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Written by Dr. Andrew Makar
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September 8, 2009
In this Tactical Tips issue, Tactical Project Management presents:
• Sept 10th Mind Mapping to Improve Project Management Efficiency Webinar
• Sept 24th Program Management Forum - Social Media and PM
• PM Tip: Pick your PMO functions
• Recommended Reading
News You Can Use
September 10th Mind Mapping to Improve Project Management Efficiency Webinar
Please mark your calendars for September 10th (10:00 a.m. PST, 1pm EST) for an upcoming webinar on mind mapping and project management with Mindjet Mind Manager. I've been asked to co-present so I look forward to seeing you virtually on the seminar! It is a no-cost webinar that will demonstrate how applying mind mapping to your projects can save time and improve your overall efficiency. This isn't one of those show and tell presentations. You'll walk away with some practical tips on apply mind mapping to project management!
http://img.mindjet.com/promotions/project_management/q3/08_2009.html
September 24th Program Management Forum - Improve PM Competency with Social Media
If you are in the Metro Detroit area on September 24th, please attend the Program Management Forum at 5:30 pm. I'll be giving a lecture on Improving your Project Management Competency with Social Media. You'll learn first hand how project managers can apply social media tools to keep up on the latest trends in project management.
The event registration is still forming although you can reserve your spot by sending an email to
This e-mail address is being protected from spambots. You need JavaScript enabled to view it
Event information will be posted at
http://www.programmanagementforum.org/heartland/default.aspx
As always, if you'd like to chat about the material, just give me a call!
Tactical Project Management Tip
Charter your PMO's functions
This month I've received a number of emails and calls about the project management office and how to properly structure and communicate WHAT the PMO will accomplish in the organization. In some organizations, the PMO is used as a catch all for everything and anything project managers or top-down management doesn't want to do. In well run organizations, the PMO's functions are well defined and the organization understands what the PMO will provide and what the PMO will not do.
One effective approach is to document the scope of services in a PMO charter, obtain buy-in, and socialize the roles and responsibilities. The type of functions your PMO performs all depends on its role in the program, department or enterprise organization.
You can learn more about a PMO's form and function by reading the following article:
http://www.tacticalprojectmanagement.com/pmo-tips/pmo-organization.html
Recommended Reading: Business Driven PMO Setup by Mark Price Perry
 I just started reading Mark Price Perry's new book - Business Driven PMO Setup: Practical Insights, Techniques and Case Examples for Ensuring Success. I've followed Mark's articles and discussion board postings on gantthead.com for several years. If you're looking to create a results driven PMO that leverages practical techniques, then I highly recommend you read his book!
You can definitely use the text as a useful guide to setup your PMO and link the PMO organization to actual business results.
Get your copy at:
Business Driven PMO Setup: Practical Insights, Techniques and Case Examples for Ensuring Success
Have a great week!
Thanks!
Andy
This e-mail address is being protected from spambots. You need JavaScript enabled to view it
http://www.twitter.com/andymakar
http://www.tacticalprojectmanagement.com
MS Project Tutorial - Learn how to EFFECTIVELY develop a Project Schedule
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Written by Dr. Andrew Makar
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One of the beneficial features of Mindjet MindManager is its ability to import and export to Microsoft Project. This feature is very useful when the project manager is managing project execution while trying to control the project schedule. During the scope definition phase, I use Mindjet to develop the shell of the project schedule and during project execution, I use the export features to create mind maps to track specific tasks.
