Last year I watched my daughter make her first solo flight in a light aircraft. That means she took off in an airplane on her own, and landed it. She was just 16 and had ten hours training. The first I knew it was happening was when the instructor said quietly to me, “You might want to stay around to watch this lesson!”.
If you haven’t experienced going solo in a airplane, this is pretty much how it works. After you’ve made three perfect landings in a row, the instructor casually remarks: “Not bad, why don’t you do the next three circuits on your own?” They then climb out of the airplane leaving you alone with the engine running and ready to go. At that moment the airplane seems tremendously quiet, the right-hand seat looks tremendously empty and the runaway looks tremendously short!
Continue reading “Going solo: The project management way!”
My construction project management students will generally tell me that Agile has no place in construction. Indeed, many feel that the PMI has alienated engineering and construction by their insistence of the integration of Agile in the Body of Knowledge. When it comes to the Agile frameworks such as SAFe and Scrum maybe the students are right.
However, I do have a deep suspicion that construction does, and has for some time, used agile approaches we just don’t call them Agile! Take the idea of ‘gamification’ which features in many Agile facilitation approaches.
Gamification is more than just playing games Continue reading “Being agile without a capital ‘A’!”
So, these two people meet. Discovering they were both teachers, the woman from New Zealand asked of her male English colleague, “What do you teach?”. “Mathematics.” he replied, “How about you?” “Me”, she replied, “Oh, I teach children!”.
How we frame what we do, the way we describe ourselves, what we do, and what we do it with, fundamentally affects how we manage ourselves. That’s just as true in project management as it is in education. As a professional project manager, what is it we say we do, what is it we say we are, and why does it matter? Continue reading “Project management: Have we lost the plot?”
If you are lucky enough to have attended the PMO conference in London in June then you may be already be reflecting on: How could the PMO improve? How can we increase the value of our PMO? What kind of PMO should we be?
A view that PMOs should not be permanent structures has gained ground recently. Todd Williams, in his insightful book on “Filling Executive Gaps”, suggests that PMOs are perceived as essentially bureaucratic and they all tend to outlive their usefulness. The need to re-invent and re-align the PMO every few years to remain valuable has almost become a mantra in PMO circles.
John McIntyre at the 2017 PMO conference talked about “How to survive that tricky third year”: and described how the PMO at Ticketmaster managed by doing more with less, deciding what to continue to provide and what to drop.
Continue reading “Renewing your PMO”