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Launch Definition with ‘MEANS’ Process-Service™

“Launch Definition with MEANS is a process consulting offering of pmNERDS. This offering provides a process umbrella of MEANS, and then line-items of an S.O.W. that can be chosen a la carte.”

We use the acronym MEANS to illustrate and teach launch concepts, and increase the perceived value of project deliverables. We use this acronym because it’s our launch MEANS, that make the difference between success and failure.

Do you have the MEANS to carry a message to 1,000,000 contacts in LinkedIn? Do you have an existing customer base of thousands, or are you stretching to engage 20 users? Launch principles are the same regardless of the size of your expected customers.

During our process consultancy, we address:

Map– Will your daily activities and tasks accomplish your product/services objectives? Business strategies, and organizational goals.

Eliminate– Eliminate unnecessary activities, constraints, and requirements.

Acquire– Balance constraints while acquiring resources and stakeholder support.

Nurture– Focus on feeding the launch vision, build anticipation from before the start.

Secure– Lockdown requirements, control change, build the plan and execute.

The pmNERDS process consultancy provides a standard Launch Definition capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Launch Definition practices available for selection from the a la carte S.O.W. include Derive Launch Plan from Product Requirements, Derive Release Plan from Product Requirements, Product Releases Derived from Internal Sources, Cost-Benefit Analysis, Objective Accomplishment, Readiness, Cohesive Nature, Progressive Elaboration, Alpha-Test, Beta-Release to Focus Group, Market Survey, On-Line Opinion Polls, Test Markets, Probabilistic Modeling, Requirement Tracing, Internal Usage, and Client Endorsement.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value while minimizing risk and cost.

Want to learn more? Contact us either by email or phone.

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Requirements Definition with ‘MODEL’ Process-Service™

“Requirements Definition with MODEL is a process consulting offering of pmNERDS. This offering provides a process umbrella of MODEL, and then line-items of an S.O.W. that can be chosen a la carte.”

We use the acronym MODEL to illustrate and teach the concepts necessary to define good market requirements that will deliver satisfied customers. We use this acronym because models give features and their requirements a physical representation. A good charade partner will make you a winner every time, you might even start believing your that good.

But when you get a bad partner, look out, and through your self-esteem out the window. Modeling is about making what seems intangible, tangible. When you have a feature or deliverable you must design, build, and deliver; you need a way of modeling it accurately and visualize it so clearly that it seems tangible within the context of the whole.

During our process consultancy, we address:

Milestones– Requirements should mark the incremental deliverables, and not just the final product or service.

Organized– Requirements should be Organized into BASIC, PERFORMANCE, and EXCITEMENT requirements. Partition your requirements portfolio to gain structural insights into your solution architecture.

Design– Your requirements should specify the design of your operational concept, drive the technical requirements while being constrained by business requirements.

Estimates– Get requirement estimates before  committing to new projects and launches. These estimates also create buy-in besides project scope clarity.

Legitimize– Be sure your requirement set contains all the necessary requirements, and also be sure they are sufficient. Only then can you say that you have a legitimate set of requirements.

The pmNERDS process consultancy provides a standard Requirements Definition capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Requirements Definition practices available for selection from the a la carte S.O.W. include Product Requirements Derived from Internal Sources, Derive Product Requirements from Product Features, KANO Levels to Customer Satisfaction, Requirement Diagramming, Simulation, Prototyping, Cohesive Nature, Lead User Group, Persona Representation, Weighted Sampling, Requirement Validation through Testing, Value Engineering, QFD, Peer Reviews, Cause-Effect Analysis, and Brand Analysis.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value while minimizing risk and cost.

Want to learn more? Contact us either by email or phone.

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Roadmap Definition with ‘POWER’ Process-Service™

“Roadmap Definition with POWER is a process consulting offering of pmNERDS. This offering provides a process umbrella of POWER, and then line-items of an S.O.W. that can be chosen a la carte.”

We use the acronym POWER to illustrate and teach the concepts necessary to communicate the strategic path of your product or deliverable to both internal and external stakeholders concisely. The roadmap articulates the promised capability which customers’ will gain in a period of time.

The roadmap needs to have enough value to motivate customers to adopt the new capability and anticipate its launch with excitement. It provides a forum for collaboration, asset sharing, and removal of redundant activities. A roadmap like a sun, will turn the heads of your clients, and like the sunflower, provide something for your clients, customers, and stakeholders to focus one.

