pmNERDS Community: Login

  • Innovation_e_Publication
  • Integrated_PM_Feedback_Blog
  • Job_Board
  • pmNERDS_Center_of_Excelence
  • Research_and_Development_Journal
  • Community_Blog
A+ A A-

Launch Definition Performance-Service™

“If we engage pmNERDS’ Consulting for Launch Definition, 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-Service™ consulting practice for Launch Definition, begins with gathering information about your organization and engagement goals. We conduct a quick gap analysis to construct an engagement roadmap.

Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities. We schedule weekly meetings to review the project and discuss relevant decisions. Depending on the length of engagement, steering committee meetings are also scheduled.

Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Performance Improvement Consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and use of a standard performance measure framework.

It's just a dress until it walks down a runway! Give your products life, engage the market, and get quicker returns on project investments. Launch Definition is all about coordinating the various releases of work products into a single product launch.

The launch plan is a primary information asset in the innovation management architecture. Many make the mistake of discarding the other assets used to develop the launch. This is a serious mistake; the launch and all the supporting decisions are the intellectual property of the firm and need to be maintained in the context of each other.

By leveraging our experience, you can reach expected benefits quicker and with less false starts while being assured that you won’t paint yourself into a ‘process’ corner, and isolate information asset flow to downstream processes. Our performance improvement consulting practice requires a discussion to determine goals, the scope of effort, consultant alignment, and the development of a business proposal. We deliver an analysis of current launch definition process performance and constraints, a roadmap to performance improvement, process design, process exercise, process enablement, deployment, and measurement.

It’s critical that the information assets developed within these launch definition practices can flow between the other innovation processes. These practices can be divided into the three categories of Launch Conception, Launch Validation, Launch Execution. Wherever your key constraints are, our team will help you identify the process constraints, and find practices that will improve overall performance by breaking constraints.

A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort.

You can discover more about this service offering by clicking the icon (email or phone) in the top right corner of our website. We’d love to explain our services and answer any questions you might have.

Continue reading
164 Hits
0 Comments

Requirements Definition Performance-Service™

“If we engage pmNERDS’ Consulting for Requirements Definition 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™ practice begins with gathering information about your organization and engagement goals. We conduct a quick gap analysis to construct an engagement roadmap.

Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities. We schedule weekly meetings to review the project and discuss relevant decisions. Depending on the length of engagement, steering committee meetings are also scheduled.

Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Performance Improvement Consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and use of a standard performance measure framework.

Requirements Definition is all about stating what it takes to satisfy the market. The market requirement is stated in an inward facing voice. The requirement is one of the primary information assets in the innovation management architecture. It states what is necessary to accomplish the goal stated for a product feature.

By leveraging our experience, you can reach expected benefits quicker and with less false starts while being assured that you won’t paint yourself into a ‘process’ corner, and isolate information asset flow to downstream processes.

Our performance improvement consulting practice requires a discussion to determine goals, the scope of effort, consultant alignment, and the development of a business proposal. We deliver an analysis of current requirements definition process performance and constraints, a roadmap to performance improvement, process design, process exercise, process enablement, deployment, and measurement.

It’s critical that the information assets developed within these requirements definition practices can flow between other innovation processes. These practices can be divided into the three categories of Requirements Conception, Requirements Validation, and Requirement Estimation. Wherever your key constraints are, our team will help you identify the process constraints, and find practices that will improve overall performance by breaking constraints.

A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort. You can discover more about this service offering by clicking the icon (email or phone) in the top right corner of our website.

We’d love to explain our services and answer any questions you might have.

Continue reading
85 Hits
0 Comments

Roadmap Definition Performance-Service™

“If we engage pmNERDS’ Consulting for Roadmap Definition 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 Perfromance-Service™ consulting practice begins with gathering information about your organization and engagement goals. We conduct a quick gap analysis to construct an engagement roadmap.

Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities. We schedule weekly meetings to review the project and discuss relevant decisions. Depending on the length of engagement, steering committee meetings are also scheduled.

Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Performance Improvement Consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and use of a standard performance measure framework.

Its wide open, and waiting for you to define. Roadmap definition is all about creating an optimal roadmap with alternatives that strategically align with the innovation charter. Roadmaps act as a guideline for integrating other roadmaps used in the enterprise roadmap and for coordinating product launches.

