December/January 2007 ALLPM Newsletter Issue 88

Click here and sign-up to receive allPM TODAY in your inbox every month!

December/January 2007, Issue 88, Judy Umlas and Frank P. Saladis, Co-Publishers

In this Issue:

*allPM Co-publisher's Letter, Judy Umlas

*From the Co-publisher's Desk, Frank Saladis, PMP

*allPM November Poll Results and New Poll Question

*Theme of the Month: The Essence of OPM3®
By Ralf Friedrich, PMP

*The Business Value of Maturity Assessment: Performance Improvement
By George Pitagorsky, PMP

*OPM3® and your “C” Level
By Kim Sienkiewicz

*Comparing CMMI® and OPM3®
By John L. Sullivan, M.S., M.Ed., PMP

*If The Sky Isn’t Falling, Why Does My Head Hurt?
By Laura B. Moore, PMP

*Positive Leadership in Project Management – Establishing The Roles of the Project Team
By Frank P. Saladis PMP

*New Year’s Resolution for Project Managers for 2007
By David Whelbourn, PMP

*Strategic Planning and Financial Control Businessize Project Management
By Kifah Jayyousi, PhD, PE, CPE, PMP

*PM Poetry™: Project Management Office (PMO)
By Charanya Girish, PMP

*PM Crossword Connections™: OPM3® By Frank Saladis, PMP

Past Issues- Archives

Support Our Sponsors:

From the Co-publisher's Desk— Judy Umlas

One of my New Year’s resolutions is to write shorter Co-Publisher letters to you each month than I have been writing. I haven’t gotten too many complaints, but even one or two probably represent a fair number of you. I did love the letter I received from a member of allPM.com some time ago telling me that reading the allPM Today newsletter was like dining at a fine restaurant, but that he got “stuffed” before he could finish. So let’s see how I do! I’m not off to such a great start…But first and foremost, let me wish you all a wonderful, productive, healthy, wealthy and happy New Year. You, the close to 40,000 members of our allPM.com community, certainly deserve the best!

For the December/January edition, the theme of our newsletter is OPM3®. Probably most of you have heard of and about this acronym for the Organizational Project Management Maturity Model, published by Project Management Institute (PMI)® in 2003. But we at allPM.com thought it would be useful to explore some of the specifics, the pros and cons, the context for this relatively new standard. So I did something that in hindsight turned out to be rather brilliant (though I honestly didn’t know that it was at the time). I turned to four OPM3 subject matter experts that I personally knew, and asked which ONE of them would like to write the theme of the month article for allPM Today on this subject. Lo and behold, they ALL came back saying they would like to do it. So guess what? I decided that it would be great to have articles from all four of them, on different perspectives on and aspects of OPM3. So in this issue, I am thrilled to say that we have what I believe are four outstanding articles on this fascinating and somewhat controversial subject, plus Co-Publisher Frank Saladis’ great overview of the subject in his Co-Publisher’s letter, and, of course, his very cool crossword puzzle on this topic. Frank knows how to make up a crossword puzzle, in record time, on absolutely any aspect of project management and should be applauded for this unusual gift! Clap! Clap! Clap!

So here’s what we have this month: an article that sets the context for OPM3 on the Business Value of Maturity Assessments: Performance Improvement, by George Pitagorsky, PMP. We also have The Essence of OPM3® by global project management trainer and developer Ralf Friedrich, PMP who is based in Frankfurt, Germany. We next have an article on a topic that keeps coming up: Comparing CMMI® and OPM3® by John L. Sullivan, PMP. Next is a very important topic for all: OPM3 and Your C-Level, by Kim Sienkiewicz, which tells you how to “sell” it to top management. And please watch for the daily tips about OPM3 on allPM.com’s home page as well So get ready to gain new knowledge on the subject this month, through allPM.com!