During our process consultancy, we address:

Possible Alternatives– Roadmaps are a map of how you expect to deliver customer satisfaction. Of course, there are trades based on business constraints. Roadmaps can be different based on the constraints being maximized and minimized. Build power with a choice.

Optimal Advantage– Build roadmaps that deliver the optimal competitive advantage, while maximizing customer satisfaction and balancing business constraints.

Waybill– Like the waybill of a package being shipped, the roadmap maintains accountability on the journey. This creates roadmap credibility and power.

Engage Stakeholders– The roadmap provides focus, and helps engage stakeholders constructively. The roadmap enables you to gain support from all those you impact.

Radio– Think of roadmaps as a radio station that broadcasts multiple radio channels and formats. With multiple roadmaps, you can send the right message to the right people at the right time.

The pmNERDS process consultancy provides a standard Roadmap Definition capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Roadmap Definition practices available for selection from the a la carte S.O.W. include External & Internal Sources, The Roadmap Charter, Boolean Logic & Thresholds, Resource Need Estimating, Capability Development, Buy-Build-Own, Multiple Roadmap Alignment, Perceived Value, Competitive Advantage Scoring, Bidding, Availability, Unified Roadmaps, Roadmap Scoring, Roadmap Threshold Balancing, Utilization Thresholds, Capability Estimation, Buyer-Constraint Elicitation, Historical Comparisons, Gate Management, Formal Consensus for Roadmap Selection, Monitoring, Buyer-Constraint Portfolio Balance, Constraint Management, Product Line Roadmap Balancing, Competitive Advantage computation, Sensitivity Analysis, Value Modeling, Targeted Thresholds, and Competitive Analysis.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value while minimizing risk and cost.

Want to learn more? Contact us either by email or phone.

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Feature Definition with ‘VALUE’ Process-Services™

“Feature Definition with VALUE is a process consulting offering of pmNERDS. This offering provides a process umbrella of VALUE, and then line-items of an S.O.W. that can be chosen a la carte.”

We use the acronym VALUE to illustrate and teach the concepts necessary to communicate your strategic intent to both internal and external stakeholders concisely. The product feature articulates the promised value customers’ gain from a specific product capability. The feature needs to have enough value to motivate customers to adopt the new capability, and anticipate its launch with excitement.

The features’ value could be based on its material and monetary worth, the support it provides towards a goal or objective, its strength in manipulating emotions, or even its ability to meet specific needs. But value is a relative measure, and has as much to do with the condition of the client as it does the product. The water above has higher value here than it does in the supermarket.

During our process consultancy, we address:

Visualization– The feature descriptions need to create crystal-clear promises of capability or functionality to the customer or client. These are not marketing messages but promises engineering and development are making. Everyone needs to have the same vision before they walk away.

Accessibility– The feature shouldn’t require an understanding of industry jargon. Nor should it require an engineering degree to see how it will work. The feature should be accessible like Pop songs, they should be familiar to everyone. The feature should define easily recognizable value.

Lasting Impact– The feature shouldn’t change each launch, or new project. The feature stays, the approach to deliver it may change over time. When talking about feature impact; Duration beats magnitude.

User-Centered– In the feature’s promise, the implied value is always to increase the customers’ competitive advantage. It’s about how this feature will help them do something faster, cheaper, easier, or with less risk.

Evolved Expectations– What is special now, will be expected next time. Expectations evolve. Features don’t go away, by the way they are approached does. Change through successive generations of increasing expectations on the same feature set.

The pmNERDS process consultancy provides a standard Feature Definition capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Feature Definition practices available for selection from the a la carte S.O.W. include Derive Product Features from Problem Statements, Derive Product Features from Market Opportunities, Product Features Derived from Internal Sources, TRIZ, Ranking Features Based on Asset Leveragability, Peugh's method of Feature Refinement, Feature Validation with Call Reports, Surveys, Feedback Portals, Diagramming, Animated Model Simulations, FAST Diagramming, Validation of Features Using Expert Gates, and Lead User groups.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value, while minimizing risk and cost.

Want to learn more? Contact us either through email or phone.

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Opportunity Definition with ‘ALIGN’ Process-Services™

“Opportunity Definition with ALIGN is a process consulting offering of pmNERDS. This offering provides a process umbrella of ALIGN, and then line-items of an S.O.W. that can be chosen a la carte.”

