This document discusses enterprise project management from multiple perspectives in a series of short sections. It addresses what enterprise project management is and is not, some common challenges organizations face without it, and potential benefits of implementing it. It also considers different views on implementing and sustaining an enterprise project management solution, and whether the technology itself or how it is applied matters most.
Gemba Walk is the act of visiting the shop floor in Lean and Kaizen. Literally translated as 'The Real Place', it emphasis the importance of understanding for the management / leadership, what is happening at every level.
Gemba walks are a critical continuous improvement technique.
With a thoughtful and structured approach, Gemba Walks can improve communication and collaboration between staff and leaders. Employees also are more likely and able to describe inefficiencies, safety hazards, and other concerns when they are in their own workspace. This results in the identification of opportunities for improvement that may otherwise be missed.
How to Digitally Transform Your Internal OperationsIntegrify
Introducing a system that automates all or most of the manual tasks associated with any business process. Presentation delivered at the "IT Infrastructure / Operations Management (Data Center) Strategies" CampIT conference in Chicago.
Since the publication of the Agile Manifesto in 2001, Agile has grown to be the standard practice for the software development industry and teams around the globe. Seeing the success of this approach, other areas of the business are looking to adopt it; but…how do you “run agile” in non-software development teams? How do you apply the Agile principles and tools to an Operations, Sales or an HR team? And more importantly, how does your business achieve Business Agility as a whole?
ToT17 UK: When Things Go Wrong - Dave Wilson, Hollywood BowlTOPdesk
In this presentation, Dave Wilson shares his experience in when things go wrong in ITSM - server outage, unexpected occurences - and how to best deal with them in a calm, structured manner.
Agile and lean is breaking out of conventional software development teams. This is the back story of how a traditional call centre transformed itself into a happy, productive and customer centric place, where everyone loves to come to work. This is the pack used at LAST Conference in Melbourne 18th of September 2015.
Gemba Walk is the act of visiting the shop floor in Lean and Kaizen. Literally translated as 'The Real Place', it emphasis the importance of understanding for the management / leadership, what is happening at every level.
Gemba walks are a critical continuous improvement technique.
With a thoughtful and structured approach, Gemba Walks can improve communication and collaboration between staff and leaders. Employees also are more likely and able to describe inefficiencies, safety hazards, and other concerns when they are in their own workspace. This results in the identification of opportunities for improvement that may otherwise be missed.
How to Digitally Transform Your Internal OperationsIntegrify
Introducing a system that automates all or most of the manual tasks associated with any business process. Presentation delivered at the "IT Infrastructure / Operations Management (Data Center) Strategies" CampIT conference in Chicago.
Since the publication of the Agile Manifesto in 2001, Agile has grown to be the standard practice for the software development industry and teams around the globe. Seeing the success of this approach, other areas of the business are looking to adopt it; but…how do you “run agile” in non-software development teams? How do you apply the Agile principles and tools to an Operations, Sales or an HR team? And more importantly, how does your business achieve Business Agility as a whole?
ToT17 UK: When Things Go Wrong - Dave Wilson, Hollywood BowlTOPdesk
In this presentation, Dave Wilson shares his experience in when things go wrong in ITSM - server outage, unexpected occurences - and how to best deal with them in a calm, structured manner.
Agile and lean is breaking out of conventional software development teams. This is the back story of how a traditional call centre transformed itself into a happy, productive and customer centric place, where everyone loves to come to work. This is the pack used at LAST Conference in Melbourne 18th of September 2015.
What is Gemba?
For those who haven’t heard the term Gemba before, it is a Japanese word that means “The Real Place,” and is used in this context to refer to any area of a company where the action is taking place. This could be a warehouse where products are stored and shipped, or
a facility where products are made, or even a customer service area. Anywhere that action is taken and value is created in support of the business is considered Gemba.
So, a Gemba walk is when business leaders leave their offices and go out to see how things are done, and ideally, find ways to make improvements. Managers can get out and observe work from the ‘front lines’ rather than simply reviewing reports or listening to observations of others from behind their desks.
Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14)Claudio Perrone
Slides I presented this week for the Lean Kanban Central Europe 2014 #lkce14 conference in Hamburg (and subsequently at Build Stuff in Vilnius) about Lean Management with A3 Thinking and Popcorn Flow. It consolidates some of my latest thoughts on the matter.