My lesson learned from the invitation to the four SME’s I queried about writing on the theme of the month? Ask for one and get ’em all! Wow! So now I am trying it with the broader community (i.e. YOU!). Which SME’s among you would like to contribute an article to our global PM community on next month’s theme, which is on t Ethics and Professional Responsibility for the Project Manager? I know you are out there, and I would love to get two or three articles from our 40,000 member community. Shouldn’t be too difficult, should it? Let’s go for it! If all of you come back to me with articles, I’ll deal with it!

Other interesting topics this month include one by Laura B. Moore, PMP who is a regular contributor on communications issues. She wrote an article this month called If the Sky Isn’t Falling, Why Does My Head Hurt? about the delicate balance between having PM Passion for what you are doing, and at the same time having the ability to walk away from your project at the end of the day. This is valuable for all of us, so make sure to read it.

Then we have an interesting article entitled New Year’s Resolution for Project Managers for 2007 by David Whelbourn, who is both a PMP and a PRINCE2 practitioner. He writes about developing an early warning system for your projects. We also have a very well-written piece by Kifah Jayyousi, PhD and PMP on the subject of Strategic Planning and Financial Control: Businessize Project Management.

Uh oh. I think I am getting a bit too long-winded to keep my New Year’s Resolution, but give me just two more paragraphs, okay?

First, I want to acknowledge the runner up in the PM Poetry™ contest. Samuel Udoka was the winner of the contest, and he was kind enough to donate the $100 gift certificate he received from Winelegends.com to the New York City PMI Chapter for its holiday raffle. They were most appreciative, I’m told. We published his winning poem in our last edition. And the runner up is Charanya Girish, Director of the PMO of Michigan Education Special Services Association. Congratulations, Charanya and thank you for submitting your excellent poem, Project Management Office! Not only is it being published in this edition of allPM Today, but It will also be included in our upcoming book of PM Poetry in the spring and you will be receiving all of the books to date from IIL Publishing, New York as your prizes.

Lastly, I want to acknowledge many of you for getting deeply involved in allPM.com and participating in our Forums, in our polls, in our editorial content (two members submitted articles this month that were chosen for publication). For the time being, I am offering anyone who submits an article that is published in our newsletter a free copy of my recently published book, The Power of Acknowledgment. (http://iil.com/publishing/acknowledgment.asp)So send ’em in, okay? They can be on any subject of interest to project managers anywhere in the world!

So as we move fully into 2007, I again extend you my warmest wishes, and my apology for not keeping my New Year’s resolution to write shorter letters. I hope you will forgive me…. You’re a great bunch of people to communicate with, and I can’t resist the temptation to tell you everything I know of that is going on in our world of project management. And I hope you are doing better with your New Year’s resolutions than I am!

Until the next time….
Judy

From the Co-publisher's Desk - Frank P. Saladis, PMP

Understanding and Capitalizing on OPM3

OPM3® (Organizational Project Management Maturity Model) is a subject that generates some interesting and sometimes argumentative discussion. Our feature article this month focuses on the “Essence of OPM3®”. Essence is defined as the substance, distillation, sense or “gist” of something. For the practicing project manager, understanding just what OPM3® is and how it can be used to assist an organization in its efforts to improve how projects are managed is extremely important. Whether or not the model is used is not the issue, but understanding the model and its purpose is actually a key ingredient in an organization’s plans for process improvement, management maturity, and greater levels of efficiency. We are fortunate to have a total of four articles in this edition of allPM Today that deal with various aspects of this standard!

OPM3® should be considered synonymous with “Best Practices.” The idea behind OPM3® is to promote awareness of how projects, portfolios, and programs are managed within an organization. There is no doubt that every organization engaged in managing projects is interested in identifying best practices. As author Ralf Friedrich states in his article “The Essence of OPM3®, the model is a very powerful tool. Investing in it with sincerity and commitment will give an organization the potential to achieve its strategic goals. As with any tool, before you can use it you have to understand how it works, what it does, and what it can be applied to. As Ralf states in his article, there are several reasons why organizations do not implement OPM3®. These reasons include “It’s too complicated, uses PMBOK Guide ® jargon, or I don’t know how to sell OPM3® to executives.” These reasons seem to be an indication of a communications issue rather than a problem with the standard.

