PRINCE2 – 2009

London, United Kingdom, May 29, 2009 –(PR.com)– Project management training and practice is about to undergo a fundamental change. PRINCE2, the most widely recognised professional project management certification in the UK and in Europe, has just undergone its first major refresh.

On 16 June 2009 the PRINCE2 2009 launch party will release three new core PRINCE2 manuals, new PRINCE2 examinations and a modern, stream-lined project management framework.

Changes will include scrapping the wordy, prescriptive detail of PRINCE2 2005, in favour of a more lightweight, generic project management method. Alongside the core PRINCE2 2009 manual will be a high-level guide aimed at members of the project board, who need a basic grounding in PRINCE2, but not the detailed understanding provided by the PRINCE2 Practitioner course.

Perhaps most exciting will be the launch of the PRINCE2 ‘Knowledge Centre’, an online PRINCE2 project management resource. The Knowledge Centre will include PRINCE2 templates, checklists and tutorials available for all PRINCE2 practitioners to download.

Knowledge Train, a leading PRINCE2 training organisation, has recently announced that the new PRINCE2 examinations will be available from the beginning of July 2009, although the old exam will still be available at student request.

Simon Buehring MD of KnowledgeTrain says: ‘Giving students the choice to decide their own PRINCE2 course and exam structure is a priority at Knowledge Train. All students will be provided with the up-to-date PRINCE2 2009 official manual (Managing Successful Projects), but both old and new exams will be available throughout the overlap period.”

For more information about PRINCE2 certificates and project management training-courses, please visit the http://www.knowledgetrain.co.uk website or call KnowledgeTrain on 020-7148-5985.

Every Complaint is an Opportunity

I heard this tonight on a commercial for Nationwide Insurance – “Every Complaint is an Opportunity.”  They said they are unique because they will listen to a complaint and try to do something about it.  I have a DVR, so I don’t watch many commercials at all, but I let the commercials play on the recorded show I was watching while I retrieved something from my office nearby and I heard this line.

The Unhappy Customer

That concept really struck me.  It’s sort of like Lessons Learned from a project standpoint.  I’ve always liked to approach my customer relations like this – every comment is important and any negative feedback means there’s something that needs to change to make this customer happy.

It may be that they’re not receiving the proper information, or it’s not timely enough for their liking or needs.  Or they feel that decisions are being made without their input or approval.  Or they’re not pleased with the performance or availability of a resource on the project.  Or maybe they’re just not happy with how the PM is handling tasks.  At any rate, they’re not happy and they’re complaining to someone. 

Take it Seriously

Those complaints can’t be taken lightly, even if you feel they are unjustified.  Each complaint is an opportunity to draw yourself closer to the customer.  An opportunity to fix a problem, fill a need, right a wrong, or ease a stress.  It may be nothing, but acting quickly and aggressively and letting the customer know that whatever it is that concerns them concerns you too is critical.  It’s critical for three key reasons:

• It lets your customer know their concerns are your concerns
• Your customer knows they are being heard and problems will be addressed
• As the PM in charge, you have begun to mend your reputation with the customer which has already been damaged to some degree just because there is a complaint – even if that complaint isn’t with the PM’s performance or even concerning something within the PM’s control

Document, Document, and Document

Be sure to also document all complaints and issues that are brought up by the customer.  Treat them just as you would any other issue on the project – put it on the on-going issues list, track it, discuss it during the weekly status calls and follow it till it’s resolved.  Your customer will be pleased that their issues and complaints have high visibility and are being addressed promptly.  In many of the companies I’ve done work for those weekly formal status reports are visible to everyone on up to the CEO so the customer will understand that their concerns are getting the highest visibility and attention possible.

Summary

Your customer is everything…and without them there is no project.  Treat their concerns, complaints and issues with the highest priority and attention – even if you feel there is no real issue.  Make them aware through some visible tracking method and ongoing discussions that the issue is being addressed.  Just knowing they are being heard and addressed will make customer satisfaction rise significantly and will likely lessen the frequency of future complaints.  Unsatisfied customers find more things to complain about.  Satisfied customers work with you to resolve issues before raising complaints to higher levels in the organization.

Five More Signs You’re Not Cut Out to be a Project Manager

My first article on the Five Signs You’re Not Cut Out to be a Project Manager received so much feedback, I figured there is room for a few more.  Let’s first revisit the initial list:

• Like Technology More than People
• All People, No Technology
• Don’t Handle Pressure Well
• Need for Constant Recognition and Praise
• Shaky Problem-Solver

It’s a solid list, but it definitely leaves room for a few more characteristics that would tell you that you’re probably not cut out to be a project manager.

