My First Year In A Directive PMO

Today I realized I've been supporting and advising a Federal Government PMO for a whole year.  Prior to that, I was the Manager of Software Engineering at an online company that had recently gone public.  I was the sole PMP (Project Management Professional) and  sole Agile Evangelist. Upon my leaving that company, I told my superiors they really needed a PMO if they wanted to offer consistent results, measurable improvements, and increase stakeholder satisfaction.  It was hard at first to shift gears, away from a private profit-driven organization, to Federal governance-driven organization.  At the private company, it was all "being creative" to meet unrealistic goals set by those not versed in best practices.  Since there were no other PMPs, I felt like the lone sheriff in the Wild West.  Now that I'm dealing with the government, I'm surrounded by other PMPs.  There is policy, process, and governance.  Everyone knows their jobs very well.  They know best practices. So you can differentiate the type of PMO I work in compared to others, I've included the 3 basic types below with their definitions.

There are 3 basic types of Project Management Office (PMO) organizations are [1] supportive, [2] controlling, [3] directive.

1. Supportive PMO generally provides support in the form of on-demand expertise, templates, best practices, access the information and expertise on other projects, and the like. This can work in an organization where projects are done successfully in a loosely controlled manner and where additional control is deemed unnecessary. Also, if the objective is to have a sort of 'clearinghouse' of project management info across the enterprise to be used freely by PMs, then the Supportive PMO is the right type.

2. Controlling PMO has the desire to "reign in" the activities - processes, procedures, documentation, and more - a controlling PMO can accomplish that. Not only does the organization provide support, but it also REQUIRES that the support be used. Requirements might include adoption of specific methodologies, templates, forms, conformance to governance, and application of other PMO controlled sets of rules. In addition, project offices might need to pass regular reviews by the Controlling PMO, and this may represent a risk factor on the project. This works if a. there is a clear case that compliance with project management organization offerings will bring improvements in the organization and how it executes on projects, and b. the PMO has sufficient executive support to stand behind the controls the PMO puts in place.

3. Directive PMO goes beyond control and actually "takes over" the projects by providing the project management experience AND resources to manage the project. As organizations undertake projects, professional project managers from the PMO are assigned to the projects. This injects a great deal of professionalism into the projects, and, since each of the project managers originates and reports back to the Directive PMO, it guarantees a high level of consistency of practice across all projects. This is effective in larger organizations that often matrix out support in various areas, and where this setup would fit the culture.

Definition Source:  http://ezinearticles.com/?expert=John_Reiling

Mitigated Speech and Project Negotiations

Try this

Mitigated speech is a linguistic term describing deferential or indirect speech inherent in communication between individuals of perceived High Power Distance. The term was recently popularized by Malcolm Gladwell in his book, Outliers, where he defines mitigated speech as "any attempt to downplay or sugarcoat the meaning of what is being said". He described 6 degrees of mitigation with which we make suggestions to authority:

1. Command – “Implement this”

2. Team Obligation Statement – “We need to try this”

3. Team Suggestion – “Why don’t we try this?”

4. Query – “Do you think this would help us in this situation?”

5. Preference – “Perhaps we should take a look at this an an alternative”

6. Hint – “I wonder if we will run into any issues by following our current process”

As I observe the command and communication structure between a PMO and its members and contractors, I have the opportunity to witness mitigated speech every day.  Being direct (command) doesn't always work.  People need to learn to be flexible in their requests and negotiations if they have the hope those in power will implement new strategies.  Additionally, learn to read those around you to know what degree of mitigation you will use IF you intend to use it.

As I read Outliers, I started to think of the relationship between mitigated speech and Appendix G.8 (negotiation) of the PMBoK.

Negotiation is a strategy of conferring with parties of shared or opposed interests with a view of compromise or reach an agreement.  Negotiation is an integral part of project management and when done well, increases the probability of project success.

The following skills and behaviors are useful in negotiating successfully:

• Analyze the situation.

• Differentiate between wants and needs - both yours and theirs.

• Focus on interests and issues rather that on positions.

• Ask high and offer low, but be realistic.

• When you make a concession, act as if you are yielding something of value, don't just give in.

• Always make sure both parties feel as if they have won. This is a win-win negotiation. Never let the other party leave feeling as if he or she has been taken advantage of.

• Do a good job of listening and articulating.

To summarize, stride to be a win-win negotiator and be aware of the mitigated speech you are using to conduct your negotiations.

