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 Topic: Project Management Tips & TechniquesThe new items published under this topic are as follows.
Tips: Theme of the Month: Professional and Social Responsibility (TIPS) |
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Published on Thursday, February 22, 2007 - 01:27 PM |
Theme of the Month: Professional and Social Responsibility
Tip of the Day #1 – Do what is right and honorable
by John L. Sullivan, M.S., M.Ed., PMP
Commit to doing what is right and honorable. Set high standards and aspire to meet those standards in all aspects of your lives—at work, at home, and in service to our profession.1
Tip of the Day #2 – Take responsibility
by John L. Sullivan, M.S., M.Ed., PMP
Take responsibility and ownership for the decisions you make or fail to make, the actions you take or fail to take, and the consequences that result.2
Tip of the Day #3 – Consider society, public safety, and the environment
by John L. Sullivan, M.S., M.Ed., PMP
Make decisions and take actions based on the best interests of society, public safety, and the environment.3
Tip of the Day #4 – Accept assignments within your ability
by John L. Sullivan, M.S., M.Ed., PMP
Accept only those assignments that are consistent with your background, experience, skills, and qualifications.4
Tip of the Day #5 – Fulfill commitments
by John L. Sullivan, M.S., M.Ed., PMP
Fulfill the commitments that you undertake – do what you say you will do.5
Tip of the Day #6 – Take Ownership for Errors
by John L. Sullivan, M.S., M.Ed., PMP
When you make errors or omissions, take ownership and make corrections promptly. When you discover errors or omissions caused by others, communicate them to the appropriate body as soon they are discovered. Accept accountability for any issues resulting from your errors or omissions and any resulting consequences.6
Tip of the Day #7 – Protect Confidentiality
by John L. Sullivan, M.S., M.Ed., PMP
Protect proprietary or confidential information that has been entrusted to you.7
Tip of the Day #8 – Keep Informed and Uphold the Policies
by John L. Sullivan, M.S., M.Ed., PMP
Keep informed and uphold the policies, rules, regulations and laws that govern your work, professional, and volunteer activities.8
Tip of the Day #9 – Report unethical or illegal conduct
by John L. Sullivan, M.S., M.Ed., PMP
Report unethical or illegal conduct to appropriate management and, if necessary, to those affected by the conduct.9
Tip of the Day #10 – Keep informed about the norms and customs
by John L. Sullivan, M.S., M.Ed., PMP
Keep informed about the norms and customs of others and avoid engaging in behaviors they might consider disrespectful.10
Tip of the Day #11 – Listen to others
by John L. Sullivan, M.S., M.Ed., PMP
Listen to others’ points of view and seek to understand them.
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Tip of the Day #11 –Conduct yourself in a professional manner
by John L. Sullivan, M.S., M.Ed., PMP
Conduct yourself in a professional manner, even when it is not reciprocated.
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Tip of the Day #13 –Negotiate in good faith
by John L. Sullivan, M.S., M.Ed., PMP
Negotiate in good faith.
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Tip of the Day #14 – Do not benefit personally at the expense of others
by John L. Sullivan, M.S., M.Ed., PMP
Do not exercise the power of your expertise or position to influence the decisions or actions of others in order to benefit personally at their expense. 14
Tip of the Day #15 – Don’t be abusive
by John L. Sullivan, M.S., M.Ed., PMP
Do not act in an abusive manner toward others. 15
Tip of the Day #16 – Treat people equally
by John L. Sullivan, M.S., M.Ed., PMP
Make opportunities equally available to qualified candidates. 16
Tip of the Day #17 – Avoid favoritism and nepotism
by John L. Sullivan, M.S., M.Ed., PMP
Do not hire or fire, reward or punish, or award or deny contracts based on personal considerations, including but not limited to, favoritism, nepotism, or bribery.17
Tip of the Day #18 – Do not discriminate
by John L. Sullivan, M.S., M.Ed., PMP
4.3.4 Do not discriminate against others based on, but not limited to, gender, race, age, religion, disability, nationality, or sexual orientation. 18
Tip of the Day #19 – Seek to understand the truth
by John L. Sullivan, M.S., M.Ed., PMP
Earnestly seek to understand the truth. 19
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Read full article: 'Theme of the Month: Professional and Social Responsibility (TIPS)' (2524 bytes more)   |
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Tips: OPM3® Tip of the Day #18 – Become an OPM3® ProductSuite Assessor/Consultant |
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Published on Friday, February 09, 2007 - 01:55 PM |
by Ralf Friedrich, M.S., PMP, ACC and John L. Sullivan, M.S., M.Ed., PMP
Begin the certification process by documenting all of your assessment experience. The application process is quite involved and does require that you state all of your relevant experience during the pre-screening process to be accepted into the training program. You will also need to pass an entrance examination. You will want to learn as much about OPM3® as you can before taking the exam.
