There is a real ‘back to work/rushed off our feet’ buzz at Maven this week so we are trying to work smarter to fit everything in. One technique is to move as much as possible into ‘housekeeping mode’ i.e. turn tasks into regular actions that are carried out in the same way every time. The reason for this is that I want to reduce the time we take to do simple tasks so that we free up more time to be creative – to dream up new products and services, to spend more time with our clients and to look towards the future.
This approach is backed up by psychological research which explains that once we have learnt how to perform a task, our brains need less conscious thought (short term memory, which has limited capacity) to carry it out, and if we do it enough times it will move the task into our subconscious (long term memory, with lots of spare capacity).
This means that our conscious mind can spend time on more worthwhile tasks such as paying attention to what we are doing, focusing on a task, having new thoughts that lead to new ideas, learning new skills and being more innovative about how we approach things.
Although projects are all about doing new things and therefore, using lots of our conscious mind, we can make project management easier by transferring as many project tasks as possible into regular activities carried out by our subconscious. For example, logging, analysing and reporting on risks, issues and change requests, producing progress reports, sending out information to stakeholders.
By carrying out these basic tasks regularly we free up more time to spend identifying new ways of working that overcome the risks, or incorporate the requests for change. We can spend more time engaging with stakeholders, addressing their concerns and helping them to champion the project.
I believe that the methodologies offered by the Office of Government Commerce (PRINCE2; MSP; MoR; MoP; ITIL) are so effective because at their core they try to regularize as many project, programme and portfolio tasks as possible.
The methodologies set out what documents to use, in what order tasks should be carried out and which roles should perform them. This leaves managers with plenty of capacity to fully engage with their projects and programmes, managing them actively, rather than having to use their conscious brain to decide how to do basic tasks when they should be working at a higher level of creativity.
Get to know these methodologies (http://www.maventraining.co.uk/quick-guides/) to simplify your management tasks and give you the freedom to be innovative about how you tackle more challenging activities.
Showing posts with label M_o_R. Show all posts
Showing posts with label M_o_R. Show all posts
Tuesday, 13 September 2011
Monday, 15 August 2011
New resource materials
August can be a useful month for taking stock on the achievements of the year and catching up with all the research and latest trends in our areas of business. For those of you involved in project, programme, portfolio, risk and change management I thought I would share some of the most useful articles I have been reading lately – I hope you enjoy them and that they provide food for thought:
The 5 Essential Metrics for Managing IT
This article has some useful ideas for those responsible for identifying which benefits to measure for their programme or what benefits to track within the portfolio. It also has some useful ideas about how to categorise initiatives within the benefits between discretionary and mandatory projects:
http://img.en25.com/web/CitrixOnline/Forrester%20Five%20Essential%20Metrics.pdf
Risk Management Comes of Age
This is a useful article for anyone who is involved in improving their organisations approach to risk management and is looking for evidence to support their cause.
http://www.forbes.com/sites/forbesleadershipforum/2011/08/10/risk-management-comes-of-age/
Building Organisational Capability
This is a series of 4 thought leadership pieces from the APM Benefits Management Specific Interest Group and I thought the second one examining the journey to effective change management was particularly interesting:
http://www.apm.org.uk/news/delivering-benefits-investment-change-creating-organisational-capability
What Successful Transformations Share
This report summarises the results of the McKinsey Global survey on transformational change, and makes some very clear points about what drives successful large-scale change
https://www.mckinseyquarterly.com/What_successful_transformations_share_McKinsey_Global_Survey_results_2550
Using programme management to deliver strategic objectives
This paper explains the case for using programme management as a structure that brings together project and change management into a cohesive approach that will successfully deliver the strategic objectives of the organisation
http://www.maventraining.co.uk/media/92/792-using-programme-management-to-deliver-strategic-objectives-1.0.pdf
The 5 Essential Metrics for Managing IT
This article has some useful ideas for those responsible for identifying which benefits to measure for their programme or what benefits to track within the portfolio. It also has some useful ideas about how to categorise initiatives within the benefits between discretionary and mandatory projects:
http://img.en25.com/web/CitrixOnline/Forrester%20Five%20Essential%20Metrics.pdf
Risk Management Comes of Age
This is a useful article for anyone who is involved in improving their organisations approach to risk management and is looking for evidence to support their cause.