The roadmap (one of the primary information assets) provides a forum for collaboration, alignment, and synchronization between cross-functional organizations. This increases buy-in, the ability to leverage enterprise assets, reduces redundant and cyclic initiatives and coordinates outward facing messaging across platforms.

By leveraging our experience, you can reach expected benefits quicker and with less false starts while being assured that you won’t paint yourself into a ‘process’ corner, and isolate information asset flow to downstream processes. Our performance improvement consulting practice requires a discussion to determine goals, the scope of effort, consultant alignment, and the development of a business proposal. We deliver an analysis of current roadmap definition process performance and constraints, a roadmap to performance improvement, process design, process exercise, process enablement, deployment, and measurement.

It’s critical that the information assets developed within these roadmap definition practices can flow between other innovation processes. These practices can be divided into the four categories Roadmap Conception, Buyer-Constraint Management, Resource Planning, and Roadmap Selection. Wherever your key constraints are, our team will help you identify the process constraints, and find practices that will improve overall performance by breaking constraints.

A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort. You can discover more about this service offering by clicking the icon (email or phone) in the top right corner of our website.

We’d love to explain our services and answer any questions you might have.

Continue reading
Recent comment in this post
Alden Ibbetson
Having worked with IT and IS for many years, I can say that the problems you are talking about are very troublesome. Great articl... Read More
Wednesday, 04 October 2017 11:51
128 Hits
1 Comment

Feature Definition Performance-Service™

“If we engage pmNERDS’ Consulting for Feature Definition 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-Service™ consulting practice begins with gathering information about your organization and engagement goals. We conduct a quick gap analysis to construct an engagement roadmap. Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities.

We schedule weekly meetings to review the project and discuss relevant decisions. Depending on the length of engagement, steering committee meetings are also scheduled. Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Performance Improvement Consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and use of a standard performance measure framework.

No, it’s not Christmas yet, but your customers might think so when you start getting feature definition right. Feature definition is about getting just enough of the bells and whistles to satisfy your customers, while still retaining value for your stakeholders.

The product feature is stated in an outward facing voice. The feature is one of the primary information assets in the innovation management architecture. It’s used to state a specific goal of the product capability, which can be used to create marketing messages but are not the marketing message.

By leveraging our experience, you can reach expected benefits quicker and with less false starts while being assured that you won’t paint yourself into a ‘process’ corner, and isolate information asset flow to downstream processes.

Our performance improvement consulting practice requires a discussion to determine goals, the scope of effort, consultant alignment, and the development of a business proposal. We deliver an analysis of current feature definition process performance and constraints, a roadmap to performance improvement, process design, process exercise, process enablement, deployment, and measurement.

It’s critical that the information assets developed within these feature definition practices can flow between other innovation processes. These practices can be divided into the two categories of Feature Conception and Feature Validation. Wherever your key constraints are, our team will help you identify the process constraints, and find practices that will improve overall performance by breaking constraints.

A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort. You can discover more about this service offering by clicking the icon (email or phone) in the top right corner of our website.

We’d love to explain our services and answer any questions you might have.

Continue reading
145 Hits
0 Comments

Opportunity Definition Performance-Service™

“If we engage pmNERDS’ Consulting for Opportunity Definition 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-Service™ consulting practice begins with gathering information about your organization and engagement goals. We conduct a quick gap analysis to construct an engagement roadmap. Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities. We schedule weekly meetings to review the project and discuss relevant decisions. Depending on the length of engagement, steering committee meetings are also scheduled.

Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Performance Improvement Consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and use of a standard performance measure framework.

You can’t catch a fish without fishing. Boy, that looks fun, I’m not sure she’s enjoying it as much as she could though. We’ll help your team find the fun.

Opportunity definition is about identifying market opportunities and transforming them into business opportunities. That just has to be fun.

The opportunity is a living document and is one of the primary information assets of the innovation asset architecture. The opportunity starts as a market opportunity concerned about market size and demand. This is used to determine market attractiveness.

Not enough is known to define the technical approach needed to make any estimates of cost, complexity or needed competencies. These are the types of factors used to determine business strength and will be defined a little later.

In other words, the initial opportunity is a market opportunity and as more of the solution vision is developed, the business opportunity can take shape

It’s critical that the information assets developed within these opportunity definition practices can flow between other innovation processes. These practices can be divided into the four categories of Market Opportunity Definition and Strategic Alignment, Buyer-Gate Management, and Business Opportunity Selection. Wherever your key constraints are, our team will help you identify the process constraints, and find practices that will improve overall performance by breaking constraints.