Meeting PMP Eligibility Requirements

When I was completing my PMP application, back in 2006, I recall reading the eligibility requirements and asking myself where I had the greatest gaps in my project management experience.  PMI did a good job of listing the process groups and activity "buckets" in which I could associate my time.  To visualize my strengths and weaknesses, I identified each activity provided by PMI as a process group subcategory and then associated project hours within a spreadsheet.  Though PMI had a requirement that I document experience in each of the process groups,  I had a personal requirement that I improve where my skills were lacking. This post isn't about my strengths or weaknesses, though you could assume by the graph that it would be Initiating and Closing.  It is about my identifying my experience gaps and helping you identify yours (in the eyes of PMI).  If you're a PMP or an aspiring PMP, take a look at the attached.

Step 1: Review the Process Group Activities PDF.  It will define the subcategories.

Process Group Activities

Step 2: Associate subcategory hours on a project basis.  The formulas are already in the worksheet.  All you need to do is add your hours to the Project Data sheet.

Activity Breakdown By Process Group

Step 3: Review the Graph on the tab titled "Graph".  If you don't identify your strengths and weaknesses from the data sheet, you will certainly see them in the graph.

Best Regards,

Derek

Free Project Charter Template

Project Charter Template

How many times have you started working on a project and don't even have formal authorization for that project to exist?  A project charter is a document issued by the project initiator or sponsor that formally authorizes the existence of the project, and provides the project manager with the authority to apply organizational resources to project activities.  Using this template will put all the cards on the table.  Knowing answers to key areas before you begin will save you time and money. This document includes areas for project overview, authority and milestones, organization, and points of contact.

On your current project, do you know the project oversight authority?  Do you know your critical success factors? Have you documented all of your project roles and responsibilities?  If you used this template, you would increase your chances for success by documenting the basics up front.

MS Word

[Click here to download the free Project Charter Template]

10 Helpful Steps to Submit PMI PDUs

I'm in the process of helping a group in the PMO make their submissions for PMI Professional Development Units (PDUs).  All PMPs need 60 PDUs during a CCR cycle so don't put it off until the last minute.  In this case, they all participated in a workshop.  If you want to collect PDUs, you're going to need some kind of evidence.  It might be a program agenda, copies of a publication, transcript, certificate, registration form... do I need to go on?  This is actually for you in the event PMI audits you.  In this case, participating in a workshop, the evidence is not required to actually complete the PDU request online. Know your PMI ID #, Cert #, and Last Name on file with PMI.

Step 1: Log into the PMI homepage. A Membership Status box will appear in the left navigation menu with the following data: PMI ID No.: Member Since: Expires:

A Certification Status box will also appear in the left navigation menu with the following data: PMP No.: Earned: Renewal Date

Within that Certification Status box, at the bottom, is a link titled "View PDUs" [http://tel.occe.ou.edu/pmi/PMI_Member/PDUlogin.php3]

Step 2: Select the "View PDUs" link Step 3: Enter your ID#, Cert#, and first four letters of your last name Step 4: Select the "PMI PDU Self Report Form" radio button Step 5: Select the "Login" button to continue Step 6: Select the Activity you wish to claim  ("2e" for participating in a workshop) Step 7: Complete the entire form (know the knowledge area and process group) Step 8: Select the "I Agree" checkbox and the "Continue" button Step 9: Review for accuracy Step 10: Select the "Submit" button

Go back and review your Online Transcript in a few days to verify your submission was successful Repeat Steps 1, 2, and 3

At Step 4,  select "PMI Transcript" radio button Step 5: Select the "Login" button to continue to your Online Transcript

See, it's not as hard as you thought!

Innovate and Monetize

I thankfully found a developer to create three of my Apple iPhone/iPod Touch applications.  Is one going to be the greatest thing since sliced bread?  I don't know.  When an idea comes to me, I quickly write it down.  I think my wife gets tired of hearing of my daily revelations and seeing post-it notes litter my desk.  Still, there is always potential to monetize an idea.  That can't hurt. It's time I practice what I preach.  I'm the SME, sponsor, AND the project manager for this.  Do we have schedule, scope, and budget? Yes.  Do we have requirements, assumptions, and constraints? Yes.  No gold plating these applications.  Let's get them to market and fulfill a need.  How much would you pay for a Derek Huether idea?

Publishing a book with a PMI blessing

Yesterday, I contacted PMI to get a green light for a book I've been writing.  Because it's referencing the PMP, I'm taking several steps to ensure I follow the rules.  My first step was to agree to abide by the PMI Intellectual Property Proper Use Guidelines.  My second (indirect) step was to request permission to link to their site.  You'd think they would want every PMP linking to their site.  Still, a link does not constitute an endorsement from them.  If anyone out there has already published materials with a PMI blessing, I would love to hear from you.

How to get free PMP PDUs

I just read a VERY helpful blog post about getting PMP PDUs for free. A software consultant in Atlanta detailed how he was able to get 64 PDUs without spending any money other than time and fuel to travel.  Thank you Coding Unknowingly for taking the time to help others. Check out the post.