The article is actually perfectly timed because there is currently a significant amount of interest in OPM3® in the project management community. Basically there are too main perspectives that can be observed during an OPM3 discussion – It’s a great tool and well worth the investment or it is of little value and is extremely flawed. I believe that those who have a negative view of OPM3® do not have a complete understanding and appreciation of what the standard actually provides. The article by Ralf Friedrich provides an in-depth view of OPM3® and will provide project managers, project sponsors, and project management advocates with a greater understanding of the model. Consider the article to be an OPM3® primer. It provides a straightforward explanation of the logic and power of OPM3® and will generate an interest in learning more about how it can help your organization. The improvement processes within OPM3® include: Standardize, Measure, Control, Continuously improve. This appears to be a model that any executive would be interested in. OPM3® may not be a cure all for all project issues within a company but it does provide a platform ad a logical framework to assist an organization in improving its internal processes and reaching higher levels of maturity. We have all heard it many times and in this case it is especially true – Don’t judge a book by its cover. The essence of OPM3® can be found within the pages of the standard, not from opinions and hearsay.

Mr. Friedrich’s article provides a fresh, clear, and concise review of OPM3® and I consider it an “allPM.com Best Practice” to read it , discuss it, and consider applying the concept.

Frank P. Saladis, PMP
Frank.Saladis@allpm.com

November's Poll Results

How often do your virtual team members meet in person?

a) Never - 42.90 % (145)
b) Monthly - 3.55 % (12)
c) Every other month - 2.96 % (10)
d) Twice during the duration of the project - 3.55 % (12)
e) Other - 47.04 % (159)

Total votes: 338

********************

The December- January poll question is:

What is your time-frame for implementing OPM3® within your organization?

a) We don’t plan to do this
b) 6 months to 1 year from now
c) Over 1 year from now

If you have not already done so, please stop by allPM.com and add your opinion today.

Theme of the Month: The Essence of OPM3®
By Ralf Friedrich, PMP

Introduction

The Organizational Project Manangement Maturity Model (OPM3®) is a PMI standard designed to enable organizations to undertand organizational project management, to measure their maturity against best practices and to increase maturity. Organizational or Enterprise project management is the “systematic management of projects, programs and portfolios in the alignment with the achievement of strategic goals.”¹

In this article I will discuss a couple of aspects of the OPM3® model and its power for an organization. In a nutshell, OPM3® is a complete measurement system for organizational project management maturity. Note that it can be used for performance measurement as well. Using OPM3® allows you to establish a process with metrics that show how your strategy is being translated into organizational reality by selecting and performing the right projects.

Since its first release in December 2003, OPM3® has been discussed controversially within the PM community. There are some success stories about successful OPM3® implementations. However, many companies still do not use OPM3® for different reasons.

Based on discussions with many people at conferences or during workshops, the common reasons for not implementing OPM3® are 1) it seems too complicated, 2) the self-assessment is in PMBOK® Guide jargon which the senior executive team will not understand, 3) there is not enough data to perform external benchmarks, or 4)I do not know how to sell OPM3® to the senior executive team. These reasons identify some of the negative aspects of the model but OPM3 is a means for getting better on the journey to implementing strategies successfully through projects. Can the negatives be overcome?

********************

Ralf Friedrich, PMP, ACC, MSc was the Program of the first release of OPM3®. He is now a fulltime Senior Trainer, Coach and Consultant for IIL – International Institute of Learning, a New York based Training and Consultancy Company. Friedrich’s focus areas are competency and maturity models and project management staff development. He works with organizations to establish project management career paths, developing assessment centers for project teams, individual coaching of project leaders and senior executives and intercultural competency development.