By leveraging our experience, you can reach expected benefits quicker and with less false starts while being assured that you won’t paint yourself into a ‘process’ corner, and isolate information asset flow to downstream processes.

Our performance improvement consulting practice requires a discussion to determine goals, the scope of effort, consultant alignment, and the development of a business proposal. We deliver an analysis of current opportunity definition process performance and constraints, a roadmap to performance improvement, process design, process exercise, process enablement, deployment, and measurement.

A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort. You can discover more about this service offering by clicking the icon (email or phone) in the top right corner of our website.

We’d love to explain our services and answer any questions you might have.

Continue reading
151 Hits
0 Comments

Problem Definition Performance-Service™

“If we engage pmNERDS’ Consulting for Problem Definition 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-Service™ consulting practice begins with gathering information about your organization and engagement goals. We conduct a quick gap analysis to construct an engagement roadmap.

Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities. We schedule weekly meetings to review the project and discuss relevant decisions. Depending on the length of engagement, steering committee meetings are also scheduled.

Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Performance Improvement Consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and use of a standard performance measure framework.

Problem Definition is about clearly stating market problems in terms of conflict that needs to be addressed. The problem statement (one of the primary information assets) is written in a common format. This common format of market evidence is critical to the comparison and ranking of market inputs. It provides an additional level of indirection which provides buckets for grouping similar evidence coming from many different directions. This also provides a higher level of abstraction by forcing the innovation team to ask “Why” instead of just reacting to market pressure.

It’s critical that the information assets developed within these problem definition practices can flow between other innovation processes. These practices can be divided into the two categories of Problem Definition and Problem Validation. Where ever your key constraints are, our team will help you identify the process constraints, and find practices that will improve overall performance by breaking constraints.

By leveraging our experience, you can reach expected benefits quicker and with less false starts while being assured that you won’t paint yourself into a ‘process’ corner, and isolate information asset flow to downstream processes.

Our performance improvement consulting practice requires a discussion to determine goals, the scope of effort, consultant alignment, and the development of a business proposal. We deliver an analysis of current problem definition process performance and constraints, a roadmap to performance improvement, process design, process exercise, process enablement, deployment, and measurement.

A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort. You can discover more about this service offering by clicking the icon (email or phone) in the top right corner of our website.

We’d love to explain our services and answer any questions you might have.

Continue reading
113 Hits
0 Comments

Product Management Performance-Service™

“If we engage pmNERDS’ Performance-Service™ for Product Management, 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 practice for Product Management, begins with gathering information about your organization and engagement goals. We conduct a quick gap analysis to construct an engagement roadmap.

Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities. We schedule weekly meetings to review the project and discuss relevant decisions. Depending of the length of engagement, steering committee meetings are also scheduled.

Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Performance Improvement Consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and use of a standard performance measure framework.

Imagine your opportunity pipeline. This contains all the product opportunities you have for innovation. The throughput of your pipeline is the rate of new product innovation is completed. Of course, this is what we need to optimize.

Constraints within this pipeline slowdown the flow rate, and constrain your performance. There exists a key constraint in every pipeline, that when you address it, throughput will increase. Improvements on other constrains will not increase performance, in fact, many time it will increase interference.

Each organization is different, but will have their key constraint in one of three main concerns of product innovation; Ideation, Conversion, and Diffusion. During our engagement, we will help you diagnose your organization’s constraints, verify your diagnoses, and identify practices that will break your current performance constraints.

By leveraging our experience, you can reach expected benefits quicker and with less false starts while being assured that you won’t paint yourself into a ‘process’ corner, and isolate information asset flow to downstream processes.

Our performance improvement consulting practice requires a discussion to determine goals, scope of effort, consultant alignment, and the development of a business proposal. We deliver an analysis of current product management process performance and constraints, a roadmap to performance improvement, process design, process exercise, process enablement, deployment, and measurement.

A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort. You can discover more about this service offering by clicking the icon (email or phone) in the top right corner of our website.

We’d love to explain our services and answer any questions you might have.