You may also be interested in the article that InfoQ published shortly after: http://www.infoq.com/news/2014/11/lean-thinking-change
End Resource Management Smackdowns: How To Make Allocating a Breezejzapin
Digital Project Managers are masters of getting things done without doing “anything:” They take talented resources, enable them to work together so seamlessly that the sum is much greater than the parts.
That said, figuring out who is doing what and when is one the supreme challenges of an agency. Resource conflicts are inevitable and, often, chaotic.
During this session, we will explore the problem provide some tangible solutions by looking at the people, processes and tools that need to be leveraged to get this done.
Correct protocol is the cornerstone of successful gemba walks. Follow these 12 steps to ensure that your gemba walks produce the desired result.
http://traccsolution.com/resources/successful-gemba-walks/
Enterprise social-what is the real value to the business - SPFest DC - April ...Ruven Gotz
Learn about real-world reasons to use Enterprise Social Tools like Yammer. This presentation is about how social tools can help to set the stage for Frictionless Collaboration.
Enterprise social what is the real value to the business - sps boston - jun...Ruven Gotz
SharePoint Saturday Boston - Presentation on understanding Enterprise Social tools and Yammer and a couple of aspects that can bring value to the business.
The agile and lean mindset. Digital transformation conference, 21 May 2015CharityComms
Jo Kerr, assistant director, digital, Breast Cancer Care
Damien Austin-Walker, head of digital, vInspired
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do. www.charitycomms.org.uk
Presentation made during the 2017 Gatineau-Ottawa Agile Tour by Nicolas Mercier and Frédéric Paquet.
Portfolio management is a key aspect of organizational performance. The ability to visualize upcoming projects, projects in progress, the process of value creation, the dependencies, the ability to share a common vision and to throttle the work in progress based on organizational capacity are all contributing elements to the effectiveness of an organization.
Unfortunately, the shared vision of a portfolio is too often buried in a tool shared with too few people and does not help the organization build a global and cohesive plan of action.
But when we think about it... Value chain, limiting work in progress, transparency, flow... have you ever thought about using Kanban for portfolio management? Seems like a great idea!
Create alignment around what delivers value to your end-users, use cadence to move forward, help shape a new organizational culture, support innovation, continuous improvement, and leadership and unite people around a shared mission, that is what Kanban at the strategic level can bring.
Visual tools and innovation games - Half-day workshop - SPFest DC - April 2015Ruven Gotz
Getting all stakeholders on the same page is a crucial element to a successful project. In this workshop we cover techniques for eliciting stakeholder goals and pain points, and how to capture and share requirements in visual ways that short circuit and accelerate the usual process.
What is Gemba?
For those who haven’t heard the term Gemba before, it is a Japanese word that means “The Real Place,” and is used in this context to refer to any area of a company where the action is taking place. This could be a warehouse where products are stored and shipped, or
a facility where products are made, or even a customer service area. Anywhere that action is taken and value is created in support of the business is considered Gemba.
So, a Gemba walk is when business leaders leave their offices and go out to see how things are done, and ideally, find ways to make improvements. Managers can get out and observe work from the ‘front lines’ rather than simply reviewing reports or listening to observations of others from behind their desks.
Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14)Claudio Perrone
Slides I presented this week for the Lean Kanban Central Europe 2014 #lkce14 conference in Hamburg (and subsequently at Build Stuff in Vilnius) about Lean Management with A3 Thinking and Popcorn Flow. It consolidates some of my latest thoughts on the matter.
You may also be interested in the article that InfoQ published shortly after: http://www.infoq.com/news/2014/11/lean-thinking-change
End Resource Management Smackdowns: How To Make Allocating a Breezejzapin
Digital Project Managers are masters of getting things done without doing “anything:” They take talented resources, enable them to work together so seamlessly that the sum is much greater than the parts.
That said, figuring out who is doing what and when is one the supreme challenges of an agency. Resource conflicts are inevitable and, often, chaotic.
During this session, we will explore the problem provide some tangible solutions by looking at the people, processes and tools that need to be leveraged to get this done.
Correct protocol is the cornerstone of successful gemba walks. Follow these 12 steps to ensure that your gemba walks produce the desired result.
http://traccsolution.com/resources/successful-gemba-walks/
Enterprise social-what is the real value to the business - SPFest DC - April ...Ruven Gotz
Learn about real-world reasons to use Enterprise Social Tools like Yammer. This presentation is about how social tools can help to set the stage for Frictionless Collaboration.
