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Projects and PM
Volume IX - Issue XII - December 2007
Featured Papers
UPMM – A Full Model for Portfolio Management By Stanisław Gasik What is a project portfolio? May it contain a set of investment project only? But in project-based organizations just commercial projects and their sets are much more important than investment projects. Moreover, in such organizations you may not easily strictly partition projects into investment and commercial. Usually the first commercial project of given type delivered to a customer is to some extent at the same time an investment project as the supplier develops new techniques then. So even the full model of investment portfolios must cover commercial projects. Should the portfolio management model focus on aligning processes as in PMI Portfolio Management Standard (PMI, 2006) or on executing, controlling, monitoring and closing processes as in Organizational Project Management Model Appendix I (PMI, 2003)? Of course it must cover both of these process groups. After selecting a mix of portfolio components (aligning processes) you have a lot of work to run and maintain a portfolio. The Unified Portfolio Management Model (UPMM) built over PMS and OPM3 and author’s own experience with managing portfolios in a project-based organization gives an answer to both of the above stated questions. It covers both types of projects and full portfolio life cycle.
Top of Page Churchill's Team By Mark Kozak-Holland Most people are very familiar with Winston Churchill but may not be familiar with his “agile” approach to project management and his skills as a PM in the summer of 1940. Part 15 looked at how Churchill how stiffened resolve, took the offense with decisive action, and focused on the morality of events. This was very pertinent to Churchill’s long term strategy. This article switches gears and looks at how Churchill’s organization prepared itself for the air battle to meet his short term objectives of staving off the invasion. For Churchill radio broadcasts were the core to his project communications and used to promote his strategy (Part 10). Combined with his governance framework (Part 11) this would allow his organization to pursue the complex project, the single objective of which was the survival of the U.K. The successes of his public communications after Dunkirk (Part 14) took the pressure off him and his team to execute the project.
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Why do Developers contribute to Open Source? By Bas De Baar Whatever your take is on projects, at the end of the day it is just a bunch of people working together to achieve a certain goal. To laugh, cry, pull pranks, play dirty tricks and show all other kinds of behavior towards each other. If you are lucky they even work to reach the final goal. If you take everything away, and put people in the center of what a “project” is, you will see a group of stakeholders interacting with each other, just like any other group of people would do. As a Project Manager it is your goal to herd the project crowd toward the required end result. If we put the behavior of project stakeholders to the front of a PM’s concern, the most important and essential question we can ask ourselves with the profession is: “Why do project stakeholders behave the way they do?” For the money, the glory and the girls. That would be the quick answer. Humans works for incentives, give us money and we will do the job. We also want to be famous. We do almost everything the get in the spotlights. And there are the girls, or boys, whatever you prefer. Before you expect an answer, this is one of the BIG questions of our species, which we haven’t completely figured out yet. But we have come far enough to shed some light on this topic. It is a crossing between economics, psychology and sociology. And yes, as a Project Manager you have a broad pallet of aspects to consider.
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