Continue reading
74 Hits
0 Comments

Project Management Performance-Service™

“If we engage pmNERDS’ Performance-Service™ for Project Management, 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 practice for Project Management, begins with gathering information about your organization and engagement goals. We conduct a quick gap analysis to construct an engagement roadmap.

Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities. We schedule weekly meetings to review the project and discuss relevant decisions. Depending of the length of engagement, steering committee meetings are also scheduled.

Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Performance improvement consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and use of a standard performance measure framework.

Within this engagement we focus on:

  • the project request process,
  • ranking projects,
  • conducting the project initiation phase,
  • leading a project kickoff,
  • maintaining the communication and adoption plan.
  • Managing the risk log

Much of our time is spent addressing what is sometimes called the soft-skills of Project Management. But this differentiation isn’t complete. This is the “Doing” tasks of project management, after the plan has been specified.

Best practices performed by the project manager will be detailed. These facets of projects will be defined within the client’s environment. Coordinating tasks, managing plan buffers, expenses, and risks to name a few are detailed and examined with the objective to optimally categorize these activities as separate facets of Integrated PM. Then a study is conducted to begin the definition of correlations and inter-relationships between categorized components and project behavior.

We will review with the client the process of identifying the key performance constraints, and walk through effect-cause-effect thinking to validate assumptions and break project performance constraints.

By leveraging our experience, you can reach expected benefits quicker and with less false starts while being assured that you won’t paint yourself into a ‘process’ corner, and isolate information asset flow to downstream processes. Our performance consulting practice requires a discussion to determine goals, scope of effort, consultant alignment, and the development of a business proposal. We deliver an analysis of current project management process performance and constraints, a roadmap to performance improvement, process design, process exercise, process enablement, deployment, and measurement.

A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort.

You can discover more about this service offering by clicking the icon (email or phone) in the top right corner of our website. We’d love to discuss this Performance-Service™ offering and answer any questions you might have.

Continue reading
113 Hits
0 Comments

Project Planning Performance-Service™

“If we engage pmNERDS’ Performance-Service™ for Project 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 practice for Project Planning, begins with gathering information about your organization and engagement goals. We conduct a quick gap analysis to construct an engagement roadmap.

Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities. We schedule weekly meetings to review the project and discuss relevant decisions. Depending of the length of engagement, steering committee meetings are also scheduled.

Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Performance improvement Consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and use of a standard performance measure framework.

There are real reasons for addressing the business objectives of project planning and project management separately. Besides the ethical conflicts that always occur and must be constantly governed, there are different practices and skills between a planner and a leader.

At pmNERDS we recognize and celebrate these different perspectives instead of ignoring them and delivering a watered-down blend of both. Why compromise when you can have everything?

Within this engagement we address the specific planning activities for projects. This will include both top-down and bottom-up approaches. We recognize that the project plan is a part of your organizations intellectual property. It is a valuable information asset, and when done right, can generate value for many years.

We will work with you to build and refine a set of plans that maximize value. We will also work with your team to teach planning practices that improve over time; maximizing process efficiency, increasing the perceived value of deliverables, and reducing variance. By leveraging our experience, you can reach expected benefits quicker and with less false starts while being assured that you won’t paint yourself into a ‘process’ corner, and isolate information asset flow to downstream processes.

Our performance improvement consulting practice requires a discussion to determine goals, scope of effort, consultant alignment, and the development of a business proposal. We deliver an analysis of current project planning process performance and constraints, a roadmap to performance improvement, process design, process exercise, process enablement, deployment, and measurement.

A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort.

You can discover more about this service offering by clicking the icon (email or phone) in the top right corner of our website. We’d love to discuss this Performance-Service™ offering and answer any questions you might have.

Continue reading
110 Hits
0 Comments

Program Management Performance-Service™

“If we engage pmNERDS’ Performance-Service™ for Program Management, 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 practice for Program Management, begins with gathering information about your organization and engagement goals. We conduct a quick gap analysis to construct an engagement roadmap.

Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities. We schedule weekly meetings to review the project and discuss relevant decisions. Depending of the length of engagement, steering committee meetings are also scheduled.

Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Performance Improvement Consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and use of a standard performance measure framework.

Program Management is more than a convenient container of projects belonging to the same Project Manager. The purpose of projects is to cause a change somewhere. The purpose of the Program, is to look at a set of common state variables that run horizontally across all projects within the program, and govern those values within some threshold.