We use the acronym ALIGN to illustrate and teach the concepts necessary to define, review, and prioritize market and business opportunities. The opportunity process leverages the concept of alignment to optimize opportunities.

It’s about aligning to the market by assessing market attractiveness, and aligning to our internal capabilities by assessing business strength. Many times, it might seem like waiting for the planets to align, but, it’s about making the planets align before moving forward. Are you ready to control the planets?

During our process consultancy, we address:

Accumulate– When there are no choices, alignment is a moot point. Create power by accumulating alternative business choices.

Logical Steps– Publish the selection process, and criteria being used. Your team will begin anticipating the selection process and take logical steps to win.

Incentive– Understand what the opportunity is by focusing on the margins, and know the incentive.

GOSPEL– Align behavior using goals, objectives, strategy, plans, execution, and lessons learned. G.O.S.P.E.L.

Neat– Stick to the selection criteria. Keep it clear. Business opportunities should present the facts needed for selection, based on published selection criteria, and nothing else.

The pmNERDS process consultancy provides a standard Opportunity Definition capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Opportunity Definition practices available for selection from the a la carte S.O.W. include Competitive Analysis, Derived Problem Statements, Market Trends & Forces, Feasibility Analysis, Market Sizing, Pricing Strategy, Financial Modeling, Cost/Benefit Analysis, Segmentation, Customer Satisfaction Planning, Capability Analysis, Business Model Canvas, G.O.S.P.E.L., Hierarchical Numbering, McKinsey 7s Analysis, Correlation Coefficients, Cost of Lost Opportunity, Strategic Relationship Analysis, Product Line Analysis, and Criteria Decomposition.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value, while minimizing risk and cost.

Want to learn more? Contact us either through email or phone.

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Problem Definition with ‘FORCE’ Process-Services™

“Problem Definition with FORCE is a process consulting offering of pmNERDS. This offering provides a process umbrella of FORCE, and then line-items of an S.O.W. that can be chosen a la carte.”

We use the acronym FORCE to illustrate and teach the concepts necessary to define, review, and prioritize problem statements. The problem statement provides the force required to deliver customer satisfaction.

The problem statement highlights the conflict that exists between today and the customer’s desired state. The resolution of this conflict is the driving force of product innovation and will require change. Just as change requires force, to identify and resolve this conflict, the product innovation team will need FORCE.

During our process consultancy, we address:

Familiar Form– Processing time and innovation asset flow is increased if the market problem definitions are expressed in a common format and abstraction level.

Original Perspective– Identify the original perspective producing the problem statement, and then look outside the ‘Box’ for a truly new perspective which is “Original.”

Relevant Progression– Grow market size and perceived value using changes leveraging current market skills. If the gap is too big, then plan a series of change.

Carat, Color, Clarity, Cut– The problem statement is a diamond in the rough. Build the problem’s appraised value with the 4 ‘C’s. Carat: potential market impact. Color: noise in the statement. Clarity: unambiguous statement. Cut: a well-defined market segmentation.

Enlightened Service– It’s one thing to deliver what the client thinks they need, and quite another to deliver what is actually needed.

The pmNERDS process consultancy provides a standard Problem Definition capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Problem Definition practices available for selection from the a la carte S.O.W. include Derived from Market Evidence, Derived from Internal Sources, Help Desk, Cause & Effect Diagraming, Financial Analysis, Source Ranking, Market Sizing, Portfolio Balancing, Levels Of Innovation, Change Impacts, SLOT Refinement, Delphi Process, FAST Diagramming, Pugh's Process, Lead Customer Groups, Creativity Events, Direct Surveys, Remote Surveys, Customer Feedback, Root Cause Analysis, Link Tracing, Observation, Trials, System Constraints, Quality Gates, and Peer Reviews.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value, while minimizing risk and cost.

Want to learn more? Contact us either through email or phone.

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Market Sensing with ‘DANCE’ Process-Services™

“Market Sensing with DANCE is a process consulting offering of pmNERDS. This offering provides a process umbrella of DANCE, and then line-items of an S.O.W. that can be chosen a la carte.”

We use the acronym DANCE to illustrate and teach the concepts necessary to nurture the relationship between the market or client and the product innovation team. A dance is made up of regular turnings and movements, which your partner can follow and participate in. The product innovation lifecycle is a dance between the product innovation team and the market; starting with discovering needs through launching a product, and then gathering feedback on the product to start the next iteration. Customers must understand their role and be able to anticipate the market sensing activities for both partners to have an enjoyable and valuable DANCE experience.