http://www.forbes.com/sites/forbesleadershipforum/2011/08/10/risk-management-comes-of-age/
Building Organisational Capability
This is a series of 4 thought leadership pieces from the APM Benefits Management Specific Interest Group and I thought the second one examining the journey to effective change management was particularly interesting:
http://www.apm.org.uk/news/delivering-benefits-investment-change-creating-organisational-capability
What Successful Transformations Share
This report summarises the results of the McKinsey Global survey on transformational change, and makes some very clear points about what drives successful large-scale change
https://www.mckinseyquarterly.com/What_successful_transformations_share_McKinsey_Global_Survey_results_2550
Using programme management to deliver strategic objectives
This paper explains the case for using programme management as a structure that brings together project and change management into a cohesive approach that will successfully deliver the strategic objectives of the organisation
http://www.maventraining.co.uk/media/92/792-using-programme-management-to-deliver-strategic-objectives-1.0.pdf
Monday, 22 June 2009
Best Practice Showcase - TOMORROW
We’d like to reinforce our invitation to all our readers, trainers, partners and clients to come and spend the day at The Best Practice Showcase tomorrow at the QE11 Conference Centre.
The Showcase, which is in its seventh edition, is FREE TO ATTEND. Its interactive format proves a real hit with delegates, who spend the day discussing issues, talking to experts and sharing experiences with each other.
Maven Training will be hosting five Birds of a Feather sessions at the event – these sessions entail sitting round a table with ten to fifteen delegates and grappling with pertinent programme and project management issues – our idea of heaven!
Melanie Franklin, our CEO, and Susan Tuttle, Associate Trainer, will be hosting sessions on where Project and Programme Management stand and what is happening next with these disciplines. They will present a step by step guide as to how to go about establishing and implementing a project and programme environments within organisations.
Melanie is also scheduled to deliver her popular presentation on Interpersonal Skills for Projects and Programmes at 10am at the BMP stand space.
In addition to these discussion groups, the Best Practice Showcase will also feature a full seminar programme. Emma Jones, Chief Examiner for PRINCE2® Qualifications will update delegates on the impact of the 2009 Refresh.
The event is free so we’d love to see you take part. Click here for details of all the sessions on offer, and to register.
The Best Practice Showcase
Tuesday 23rd June 2009
QE II Conference Centre, London
www.bestpracticeshowcase.com
Monday, 8 June 2009
Programme Managers: wanted!
By Melanie Franklin, CEO, Maven Training.
For a recent client assignment, I was asked to supply a representative sample of job descriptions for programme manager roles. These job descriptions had to come from the public and private sector, and explain in as much detail as possible what would be expected from a 'typical programme manager'.
To get the information, I surveyed a number of job sites. The biggest surprise was the jump on number of programme manager jobs being advertised. I did a similar review in 2007 and on average there were about 1100 programme manager jobs being advertised a day by jobserve. Using the same criteria for this search, there were on average 3500 jobs being advertised, a threefold increase.
However, in checking with the APM Group, who are the examining body for MSP™, they have seen a doubling in the number of candidates taking this qualification (now over 8000 candidates a year) since 2007 and a five fold increase since 2005.
I have also surveyed the key words appearing in these job advertisements and found that 50% stated that an MSP™ qualification was a mandatory requirement. 25% also stated that PRINCE2® was required and 50% of the roles sought project management skills, leading me to believe that many employers are seeking out qualified project managers to move into programme management positions.
However, only one third of the adverts asked for change management skills, or communication skills, which indicates either a lack of understanding of the role of programme manager, or these skills are so obviously a part of the role that those writing the descriptions don't think they need to include them.
I will be very interested to hear what your views are on this subject are. Do you think the demand for programme management roles is growing? Do you think employers value the MSP™ qualification? Where does change management fit into this world? Comments appreciated!