Consider a wall thermostat, the program tries to maintain the room temperature by governing the thermostat. If the room temperature is too cold, it turns on the heater and heats the room, if the room is too hot, then the Program turns the air conditioner on. The overall purpose is to standardize values across all projects within the program.

During our engagement, we examine control mechanisms in stabilizing feedback loops, and based on organizational concerns such as balancing costs, stabilizing quality, removing variance out of estimations, we work with your team to enable program management.

By leveraging our experience, you can reach expected benefits quicker and with less false starts while being assured that you won’t paint yourself into a ‘process’ corner, and isolate information asset flow to downstream processes. Our performance improvement consulting practice requires a discussion to determine goals, scope of effort, consultant alignment, and the development of a business proposal. We deliver an analysis of current program management process performance and constraints, a roadmap to performance improvement, process design, process exercise, process enablement, deployment, and measurement.

A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort.

You can discover more about this service offering by clicking the icon (email or phone) in the top right corner of our website. We’d love to explain this Performance-Service™ and answer any questions you might have.

Continue reading
90 Hits
0 Comments

Portfolio Management Performance-Service™

“If we engage pmNERDS’ Performance-Service™ for Portfolio Management, 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 practice for Portfolio Management, begins with gathering information about your organization and engagement goals. We conduct a quick gap analysis to construct an engagement roadmap.

Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities. We schedule weekly meetings to review the project and discuss relevant decisions. Depending of the length of engagement, steering committee meetings are also scheduled.

Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Performance Improvement Consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and use of a standard performance measure framework.

The above diagram helps place portfolio management activities in context of the organization’s goals and strategies. During our engagement, we will need to access and align the principle organizational Goal, Key Strategic Areas, and Strategic Initiatives that drive proposed projects.

This is illustrated as concern number 1 in the above diagram. Some clients use our Strategic Planning Services in conjunction with this Portfolio Management service preparatory for our Capacity Planning services. The results of this stage are defined relationships and a list of potential projects.

Our next concern is illustrated in the diagram as concern number 2. The activities of this stage involve to writing down and publishing the selection criteria used to select projects. Number 3 is closely tied to number 2, but not published. Number 3 defines weights for each criterion used in the project selection process. It’s through the weighting of criteria that you control projects in response to changing priorities in the organization.

In concern number 4, we establish portfolio measures and thresholds. Capacity planning can be a source of this information along with sensitivity analysis. There are many methods used, and it’s as much a matter of culture, available information, and leadership as it is in determining the level of future-orientation is desired, the level of accuracy needed, resource-efficiency concerns, the level of objectivity needed, result usefulness, and decision timeliness.

If you don’t have available resources, you needn’t have worried about your decisions. For portfolio management to generate any value, your capability of determining resource availability is critical. This is concern number 5 in the diagram above.

By leveraging our experience, you can reach expected benefits quicker and with less false starts while being assured that you won’t paint yourself into a ‘process’ corner, and isolate information asset flow to downstream processes. Our performance improvement consulting practice requires a discussion to determine goals, scope of effort, consultant alignment, and the development of a business proposal. We deliver an analysis of current portfolio management process performance and constraints, a roadmap to performance improvement, process design, process exercise, process enablement, deployment, and measurement.

When these concerns are addressed, the power of portfolio management can be unleashed. A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort.

You can discover more about this service offering by clicking the icon (email or phone) in the top right corner of our website. We’d love to discuss this Performance-Service™ offering and answer any questions you might have.

Continue reading
90 Hits
0 Comments

Process Improvement Performance-Service™

“If we engage pmNERDS’ Performance-Service™ for process improvement, 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 practice, for process improvement begins with gathering information about your organization and engagement goals. We conduct a quick gap analysis to construct an engagement roadmap. Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities. We schedule weekly meetings to review the project and discuss relevant decisions. Depending of the length of engagement, steering committee meetings are also scheduled.

Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Performance improvement consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and use of a standard performance measure framework.

Our Continuous Performance Improvement (CPI) service uses a Best-Practice deployment framework based on performance measures to guide incremental deployments and continuous improvement. Utilizing portfolio, program, product, people, process, and project management as well as other organizational-enabling practices to consistently and predictably deliver standardized best practices leading to process efficiencies and increases in perceived value, better results, and a continuously increasing competitive advantage.