During our process consultancy, we address:

Differentiation– Increase your perceived value by impacting your client’s value chain. Address how you can make your client’s product and/or services more attractive to the market than any of your other competitors.

Anticipation– Help your market anticipate what your trying to do with your products and/or services through information gathering activities. Anticipate the market’s wants and needs. Build anticipation in your launches.

Nudge– Market sensing activities can nudge markets into desired/undesired behaviors. Plan ahead for the desired reaction to sensing activities. Market sensing is for more than information gathering.

Cost-Position– The amount it costs to take products to the market, compared to what it costs your competitor’s is critical. Understand your cost-position with market sensing.

Echo Chamber– Don’t listen your own marketing, and believe it’s the voice of the custom.

The pmNERDS process consultancy provides a standard Market Sensing capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Market Sensing practices available for selection from the a la carte S.O.W. include Customer Visits, Market Segmentation, Creativity Events, Kano Analysis, Personas, Win/Los Reports, SWOT Analysis, Benchmark Analysis, Driving Force Analysis, Processing Enhancement Requests, Customer Surveys, Net Promoter Scores, Lead-User Analysis, and Voice of Customer.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value, while minimizing risk and cost.

Want to learn more? Contact us either through email or phone.

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Product Management with ‘TEAMS’ Process-Services™

“Product Management with TEAMS is a Process-Services™ offering of pmNERDS. This offering provides a process umbrella of TEAMS, and then line-items of an S.O.W. that can be chosen a la carte.”

Are you all alone doing product management? Even in the smallest companies of one, you cannot do product management alone and be successful. Product management is a team sport. Some of the more obvious players are the investors or stakeholders, your customers, manufactures/engineers/developers, the SEO, marketing and sales folks to name just a few. We help establish processes that nurture the team, while improving the innovation process.

During our process consultancy, we address:

Teamwork- As products grow, the need for Teamwork is obvious, but even for a product when you’re doing everything, the feeling of ‘Team’ should exist between the customers, stakeholders, and project members. Teamwork is the work required to keep the team functioning, not the work to accomplish the team’s goal.

Endorsement- The product manager balances customer satisfaction against business constraints while retaining a little revenue for stakeholders. An observable behavior indicating the level of satisfaction, is client endorsement. How actively are they promoting your organization?

Adapt- The PM has a plan, but even the best laid plan needs to adapt to the changing environments of products. Good plans can be quickly adapted to deal with new conditions, poorer ones- well not so.

Measure- The information assets used in the product innovation process should be measured to identify process constraints preventing optimal flows.

Sustainability- Anomalies are common with products, but how to keep the fire burning is the focus of product management. Sustainable innovation requires a process that optimizes every aspect of the innovation value chain.

The pmNERDS process consultancy provides a standard Product Management capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Product Management practices available for selection from the a la carte S.O.W. include using a Business Model Canvas, Building a Financial Model, Sensitivity Analysis, Innovation Asset Management, The Communication Plan, Adoption Activities, Product Strategy, Product-Line Management, Competitive Advantage, Product Marketing, Innovation Levers, Blue Ocean Strategy, the Product Innovation Charter, Using the MRD & PRD, Conflict Resolution, Financial Ratios, The Dupont Forecast, and Using the Seven Pillars.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value, while minimizing risk and cost.

Want to learn more? Contact us either through email or phone.

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Project Management with ‘FACET’ Process-Services™

“Project Management with FACET is a Process-Services™ offering of pmNERDS. This offering provides a process umbrella of FACET, and then line-items of an S.O.W. that can be chosen a la carte.”

Each surface, or facet of this gem represents an information structure of a project, program, or portfolio. Think of these facets as an information architecture. One architecture would contain the project activities or tasks. Another facet of this gem (project) could be a cost structure, another one a contract structure. There exists many structures or architectures for projects programs, and portfolios. Much of the information within these architectures have inter-connecting links and correlations to behavior or performance.

During our process consultancy, we address:

Facets- In Integrated PM, there are many facets of the project. In the PMI, they recognize knowledge areas, which become structures, or knowledge management frameworks in Integrated PM. Each information asset in the framework maybe interconnected with other assets.

Adapt- The PM has a plan, but even the best laid plan needs to adapt to the changing environments of projects. Good plans can be quickly adapted to deal with new conditions, poorer ones- well not so.

