New accreditation body for ITIL November 29, 2006
Posted by Rob in : APM, ITIL, Standards , add a commentThe APM Group (APMG) in Britain has now signed a contract with the Office of Government Commerce (OGC) to become the new accreditation body for ITIL. (more…)
Should PMs be tech experts? November 27, 2006
Posted by Rob in : Recruiting , add a commentI was flicking through my blog role this morning and I came across an interesting article by Dick Billows which discussed the question of whether a PM should be a technical expert.
I say “no, providing they are supported by a strong lead architect or technical workstream leads”. I know plenty of people who feel otherwise, but I have also seen PMs pull rank (on technical issues) on technical gurus who have far more technical knowledge than the PM.
Take a look at Dick’s view on this at http://www.4pm.com/atom.xml
Patrick Mayfield’s Blog November 27, 2006
Posted by Rob in : OGC, PRINCE2 , add a commentI just want to mention one of the blogs that I keep an eye on. It’s that of Patrick Mayfield. This is the chap who was asked by the UK Government to help them manage the development of a best practice method managing projects. That best practice was eventually launched as PRINCE2(tm). (more…)
Czech 100 Best November 25, 2006
Posted by Rob Llewellyn in : Attitude, Leadership , add a comment
I was invited to the “Czech 100 Best” last night, where the Czech Republic’s most outstanding companies are recognised for their achievement. It was held in the Spanish Hall at Prague Castle which is one of the most stunning examples of historic architecture I have seen anywhere in the world. And of course the Castle is spectacular especially when lit up at night as it peers down on Prague. (more…)
PRINCE2 Vs PMP November 24, 2006
Posted by Rob in : PMI, PRINCE2 , comments closedWhen it comes to requested job qualifications, most of us realise that PMP is the favoured PM method among the more ‘American’ organisations, whilst PRINCE2 is very British and vastly popular throughout Europe and Australia. (more…)
Removing the relics November 22, 2006
Posted by Rob Llewellyn in : Attitude, Emotional Intelligence , add a commentEarlier this week, an old colleague was complaining to me about bully-style PMs he had to work with. It reminded me that in the 1970’s a survey amongst business executives revealed that many felt there was no place for empathy, compassion, or the general notion of emotional intelligence in the workplace. (more…)
PMs with no experience November 20, 2006
Posted by Rob in : Project Mgt, Recruiting , 1 comment so far
I’ve been surprised at the number of people who have applied for the Telco PM ad that I posted last week when their CV is full of technical jargon, with no mention of project management except perhaps; ‘led team of people’. It brings to light the lack of understanding that technical folk have for Project Management, and of course their misconceptions of what a PM actually does. (more…)
Project Managers wanted November 15, 2006
Posted by Rob in : Job Opportunities , comments closed
If you are looking for a stable yet exciting opportunity to manage projects in some of the most attractive regions of the Middle East, then read on.
I have been asked to source no less than six Project Managers for one of the most dynamic organisations in the Gulf region. The successful candidates could have the opportunity of living in the UAE, Bahrain or Kuwait to manage Banking or Telco projects in these and other GCC countries. (more…)
More than process driven November 15, 2006
Posted by Rob Llewellyn in : Attitude, Emotional Intelligence , add a comment
Aside from the best practices of PMP, OGC, etc, human qualities play a critical role in setting a high calibre manager or leader aside from the masses.
These human qualities are not just for work. They enhance our family, social, sporting, spiritual and other areas of our lives. I spent a few years at the top of international water ski racing and many of the principles I learned from the likes of Anthony Robbins, helped me win international medals, to achieve what I never thought was possible (and who others told me was not possible) and to pick myself up when I’d been knocked down. (more…)
Risk management tools November 13, 2006
Posted by Rob in : Risk, Tools , 1 comment so far
A former colleague asked me about Risk Management tools last night, hence this post.
Most of us have used the old faithful Excel spreadsheet and MS Word templates to manage risk. When the project is small and risks are minimal, that might be a sufficient approach. But what if the project is expensive, high profile or destined to be home to an extensive catalogue of risks?
Well it’s time to start using a tool that’s designed for the job. After all, you would expect any tradesman to use a professional set of tools when doing work at your home or on your car wouldn’t you?
I’ve tried a few of the tools that are available on the market and used some that had been developed in-house. Two tools on the market that I liked were:@RISK and RiskTrak. Both offer evaluation versions so why not give them a whirl and consider upgrading your toolbox?
Because you’re worth it November 11, 2006
Posted by Rob Llewellyn in : Attitude , add a comment
I recently had a client ask me to help source a very specialist consultant for a short term assignment. The resource was found on the other side of the world and that was a stroke of luck as this kind of person is never in short supply of business.
The surprise came when the client expected the consultant to fly half way round the world, pay for his hotel and work for free for 5 days whilst they decided whether the consultant was the right man for the job.
The client was promptly told that this was not going to happen and we walked away from the business.
My message here is, whilst some people think they can have it all their way because they do within their own company, what they seem to forget is that there is a big ocean outside their goldfish bowl that doesn’t need them. That high calibre consultants can pick and choose.
If you rate and respect yourself as one of those high calibre consultants, I hope you’ll always be strong enough to walk away from the occassional unreasonable offer.