The Business Value of Maturity Assessment: Performance Improvement
By George Pitagorsky, PMP

What is the value of maturity assessment to an organization?

The direct value of project management (PM) maturity assessment is in bringing to awareness the strategic importance of organizational project management, the degree to which the organization uses recognized best practices and the availability of information required to plan for and implement improvements. The ultimate value of maturity assessment can only be realized in the context of an overall process improvement and organizational change program.

From a business perspective, maturity is not a goal in itself. For an activity to have real value, it must be linked to a strategic goal of the organization. Maturity assessment is a means to the end of continuous performance improvement. Performance improvement enables higher returns on investment, service quality improvement and effective resource management. These result in lower costs, less risk, higher profits, better client and vendor relationships, and getting to market faster with quality results.

Project performance improvement pays off in higher return on investments (ROI) in projects and programs and increasingly consistent project successes. Project management maturity, whether determined by OPM3®, the Kerzner PM Maturity Model or other means, measures the degree to which the “ingredients” for effective performance are present in an organization. These ingredients are the elements of the project management process – best practices and the capabilities that enable them.

********************

George Pitagorsky, PMP is Senior Enterprise Solutions Advisor for International Institute for Learning (IIL). George has written numerous articles on Project Management, organizational development, conflict resolution and personal development subjects. He is a meditation teacher with over thirty years of experience in Yoga and meditation practice and co-creator of both the Conscious Living and Working Wisely workshops.

OPM3® and your “C” Level
By Kim Sienkiewicz

Reflect on the last conversation you had with your “C” Level¹ executive regarding the business value of project management. Perhaps you expressed that achieving and sustaining a higher level of project management maturity through OPM3® is vital to improving project performance. But, did it seem like each of you was speaking in a different foreign language? Did you walk away scratching your head, wondering what just happened? Now what do you do?

The following are proven successful approaches in anticipation of this conversation or steps that you can take toward recovering and effectively championing pursuit of project management maturity with your “C” Level.

Better understand your “C” Level

View your “C” Level as an ally. Understand that, regardless of how organizations define themselves, that all organizations are fundamentally seeking the same objective: sustained creation of business value. To this end, executive expectations are shifting from do more with less (effective / efficient operation) to create more with less (innovative operation).

Within this setting, seek to understand the following forces shaping the world of your “C” Level.² Profile of your “C” Level is invaluable to understanding the person behind the title.

********************

Kim Sienkiewicz is a consultant and trainer for IIL. His career spans a number of industries; insurance, financial services, manufacturing and petroleum. The past 8 years Kim Sienkiewicz has been working as a senior level executive with a track record of turning business strategy into bottom line profitability for Fortune 300 companies through implementation and leadership of four Project Management Offices. Now with IIL, Kim is performing as a subject matter expert, trainer and senior consultant for OPM3®, Project Management Offices and Portfolio Management.

Comparing CMMI® and OPM3®
By John L. Sullivan, M.S., M.Ed., PMP

Introduction

Since 2003, when PMI first published its new standard on Organizational Project Management Maturity Model (OPM3®) many project management consultants and practitioners have been interested in learning about the differences between OPM3® and CMMI® (Capability Maturity Model® Integration). This article presents a comparison of the two models.

The Geneses of CMMI®

In November 1986, the Software Engineering Institute (SEI) began developing a process maturity framework that would assist organizations in improving their software process. Initially, SEI released a brief description of the process maturity framework and a maturity questionnaire to provide a simple tool for identifying areas where an organization's software process needed improvement.

After four years of experience with the software process maturity framework and the preliminary version of the maturity questionnaire, the SEI evolved the software process maturity framework into a fully defined model. This model was used in a systematic way to derive a maturity questionnaire. In 1993, an improved version of the process maturity framework was produced and called the Capability Maturity Model for Software (CMM®).