For a recent client assignment, I was asked to supply a representative sample of job descriptions for programme manager roles. These job descriptions had to come from the public and private sector, and explain in as much detail as possible what would be expected from a 'typical programme manager'.
To get the information, I surveyed a number of job sites. The biggest surprise was the jump on number of programme manager jobs being advertised. I did a similar review in 2007 and on average there were about 1100 programme manager jobs being advertised a day by jobserve. Using the same criteria for this search, there were on average 3500 jobs being advertised, a threefold increase.
However, in checking with the APM Group, who are the examining body for MSP™, they have seen a doubling in the number of candidates taking this qualification (now over 8000 candidates a year) since 2007 and a five fold increase since 2005.
I have also surveyed the key words appearing in these job advertisements and found that 50% stated that an MSP™ qualification was a mandatory requirement. 25% also stated that PRINCE2® was required and 50% of the roles sought project management skills, leading me to believe that many employers are seeking out qualified project managers to move into programme management positions.
However, only one third of the adverts asked for change management skills, or communication skills, which indicates either a lack of understanding of the role of programme manager, or these skills are so obviously a part of the role that those writing the descriptions don't think they need to include them.
I will be very interested to hear what your views are on this subject are. Do you think the demand for programme management roles is growing? Do you think employers value the MSP™ qualification? Where does change management fit into this world? Comments appreciated!
Friday, 5 June 2009
PPM Council calls for Standardized Project Management in the UK
By Carol Elliot, Associate Trainer
Whilst doing a bit of research last night on the web, I came across an announcement from the UK Government's Programme and Project Management (PPM) Council – they have called for the standardised use of PRINCE2®, MSP™ and M_o_R® across the public sector to support the delivery of better value for money outcomes from their programme and project management.
The body, which provides strategic direction for the government's skills and capability in Project and Programme Management, has stated that the standardised use of these methodologies will bring consistency on cross-government programmes and projects, as well as help avoid duplication of design efforts and the costs associated with this.
The Council will make further recommendations on the use of other methodologies and tools developed in government throughout 2009 and 2010.
See full article on PM Forum.
Whilst doing a bit of research last night on the web, I came across an announcement from the UK Government's Programme and Project Management (PPM) Council – they have called for the standardised use of PRINCE2®, MSP™ and M_o_R® across the public sector to support the delivery of better value for money outcomes from their programme and project management.
The body, which provides strategic direction for the government's skills and capability in Project and Programme Management, has stated that the standardised use of these methodologies will bring consistency on cross-government programmes and projects, as well as help avoid duplication of design efforts and the costs associated with this.
The Council will make further recommendations on the use of other methodologies and tools developed in government throughout 2009 and 2010.
See full article on PM Forum.
Wednesday, 6 May 2009
P3O demystified
Yesterday’s post talked about the connections between P3O, Yin and Yang. If you were left wondering “but what is this P3O thing, then?”, well, you shouldn’t feel alone. Read below for a quick Q&A session with our CEO Melanie Franklin; alternatively, you can listen to our podcasts.
What is P3O?
The term P3O is a play on three Ps (Portfolio, Programme and Project) and one O (Office). Portfolio, Programme and Project Offices are the support structures for Project Management, Programme Management and Portfolio Management.
P3O and P3M3
There is a benchmark for organisations that have a thorough understanding of how to approach Project Management, or have already implemented Programme Management. This benchmark is called “The Maturity Model”, and it helps organisations to understand how mature they are in their Project and Programme Management approaches, as well as to show them what they need to do next to carry on improving.
One of the Maturity Models that is sponsored by the Office of Government Commerce (owners of the PRINCE2®, MSP™ and M_o_R® methods) is called P3M3.
The three Ps stand for Project, Programme and Portfolio, and the three Ms stand for Management Maturity Model. So P3M3 is the Portfolio, Programme and Project Management Maturity Model. The Maturity Model has a number of key questions that an organisation should ask itself to see how well it is doing. One of the factors that has been identified for the organisations that really know their way around Project and Programme Management is the existence of some kind of centralised support structure – and this is the link between P3M3 (the Maturity Model) and P3O (the Support Offices).
