8076 Less PMI Members

I cracked open my April edition of PMI Today to review the monthly statistics.  I was impressed to see PMI added 9,750 new members in February.  Upon adding the numbers to my spreadsheets, February was suddenly in like a lion and out like a lamb.  Though PMI added 9,750 new members, they also lost 8,076 members.  That's in one month!  I realized the net gain was only 1,674 PMI members, in comparison to 3,127 PMPs.  If your project had retention rates like this, don't you think someone would try to do something about it?  Shouldn't the PMI see this low retention rate as being an issue that should be addressed? PMI February Numbers

 

PMI February Numbers Others

 

February 2011 Totals: Active PMPs: 420,602 PMI Members: 341,906 CAPM: 13,678 PMI-RMP: 677 PgMP: 530 PMI-SP: 426

 

Source: PMI Today

Hawthorne Effect

The Hawthorne Effect is something I've seen numerousness times on projects.  When auditing or introducing a new process, do you tend to see people doing a better job than you expected? The Hawthorne Effect refers to the tendency of some people to work harder and perform better when they are participants in an experiment. Individuals may change their behavior due to the attention they are receiving from researchers, auditors, or coaches.

hawthorne effect

This effect was first discovered and named by researchers at Harvard University who were studying the relationship between productivity and work environment. Researchers conducted these experiments at the Hawthorne Works plant of Western Electric. The study was originally commissioned to determine if increasing or decreasing the amount of light workers received increased or decreased worker productivity. The researchers found that productivity temporarily increased, regardless if the light was increased or decreases. They then realized the increase in productivity was due to the attention given the workers by the research team and not because of changes to the experimental variable.

Do you audit your processes?  How do you ensure you get a true representation of project efficiencies and not suffer from the Hawthorne Effect?

HT: Wikipedia Like the drawing? Get it at Pictofigo

My Zombie PM Book on Amazon

When I realized that I could publish my thoughts on a blog, I found it very cathartic.  Writing a book posed its own set challenges.  When I was halfway done with the book, I saw the forest through the trees.  This idiom personified what I was trying to communicate about project management.  I found that I had become a writing zombie.  I thought of those who came before me, putting pen to paper.  They had ideas. But, how many were able get their works published and released to the general public?  What roadblocks stopped them from making their dream a reality?

To just accept the status quo without question is one of the first steps to becoming a zombie.  Traditionally, a writer gets approval from a publisher, they plan out and write their book, someone edits the work, the book gets printed, and hopefully people buy it.  To me, the book publishing process sounded a lot like traditional project management.  Regardless of the process, I think you should always ask yourself why.  Why are you following the process?  If a process doesn’t seem to make sense, perhaps it should be changed. In my case, I decided to change the process to meet my needs, taking a more agile approach.

First, I picked a publish date and decided I would focus on whatever I thought would have the greatest value first.  I took my inspiration from Seth Godin who said to just pick a date and ship.  Next, I decided that I would publish more content at scheduled intervals, until the body of work was completed.  The book will be released in a series of sections or chapters rather than the entire book at once.  After fifteen years in the project management industry, I’ve learned that it’s possible to deliver more value sooner, by establishing a series of deadlines and delivering something at each deadline.  Lower the risk of not reaching the overall goal, by ensuring delivery of something on a regularly basis.

One of my favorite books, Agile Project Management with Scrum by Ken Schwaber, has 9 chapters and 155 pages.  When I purchased the book at a Borders bookstore back in 2005, it cost me $39.99.  Though I recognize the value in reading a physical book cover to cover, I would now be willing to purchase chapters of an electronic version of a book, if the author was willing to offer it.  Give me the chapters of greatest value first, at a price relative to its overall cost.  And from that, I had the basis of the book.  I intend to offer it at a very reasonable cost ($2.99) and in multiple formats.  Starting with an electronic form allows me to keep costs down and will allow it to be iterated into a better body of work.

I want everyone to know that I don't see myself as an author.  I probably don't use the best sentence structure or verb tense.  But, I want you to know that the barrier of entry in the publishing world has come down.  If you've ever been inspired to write something, just do it!  I feels great.

Direct Link to the $2.99 Book on Amazon:  Zombie Project Management(Also available on Amazon UK)

Links to both my book and Ken Schwaber's book are both affiliated links.  What can I say, I need to feed my coffee habit.

The Best Estimating Technique

When you think of estimating and planning techniques, what method do you think of first?  Do you use a parametric technique, Monte Carlo simulation, or something else?  I was over at the Implementing Scrum website and found an awesome post, asking this same question.  If you think people get crazy whether or not you should utilize an Agile approach or a traditional project management approach on a project, wait until you talk about how to estimate work.  In the traditional project management world, I've seen people use SLOC and PERT to arrive at an estimate.  In the Agile world, I've used story points and have seen others use gummy bears and t-shirt sizes. In the end, I really don't care what estimation technique is used and I'm pretty sure the customer won't either.  All anyone should be worried about is if the estimates are accurate and if you get the work done.  Am I right or am I wrong?  I would love to read your input.

