Blogs

The right time to review objectively a company project portfolio and kill the non-performing or pet projects ?

Six months into the crisis, it may still be time to take a hard look at your current project portfolio and decide whether some projects should be killed.
Some of them may have been started without taking a close look at their alignment with the business strategy, or without sound financial perspectives. Some projects should probably be killed but objective metrics on project health may not be available and project managers may want to pursue them at any cost.

Opportunity: accelerating clinical trials in the Pharma industry

I found an interesting article from Mc Kinsey about significant savings that could result from increasing the efficiency with which clinical trials are managed, mainly focusing on the process itself and the data collection system: http://www.mckinseyquarterly.com/Using_IT_to_speed_up_clinical_trials_1990
If anyone is willing to share thoughts on this, let me know !

Strategy to develop project management in a low maturity company

I just published an article on the PMI website related to the development of a project management culture in companies that are not project-based organization per se.
If you are a PMI member, you can access it here http://www.pmi.org/PDF/Members/DeDobbeleer_2008.pdf
If not, then you can use the "Contact Us" feature on this site to request the white paper.

Maturity models and project performance

I was looking at several existing maturity models (OPM3, CMM, Crawford’s, Kerzner’s, etc.) and tried to determine which one to use for one client. They are useful to determine the missing processes or organizational features, but they typically do not help much identify the top priorities. Very often, it is impossible to move directly to the final target, as it would demotivate people. So the question is: which of the missing components are the real critical success factors for the organization? There still remains a lot of research to do on this.

Critical Chain

Great concept ! I attended an e-learning where we play the bead-game to sort beads from 3 different colors using two methods/ taking any random bead and putting it in the appropriate basket or focusing on a single color and filling a single basket : guess which is the most effective method …..
Well… the second one of course ! It makes sense but playing the game makes it so obvious and tangible that nobody (even executives ;-)) can deny it.

PMO Accord, a collection of PMO guidelines by the PMOSIG members from PMI

A team of PMO enthusiasts decided to start writing a collection of best practices linked to PMOs. This collection could not be named a PMI standard because the endeavor is not managed by PMI, even though it is done in the context of the PMI PMO Specific Interest Group. Anyway I joined the team and wrote a draft on project metrics and reporting, which is part of my current job. I am interested to see how far this goes. Another volunteer initiative with the same challenge as OPM3: keeping deadlines with very limited resource availability!

OPM3, Organizational Project Management Maturity Model from PMI

I started to volunteer on this project in September 2005. It is my first time participating to the development of a PMI Standard and must say it is quite challenging! As it is a purely virtual project team, most people do not know each other personally and it is difficult to get the full picture of the project taking into account the time volunteers can make available for this endeavor. Moreover as the project is quite long (over 3 years) people come and go and the learning curve is significant so that the productivity is not optimum.

Syndiquer le contenu