Support Structures
There are three support structures: the Portfolio Office, the Programme Office and the Project Office.
Project Office: supports individual projects, often regarded as an administrative function that provides support to the project manager – on creating project plans, attending project meetings, chasing up individual team members on the project to make sure they have done their activities, collating information for progress report, sending that up to the project sponsor.
Programme Office: enables an organisation to support an individual programme, looks at templates of documentation for the projects within that programme, provides support across the projects within the programme, keeps the support at an overall level for the programme so that the programme manager knows, at anyone time, what is happening with all of the projects within a specific programme.
Portfolio Office: a more strategic function as it supports the portfolio of programmes and projects within an organisation. It escalates information about the progress of a specific portfolio and it double checks the direction of that portfolio against the overall strategic direction of the organisation.
Level of Bureaucracy
To avoid an overly bureaucratic approach, it is important that organisations understand what these different levels of support offer them – the advantages and the disadvantages – and select a structure that is right for them.
Level of Authority
One of the key things that an organisation has to do, whether it sets up a portfolio, programme or project office, is to ensure that those providing the support are actually empowered to do so – and this is not just about administration, but assurance services, spotting issues, looking for risks, escalating that information up to the next level of authority. Therefore the project, or programme, or portfolio office has to have the endorsement of senior managers.
P3O Official Site
What is P3O?
The term P3O is a play on three Ps (Portfolio, Programme and Project) and one O (Office). Portfolio, Programme and Project Offices are the support structures for Project Management, Programme Management and Portfolio Management.
P3O and P3M3
There is a benchmark for organisations that have a thorough understanding of how to approach Project Management, or have already implemented Programme Management. This benchmark is called “The Maturity Model”, and it helps organisations to understand how mature they are in their Project and Programme Management approaches, as well as to show them what they need to do next to carry on improving.
One of the Maturity Models that is sponsored by the Office of Government Commerce (owners of the PRINCE2®, MSP™ and M_o_R® methods) is called P3M3.
The three Ps stand for Project, Programme and Portfolio, and the three Ms stand for Management Maturity Model. So P3M3 is the Portfolio, Programme and Project Management Maturity Model. The Maturity Model has a number of key questions that an organisation should ask itself to see how well it is doing. One of the factors that has been identified for the organisations that really know their way around Project and Programme Management is the existence of some kind of centralised support structure – and this is the link between P3M3 (the Maturity Model) and P3O (the Support Offices).
Support Structures
There are three support structures: the Portfolio Office, the Programme Office and the Project Office.
Project Office: supports individual projects, often regarded as an administrative function that provides support to the project manager – on creating project plans, attending project meetings, chasing up individual team members on the project to make sure they have done their activities, collating information for progress report, sending that up to the project sponsor.
Programme Office: enables an organisation to support an individual programme, looks at templates of documentation for the projects within that programme, provides support across the projects within the programme, keeps the support at an overall level for the programme so that the programme manager knows, at anyone time, what is happening with all of the projects within a specific programme.
Portfolio Office: a more strategic function as it supports the portfolio of programmes and projects within an organisation. It escalates information about the progress of a specific portfolio and it double checks the direction of that portfolio against the overall strategic direction of the organisation.
Level of Bureaucracy
To avoid an overly bureaucratic approach, it is important that organisations understand what these different levels of support offer them – the advantages and the disadvantages – and select a structure that is right for them.
Level of Authority
One of the key things that an organisation has to do, whether it sets up a portfolio, programme or project office, is to ensure that those providing the support are actually empowered to do so – and this is not just about administration, but assurance services, spotting issues, looking for risks, escalating that information up to the next level of authority. Therefore the project, or programme, or portfolio office has to have the endorsement of senior managers.