The model identifies five levels of process maturity for an organization. Each level ranks the organization according to its standardization of processes in the subject area being assessed:

Initial
Repeatable
Defined
Managed
Optimizing

Within each of these maturity levels are KPAs (Key Process Areas) which characterize that level, and for each KPA there are five definitions identified:

© 2007 allPM.com

********************

John L. Sullivan, M.S., M.Ed., PMP has been involved in project management consulting, training, and instructional systems for 23 years. John designs, develops, and publishes instructor-led and eLearning training programs for project management and organizational project management maturity and has been certified by PMI® as an OPM3® ProductSuite Assessor/Consultant. He has traveled extensively throughout North America and parts of Europe delivering training on various enterprise project management tools, including Microsoft® Office Project 2003. He also participated in the development of an array of systems development life cycle methodologies, including: large and small projects, business process reengineering, rapid application development, information engineering, and client-server systems development.

If The Sky Isn’t Falling, Why Does My Head Hurt?
By Laura B. Moore, PMP

Imagine the scene: After a long day of work, Sam gets in the elevator to go home. Before the doors shut, Sadie walks in. They smile at each other but maintain the “elevator silence” rule until Sam sighs heavily. Sadie says “long day?”, to which Sam says “Very”. “At least you’re heading home now” says Sadie, to which Sam replies “Yeah, but I still have all that work at my desk and going home doesn’t take away the stress from it still needing to get done.” Sadie then, trying to lighten the mood says “I’m sure it’s a lot, but go home and relax. Worry about it tomorrow.” Sam then replies with, “Yeah, but I’m a certified [insert techie certification here – don’t want to single any out], my project is huge and do you know how many engineers would love to have my job?” At this point the elevator lands on the bottom floor and they start walking out to the fresh outside air. “Well,” replies Sadie hesitantly, “Sounds like you have a lot going on. But still, try to go home and have a good evening”, to which Sam just looks at Sadie like she’s insane, and they both walk their separate ways. As Sam walks to his car he thinks, “How can she expect me to just relax? She has no idea what I’m working on or how important it is.” As Sadie walks to her car she thinks, “Wow, no matter what he’s working on, it’s really stressing him out and he needs to relax or he’s going to explode.”

The fact of the matter is that both Sam and Sadie have hard hitting jobs. They both work on issues/projects that are very important to the business and that if they slipped, could have major impacts to the business’ bottom line. So who in the exchange was right? They both were, just from different perspectives.

© 2007 allpm.com

********************

Laura Moore (PMP, M.A. Social Psychology) has an eclectic background that includes not only project management, but clinical research and social work as well. Currently, she works as a Senior Project Manager in the telecommunications industry and does, what her team calls "guerilla project management", that is, taking urgent, high impacting issues and resolving them within a matter of days. Laura lives in California with her husband Lorin, and their two amazing daughters Lily Faye and Layla Blue.

Positive Leadership in Project Management – Establishing The Roles of the Project Team
By Frank P. Saladis, PMP

Effective project team leadership is probably the most important factor that will determine whether or not a project will be successful. Without leadership, project teams splinter into smaller groups and slowly drift apart to work on their own set of objectives resulting in a lack of effective communication, conflicting roles and responsibilities, redundant work, and all too often, rework. If a project manager does not establish a leadership role and a clear set of responsibilities for the project team at the start of the project, it will be difficult to develop a cohesive and high performing team. A critical factor in conditioning a team for success is for the project manager to take the time to establish expectations about team performance before that actual scope of work and project details are introduced. The project manager is, in many ways, similar to the coach of a sports team. The coach seeks out talent, identifies potential in each player and plans to develop those players who need some additional support. That additional support is most effective when it comes from other team members The more experienced or skilled players create an environment of support that in turn creates a team wide feeling of confidence. It all begins with effective leadership.

