EPM, Microsoft Project and You

By:  Collin Quiring

Project Management is usually involved in the creation of “the new” or the modification of “the old”.  In the beginning stages of a Project almost everybody involved talks about the great benefits, the wonderful aspects of the newer version and how they can’t wait for the change.  More often than not, however, those same people seem to throw up roadblocks to accomplishing the goals of the project as it becomes closer to fruition.

Why?  There are all sorts of reasons that cause this behavior but I think that one of the key ones is the perception of gain versus loss.  When it gets down to it, people tend to like “the devil they know” instead of having to do things differently.  Besides the issues that come with something new like having to be trained in a new tool or process comes the psychological balance of risk/benefit or of gain/loss.  People tend to talk about how they want something better – newer and improved.  But, the desire to stay with the known version of what they have is extremely strong.

The need for the Project Manager is to understand that just because people are excited about the gains as a result of their project they need to know what those people feel is being lost.  As Project Managers, we can become immersed in the details and tangible results of the project and forget about some of the effects to the existing situation.  As I talked about in a previous blog about marketing the concept of Project Management we need to be addressing the concerns of the stakeholders in how it affects their current (soon to be “old”) tools and methods.  This is part of the marketing and changing the perception that Project Management is only about disrupting the status quo.

Project Managers must understand that the gain/loss mindset exists for every person affected by the results of the project – some of whom may not be direct stakeholders in the project itself.  We concentrate and promote the gain part of the project – which we need to do.  But, a essential piece of the project should be to try to understand and address what the gain/loss equation looks like to the people involved.  The transition of losing the “old” and gaining the “new” won’t be as difficult if there is an attempt to assuage the loss part of the equation, rather than just concentrating on the gains.

By: Collin Quiring

I know in previous posts I have droned on and on about ROI.  As I have mentioned in the past, ROI is a metric and is usually a financial (aka: highly measurable) item.  But, “value” is really the important item to think about.  While ROI is important it doesn’t always measure the true value to an organization.  For example, what is the value versus ROI of the Human Resources department?  From a purely measureable statistic they are a cost center but the value they provide to the organization is significant.

To that end, the Project Management Institute (PMI) has created a questionnaire that let you help determine value and priority for your organization.  PMI recently completed a massive study about the value of Project Management and then compares your answers to the results from that study to help determine what sort of assistance you might need.

Take a look at it and let me know your results!  The link is under the “PMI’s Practice Guidelines Tool” on the page at this URL:  http://www.pmi12.org/

By:  Collin Quiring

Gantthead has a series this month about project promotion and in at least one article has a suggested acronym for a department that would do this – a Project Promotion Office (PPO).  The specific article I am referring to is found at http://www.gantthead.com/content/articles/250290.cfm  (by Andy Jordan).  I like the concept of a PPO, or, as it amuses me to call it – a PMO’s PMO (Project Management Office’s Project Marketing Office).  I know, PPO is a better, shorter acronym, and probably makes more sense – but PMO’s PMO just has that certain ring to it that I like.

I have always thought that part of the Project Manager’s job is to continuously promote the value that they (and the PMO) are providing to the organization.  Combined with the concept of a PMO’s PMO, I saw a blog today about how a successful a PMO is doesn’t mean that it will be revered; but that it could actually lead to its demise (by Jeannette Cabanis-Brewin  at http://pmsolutions.com/blog/uncategorized/pmos-great/ ).

I think that getting an “official” department in an organization that is tasked to promote the PMO would be harder than pulling teeth.  However, every member of the PMO should be part of the PMO’s PMO.  This is particularly true if a successful PMO can actually put itself out of existence!

All this has solidified it in my mind that part of our daily work as Project Managers should be to advocate and publicize the value that the PMO is providing to the organization and to the individuals themselves – from the person with one task on a project to the executives looking at the entire portfolio. 

If the value of Project Management can be demonstrated to somebody outside the PMO, they just might become part of the informal PMO’s PMO!

By: Collin Quiring

I have a previous post about upgrading from Project Server 2003 to 2007 or waiting for 2010.  I mentioned some of the timing and costs associated with the two upgrades.  I recommend that you read that post, however, the Project Server 2010 Technical Review is released!  Microsoft has told me that I am the list of those that will get a chance to test it.  Of course, I will let you know what I think about it if and/or when I get a copy to test (within whatever confidentiality agreements!).

Here is what Microsoft has released about Project 2010 and I will start to upack some of these items in future posts:

Project 2010 builds on the Project 2007 foundation to provide an end-to-end work management platform. The key investment areas are targeted at letting you choose the right tools that can evolve with you:

• Enhance user experience and appeal
  • Fluent user interface
  • User controlled scheduling
  • Powerful new views
  • Web-based project editing
• Improve execution with effective collaboration
  • Integration with SharePoint Server 2010
  • Richer workgroup collaboration
  • Enhanced time/status tracking
• Unify project and portfolio management
  • Common user experience through full PPM lifecycle
  • Improved demand management
  • Better reporting and BI
• Simplify deployment and extend interoperability
  • Microsoft Exchange integration
  • 64-bit compatibility of client and server
  • No ActiveX dependency

By: Collin Quiring

Why is it that so many companies will honor and consider a Project Manager as one of the leaders of their PM organization when they have one large project?  One Project Manager is given a ten million dollar project and they are held in great esteem.  And, perhaps they should be – they are running a large project, or perhaps a “company changing” project, or “the next big thing” for a company, or, it may just be a run-of-the-mill large project for a multinational company.  They deserve recognition for being able to manage something of that magnitude.

Why is it, then, that the same companies will often have multiple “small” projects given to a “junior” Project Manager and not realize the value or magnitude of “company changing” projects that one Project Manager is controlling?  One Project Manager, given ten projects at one million each will have the same, or potentially greater, effect than the Project Manager that is controlling one large project.

My examples may be using larger dollar numbers than your company – but my point is that an organization needs to look at the magnitude of the projects that each Project Manager is administrating.  One large project might not be as important as multiple smaller projects.

So, which is more important 1 for 10, or 10 for 1 (1 project for $10 million, or 10 projects at $1 million each)?