Enterprise social what is the real value to the business - sps boston - jun...Ruven Gotz
SharePoint Saturday Boston - Presentation on understanding Enterprise Social tools and Yammer and a couple of aspects that can bring value to the business.
The agile and lean mindset. Digital transformation conference, 21 May 2015CharityComms
Jo Kerr, assistant director, digital, Breast Cancer Care
Damien Austin-Walker, head of digital, vInspired
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do. www.charitycomms.org.uk
Presentation made during the 2017 Gatineau-Ottawa Agile Tour by Nicolas Mercier and Frédéric Paquet.
Portfolio management is a key aspect of organizational performance. The ability to visualize upcoming projects, projects in progress, the process of value creation, the dependencies, the ability to share a common vision and to throttle the work in progress based on organizational capacity are all contributing elements to the effectiveness of an organization.
Unfortunately, the shared vision of a portfolio is too often buried in a tool shared with too few people and does not help the organization build a global and cohesive plan of action.
But when we think about it... Value chain, limiting work in progress, transparency, flow... have you ever thought about using Kanban for portfolio management? Seems like a great idea!
Create alignment around what delivers value to your end-users, use cadence to move forward, help shape a new organizational culture, support innovation, continuous improvement, and leadership and unite people around a shared mission, that is what Kanban at the strategic level can bring.
Visual tools and innovation games - Half-day workshop - SPFest DC - April 2015Ruven Gotz
Getting all stakeholders on the same page is a crucial element to a successful project. In this workshop we cover techniques for eliciting stakeholder goals and pain points, and how to capture and share requirements in visual ways that short circuit and accelerate the usual process.
Planning for Positive Change with Customer Relations Management/CRM SoftwareMonday Loves You
Presentation made by Cassie Dennis and Kevin LaManna of Monday Loves You to nonprofit leaders at United Way of Houston on the things to think about when they plan to implement a new nonprofit CRM (customer or constitution relationship manager) system. Implementing a new CRM can be a challenge - these concepts can help leadership plan for success.
Setting up a PMO can feel like a nightmare, but there is a solution. Learn what it takes to wake up from that nightmare and start seeing greater results.
In these past few years, agile methods became a vital part in the software development process, but are they really applicable for all types of projects and team sizes?
A while ago, our company changed the way we approach project development because the team noticed that standard SCRUM-ish methods aren't fully compatible for us, so we developed our own, modified version of agile. In this talk, I will showcase how powerful this approach is and how you can use it to find problems, and eventually resolve them.
Confronting the Ugly Truth of Poor Employee Engagement - How to Modernize You...GetSpeakUp
Why your employees don't care and what you can do about it.
Companion audio: https://soundcloud.com/worksmart/33-why-employees-dont-care-what-you-can-do-about-it
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Get alerts when we publish new podcast episodes: Register @ blog.getspeakup.com
Create positive change at work and give everyone the power to SpeakUp, try it free: getspeakup.com
Host more intelligent meetings with SpeakUp Live (live Q&A): getspeakup.com/live
Follow us on Twitter: @GetSpeakUp
HCI Webinar: Changing a Company Culture, One Technological Performance Module...Cornerstone OnDemand
Sometimes the best systems aren’t all in place when it comes to talent management. Processes may need improvement and people likely want more support, but a knowledge gap and lack of experience in change management blocks companies from adopting the finest practices and implementing helpful technology. Success, as seen by leaders, is achieved by doing what works best for the business. Top managers take on the constant task of determining how to make each process more efficient and improve what’s needed to maximize productivity.
2019 NCTCOG Public Works Roundup - APWA 7 Habits of Dysfunctional Leaders n...Jim Proce
Brief overview of the APWA Habits of Dysfunctional Leaders program built by the APWA Leadership and Management Committee, based on the articles public in the December 2018 APWA Reporter magazine.
