, and less conflict, but we will have to make changes in the organization."

Formalizing the process

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Capacity Planning with ‘PATHS’ Process-Service™

Capacity Planning with ‘PATHS’
Process-Service™

"Capacity Planning with PATHS is a Process-Services™ offering of pmNERDS. This offering provides a process umbrella of PATHS, and then line-items of an S.O.W. that can be chosen a la carte.”

Capacity Planning provides actual paths to choose from. It’s with choices that we have agency and power. Too many times we’re given choices with only one possible answer. Well not with PATHS. With capacity planning we create real alternatives, conduct ‘What-if’ analysis, and optimally coordinate project start dates. What more God-like characteristic is there than to peer into potential futures and make decisions based on the most optimal outcome.

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Capitalization of Ideas

Capitalization of Ideas

“If I develop ideas for new products and features, then I should be able to make some money from it, but I don’t know how to convert ideas to solutions, nor distribute those solutions so that they are profitable.”

Some types of information assets are more readily turned into cash than others. When information assets are close to being turned into cash, it's easy enough to recognize it as the intellectual capital of a firm or person. As information moves further and further away from liquidity, it may become harder and harder to recognize it as intellectual property, or an information asset.

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