Communicate- Communication is KING during project execution. The communication plan facilitates communication. The project manager must communicate with the client, stakeholders, and project resources to keep the perceived value high, and optimize engagement.

Execute- With all the emphases on high-level thinking, who’s getting things done. Project Management is about getting things done, and must result in many people working together. They must crystallize thought and anticipate roadblocks. They require the sound judgement that comes only through execution of past projects.

Teamwork- As projects grow, the need for Teamwork is obvious, but even for a project when you’re doing everything, the feeling of ‘Team’ should exist between the client, stakeholders, and project members. Teamwork is the work required to keep the team functioning, not the work to accomplish the team’s goal.

The pmNERDS process consultancy provides a standard Project Management capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Project Management practices available for selection from the a la carte S.O.W. include Conflict Resolution, Monitoring Mechanisms, Governance, Performing Quality Control, Performing Cost Control, Team Management, Schedule Control, Project End-of-Life, Communicating, Performance Reporting, Stakeholder Management, and Responding to Risk.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value, while minimizing risk and cost.

Want to learn more? Contact us either through email or phone.

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Project Planning with ‘NEEDS’ Process-Service™

“Project Planning with NEEDS is a Process-Service™ offering of pmNERDS. This offering provides a process umbrella of NEEDS, and then line-items of an S.O.W. that can be chosen a la carte.”

I sure hope this guy has what he needs before the winter starts in, or when his project begins. I find that most issues in projects could have been avoided if a better job of planning was done. Likewise, most issues with project plans arise when the gathering and understanding of client, customer, and stakeholder needs weren’t understood, or keep front and center during the planning activity. On the other hand, there is nothing like a winter in a log cabin when everything has been addressed properly.

During our process consultancy, we address:

Necessary- In terms of the minimal viable product/deliverable, what is necessary to satisfy client’s need for the project? Once we know the necessary, we can use our experience to define the sufficient plan.

Expectations- What are the client’s, stakeholder’s, and resource’s expectations. The plan should address any gap between expectations and plan. The plan should mold and set final expectations before final commitment of irrevocable resources.

Estimates- The plan’s estimates are an essential characteristic of the plan’s performance. Without an estimate, the plan is merely a check list. The accuracy of the estimate is the perceived accuracy of the plan. The planner must know the required accuracy, and balance it against planning costs.

Deliverables- Products and services produced by the project are different than the consequence of the project, which is always a change. Deliverables are not necessarily the change, but instead are the strategy the planner uses to cause the change.

Success Criteria- Plan for success. What must be accomplished for the project to be successful? How will the change caused by the project be measured? What is the plan to cause this change? Understand what is a sufficient plan.

The pmNERDS process consultancy provides a standard Project Planning capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Project Planning practices available for selection from the a la carte S.O.W. include Chartering, Value Realization Planning, Requirements, Project Scope Planning, Problem Statements, Change Management Planning, Deliverable Centric WBS, Verification Planning, Predecessors, Resource Estimating, Duration Estimating, Resource Balancing, The Critical Chain, Cost Estimating, Risk Analysis, Risk Response Planning, Cost Budgeting, Quality Planning, Communication Planning, Adoption Planning, Information Asset Management Plan, Contracting Plan, and the Contract Administration Plan.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value, while minimizing risk and cost.

Want to learn more? Contact us either through email or phone.

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Program Management with ‘SENSE’ Process-Service™

“Program Management with SENSE is a Process-Service™ offering of pmNERDS. This offering provides a process umbrella of SENSE, and then line-items of an S.O.W. that can be chosen a la carte.”

Is there any sense at all in your program office, or program management practices? Of course, governance of any kind runs the risk of seaming illogical to a few, but the logic we use in our programs need to be repeatable, maintainable, and defendable. Best practices are used to command the respect of those within your program, build credibility, and reduce the variability of projects.

During our process consultancy, we address:

Stabilize- Using a stabilizing control feedback loop reduce project performance variance. Anticipate the growth driven by portfolio management, but stabilize the path.

Empower- Leverage horizontal commonalities of projects to synergistically increase performance improvements. Support performance by leveraging program strategy, policy, procedures, and standards to make the execution of projects efficient and effective.

Nurture- Identify and break constraints, standardize training, recognize success. Provide needed resources, balance utilization, and allocate budgets. Develop healthy policies for risk, and keep projects safely moving toward completion.