Risk - it’s not rocket science November 7, 2006
Posted by Rob in : Risk , add a commentI read an interesting article about risk and opportunity in the aerospace industry this morning. Whilst PMBOK considers risk as both negative and positive, the folk in aerospace consider risk as negative and opportunity as positive. Good risk management is not about fear of failure, but removing barriers to success.
After all, project and programme management is success oriented, focused on producing products and services for customers. When the success orientation is combined with risk management, opportunity management emerges, which is the identification of opportunities to help attain project goals, and the identification and implementation of actions to capture those opportunities.
Below are the keys to success taken from a Space Risk Management Symposium. Whilst their view on risk is slightly different from PMBOK’s, the points are not rocket science and can help most managers running IT projects and programmes.
- Sound risk and opportunity management cannot save a poorly planned program with bad processes
- Prevent the competition between risks and opportunities
- Prevent unhealthy competition between teams
- Risk and opportunity management provide diminishing returns if overused
- The costs of pursuing opportunities and managing risks must be weighed against the expected benefits
- An environment should be created to encourage risk and opportunity management
- Risks and opportunities are not just normal variations in plan
- Recognise the difference between risks and opportunities
- Opportunities are not “positive risks”.
Change November 6, 2006
Posted by Rob in : Change, Communication, Emotional Intelligence , add a comment
I had a phone call this morning from someone complaining about the change going on in his software company in Prague. Yes change …it’s something that many resist, especially when it involves some effort on their part or fear of the unknown. Yet process improvement can and does work when performed well. But it’s not just about process and planning - it’s about smart communication.
Due to human nature, whether your objective is to achieve a CMMI level of maturity, ITIL compliance or otherwise, the human element of the change involved is often the greatest challenge.
Pain is a great motivator for changing the way people work. Show them their pain and demonstrate the benefits of moving away from that pain by adopting the change.
Another key to change involves communication - lots of it! Many managers are so focused on the process, the schedule, the risk, etc, that they forget that the change involves real people and that overcoming their resistance will make their task of implementing change a lot easier. Show people the price being paid for current process, explain clearly the benefits of change. Allay their fear of extreme change by involving people in the process of designing the change and look for allies. All this is done through clear and considerate communication.
Emotional intelligence also comes in handy. Read my recent post on that subject here.
PRINCE2 updates November 4, 2006
Posted by Rob in : PRINCE2 , add a commentI’ve spoken to a few aspiring PRINCE2 Practitioners recently who are gathering PRINCE2 material from colleagues, including the PRINCE2 manual.
Make sure you get yourself an up to date PRINCE2 manual to study with. It only costs £55.25 and you can buy it directly from the TSO in the UK. The older version that your colleague might give you could mean the difference between a pass and a fail at the exam.
This document lists some of the changes that can be found in the latest version.
The Gower Handbook of Programme Management November 3, 2006
Posted by Rob in : Programme Mgt, Publications , add a comment
The brand new Gower Handbook of Programme Management is a significant development in Programme Management and it was launched on 12th October 2006.
The 626 page book is the most complete reference on the topic of Programme Management, compiled by a team of six authors since 2002.
The six authors are well known in the field, and are:
Geoff Reiss, Malcolm Anthony, John Chapman, Geof Leigh, Adrian Pyne and Paul Rayner
You can order The Gower Handbook of Programme Management and read more about it here or here.
£95.00 / US$185.00
ISBN: 0 566 08603 4 October 2006
626 pages Hardback
Milestones November 3, 2006
Posted by Rob in : Planning , add a comment
I’m 43 today, and as Bernard Baruch once said; “old age is always 15 years older than I am”. The first snow of winter fell on Prague this morning too.
It’s another milestone in that all important programme called ‘life’ which has been a superb adventure thus far. We’re all managing a similar programme and we all do it in our own unique way, experiencing a blend of wins and challenges along the way.
But as well as these pre-defined milestones called birthdays, our years should include other major and minor milestones. A few of my recent milestones have been to move home, climb Kilimanjaro and launch a new business. I’ve done them all in the last 3 weeks so it’s been a busy time.
Now I have some birthday cake to cut so excuse me …
Planning November 2, 2006
Posted by Rob in : Planning , add a comment
I’ve just moved home in Prague, hence the few days since I last updated the blog. Nevertheless, things went exceptionally well. It was incredible to watch the three removal guys in action as they strapped solid mahogony pieces of furniture to their back and carried them up 8 sets of stairs.
We had pre-packed, sealed and labeled everything well and the move was complete in just four hours, whilst the removal company had planned for eight. The cable tv, phone and internet lines are in, the paintings are hung and the 2500 books are stood nicely on the shelves again.
Good planning was key here. The words of a Czech removal guy and the words of an IT manager. Simply put in PRINCE2 terms; planning provides information on; i) what is required; ii) how it will be achieved, by when and using what equipment and resources; and iii) when events will happen. It’s not rocket science is it, although it’s an element of project and programme management which some of the most well educated and positioned professionals fail on.
Believe it or not, I’ve seen a large programme involving hundreds of IT resources move forward with less than 20% of the projects having a basic project plan in place. Of course this is an example of poor project management. But it’s also an example of poor programme management and poor leadership too. The fault begins with senior leadership for allowing this flakey approach to filter down from the highest level.
It’s simple, well known, yet it still holds very true; “He who fails to plan, plans to fail” - said Dr. Esdaille.