Friends with Everyone

I liken this one to the mother who treats her daughter like her best friend but not like her daughter.  Same goes with a father-son relationship.  If you lose that position of leadership completely, it’s gone and it’s hard to regain.  The most successful projects I’ve led involved teams comprised of solidly skilled colleagues, but none of my closest friends within the organization.  When I have worked closely with co-workers that I would also consider ‘friends’, the results were never as good because that position of authority is grayed just enough to make things uncomfortable.

Lack Independent Thought Processes

This may sound a little odd, but what I’m referring to is someone who can’t really think for themselves.  I ran into this type of project manager while running an enterprise solution implementation for US Airways.  The project manager on the client side – the US Airways side – seemed to never have an original thought of his own.  The only information he attempted to contribute during status meetings was info everyone already had in front of them from my status reports and issues/risks lists.  We’ve all run into this type of individual before – the one who tries to sound valuable or on top of things by simply regurgitating information or agreeing quickly with everything.

We also know that does not make for a good PM.  The rock solid PM has original thoughts, is aggressive with action and decisions, and works confidently moving forward toward project goals.

Customer-phobic

Since customer-facing activities are the most visible tasks that Project Managers perform, it is key that the PM be comfortable presenting to and sharing information with the customer on a regular basis.  Projects can’t be run entirely by email…you have to pick up the phone and give the customer both good and bad information off and on throughout an engagement.  Depending on the type of project, you’ll likely have to meet the customer face-to-face a few times, if not regularly, throughout the project as well. 

PMs who are not 100% comfortable with this customer interaction need not apply.  Your customer management and communication skills must be top-notch or they’ll eat you alive.  And then request a new PM for the project….

Executive Management-phobic

The same goes for your own executive management.  At some point, a PM is going to find themselves on a very visible project that has been raised to the level of their executive management for attention.  Sitting in the office of the CEO having a conference call with the customer to resolve an issue (remember, customers can cry loudly!) is a very real possibility.  If the thought of this sends you running for the hills, then being a PM – at least a Sr. PM – is not for you.

Not Good with Deadlines

This one is obvious.  I should have already covered it, but I see that I haven’t.  An individual who perpetually procrastinates and just can’t meet deadlines is certainly not cut out to be a project manager.  Meeting deadlines is what a successful project is all about.  And as the PM, the example has to be set – the bar has to be set high.  Everyone on both project teams is watching and if deadlines aren’t important to the PM, then they won’t be nearly important enough to the other members of the teams.  Deadlines will only be important to them in terms of keeping their jobs, not in terms of success on the current project.

As always, I’d like to hear your thoughts via comments here on this site.  If you have additional signs to offer, we would all like to hear them and discuss them in this forum.  Thanks.

Five Signs You Aren’t Cut Out to be a Project Manager

Not everyone is cut out to be a Project Manager.  Being a PM is not an exclusive club.  It’s not even necessarily a highly desirable profession.  You get a lot of visibility, but not necessarily a lot of recognition.  That often goes more to the technical team than the PM, unless the project is very successful and highly visible.

I’ve written an article on the Background of an IT Project Manager and I’ve written five articles so far on the Characteristics of a Project Manager.  Here I’d like to look at five possible signs that indicate you may not be choosing the right career as a Project Manager.

Like Technology more than People

If you’re not a people person and prefer technology over people, then it’s not likely that you’re ready for a career as a Project Manager.  PMs are often thrust into customer-facing roles and are looked upon to lead a team of skilled resources on projects.  They must be ready to present materials, lead status meetings and status calls, initiate adhoc communication, and just in general be very confident dealing with people. 

If that’s not you, then run don’t walk.  If you prefer technology more than people you may be more designed for the role of the techie on the project – the person who develops the solution, not the individual who maps out how and when it will be delivered.  And patience with your team and the customer is critical.  If you don’t have patience, don’t sign up to be a PM.

All People, No Technology

Likewise, if you’re all about people but do not have any technical background then running IT projects as a PM is not for you.  I still contend that a good IT PM must have some technical background in order to be trusted, understood, and followed by the technical resources they are leading on a long project. 

You might get away with it on a very short engagement just by being a strong, confident leader.  But on a 6-12 month engagement or longer you’ll be exposed and the technical team will question decisions, etc.  I’ve seen it happen and I’ve witnessed very frustrated PMs who aren’t PMs anymore.

Don’t Handle Pressure Well

Being a PM means you have the target on your forehead for the entire project.  The Project Manager has to stay on top of status, project schedules, issues, risks and all project communications constantly.  Pressure is frequent throughout the project. 