One thing that might give you an advantage is to sign up for IIL’s OPM3® Standard Knowledge Course. One of the goals of this course is to prepare students to take the entrance exam to be admitted to the training course on OPM3® ProductSuite.
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© 2007 allPM.com
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Ralf Friedrich, M.S., PMP, ACC has been in active in various adult education roles for over 20 years and in project management for over 15 years. Ralf was also the program manager for PMI® for the first release of the OPM3® Standard. His current focus is on coaching project managers, project teams, and organizations on how to implement advanced project management topics, and how to conduct maturity assessments successfully. While working on the technical aspects of project management, he is also implementing leadership strategies to make an organization shift toward a more project-based business. He has a sound intercultural background and provides services exclusively for IIL on a global scale. He is a lifelong member of the International Alliance for Learning.
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.
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Tips: OPM3® Tip of the Day #17 – Share your OPM3® Experiences |
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Published on Thursday, February 08, 2007 - 05:59 PM |
by Ralf Friedrich, M.S., PMP, ACC and John L. Sullivan, M.S., M.Ed., PMP
Share your OPM3® experiences and participate in the OPM3® project team for the next release. The OPM3® project team really needs project management practitioners who participate in real OPM3® projects. Also, if you are interested in OPM3®, the participation in the standard development team is a great opportunity for you to experience the challenges in a virtual environment.
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© 2007 allPM.com
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Ralf Friedrich, M.S., PMP, ACC has been in active in various adult education roles for over 20 years and in project management for over 15 years. Ralf was also the program manager for PMI® for the first release of the OPM3® Standard. His current focus is on coaching project managers, project teams, and organizations on how to implement advanced project management topics, and how to conduct maturity assessments successfully. While working on the technical aspects of project management, he is also implementing leadership strategies to make an organization shift toward a more project-based business. He has a sound intercultural background and provides services exclusively for IIL on a global scale. He is a lifelong member of the International Alliance for Learning.
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.
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Tips: OPM3® Tip of the Day #16 – Use OPM3® to Supplement your CMMi Efforts |
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Published on Wednesday, February 07, 2007 - 02:59 PM |
by Ralf Friedrich, M.S., PMP, ACC and John L. Sullivan, M.S., M.Ed., PMP
CMMi focuses on the improvement of the software engineering process within an organization, OPM3® focuses on the implementation of the strategy by selecting the right projects. This aspect is supplementary to CMMi and will help the organization to start only the projects, which are adding value.
<Font Size=1>© 2007 allPM.com
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Ralf Friedrich, M.S., PMP, ACC has been in active in various adult education roles for over 20 years and in project management for over 15 years. Ralf was also the program manager for PMI® for the first release of the OPM3® Standard. His current focus is on coaching project managers, project teams, and organizations on how to implement advanced project management topics, and how to conduct maturity assessments successfully. While working on the technical aspects of project management, he is also implementing leadership strategies to make an organization shift toward a more project-based business. He has a sound intercultural background and provides services exclusively for IIL on a global scale. He is a lifelong member of the International Alliance for Learning.
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.