Synchronize- Manage schedules. Collaborate on the enterprise roadmaps, leveraging assets, activities, and resources. Coordinate cash flow with capacity planner. Synchronize all things horizontal across program projects.

Emergent- Programs must capitalize on unexpected emergent behaviors of the program. Agent decisions, resource availabilities, client desires combine at the program level and emerge as prominent features of program behavior.

The pmNERDS process consultancy provides a standard Program Management capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Program Management practices available for selection from the a la carte S.O.W. include Project Phase Templates, Standardization of Charters, Project Scope Statements, Problem Statements, Project Feedback Controls, Change Control, WBS Standards, Verification Planning, The Vision/Scope Document, Resource Estimation Requirements, Duration Estimation Requirements, Resource Utilization Reporting, Capability Management, Cost Estimating, Budgets, Value Management & Forecasting, Financial Ratios, Quality Plans, Communication Planning, Innovation Asset Management, Risk Response Planning, Purchase & Acquisition Planning, Contract Administration, Project Integration Framework, Project Scope Framework, Project Time Framework. Project Cost Framework, Project Quality Framework, Project Human Resource Framework, Project Communications Framework, Project Risk Framework, and Project Procurement Framework.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value, while minimizing risk and cost.

Want to learn more? Contact us either through email or phone.

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Portfolio Management with ‘PURSE’ Process-Service™

“Portfolio Management with PURSE is a Process-Service™ offering of pmNERDS. This offering provides a process umbrella of PURSE, and then line-items of an S.O.W. that can be chosen a la carte.”

Have you ever been on a project that ran out of steam; not enough resources, not enough budget, not enough time, or stakeholder interest? At times like this you just want to scream,#^*%$. Portfolio management control projects at a high -level by the purse strings. Projects are turned on and off with resource and budget allocations. However, you don’t have to leave your people high and dry when it’s time to cut them off. There is a right way and wrong way to control the purse strings of a portfolio. We can help.

During our process consultancy, we address:

Partition- Along with the physical properties, portfolios can be partitioned using many different themes. When we partition, we analyze the different parts to gain an understand of relationships, dependencies, and cohesiveness of the portfolio. We gain insight into the portfolio’s strengths & weaknesses. Sub-portfolios, inclusion rules, and Bias are the critical activities of partitioning.

Unequivocal Criteria- Unequivocal means to leave no doubt. Use criteria that is capable of only one interpretation; unambiguous. Unequivocal criteria require our criteria to be orthogonal, meaning there is no redundancy in the criteria.

Rank- The unique priority of each project based on a published scoring model produces meaningful comparisons, sorting, and scheduling. Without proper weighting and metrics portfolio visualizations can’t have actionable meaning.

Standardization- To receive all the benefits of standardization you need

  1. Repeatable, maintainable and defendable portfolio processes
  2. Flexible thresholds not invariant targets
  3. An understanding of the portfolio's relative value.

Economy- The administration of the concerns and resources of any portfolio or set of sub-portfolios, with a view to orderly conduct and productiveness. The portfolio economy is based on balancing constraints and objectives with resources and assets, while keeping the project end-of-life in sight. Prevent end-of-life sludge.

The pmNERDS process consultancy provides a standard Portfolio Management capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Portfolio Management practices available for selection from the a la carte S.O.W. include ECV Scoring Model, Financial Scoring Model, Portfolio Partitioning, Segmentation, Alignment Scorecard, Business Canvas Model, Risk Management, Options Pricing Theory, Dynamic Rank-Order Listing, Paired Comparisons, Portfolio Balancing, Strategic Buckets, Targeted Spending Levels, Selection Criteria, Benchmarking, Estimating Probabilities of Success, Portfolio TOC, Estimating Resource Requirements, Sensitivity Analysis, Earned Value Analysis, and Portfolio Reviews.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value, while minimizing risk and cost.

Want to learn more? Contact us either through email or phone.

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Process Improvement with ‘FOCUS’ Process-Service™

“Process Improvement with FOCUS is a Process-Service™ offering of pmNERDS. This offering provides a process umbrella of FOCUS, and then line-items of an S.O.W. that can be chosen a la carte.”

We all agree that “Boiling the ocean” for a lobster fest is a bad idea. The trick in process improvement is to identify the key constraint impacting your project output. Improving any else just won’t produce the needed outcome. Focusing on the key constraint of your process, instead of every constraint will return significant results. However, you must look for the key constraint of the whole system, and not just a part. Knowing what to focus on will do the trick.

