POTI: A Model for Programme Blueprints

The OGC’s Managing Successful Programmes (MSP) framework uses a categorisation process to identify areas of scope that should be considered by the programme Blueprint.

A Blueprint is a detailed vision for the organisation, covering what the organisation will look like when all the projects are completed, the programme is wound up, and the business transformation is done.  Typically, you would only write a Blueprint at programme level, so project managers will ‘inherit’ a Blueprint from their programme manager.  If you are leading a project as part of a bigger initiative being managed as a programme, ask to see the Blueprint if you haven’t already.  It will help set your project in the wider context of what the business is trying to achieve.

In particular, Blueprints use the POTI model as a way to define the scope of what is going to change once all the projects in the programme are complete.  POTI sets out the scope of the programme at a high level.

POTI stands for Processes, Organisation, Technology and Information.  These four areas make up a comprehensive view of all the elements that form the programme scope.

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A Project Management Historical Timeline

While reviewing my latest copy of Project Manager Today – a UK-based PM magazine – I was reading their article entitled “A Profession is Born” which looks back on the 20-year history of the publication. Included in the article is a timeline of some key points in project management history – though with a very UK twist to it.

I decided to put together a more all-inclusive timeline by grabbing some info from Wikipedia and whatever other sources I could find.  The resulting timeline follows – I hope you find it as interesting as I did. If you have anything that should be added or revised – please let me know…I’m always interested in accuracy and completeness.

Project Management Timeline

1910s

• 1910 – The Gantt Chart developed by Henry Laurence Gantt (1861–1919)

1950s

• 1954 – Bernard Shriever (US Air Force) coins the term Project Management
• 1956 - The Critical path method (CPM) invented by Du Pont employees
• 1956 – The American Association of Cost Engineers (now AACE International) formed
• 1958 – The Program Evaluation and Review Technique (PERT) method invented and used on the Polaris project

1960s

• 1962 – DoD/NASA publish a description of the Work Breakdown Structure (WBS)
• 1967 – The International Project Management Association (IPMA) founded in Europe
• 1969 – Project Management Institute (PMI) launched to promote project management profession

1970s

• 1973 – International Computers Limited (ICL) offer PERT on a mainframe computer
• 1974 -PROMPT method launched (later known as PRINCE2)
• 1975 – PROMPTII methodology created by Simpact Systems Ltd (source: PRINCE2 manual)
• 1975 – The Mythical Man-Month: Essays on Software Engineering by Fred Brooks published
• 1979 – Central Computer and Telecommunications Agency (CCTA – later known as Office of Government Commerce or OGC – UK) adopt PROMPT II

1980s

• 1980 – First ‘on screen’ bar chart on early PCs
• 1981 – UK Army adopts PROMPT method
• 1984 – The Goal by Eliyahu M. Goldratt published
• 1986 – Scrum was named as a project management style in the article The New New Product Development Game by Takeuchi and Nonaka
• 1987 – First Project Management Body of Knowledge Guide (PMBoK) published as a white paper by PMI
• 1989 – PRINCE method derived from PROMPTII is published by the UK Government agency CCTA and becomes the UK standard for all government information projects

1990s

• 1996 PRINCE2 published by CCTA (now OGC) as a generic product management methodology for all UK government projects.
• 1996 – First published edition of the PMBoK appears
• 1997 – Critical Chain by Eliyahu M. Goldratt published

2000s

• 2000 PMBoK second edition published
• 2001 Agile Alliance formed to promote “lightweight” software development projects
• 2004 PMBoK third edition published
• 2006 Total Cost Management Framework release by AACE
• 2008 PMBoK fourth edition published

PRINCE2:2009 is here!

It’s been two years coming, but the new version of PRINCE2 is now here! PRINCE2:2009 was launched in London on Tuesday at an event simultaneously webcast live. Around the world user groups gathered to see the speakers summarise the main changes to the content, publications and exams – including the Slovakian group who were holding their own launch event and watching the event in London unfold over the internet.

PRINCE2 is used in countries all over the world and Practitioners can be found on all 7 continents (even Antarctica!). It has taken a significant effort to update the methodology. Thirteen organisations were involved in piloting the new approaches, which provided the authoring team with the ability to field test their recommendations and new text. For the last couple of years Andy Murray’s name has been synonymous with the Refresh, and as lead author he managed a team of 5 to deliver the new version.

The new version is different in two major ways: the handbook has been split into two and the content has been overhauled.

Instead of the one (iconic) red handbook there are now two guides, tailored to be role specific. Managing Successful Projects with PRINCE2 is written for project managers, team managers and those involved with project support. It includes all the information you would expect on running a project. Directing Successful Projects with PRINCE2 is aimed at senior managers who have a role on the project board. It covers the project environment, what is expected of the senior stakeholders and how to tailor PRINCE2 to suit your organisation.

Tailoring PRINCE2 for your company is one of the areas that is given more focus. Apparently the team has received feedback over the years highlighting the fact that it is difficult to know exactly how to scale the methodology for different types of project. The new version has specific guidance on that, which should make it easier for new organisations to adopt PRINCE2.

There are other content changes too. The new version is less prescriptive, with fewer management products. There is more emphasis on seeking lessons learned and ensuring these are applied successfully. Quality plays a bigger part, as does the business case and benefits management. There is also more guidance on the use of tolerances, managing issues and changes. Finally, the methodology has been brought into line with other OGC offerings to ensure consistent terminology is used. This also makes it easier for organisations who are using other OGC standards like MSP or MoR, as the approaches are now linked in a more cohesive way.

The exams have not changed as much as you would expect, given the content update. The message from Emma Jones, Chief Examiner, was ‘evolution, not revolution’. The syllabus has been rewritten, but from a candidate’s perspective the exam experience should remain almost the same.

The Foundation paper is still multiple choice. For those candidates who go on to do the full Practitioner certification, the exam is shorter by half an hour, and the pass mark has gone up a little bit. Practitioner certification still lasts for five years, after which point candidates have to take a further exam. Re-certification is still a paper of one hour, and again the pass mark has gone up a little bit.

The new books are available now, but training companies have six months (effectively to the end of 2009) to update their course materials to ensure they are teaching the up-to-date syllabus. The new exams are available from 6 July 2009. Advice from Andy Murray on Twitter recently was that if you are looking to sit the Foundation or Practitioner exams for the first time, you can take either the old or new style, whichever your training provider has available. However, if you are re-certifying, you may be better off taking the exam with the new syllabus.

The new syllabus has one final advantage for candidates: the books are half a kilo lighter than the old red handbook, so they are a lot easier to carry around for people studying on the move!