Each week, I run a weekly project schedule and issues review with my project team. The team has a copy of the baselined Microsoft Project schedule in both the Gantt Chart view and the Resource Usage view. During a schedule review meeting, I am seeking status for specific tasks in the project schedule rather than the entire project schedule. Mindjet MindManager’s export feature creates a mind map of the week’s tasks and I use it to track percentage complete, identify new issues and take notes relevant to the tasks (Figure 1):
Figure 1: Microsoft Project to MindJet Mind Manager
To export the Microsoft Project schedule into Mindjet, follow a simple process:
1. Open Mindjet MindManager with a blank mind map
2. Open your schedule Microsoft Project
3. Highlight the tasks you would like to export
4. Click the Send to Mind Manager icon in the toolbar (Figure 2)
Figure 2: Send to Mind Manager
5. Review the exported tasks in Mindjet MindManger
Once I have the selected tasks in MindManager, I distribute it as a PDF to my project team or bring hard copies. (Hard copies are more of a luxury when there is a lull in the day-to-day issue management). If I’m working with distributed teams, I’ll host a Webex conference and display the mind map on the laptop and share the information remotely. The key benefit is each project team member has an easy-to-read illustration of the tasks under review.
Updating a task in MindManager is simple as each node includes a “percent complete box” and the Task Info pane allows the project manager to adjust dates, duration and resources (Figure 3):
Figure 3: Imported Tasks with Task Management
MindManager also has a “Show At Risk and Past Due Tasks” feature that highlights late tasks in red and at-risk task in yellow based on the task due dates and the current date. It is a useful feature to quickly scan and identify late tasks. These tasks tend to drive the status meeting conversation. As the team discusses the issues and delays, the project manager or project coordinator can make notes on the mind map. These notes attached to each task become the meeting minutes for the discussion.
Limitations
Mindjet MindManager is an excellent communication tool to help develop an illustrative view of the key tasks in the project schedule. The software does have some limitations that are worth advising but don’t detract from its overall usefulness as a project management tool.
MindManager supports import and export functionality into Microsoft Project and other Microsoft Office applications. The design limitation is that once tasks are imported and updated in MindManager, they can’t be imported back into the original project schedule; they can only be exported into a new Microsoft Project schedule. You can export the tasks, but it will replace the entire project schedule with the tasks in the mind map.
Project managers familiar with Microsoft Project Server or CA’s Clarity are used to bi-directional integration with their project schedules. At this time, Mind Manager doesn’t support the bi-directional integration. In actual practice, I prefer to update the tasks manually in Microsoft Project after I’ve reviewed the notes on the mind map--so I don’t view this limitation as a problem.
The key is to use mind maps to communicate better. Remember, MindManager is more of a communication tool than a detailed project schedule management tool. For small projects, a mind map with the task info would be sufficient to manage the project. Larger projects will still require a more robust project scheduling tool. However, large projects can benefit from the export feature as project managers leave their status meetings with better detail in an easy to read format.
What if you don’t have MindJet MindManager?
If you don’t have MindJet MindManager, I encourage you to try this concept with their trial software download. If you already use a different mind mapping application like FreeMind or XMind, then you can still benefit from the concept of using a mind map to facilitate a project schedule review. You’ll need to create our own nodes based on the key tasks you are tracking in your Microsoft Project schedule, but this is relatively easy in any mind mapping tool.
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Written by Dr. Andrew Makar
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Novice project managers cannot progress through the world of project management without grasping the importance of risk management. Risk has the potential to affect all three sides of the cost-scope-time project triangle. A Guide to the Project Management Body of Knowledge (PMBOK) and formal training courses on risk management identify a set of processes for risk management that includes planning, identification, analysis, response, monitoring and control.
During the risk management process, risk identification follows planning. Risk identification is the iterative process of determining potential project risks that are provided as input into future risk analysis and response planning processes. Inputs to the risk identification process include the work breakdown structure, budget, schedule, statement of work, resource plan and past lessons leaned. All of these inputs are used with risk identification tools to develop a list of potential project risks.
There are a number of methods for identifying risk, including expert interviews, brainstorming, the Delphi technique and the Nominal Group Technique. The Delphi technique is a formal expert opinion process where experts review a problem statement and submit position papers. The Nominal Group Technique is an iterative, brainstorming process that encourages participation from all stakeholders. Common tools used to capture risks include large pads of paper, whiteboards, Microsoft Word or Excel. Because risk identification is nonlinear and iterative, a better tool to document identified risks is a mind map.