During our process consultancy, we address:

Framework- Continuous process improvement is most successful using a performance measure framework. Adding additional information to the framework produces a process knowledge architecture which places process information next to measure information.

Observe- Effect-cause-effect thinking is built upon observation, the cornerstone to the scientific method, and process improvement. Observe performance, form a hypothesis, observe the test, observe the results, observe changes to the process, observe adoption, … yes observe.

Codevelop- Work with the workers performing the activities of the process. Silicate their ideas and engage their efforts. Let them own the new process as if it were their own.

Usability- When the efficiency and effectiveness of a process is countered by usability; usability trumps benefit. Process stability and sustainability comes from ease of use.

Synergy- Build perceived value in the synergistic effect of activity within the process. The perceived value of the process should be larger than the values of each activity added together. The process is a system composed of smaller components working together to accomplish a business objective.

The pmNERDS process consultancy provides a standard process improvement capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Process Improvement practices available for selection from the a la carte S.O.W. include Initiative Preparation, The Prepare Cycle, propose Practice Cycle, Plan Improvements Cycle, Implement Improvements Cycle, Performance Measure Framework, Project Best-Practices, Product Best-Practices, Portfolio Best-Practices, Program Best-Practices, Self-Assessment, Cascading Scorecards, Capacity Best-Practices.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value, while minimizing risk and cost.

Want to learn more? Contact us either through email or phone.

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Integrated PM with ‘STOCK’ Process-Services™

“Integrated PM with STOCK is a Process-Services™ offering of pmNERDS. This offering provides a process umbrella of STOCK, and then line-items of a S.O.W. that can be chosen a la carte.”

Not more Zombie stuff! Nope relax, this is nothing about Zombies. However, our system of projects does have both stocks and flows. A stock is a warehouse or stockpile of things flowing through your projects. What type of things you ask? For example, information assets, tasks, issues, risks, costs, and more. These stocks can act as buffers within the projects, and impact project behaviors. Whether preparing for an apocalypse, or just process improvement, STOCKs are a powerful tool for project management.

During our process consultancy, we address:

Supply - Your projects’ stocks are those things that can be measured. Time or the duration of your project is often considered a stock. Each project has time which decreases as the project continues. Within Integrated PM, we monitor the state variables of your supply.

Turnover - Turnover is how often your supplies are turned over in projects, programs, and portfolios. The higher the turnover, the higher the inferred quality and demand. Integrated PM is managed by considering the turnover rates of stock.

Observable - The Integrated PM project displays observable behavior in changes in state variables. We look for correlations and interrelationships between observable project behavior and changes in state variables.

Control - Control feedback mechanisms drive Integrated PM projects manipulated by program and portfolio controls. To a degree, projects are manipulated by these controls to produce desired project behaviors.

Kinetic - Integrated PM depends on movement or change for effect. The impact of a project is the change it causes, and is managed by that change. Everything about projects is a result of kinetic energy or the motion and change. It is with kinetic energy that we manage projects.

The pmNERDS' process consultancy provides a standard Integrated PM capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Integrated PM Practices available for selection from the a la carte S.O.W. include Constraint Management, Sensitivity Analysis, The Self-Assessment, Seven Pillars Diagnostics, the Sufficient Cause Diagram, Categories of Legitimate Reservation, the Future Reality Tree, The Transition Tree, The Communication plan, Project Facets, System Flows, System Stock, Project State Variables, Control Feedback Loop Mechanisms, PMI Knowledge Area Analysis, and Innovation Asset Assessments.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value, while minimizing risk and cost.

Want to learn more? Contact us either through email or phone.

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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.

During our process consultancy, we address:

Portfolio– The portfolio manager provides portfolio constraints, thresholds, and strategic alignment to facilitate the project segmentation and stratification used by capacity planners. The portfolio gives projects prioritization used to control project spending over time.

Availability- This gives power to capacity planning choices. It doesn’t matter what projects are called for, if there is no one available to do the work. Insight into resource availability is critical to capacity planning. Throughput- So what are you doing capacity planning for? To increase throughput, which is competitive advantage. Use capacity planning to maximize throughput, which is the competitive advantage produced by projects.

Heuristic- This is a systematic approach to capacity planning, problem solving, learning, and discovery that promotes a ‘hands-on’ and interactive practical approach not guaranteed to be optimal or perfect, but sufficient for your immediate goals.