Millennial managers and executives are confronted with an aging workforce that is well established in a performance status quo. New technologies are driving change in the workplace and many employees from the aging workforce are putting in time until they retire. What should the millennial manager/executive do to be effective and maintain and enhance productivity and efficiencies? The majority of the employees are older than the millennial managers and executives. There are always new projects that have to be completed and tasks delegated to others within the organization, and many times employees do not have a sense of urgency, or don't really listen to the project deliverables until the X or boomer director steps in and leads the project. Millennials have been placed in a precarious position since technology has thrust them into executive management roles. In the technologically driven workplace world, this is an increasing problem as younger yet experienced millennial managers come on to the scene. Millennial executives are not being disrespectful to anyone, but it's hard when they are trying to get the job done and no one will listen!
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
2. Is…
• A culture
• A facility
• A framework to orchestrate with
• Agile and waterfall
• A way to decide what to do
• A backbone
• A result of business change
• A means to an end
Is not…
• A regime
• The answer
• A straight jacket
• One thing or the other
• The perfect priority calculation
• The heart and soul
• Simply adoption
• An end in itself
Enterprise Project Management –
easy ride or uphill struggle?
3. Once…
• We’re too busy to take on important stuff
• We miss out on work because we didn’t see it
coming
• We’re constantly trying to work out who’s
doing what
• Stuff keeps slipping = 1 too many angry client
• Our quality suffers under time pressure
• We’re spending more time in coordinating
and in meetings than delivering
• It takes 4 weeks to update the exec on project
progress
• Someone with budget can see a case
We can…
• See what we have to stop to prioritise
• See work coming and provision appropriately to
deliver & do more with less expense
• Know who’s doing what and have less fights and
fight less fires
• deliver more certainly = happy clients
• ‘pick up’ then ‘put down’ less = less mistakes
• Plan and manage risk rather than react and deal
with issues
• Have near real time and less effort in achieving
it – less expense to manage
• Remove the pain and measure baseline for
further improvement
Enterprise Project Management –
How will I know?
4. Yes of course…
• Technology solves everything these days
• All I need is a knowledge base anyway
• Project managers don’t need nurse maids
• Real time data doesn’t need admin
• People work together on stuff naturally
• We are pretty mature as an organisation
• We don’t need to onboard people often
• IT can implement it for us
• We don’t need a project “civil service”
No you’re bonkers…
• What about if our needs change?
• Who is gong to fill and maintain it?
• Most don’t – not all…
• Is that hope or expectation?
• While it suits them
• Most organisations underestimate immaturity
• At present – but what if you shrink or grow?
• IT are not P3M SMEs and will focus on IT
• Civil service makes us civilised – don’t forget
that!
Enterprise Project Management –
So that I can ditch the PMO?
You have to be mad to think you don’t need a robust PMO to define, implement, sustain and exploit EPM for
all the benefits EPM brings. PMO and EPM come as a wedded couple.
presently
5. Yes of course…
• IT can implement it for us
• Technology solves everything these days
• People can work it out for themselves
• Its out of the box – right?
• Project management isn’t complex
• Just a place to keep your plans & documents
• I’ll get corp. comms to do some publicity
• Help desk can support it
• We don’t need to make a big change thing
out of this
No you’re bonkers…
• Install maybe?
• It does – but not without people, process etc.
• People can get it wrong too
• Configuration makes tools useful
• Operation of it is!
• That’s fine – but that’s minimal benefit
• Which is fine if you’re just providing a facility
• Help Desk are not P3M SMEs and focus on IT
• No sponsor – no push. No problem – no gain. No
change – no benefit
Enterprise Project Management
It’s simple install, train job done?
You can treat an EPM solution like a technology adoption – but you won’t get it going easily, won’t reduce
delivery risk, save operational cost or deliver more – and won’t make that stick!
Find out more - https://www.youtube.com/watch?v=wZEiPwDhwrk&feature=youtu.be
6. You didn’t…
• Get a senior sponsor to back the initiative
• Realise the organisation was as immature
as it was
• Understand the lack of governance
regime
• Realise people were wedded to their
local behaviours
• Know the plan data quality was so poor
• Estimate the level of change
management support correctly
• Set aside enough time to manage it
Can you recover…?
• Can you get a sponsor now? Who will touch it?
• There has been a lot of noise because it was
‘too hard’….
• Not good to expose sponsor failings in a crisis
scenario – not their fault…
• Left field requirements are never easy to deal
with – costly if not anticipated
• Can the time / support be found to clean it up?
• People have made progress, but some really
struggled and good will is low ebb
• Has it hurt your day job too? Bless.
