"If we use the community groups of the pmNERDS community, then we can support many of our innovation requirements, but we will need to learn how to use the community groups"
Community Groups within the Innovation Value Chain
“If we used Constraint Analysis then we’d be able to isolate and address the key constraint effecting our practice performance, but this requires specialized skills and we just don’t have time to do it.”
The diagram above illustrates the concept of project constraints which all organizations experience all the time. Regardless of how well your project processes function, there is always a constraint. Projects should be producing either products and services designed to increase collected revenues, or reduce operational costs.
“If I participate in the volunteer coaching program, then I can have a richer and more effective experience in the Center of Excellence, but I don’t know what to expect from the facilitator, consultant, and coach.”
Every third-party role is based on a set of assumptions about human behavior. Assumptions include values (things worth striving for) and beliefs (things considered to be true) that typically are accepted as valid without testing. Because assumptions clarify biases, identifying them is important.
“If we compare project managers to the project performance, then we might understand what is causing good project performance, but we don’t understand how to conduct good correlational studies.”
Have you ever wondered just what caused you bad hair day? This is the purpose of ‘Correlational Research’, well not really. It’s not this at all, but we can still benefit from the research. The purpose is to investigate the extent to which variations in one factor of Integrated PM correspond with variations in one or more other project factors based on correlation coefficients.
“If project managers co-develop standard practices and templates, then practice adoption and baseline performance would be higher, but with so many varying opinions, a ‘We’ culture is required.”
Gary stares at his computer monitor, bewildered, as he scrolls through a large folder of project template files, “Just ask the top project managers to share their templates”, he mockingly mumbles to himself. With project performance varying greatly across the different project management teams, Gary, as part of the Governance team, has been tasked with establishing a standard set of project templates to improve project performance across his business unit. Just like a fancy dessert, without a recipe or set of repeatable steps, consistent results aren’t guaranteed.