CPI Performance Measure Framework:

The framework contains the Integrated PM domains of Portfolio Management, Program Management, Process Management, Resource Management, Product Management, and Project Management, shown as letter ‘A’ in the diagram above.

Each domain is broken into a set of standard business strategies; Management & Improvement, Operational & Execution, Leadership & Profitability, Employees & Innovation, Sales & Distribution, Purchasing & Supplier Management, Service & Growth as shown as letter ‘B’ in the diagram above.

The business Unit Enabler Types create the 5 groupings of business enables; Technology, Structural, Cultural, Resources, and Knowledge shown as letter ‘C’ in the diagram above.

Each of these groupings contain business enablers; some predefined and others developed for the specific client. These are illustrated in the diagram above as ‘D’.

The Business Enablers then contain a set of practices, some predefined as best practices, others developed for the client. These are illustrated in the diagram above as ‘E’.

For each practice, we then define targeted performance measures, and actual measures. We are now ready to help the organization conduct CPI cycles. Normally the first time we go through all cycle stages, then leaving the business unit to conduct self-assessments, and may come back for annual assessments.

For each practice, we then define targeted performance measures, and actual measures. We are now ready to help the organization conduct CPI cycles. Normally the first time we go through all cycle stages, then leaving the business unit to conduct self-assessments, and may come back for annual assessments.

The engagement has five major milestones or stages; Prepare for the CPI Initiative, Conduct cycle preparation, propose practices, Plan for Improvements, and then Implement Improvements.

By leveraging our experience, you can reach expected benefits quicker and with less false starts while being assured that you won’t paint yourself into a ‘process’ corner, and isolate information asset flow to downstream processes. Our performance improvement consulting practice requires a discussion to determine goals, scope of effort, consultant alignment, and the development of a business proposal. We deliver an analysis of current continuous process improvement or CPI process performance and constraints, a roadmap to performance improvement, process design, process exercise, process enablement, deployment, and measurement.

A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort.

To learn more, click the icon (email or phone) in the top right corner of our website. We’d love to dicuss this Performance Service™ offering and answer any questions you might have.

Continue reading
1535 Hits
0 Comments

Integrated PM Performance-Service™

“If we engage pmNERDS’ Performance-Service™ for Integrated PM 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 practice begins with gathering information about your organization and engagement goals. We conduct a quick gap analysis to construct an engagement roadmap. Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities. Due to the high level of change required, a change risk assessment will be part of this engagement, and levels of change will be discussed, and incremental change will be defined.

We schedule weekly meetings to review the project and discuss relevant decisions. Depending of the length of engagement, steering committee meetings are also scheduled. Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Performance consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and use of a standard performance measure framework.

Integrated PM is about the categorization of your project activities, the recognition of correlations and interconnectivity between state variables and behavior, and using effect-cause-effect thinking to break performance constraints.

Control mechanisms are designed to support both reinforcing or stabilizing feedback loops to monitor the growth business objectives of your portfolios and stabilizing business objectives of your programs.

Your project portfolios and programs, are examined in terms of a single holistic system. We’ll help structure your environment to enable systems thinking and then walk through end-to-end processes identifying and demonstrating where systems thinking can be applied to increase the competitive advantage generated from projects.

Integrated PM is a project management style that addresses project management activities in terms of one system. This tends to put some decision points lower in management hierarchy, while enabling others much higher at the program and portfolio levels. The result is more responsive control of project behavior, higher levels of throughput, increased quality of deliverables, and all at lower costs.

Our objective is to enable systems thinking, management, and control of projects. A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort.

You can discover more about this Performance-Service™ offering by clicking the icon (email or phone) in the top right corner of our website. 

Continue reading
105 Hits
0 Comments

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.

Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities. We schedule weekly meetings to review the project and discuss relevant decisions. Depending of the length of engagement, steering committee meetings are also scheduled.

Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Our performance improvement consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and the use of a standard performance measure framework.

Capacity Planning is about ensuring you have the capacity to complete project commitments, either by providing needed resources or by not making the project commitments.

A Capacity Planner makes an explicit promise to the organization that, barring any catastrophes, the projects committed to have the needed resources required. How can anyone make such a promise?

The Doctrine of Uniformity is the assumption, that the same natural laws and processes that operate in the universe now have always operated in the universe in the past, will continue in the future, and apply everywhere. It refers to invariance in the principles underpinning science. Though an unproveable postulate that cannot be verified using the scientific method, uniformitarianism has been a key first principle of virtually all fields of science, including capacity planning.