Enterprise Project Management
Where did I go wrong (maybe)?
Not getting set up to deliver change around EPM can cause lasting pain – from which some people cannot
recover. Do it right first time instead. http://www.chasemanagementservices.co.uk/
7. Of course…
• Best of breed collections can be a pain to
integrate and sustain integrated…
• There are savings to be made in exploiting
platforms wisely
• Prejudice towards / from some providers does
exist no matter what you think
• You can do what you like with an in house
solution
• Our people won’t want something that just out
of the box
• Its no good if you can’t support it – or take it
forwards as you grow
Not at all…
• Reliance on one supplier can be unhealthy and miss
out on benefits
• Cloud based solutions mean that platforms don’t need
to be had at all
• Don’t like Apple? Don’t like Microsoft? It’s part of a
change challenge not a design constraint.
• Doing what you like can cause a sustainment
nightmare. 80% solution for 20% cost best?
• Is this just meaning we have to do our analysis better?
• Cloud based solutions mean that support can be part
of a service not an internal team
Enterprise Project Management
Does the technology matter?
The benefit of the IT may not always be to the immediate customer – sensible compromises may be best all
round. A customer can work sensibly with IT by taking an ‘Intelligent customer’ service -
http://www.chasemanagementservices.co.uk/
8. Of course…
• Our approach to defining and turning business
strategy into challenges is clear
• Our ability to prepare responses and create
proposals works well
• The review / decision boards we have are
facilitated, get to the point, and make decisions
• We effectively track and manage issues, risks,
actions and decision implementation
• We maintain business cases through projects
and programmes, and stop failure
• We have passion, but we are logical about
portfolio decisions
Not at all…
• There is a gap between those with vision and ideas
and those that can make them happen
• Our idea formulation is poorly focused and does not
always get to a decision point quickly enough
• Material is not shared before meetings, people do not
prepare, detail is a distraction from progress
• We have no way of tracking all that stuff, notes are
imperfect and never remember last meeting
• We forget why we are doing things, and assume if
something has started that it has to finish
• We let emotional arguments and relationships carry
too much weight in professional decision making
Enterprise Project Management
Is our governance good enough?
Enterprise Project Management is to support operation – but the key benefit is around enabling
governance. But if you can’t make decisions – EPM is a wasted investment….
http://www.chasemanagementservices.co.uk/
Editor's Notes
Many organisations deliver with projects and programmes, and some do that with rhythm and flair. Some line dance, some go freestyle. Here are some words to give you grace in the journey there…
We have email systems, we have intranet – corporate IT that is taken for granted. But we can run projects off wall charts, and Excel – we can get by. But as our organisations grow, or delivery by project and programme becomes more normal – what will make us think to invest in people, process, organisation and technology to make that more ‘mainstream and operational’ than ‘cottage industry’?
Some organisations see a PMO as a painful overhead to contract with any excuse, and IT can offer technology to solve anything right? NO! - man has evolved a bit – surely we don’t want organisations that sort stuff out by fighting? Or do we?
EPM is an investment you take on if there is a problem to solve - risk to avoid, cost to save and benefit to maximise. The connection of those things to the story for the solution you envision is a vital connection to make with good analysis, informed solutioning and careful stakeholder engagement – you’re changing your business – not just providing a facility. So not just install, train, job done.
https://www.youtube.com/watch?v=wZEiPwDhwrk&feature=youtu.be
Perhaps a manufactured horror story will enable EPM implementation teams to get it right first time, and not get fed to the alligators. Do it right first time instead. http://www.chasemanagementservices.co.uk/
IT may only be one component of an Enterprise Project Management Solution – but as IT – how can I best advise my customer when I don’t know EPM solutions? OR as a Business Customer – how can I ask IT the right questions? Take an ‘Intelligent customer’ service?
Enterprise Project Management enables control within projects and programmes, management of constraints and resources across the portfolio, and assurance. However – if it’s not supporting decision making, half of the value is lost – and if your decision making is dysfunctional – then why bother?
https://www.surveymonkey.co.uk/r/P3MGovernance
Please take the survey above to see how many of us have fit for purpose decision making frameworks. I’ll share results to all that contribute, and buy lunch for one contributor at a project management event of your choice (is that a prize?). Can we get 200 responses?