P3O Official Site
Thursday, 23 April 2009
The Importance of Being a Weekender
By Melanie Franklin, CEO, Maven Training
I was working at our Training Centre last Friday when I met up with the delegates for our latest weekend course. It was really interesting hearing about what had made them voluntarily swap Saturday and Sunday with their friends and family for training, revision and exams – especially as those taking the Practitioner part of the course come back on the second weekend take the Practitioner exam.
A popular reason is that delegates have contractor roles which mean that if they attend a course Monday to Friday they will have to give up five days of their daily rate, which is never an appealing prospect. Another reason is that employers will not release staff for training, but people still want to update their CVs and get qualifications that evidence their skills and experience. I think a lot of people feel vulnerable to redundancy at the moment, and up-to-date qualifications is essential when applying for new positions. Some delegates are taking the course in their own time, and the weekend course means they don't have to keep up their holiday allowance to get new qualifications.
These courses have proved so popular for PRINCE2® that we are now offering them for MSP™ and M_o_R® and the response has been overwhelming.
If any of the factors I have mentioned relate to you, have a look at our course schedule to book your ”Weekend Away with Maven Training” – it might not be as much fun as a city break or a trip to a spa, but the results are a lot longer lasting!
PRINCE2® Weekend courses
MSP™ Weekend courses
M_o_R® Weekend courses
I was working at our Training Centre last Friday when I met up with the delegates for our latest weekend course. It was really interesting hearing about what had made them voluntarily swap Saturday and Sunday with their friends and family for training, revision and exams – especially as those taking the Practitioner part of the course come back on the second weekend take the Practitioner exam.
A popular reason is that delegates have contractor roles which mean that if they attend a course Monday to Friday they will have to give up five days of their daily rate, which is never an appealing prospect. Another reason is that employers will not release staff for training, but people still want to update their CVs and get qualifications that evidence their skills and experience. I think a lot of people feel vulnerable to redundancy at the moment, and up-to-date qualifications is essential when applying for new positions. Some delegates are taking the course in their own time, and the weekend course means they don't have to keep up their holiday allowance to get new qualifications.
These courses have proved so popular for PRINCE2® that we are now offering them for MSP™ and M_o_R® and the response has been overwhelming.
If any of the factors I have mentioned relate to you, have a look at our course schedule to book your ”Weekend Away with Maven Training” – it might not be as much fun as a city break or a trip to a spa, but the results are a lot longer lasting!
PRINCE2® Weekend courses
MSP™ Weekend courses
M_o_R® Weekend courses
Monday, 2 February 2009
Changes on the M_o_R Exam
What a day today, eh? All this snow (the heaviest for 18 years!), people stuck at home for lack of trains/ buses/ tube (delete as appropriate), major traffic issues... but the landscape is just SO pretty! We at Maven Training managed to deliver our services normally: our courses ran, our people who didn't make it to the office worked from home - it was business as usual, despite the chaos. That, dear readers, is what we call a great team - I heard (I'm one of the people worlking from home) that our CEO Melanie Franklin was even more delighted with Maven than she usually is, so here's to the team, Mel!
On a second note, we have an important piece of news to give you, about the changes on the M_o_R Practiotioner Examination. What used to be an essay-based exam is now an OTE (Objective Testing) format - that is, an objectively marked assessment, which lasts three hours (including reading time). For this test, each of the nine questions is worth 20 marks, giving a maximum of 180 marks in the paper - pass mark is 50%. The exam is an 'open book' examination, which means delegates can make use of Management of Risk: Guidance for Practitioners (the Management of Risk 'guide') published by TSO.
Want to know more about M_o_R (no pun intended)? Click here!
On a second note, we have an important piece of news to give you, about the changes on the M_o_R Practiotioner Examination. What used to be an essay-based exam is now an OTE (Objective Testing) format - that is, an objectively marked assessment, which lasts three hours (including reading time). For this test, each of the nine questions is worth 20 marks, giving a maximum of 180 marks in the paper - pass mark is 50%. The exam is an 'open book' examination, which means delegates can make use of Management of Risk: Guidance for Practitioners (the Management of Risk 'guide') published by TSO.
Want to know more about M_o_R (no pun intended)? Click here!
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