Upon approval of a project and the signing of the charter, the project manager begins the planning process. In an ideal world, the project manager has the opportunity to select the project team and picks the most skilled and qualified resources to perform the project’s activities. More realistically, the project manager is provided with a pre-selected team or must settle for whomever is available at the time. A true leader will not dwell on who has been assigned to the project but will identify the potential of each team member. Imagine a project manager speaking to his or her team for the first time and saying “Well, you’re not what I really wanted but I guess you’ll have to do.” How would each person react to a statement like that? Can you expect commitment and dedication to achieving project objectives? It is most likely that you will receive minimum support and will have to spend great amounts of time micro-managing.

To create an environment that will encourage the project team to step up to the challenges of the project, the project manager should invest some time and effort in the very early stages of the project planning process to establish a foundation for team work that will lead the team to success.

********************

Frank P. Saladis (PMP) is Senior Consultant with International Institute for Learning, Inc. He has been involved in the development of standardized Project Management Guidelines (PMGs) for the AT&T Corporate Information Technology Services (Corporate ITS) organization and is the author of the Project Evaluation Review Process (PERP). He is the recipient of the 2006 PMI Linn Stuckenbruck person of the year award.

New Year’s Resolution for Project Managers for 2007
By David Whelbourn, PMP

As project managers we bear the responsibility to deliver our projects within the agreed constraints. No one is expecting a 100% success rate -- well perhaps some unforgiving organizations do.

But we should be seeking continuous improvement. This means that as PM’s we must continue to learn and develop our professional knowledge in order to improve our project delivery performance.

So make yourself a new year’s resolution to improve your personal project delivery performance. I have a tip for a quick win area that will also improve your general management style.

My new year’s resolution tip for you is: Develop a Project Early Warning System

What on earth is a Project Early Warning System, I can hear you asking?

I served in the military for twelve years and we always used early warning systems to keep us safe. These ranged from the technologically advanced ground radar to spot intruders, down to the basic trip wire of twine and a tin of pebbles. Around us wildlife use early warning systems all the time; animals pick up on each other’s alarm calls and use them as warnings well before they detect any danger.

But my idea of a Project Early Warning System is not based only on my tin can with pebbles and some bits of twine or a few bird alarm calls experiences.

In the mid seventies (the same time as I listened for rattling tins) Igor Ansoff, a professor in mathematics and a management guru working in strategic management approaches, developed a management theory on Weak Signals. He used this theory to develop the idea of a Strategic Early Warning System.

********************

David Whelbourn, PMP is a Senior Project Manager, and Project Management Core Competency Practice Lead at the Fredericton office of xwave. He emigrated from the UK to New Brunswick Canada in November 2005. David is certified on both sides of the Atlantic with his PMP and PRINCE2 practitioner and completed his MBA in 1996. He specializes in projects in the Healthcare environment and has managed projects as diverse as software development and medical imaging centre construction. Prior to working in information technology, he served 12 years in the Royal Artillery where he learnt how to manage and motivate teams.

Strategic Planning and Financial Control Businessize Project Management
By Kifah Jayyousi, PhD, PE, CPE, PMP

Project managers need to master the two key business functions of strategic planning and financial control. 70% of respondents to a survey¹ reported that their projects are always or often aligned with the organization’s strategy, but efforts to meet budget, time and deliverables expectations are slipping. In the survey of 1905 managers in diverse US industries, only 33% said their projects were always or often on time and within budget. This is a broken train on a railroad track! Projects are a means of achieving an organization’s strategic plan, but why is strategic planning so absent from the work of project managers? It is time to make a course correction.