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Tips: OPM3® Tip of the Day #15 – Don’t be a Late Adopter |
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Published on Tuesday, February 06, 2007 - 02:04 PM |
by Ralf Friedrich, M.S., PMP, ACC and John L. Sullivan, M.S., M.Ed., PMP
OPM3® has caught the attention of many consultants who see it as a possible career move. Many question the return on investment or whether there is a market. OPM3® is fairly new and has not yet achieved the market penetration as CMMi has, for example. So, to be honest, there is some risk for early adopters that the market will not ever grow beyond a certain level. Do you want to be an early adopter or a late comer? The “Johnny come lately� also takes the risk that the early adopters will gain an advantage by becoming firmly established and positioned properly when the market does explode.
© 2007 allPM.com
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Ralf Friedrich, M.S., PMP, ACC has been in active in various adult education roles for over 20 years and in project management for over 15 years. Ralf was also the program manager for PMI® for the first release of the OPM3® Standard. His current focus is on coaching project managers, project teams, and organizations on how to implement advanced project management topics, and how to conduct maturity assessments successfully. While working on the technical aspects of project management, he is also implementing leadership strategies to make an organization shift toward a more project-based business. He has a sound intercultural background and provides services exclusively for IIL on a global scale. He is a lifelong member of the International Alliance for Learning.
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.
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Tips: OPM3® Tip of the Day #14 – Use OPM3® to Define the Functions of the PMO |
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Published on Monday, February 05, 2007 - 02:21 PM |
by Ralf Friedrich, M.S., PMP, ACC and John L. Sullivan, M.S., M.Ed., PMP
Establishing a PMO is a challenge for an organization. What are the functions the PMO has to provide? Where is a support to the projects really required?
After an OPM3® assessment, the organizational project management maturity of the organization will point in the direction of the functions, a PMO has to do to support all stakeholders in the domains of project, program and portfolio management.
© 2007 allPM.com
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Ralf Friedrich, M.S., PMP, ACC has been in active in various adult education roles for over 20 years and in project management for over 15 years. Ralf was also the program manager for PMI® for the first release of the OPM3® Standard. His current focus is on coaching project managers, project teams, and organizations on how to implement advanced project management topics, and how to conduct maturity assessments successfully. While working on the technical aspects of project management, he is also implementing leadership strategies to make an organization shift toward a more project-based business. He has a sound intercultural background and provides services exclusively for IIL on a global scale. He is a lifelong member of the International Alliance for Learning.
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.
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Tips: OPM3® Tip of the Day #13 – Reverse Engineer the Strategy of the Organization |
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Published on Friday, February 02, 2007 - 02:19 PM |
by Ralf Friedrich, M.S., PMP, ACC and John L. Sullivan, M.S., M.Ed., PMP
Sometimes an organization does not have a clear, measurable strategy. Using OPM3® can help the organization to develop a deeper understanding of the strengths and reality of their projects, programs, and portfolios and to define from this reality a strategy which is meaningful and achievable.
For many reasons, sometimes strategies are defined and never executed. Therefore, it is important to define a strategy which corresponds to the level of organizational project management maturity. If the level of maturity is high, then complex changes can be executed faster and successfully then within an organization which has a low level of organizational project management maturity.
© 2007 allPM.com
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Ralf Friedrich, M.S., PMP, ACC has been in active in various adult education roles for over 20 years and in project management for over 15 years. Ralf was also the program manager for PMI® for the first release of the OPM3® Standard. His current focus is on coaching project managers, project teams, and organizations on how to implement advanced project management topics, and how to conduct maturity assessments successfully. While working on the technical aspects of project management, he is also implementing leadership strategies to make an organization shift toward a more project-based business. He has a sound intercultural background and provides services exclusively for IIL on a global scale. He is a lifelong member of the International Alliance for Learning.
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.