Capacity Planning is a top-down function, using predictive measures and is sometimes confused with the bottom-up approach of utilization measures. Capacity planning never gets to the detail of individual resource utilization rates. It is used to determine optimal start times of projects based on resource availability and project loads.

The pmNERDS Capacity Planning consultant uses the invariant principles of predictive performance modeling to address and optimize solutions for the two fundamental capacity planning questions below:

“Given a fixed demand, what is the optimal project scheduling, with unlimited resources?” and “How much work can be completed, with an optimal project scheduling, given a fixed amount of resources?”

Of course, the third capacity planning question must also be addressed, that is, “Given a Capacity Plan, how do I add newly proposed projects, and conduct change impact analysis?”

From the capacity plan, utilization rates of resource types can be predicted. As projects are further defined, and specific resources are identified on the project, utilization rates may be forecasted for specific named resources. This isn’t possible without a start date assigned by the capacity planner.

We should mention at this point that all projects aren’t scheduled by the capacity planner. Normally only the most strategic projects are managed this way. Thresholds of other project types are modeled with homogenous buckets which create demand, but don’t go through this approval and scheduling process. Utilization rates are directly computed, because there is no choice as to when the project will start.

We will work with your team to find optimal solutions to these three questions, identify assumptions, conduct sensitivity analysis, and scenario risk assessments. Many times our engagements include utilization forecasting and capacity planning.

By leveraging our experience, you can reach expected benefits quicker and with less false starts while being assured that you won’t paint yourself into a ‘process’ corner, and isolate information asset flow to downstream processes. Our Performance-Service™ practice requires a discussion to determine goals, scope of effort, consultant alignment, and the development of a business proposal. We deliver an analysis of current capacity planning process performance and constraints, a roadmap to performance improvement, process design, process exercise, process enablement, deployment, and measurement.

A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort. You can discover more about this service offering by clicking the icon (email or phone) in the top right corner of our website. We’d love to further discuss our Performance-Service™ offering, and answer any questions you might have.

Continue reading
157 Hits
0 Comments

Strategic Project Planning Performance-Service™

“If we engage pmNERDS’ Performance-Service™ for Strategic Project 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.

Once approved, we will build this roadmap out into a complete project plan and review it with our clients going over roles and responsibilities. We schedule weekly meetings to review the project and discuss relevant decisions. Depending of the length of engagement, steering committee meetings are also scheduled.

Daily scrums are scheduled to address issues and schedule any needed ad hoc meetings. Performance improvement consulting involves a great deal of planning and communicating. Underlying each practice is an element of process improvement and use of a standard performance measure framework.

Strategic Project Planning is about putting some shape into your future. In terms of projects, what do you see? What are your projects’, I mean all of them, primary purpose? What business objective are they supporting? These are typical, strategic planning questions for projects. Tradition would suggest that they were necessary, but are they sufficient?

It’s convenient to group strategic planning into two fundamental types being performed today. These planning types are characterized by the status of information assets within the information flows they cause.

Referential Strategy - produces information assets which are referred to in downstream project planning activities. As an example, portfolio, program, product, and project thresholds, guidelines, policies, and constraints would be provided by the strategic planning effort.

Evolutional Strategy - produces information assets which evolve and mature in downstream project planning activities. As an example, the Critical Success Factors developed during the market analysis of strategic planning, evolve into the key strategic areas of the portfolio’s sub-portfolios, the focus areas in programs, initial features in products, and project deliverable prioritization factors and budgets.

Referential Strategy becomes stale over time, and fails to have the power needed to impact daily activities. For strategy to impact daily activities, strategic information assets must become the information assets used in daily activities. During our consulting activities, we teach and practice these principles.

The five key strategic areas of our strategic project planning services are explained below.

1- Identify Stakeholders & Objectives - To create an initial innovation charter, which provides direction and constraints to the rest of the strategy planning session. Throughout the rest of this process, the charter will be modified to reflect the results of the planning analysis and decisions. Portions of this charter will be reused in the chartering of portfolios, programs, products, and projects.