Estimating by Gummy Bears

Thank you to Mike Vizdos for letting me use his cartoon and for the inspiration for this post.

Pictofigo Promotion

I've been working with Pictofigo for a few months now.  I give them ideas for drawings I think others would find helpful.  In turn, I get access to some pretty cool (and original) stuff.  It's quid pro quo at its best. There are currently over 900 drawings available for free on the Standard Pictofigo site.  In addition to those, there are 13 Premium items.  These items range from a few free desktop wallpapers to Scrum posters and traditional project management posters.  What's the difference and why pay for stuff?  The standard site has drawings at 72 dpi resolution, perfect for a blog, website or presentation.  The Premium site has drawings at 300 dpi resolution, suitable for print or products.  Yes, I do offer links from my site to CafePress, if you want printed posters.  But, the actual high resolution drawings are available if you want to print out a few posters at a lower overall cost.  I got a notice today that Pictofigo is going to run a half off promotion on their premium content.  Because I like to encourage and support entrepreneurs, I wanted to write this quick post.  If you're in the market for some original drawings, look them up.  They are constantly iterating on the site so check back often.  If you have an idea for a drawing or poster, give them a shout.  If you want, you can send me the request and I'll forward it along.  To be clear, I am not Pictofigo.  I merely love what they do and want to see them succeed.

HT: Pictofigo

Individuals & Interactions over Processes & Tools

It's pretty exciting to hear that LinkedIn just reached over 100 million users.  Upon review this morning, my LinkedIn profile stated that I have 149 connections, adding it links me to 3,156,950+ professionals.  Unfortunately, I believe a tool is only as good at the individual(s) using it.  I'll admit, I don't really get LinkedIn.  I don't leverage it the way it was probably intended.  To me, it's an online resume with connections to people who I should have some kind of affiliation with.  I think of it more as Classmates.com for business.  I actually have a majority of my LinkedIn contacts as a result of an extended Fail Whale that happened on Twitter last year.  Twitter may be great for interactions but it's not so great as a professional contact management tool. A few days ago, I received a LinkedIn connect request from someone I interact with on Twitter.  She wrote

Derek, Would you have any interest in connecting on LinkedIn? I went to send an invite but for some reason the option isn't there!

Since we've interacted on Twitter and share some professional affiliations, I figured I'd add her to my LinkedIn connections.  I logged into LinkedIn to send her the  connection request and realized why she did not see the option.  The LinkedIn user interface had recommended she connect with me, though we were already connected.

interact_vs_tools

In the end, we just laughed it off. We're still following each other on Twitter. We've reaffirmed that we're connected via LinkedIn. But, it raises an interesting question.  How useful is an interaction tool if you don't interact with other individuals?  How useful is have connections, if you don't connect with them?

Like the drawings?  Get them free on Pictofigo!

Describing the SDLC

SDLC

SDLC

While assisting an IT department through a Sarbanes-Oxley (SOX) audit, I had to document an organization's Systems Development Life Cycle (SDLC). The SDLC includes activities and functions that systems developers typically perform, regardless of how those activities and functions fit into a particular methodology.  Many assume SDLC is referring to a software development process.  In turn, there's a lot of debate about different development practices and approaches.  For example, when I lead Scrum teams for an organization, as part of an overall SDLC, all of the Scrum activities took place during the Implementation phase.  When changes were deployed to the Production environment, the Support team leveraged Kanban.  From Planning to Analyzing to Designing, they leveraged a Waterfall process.  It all began with a request for a change. Because a picture is worth a thousand words, Pictofigo has created a SDLC poster, with a little input from me. You can either purchase it from CafePress as a poster or you can download it from the Premium Pictofigo site.

Say Goodbye to that Expensive Meeting

WowBack in August (2010) I wrote about attending a $17,904 meeting.  It was painful to watch the PMO have a 3 hour meeting every month that seemed to cost so much but deliver so little value.  As a follow-up post, I wrote about the value proposition for the expensive meeting. I am happy to report that the meeting in question has been cancelled indefinitely.  In one year alone, the cost savings is $214,848.  Wouldn't you like to have that kind of money added to your budget?  I want to be clear that I'm not being a hater of meetings.  I'm being a hater of waste.  Time and money are precious and I strongly believe we need everyone to communicate more.  But it's about communicating effectively.  I can facilitate the communication of more strategic information, without saying a word, by using a enterprise level Kanban.  I can facilitate the communication of more tactical information, by having Daily Scrums or Stand-ups.

Though the cancellation was months in the making, I commend those who finally made the difficult (but necessary) choice.  It's easy to complain about things but accept the status quo.  It's hard to ask why and then act on it appropriately.

Drawings by Pictofigo