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Tips: OPM3® Tip of the Day #12 – Become an Advocate and OPM3® Champion |
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Published on Thursday, February 01, 2007 - 03:43 PM |
by Ralf Friedrich, M.S., PMP, ACC and John L. Sullivan, M.S., M.Ed., PMP
From religion, to politics, to the latest fad diet, acceptance of a new idea has a lot to do with the way in which the message is delivered. In religion, being shown the key to salvation was a great message. In politics, the promise of lower taxes and more jobs generally wins votes. And of course, who can resist the secret of losing 20 lbs in 20 days without exercising or cutting out your favorite foods. Well, OPM3® is not a religion, a politician’s promise, or a fad diet but, it is most likely a new initiative within your organization. Sometimes, new initiatives are perceived as being old ideas in new packages. Create a team of internal advocates or “champions� to help get the message out. Select a group of potential OPM3® assessors, and then train them on how to do your assessment and use them as change agents for the project.
The success of the OPM3® project will depend on the positive messages send out by the initial group of people doing the first assessment. This assessment has to be owned by the organization. The more people are convinced that OPM3® will accelerate the growth of the organization, the more likely the improvement initiatives will be embraced and bring the expected results.
© 2007 allPM.com
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Ralf Friedrich, M.S., PMP, ACC has been in active in various adult education roles for over 20 years and in project management for over 15 years. Ralf was also the program manager for PMI® for the first release of the OPM3® Standard. His current focus is on coaching project managers, project teams, and organizations on how to implement advanced project management topics, and how to conduct maturity assessments successfully. While working on the technical aspects of project management, he is also implementing leadership strategies to make an organization shift toward a more project-based business. He has a sound intercultural background and provides services exclusively for IIL on a global scale. He is a lifelong member of the International Alliance for Learning.
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.
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Tips: OPM3® Tip of the Day #11 – Achieve Early Success |
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Published on Wednesday, January 31, 2007 - 02:27 PM |
by Ralf Friedrich, M.S., PMP, ACC and John L. Sullivan, M.S., M.Ed., PMP
After completing an OPM3® Self-assessment and analyzing the reports, you move on to Step 3 of the OPM3® Cycle, which is Plan for Improvements. At this point, it is important not to take on too much at once. You will surely fail if you do. Typically, the Planning Improvement Report resulting from an initial assessment will produce over 1000 pages of information related to improvements.
Determine where to pursue maturity and develop implementation project(s). First rank or prioritize Best Practices, and then look at all Capabilities and Outcomes within the associated Best Practices. Plan only for up to three improvement initiatives and achieve them quickly to proof the value for the organization.
Many organizations want to improve quickly after the assessment and try to do many initiatives in parallel. However, if an organization is not used to improvement projects, then the initiatives may take a long time until the improvement are tangible in the day-to-day operations of the organization.
Therefore, only plan for up to three initiatives and implement them quickly to show the business value of OPM3® with early success.
© 2007 allPM.com
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Ralf Friedrich, M.S., PMP, ACC has been in active in various adult education roles for over 20 years and in project management for over 15 years. Ralf was also the program manager for PMI® for the first release of the OPM3® Standard. His current focus is on coaching project managers, project teams, and organizations on how to implement advanced project management topics, and how to conduct maturity assessments successfully. While working on the technical aspects of project management, he is also implementing leadership strategies to make an organization shift toward a more project-based business. He has a sound intercultural background and provides services exclusively for IIL on a global scale. He is a lifelong member of the International Alliance for Learning.
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.
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Tips: OPM3® Tip of the Day #10 – Clean up your act |
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Published on Tuesday, January 30, 2007 - 01:38 PM |
by Ralf Friedrich, M.S., PMP, ACC and John L. Sullivan, M.S., M.Ed., PMP
During an assessment, you will ask many people about the same things, but from different perspectives. At the end of the assessment, you have to consolidate the answers as they apply to a specific Best Practice, Capability, Outcome or KPI.
Keep your assessment clean by asking only one question for one Best Practice, Capability, Outcome or KPI.
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Tip of the day:
Establish an environment where reporting bad news in a timely manner is encouraged rather than an environment where fear prevents the flow of critical information.
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