2- Identify Market & Plan Communications - To create a repeatable, maintainable, and defendable document describing the characteristics of the targeted market/clients through market analysis, competitive analysis, and customer satisfaction programs. Utilize this information to create an initial communication plan for internal team members, stakeholders, and potential markets and clients which will be passed downstream for use in all project communication plans. And finally, to outline a conflict management plan that is put in place to resolve conflicts during the rest of the planning activities, and throughout the life of the initiative, involving the entire product innovation team.

3- Analyze & Synthesize Arena - The objective of this step is to determine the degrees of competitive advantage that could be gained by making various strategic decisions, through evaluating market attractiveness (Critical Success Factors, Market Segment Analysis, Driving Force Analysis, Perceived Strength Analysis, Market Limitation Analysis, Market Opportunity Analysis, Market Risk Analysis) and business strength factors (Financial Risk Analysis, Cost/Benefit Analysis, Capability Analysis, Technology Forecast Analysis, McKinsey 7S Analysis, Product/Service Line Analysis, Strategic Relationship Analysis).

4- Propose Business Intent - To place the initiative's objective before the rest of the organization in terms as plain and clear as to command their assent. To sell the importance of the initiative. To help stakeholders continue investment and determine if the initiative is still workable, serviceable, or fundable. To persuade and engage supporting stakeholders. To provide focus to the activities contained within, and indicate if and when it is accomplished. To increase your organization's project initiative success rate.

5- Empower Strategy - The initiative is empowered through the community of practice. Many organizations don't recognize the existence of their CoP, yet it's there, however ad hoc it may be. With each new product initiative, more formalization to the community’s communication channel is provided. This step's business objective is to aid formalization to your CoP at whatever level it is in, and proceed with this product innovation initiative through activities of the CoP. The business Model Canvas is used as a second lens of strategic analysis and helps drive financial models and value realization efforts.

By leveraging our experience, you can reach expected benefits quicker and with less false starts, while being assured that you won’t paint yourself into a ‘process’ corner, and isolate information asset flow to downstream processes. Our performance improvement consulting practice requires a discussion to determine goals, scope of effort, consultant alignment, and the development of a business proposal. We deliver an analysis of current capacity planning process performance and constraints, a roadmap to performance improvement, process design, process exercise, process enablement, deployment, and measurement.

A large part of this effort is process training, skills mentoring, and performance coaching. Depending on the engagement, technology configuration or deployment may or may not be part of this effort. You can discover more about this service offering by clicking the icon (email or phone) in the top right corner of our website. We'd love to explain our Performance-Service™ offering and answer any questions you might have.

Continue reading
193 Hits
0 Comments

pmNERDS' Consulting

“If I engage consultants, then we’ll improve current project performance, but we need to develop an in-house capability for long term sustainability.”

The typical success criteria for a pmNERDS consultant is measured in terms of increased project performance, and growth of internal capabilities. We focus on targeted changes to business structures, and then project practices that are currently constraining project throughput and systems thinking.

When the Integrated PM structure is set right; changes are required. It’s one thing to know the material, and quite another to know how to teach, train, mentor, coach, and lead to support sustainable change. Our consultants are hired only after a demonstrated desire to impact lives on a personal level the using activities of Integrated PM.

TEACHING- Using the best practices of adult education today, we provide topical information to empower change adoption. We refer clients to additional reading. We host internal webinar sessions and lead discussions about new concepts being used. We provide access to e-Learning courses to act as both reference and extended learning even after the engagement concludes.

TRAINING- Using real time scenarios within your environment, we practice, practice, and practice. The intent is to make certain decisions and responses instinctive. The leadership style is mostly directive.

MENTORING- The mentor stands back, provides instruction, and lets the client practice working in an Integrated PM environment. The leadership style is that of an influencer, providing insight to the client as they work through daily tasks and decisions.

COACHING- The coach helps the client dream the impossible dream, construct that big hairy audacious goal, establish high performance goals for the year. Yes, the coach may lean on the Director leadership style. The big difference here is our personal, lifetime commitment to our clients. Once a pmNERD, always a pmNERD.

LEADERSHIP- We practice the leadership principles of Servant Leadership, and the practices of situational leadership to maximize change adoption. We will not be shy about empowering the individual and resolving Integrated PM constraints.

Our consultancy goal is to come into your organization as a consultant, and then extract ourselves from the newly formed Integrated PM group of “We” thinkers. If you're interest in talking about our services, please email us. or call us today. We certainly would love to discuss if it makes sense for us to do business.

Continue reading
181 Hits
0 Comments