If you don’t handle pressure well, then being a PM is probably not the best choice for you.  Being anything in IT is probably not for you, for that matter….because pressure on IT projects is felt pretty much throughout the entire team and throughout the entire project duration.

Need for Constant Recognition and Praise

Like I said earlier, you can get a lot of recognition, but it’s harder to get good recognition than it is to get bad recognition.  On the surface, much of the good recognition for a successful project will often go to the technical resources that developed the solution.  This, of course, depends on the company, but it is common…and it’s ok.  The developers likely did great work on a successful solution.  You led, but you didn’t create…and that’s ok. 

If you are one who needs constant praise, then a Project Management path is probably not for you.  It’s rewarding, but most of your rewards will likely come from the relationships you build on your teams with your team members and with your customer, not from the overflowing of praise and recognition you hope to get on a project.

Shaky Problem-Solver

Being a PM means you’re required to be a confident decision-maker.  Look to your team and other available resources – including your customer – as sources to help you solve issues and make decisions.  But if you’re inclined to run from problems or put them off and hope that they resolve themselves or that someone else steps up to solve them, then a PM career is not for you.

At every critical problem point, both your team and your customer’s team are going to look to you as the key leader and decision-maker and you can’t back down.  If you’re shaky in your decision-making or tend to be wishy-washy when it comes to problem solving and leadership, seek a different path for your own good.

Summary

These are just five – I’m sure I could come up with more and I probably will.  I would definitely welcome your input, as I’m sure the list could be nearly endless.  Please share your thoughts on what you’ve seen ‘not work’ in the PM field.  I’m sure everyone has some great colleague stories.  Thanks.

Project Management News

Tasks you fear to outsource but should try

But with traditional outsourcing opportunities all but played out, many enterprises are asking, “Is there anything left to outsource?”

Read the full article here.

International Institute for Learning Launches Preferred Partner Program for PMI Chapters

New York, NY (PRWEB) April 29, 2009 — International Institute for Learning, Inc. (IIL), the global leader in professional training in Project, Program, and Portfolio Management, Business Analysis, Microsoft® Office Project and Project Server, PRINCE2™, and Lean Six Sigma, has officially launched the company’s Preferred Partner Program, an opportunity for Project Management Institute (PMI) Chapters worldwide to receive exclusive benefits and discounts on training while earning revenue and recognition for their chapters.

“IIL has a profound appreciation for the efforts of PMI chapters and we have worked tirelessly to build strong relationships with our clients at this grassroots level,” said E. LaVerne Johnson, Founder, President, and CEO of IIL. “It is with great excitement that we expand upon these meaningful relationships with the launch of IIL’s Preferred Partner Program. We are deeply appreciative of the trust that is placed in our products and services and we invite PMI chapters to join us in empowering their members with enhanced training and valuable programs.”

PMINYC, the New York City Chapter of PMI, recently signed on to become the inaugural member of the Preferred Partner Program. With its enrollment, PMINYC’s 2,600-plus members will receive discounted training and the opportunity to obtain valuable PDUs at no cost. The chapter itself will receive a portion of every dollar that its members spend on training with IIL to advance their project management careers. These earnings then become profits for PMINYC to use for professional development, speaker fees, or other chapter needs.

Read the full story here.

Saudi Basic Industries Corporation Chooses Skire Unifier for Enterprise Project Management Solution

MENLO PARK, Calif.–(BUSINESS WIRE)–Skire, Inc., the leading provider of capital program, facilities, real estate and project portfolio management software, today announced that Saudi Basic Industries Corporation (SABIC) has selected Skire Unifier™ as its strategic enterprise project management system for supporting global project management across the company’s internal users and project partner organizations. The agreement represents one of the most significant Skire international customers to date and will provide a comprehensive implementation of the product’s capital program management capabilities.

SABIC is among the world’s top five petrochemical companies and its businesses are grouped into Chemicals, Performance Chemicals, Polymers, Innovative Plastics, Fertilizers and Metals. SABIC’s Engineering & Project Management organization oversees both mega-projects and site projects around the world.

Unifier met SABIC’s requirements for cost, schedule, quality, project gating, vendor qualification, safety oversight control and dashboard reporting functions. In addition, the system will be integrated with SABIC’s SAP system and provide interfaces for exchanging project information with partnering companies.

“We are pleased to be chosen by SABIC as their mission-critical enterprise project management system,” said Massy Mehdipour, Skire’s chief executive officer. “SABIC is an important Skire customer that furthers our position towards becoming a global industry standard. We look forward to helping SABIC maximize Unifier to provide enterprise-wide standardization, compliance and visibility.”

Read the full story here.