Mind maps are a graphical network diagram with nodes, branches, colors, and icons to help convey an idea. Mind maps, also known as brainstorm maps, are illustrated views of an idea. In " A Better Project Map" , I provided an overview of mind maps and recommended software tools. Although software isn't required to create mind maps, it can make documentation and knowledge sharing easier.
The iterative nature of the risk identification process makes it a perfect candidate for mind maps. Risk identification is a nonlinear process that often results in branching from one risk to the other. As one risk is identified, additional risks extend the original idea and generate new risks. Collecting and organizing these risks is difficult using a word processor; however, with mind maps a new risk is simply a new node that stems from another node.
The mind map tool is demonstrated in the following brainstorming process for an upcoming open-source customer management software development project. During a brainstorming session, a facilitator encourages team members to identify risks without any evaluation or critique. The facilitator uses a mind map to capture ideas and generate new thoughts from the team. Figure 1 depicts the result of the first phase of the risk identification brainstorming session.
Figure 1: Brainstorm Project Risks
In the second phase, the team evaluates each of the risks and groups them into common categories. Duplicate risks are consolidated or deleted from the mind map. The remaining risks are further defined for clarity for future assessment and prioritization. Figure 2 depicts the final mind map resulting from the two-phase brainstorm session.
Figure 2: Categorize Project Risks
The completed mind map categorizes project risks into the time, scope and resource categories. Using graphical arrows, related risks are also identified. Once the risks are appropriately categorized, the risks may be further defined for additional clarity.
The same tool can be applied to other risk identification methods such as the nominal group technique. In the first phase of this technique, team members develop their own list of risks without collaboration. Team members read one risk from their list until all the risks have been communicated. The results are organized and individually ranked. The tabulated risks result in the final risk list. Instead of using a list of risk, team members can create their own mind map to help organize their thoughts. The group facilitator can combine the risks into a consolidated mind map and project teams can privately prioritize the branches. Figure 3 represents the results of a NGT workshop using the mind map format.
Figure 3: NGT Results
Once project managers start applying mind maps to risk management, risk communication and recall is easier than the generic risk log. The project manager can translate the mind map into a formal risk log to meet formatting standards. Mind maps, however, enable the project manager to communicate risks in a creative format. Mind-mapping software supports collapsing and expanding branches to summarize or provide additional details. It is an effective tool to summarize project risks and communicate at different levels in the organization.
The same mind map can be used across the project lifecycle. As risks are further analyzed and addressed using risk response plans, the mind map can be updated for emerging risks during project control and execution. The risk mind map can be extended to include probability, impact analysis, expected value, and risk response strategies. These characteristics are simply an additional node attached to the root risk.
Give it a try, and you may be mind mapping your way to more effective risk management. Project managers can learn more about the applications and benefits of mind mapping tools, including related resources, at The Mind Mapping Software Weblog: http://mindmapping.typepad.com. |
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Date: Thursday, September 10th
Time: 10:00am PST
Join MindJet and Dr. Andrew Makar for a complementary webinar on how applying Mindjet MindManager can solve administrative project management headaches and improve your project management delivery by thinking visually.
Lisa Fait, MindJet's program manager, and yours truly will demonstrate how requirements management, scope definition, project schedule development, status reporting and project communication can be improved using Mindjet MindManager.
This promises to be an insightful webinar where you'll walk away with several tactical ideas on how to apply mind mapping to your program or project.
To register for the webinar, please visit:
http://img.mindjet.com/promotions/project_management/q3/08_2009.html
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Written by Dr. Andrew Makar
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A recent Google search on “project management office” revealed about three quarters of a million commercial links providing consulting products, tools and expertise for PMOs. Many of these links offer methods and theories for managing PMOs, but few provide insight into an actual PMO in action. Following the first installment in this series (“The PMO: Form and Function”), this article takes a look at how a real-world organization implemented an organizational PMO, and the benefits realized.