The Sum of all Planning

Strategic planning can be thought of as a sphere, shown here, made up of core activities (blue area) and surrounded by an environment of sway or influence factors (yellow area). The sphere is a model of the organization’s operating world and acts as the engine that mechanizes business operations and guides its direction and performance. Projects are directly tied to the organization’s strategic plan and are executed as part of the overall strategic model. This type of planning is the only way an organization can be assured of reaching its goals and objectives within available resources. The Harvard Business School developed the modern strategic planning methodology,² which evolved through the 50’s and 60’s to the current model used by most organizations. The process is a long range process, usually multi-year, and involves developing an understanding of the business operating environment, identifying and developing core values, vision, mission, goals, objectives, strategies, action plans, benchmarks, measurement tools and a feedback system.

Strategic planning provides project managers with a pro-active framework that connects the project with the organization. The most logical way to accomplish this is for project managers to develop a project strategic plan that works as an extension to the organization plan. The project strategic plan must be in lock-step with that of the organization, a successful project will mean a fulfilled part of the strategic plan. Most importantly, this strategic planning methodology will strengthen the project team by connecting what it does to overall business triumph.

In short, strategic planning matches business strengths to opportunities in order to bridge a gap between today’s position and a future vision. It is the sum of all planning and employs the concept of modeling as shown here. It helps us decide what to do and how to implement it and achieve it.

********************

Dr. Kifah Jayyousi, PMP, PE, CPE, is general manager at Project Logistics in Coral Springs, Florida. He brings over 20 years of construction and facility management experience nationwide in the U.S., and overseas including the Gulf Region where he has been a consultant on project equipment and supplies. He can be reached at kifahdc@yahoo.com.

PM Poetry™: Project Management Office (PMO)
By Charanya Girish, PMP

A career path
Gained momentum
A decade ago.
Misconstrued quite often,
Evokes respect in some
Fear in a few
Curiosity among others.

Organizations trot merrily
Pulled in myriad directions
Informal structure, little foresight
Projects meander listlessly
While Company wades in Red.

Despite many a skeptic,
The PMO is called to action.
PM Warriors step in
Processes established
Requirements & scope reigned in
Workflows are streamlined.

With projects now on time
Cost under control
Quality improves
Customers satisfied once again
The Company is back on track.
Indeed, a knight in shining armor
The PMO saves the day.

© 2007 allPM.com

********************

Charanya Girish, PMP is Director, Project Management at MESSA (Michigan Special Services Assoc.) Prior to MESSA, Charanya spent over 8 years at Ford and Ford Financial leading projects and programs of varying sizes through the entire life cycle. A certified PMP & a trained facilitator she is known for her excellent oral and written skills. An accomplished classical dancer she writes poems & loves traveling in her free time.

PM Crossword Connections™: OPM3®
By Frank Saladis, PMP

(Click here or the image above for a larger, printable crossword in a new window. )

Across

3          State of being fully developed
4          A succession or gradual transition
8          Measurement of performance
11        Five PM process groups (acronym)
13        Key Performance Indicator (abbr.)
14        Collection of projects
15        Design, example, prototype
16        Assess, evaluate, rate
18        Unique undertaking
20        Identified need
23        Understanding gained through experience
26        First PM process group
27        Regulate
28        Detailed and large in scope

Down

1          Game plan
2          Index
5          Outline, basic structure
6          Group of related projects
7          Tried and true procedures
9          To make better, enhance
10        Rules or guidelines
12        ______ Guide
17        Appraisal, evaluation, measurement
19        Where actors work or process point
21        Function or territory
22        Result
24        Series of actions
25        Number of steps in the OPM3 cycle

********************

Click here to view/print the crossword solution.

© 1998-2007 International Institute for Learning, Inc. All rights reserved. 110 E. 59th Street, New York, NY 10022. Please do NOT reprint or host on your Web site without explicit permission. However, if you found this newsletter helpful, we grant you permission, and strongly encourage you, to e-mail it to a business associate or a friend. "allPM", "allPM.com", "ALL Project Management", and "The Project Manager's Homepage" are trademarks of International Institute for Learning, Inc. PMI, PMP, and PMBOK are registered trademarks of the Project Management Institute, Inc., registered in the United States and other nations.