Structure- Remember to create a project structure that accommodates not only the ‘big rocks’, but the smaller ones as well. The structure must support insertion of new opportunities throughout the year, and shifts in strategic intent. The structure must be repeatable, defendable, and maintainable.

The pmNERDS process consultancy provides a standard Capacity Planning capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Capacity Planning Practices available for selection from the a la carte S.O.W. include Stratification, Resource Budgeting, Resource Estimation, Resource Scenarios, Scoring Models, Infinite Demand-Fixed Resources, Infinite Resources-Fixed Demand, Fixed Demand and Resources, Current Environment Assessment, The Problem Workload, Sensitivity Analysis, Failure Mode Analysis, Workload Forecasting, Probabilistically Modeling, Performance Models, Operational Analysis, Input Parameters, Calibration and Validation.

Organizations that depend on projects to create value and increase process efficiencies, as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value, while minimizing risk and cost.

Want to learn more? Contact us either through email or phone.

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Strategic Project Planning with ‘SHAPE’ Process-Services™

“Strategic Project Planning with SHAPE is a Process-Service™ offering of pmNERDS. This offering provides a process umbrella of SHAPE, and then line-items of an S.O.W. that can be chosen a la carte.”

Strategic Project Planning shapes (i.e. this awesome car) the environment, expectations, initial thresholds, guidelines, and constraints. It’s like priming the old well pump of innovation. It gets the juices flowing. It’s the catalyst of great things. As it progresses, you should see things start to take shape. The innovation process should flow as a single process which transforms initial strategic plan data into living information assets driving decisions in daily activities.

During our process consulting, we address:

Stakeholders– Know the strategic intent of your stakeholders. Now, how can you do that, if you haven’t identified their strategic intent. Do you have enough stakeholders, you may have to recruit some. Align the Goals, Objectives, Strategy, Plan, Execute, and learn; G.O.S.P.E.L. Establish the Guidelines and Constraints. Conduct a situational analysis. Verify the conflict resolution plan and establish a planning milestone roadmap. Create an innovation charter.

Hear– Identify target markets, analyze segmentation opportunities, understand initial market forces, needs, and competition. Define key strategic areas, and critical success factors for each segment. Gather information about existing job roles, capabilities, and capacity. Establish budget constraints for key strategic areas.

Analyze & Synthesize– Conduct market attractiveness and business strength analysis. Identify potential addressable market problems, opportunities, initial features and capabilities, requirements, and potential launch plan milestones.

Propose– State the value proposition. Elaborate on the communication plan for both internal and external uses. Create an initial adoption plan. Coordinate with the enterprise roadmap.

Empower– Validate plans through the lens of the business model canvas. Complete initial project description. Go through a project approval process, and engage portfolio management for prioritization. Conduct capacity planning for start dates. Conduct project planning, Project Kick off and Project management.

The pmNERDS' process consulting provides a standard Strategic Project Planning capability described by the acronym above. This is an umbrella capability needed regardless of any additional practices selected from our a la carte practice menu.

Strategic Project Planning Practices available for selection from the a la carte S.O.W. include Initial Innovation Charter, Strategy Statement, Strategy Diagram, List of Ranked Initiative Values, List of Ranked Driving Forces, New Opportunities, Risk Mitigation Plans, Initiative milestones, Steering Committee, Market Segment Grid, Client Endorsement Program, Communication Plan, Adoption Plan, Conflict Resolution Plan, Initial Product Features, Initial Product Roadmap, Critical Success Factors Data, Market Segmentation Data, Driving Forces Data, Perceived Strength Data, Market Limitation Data, Market Opportunity Data, Market Risk Data, Financial Risk Data, Cost/Benefit Analysis Data, Capability Analysis Data, Technology Forecast Analysis Data, McKinsey 7S Analysis Data, Product Line Analysis Data, Strategic Relationship Analysis Data, Value Propositions, CoP Charter, CoP Membership, Sponsored CoP Activities, and the Business Model Canvas.

Organizations that depend on projects to create value and increase process efficiencies as seen in business units such as IT, Marketing, and NPD, should talk with us if they’re interested in increasing project performance.

After a quick discussion, we can direct you to the best process offering and a la carte practices based on your process improvement goals. By putting together a service package that addresses your key performance constraint, our sales team can help you get the quickest time-to-value, while minimizing risk and cost.

Want to learn more? Contact us either through the email or phone icons.

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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.

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