Background: The IT organization within a Fortune 500 manufacturing company has established a number of PMOs at various levels. An enterprise PMO manages strategic IT programs across business units, and program-level PMOs support IT initiatives within business functions such as Accounting, Human Resources and Manufacturing. Organizational PMOs have also emerged in response to the growing need for project and portfolio management — the various departments within the IT organization had numerous related and unrelated projects that required governance.
Within the IT organization’s technical infrastructure division, a central department was responsible for hosting internal and external company websites. Web Hosting Services experimented with emerging trends in web technology and supported enterprisewide programs. The department had an abundance of technical talent yet suffered from poor project management. Project end-dates were often missed, new projects were initiated randomly, and the department had little visibility into resource demand or the portfolio inventory. A structured project management philosophy was nonexistent, and ad hoc approaches were applied to “just get it done.” Figure 1 depicts the Web Hosting Services organization prior to implementing a PMO.
Due to a number of missed project dates and sliding project schedules, the senior management team established a team to implement 11 key project management processes (see “The PMO: Form or Function”). Figure 2 depicts Web Hosting Services with the expanded PMO model.
Structure: The PMO established a flexible resource pool of project managers to support different projects within the portfolio, and assigned a project management resource to each team. As each team accepted additional projects, an appropriate level of project management resources was added. Additional project managers were also added to the PMO to support complex projects or programs from other organizations.
Within the PMO, a dedicated financial management position was established to track the IT organization’s budget forecasts, 300-plus annual service requests, and the internal budget transfers.
The PMO also created a technical project manager role to advise resources on project management technique, process methodology and best practices. The technical project manager was an expert in project management process and highly proficient in commonly used project management tools such as Microsoft Project and portfolio management solutions.
Across the organization, the level of project management expertise varied, and both technical team leads and novice project managers needed to improve their project management competency. Through knowledge sharing and mentoring, the technical project manager helped increase the organization’s project management competency. Because the technical project manager wasn’t dedicated to a specific project, he was available to consult with the dedicated project managers. The critical success factor was investing in an independent resource to consult with other projects and raise the level of project management knowledge.
The PMO human resource reporting structure was also different from a majority of PMOs. Most delivery organizations have project managers within each department reporting to a supervisor. The Web Hosting Services PMO centralized the project management function directly under the PMO manager. Project management resources dotted-line-reported to each team supervisor, while a hard-line HR relationship was maintained with the PMO manager.
The reporting relationship within the PMO provided shared accountability for successful delivery across the performing teams and the PMO. Instead of being viewed as a staff organization with limited value, the PMO had project delivery responsibility that made it an integral part of project execution. The project management processes were also more easily adopted because the PMO manager was able to enforce compliance with individual performance goals and objectives.
Benefits: By establishing the PMO and implementing key processes and reporting structures, the IT organization realized several improvements. Troubled projects still existed, but the PMO helped communicate problems earlier and raise issues and risks to senior management.
Prior to implementing a portfolio governance and resource management process, the organization had no comprehensive view into the work pipeline. By implementing these processes, the management team recognized the organization was implementing 30 projects per month across its 60 resources. The comprehensive view allowed management to prioritize requests better across the resource pool. New project requests were funneled to the PMO and prioritized under a formal change management process. Ad hoc projects were funneled into a biweekly change control and portfolio status review. By adopting a change control process, resources were effectively allocated and projects were properly prioritized.
Issue and risk management were centralized within one tool, and the PMO had immediate visibility into issues and risks requiring senior management attention. By allocating a project management resource to each team, project delivery improved and project management discipline became further embedded within the organization. Within 12 months, the organization shifted from an ad hoc collection of projects with poor execution to a well-managed portfolio with predicable results.
The Web Hosting Services PMO is just one example of a PMO in action. Other organizations feature a spectrum of PMO variations — some PMOs operate as administrative staff organizations with little delivery responsibility; other PMOs have a cross functional responsibility to deliver projects. As companies adopt a “manage-by-projects” mindset, the need for a PMO increases, as do the pressures to do it right.
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