PMO Content Assets: Tip 10 - Continually improve your content assets.

Developing PMO content assets, such as a project management methodology, is not a one time effort. Seek to update your content assets on a regular basis, rather than allowing processes, policies, and supporting information to become out of date. Ongoing maturity of the organization, lessons learned from completed projects, implementation of new tools, delivery of training, and expansion of the PMO processes, both wide and deep, all occur continually and need to be incorporated and maintained in your PMO content asset framework. Those PMOs that fail to keep their content assets up to date will some find them irrelevant to the organization.

PMO Content Assets: Tip 9 - PMO policies are also content assets.

PMO policies are also content assets of the PMO. Such policies as how and when to use Earned Value Management (EVM), or how and when to pause a project, or how to use the enterprise collaboration platform, such as SharePoint, and when to create such things as project team sites and document folders, etc; these are all content assets of the PMO and they help the project teams and guide them to higher levels of performance. The only things worse than not having effective policies is having polices that no one knows about. Treat PMO policies as content assets, put them up in your PMO Content Asset framework, and use and improve upon them. Results will follow.

PMO Content Assets: Tip 8 - Integrate PMO dashboards into your processes.

Establish and maintain a presentation dashboard of the status of the top projects of the PMO. This is not a real-time dashboard or replacement of the reporting that a project portfolio management application provides. Rather, this is a high-level executive summary of such things as the overall status, schedule status, budget status, and risk status of the top projects of the PMO. Use the traditional green, yellow, red status indicators and where appropriate link the dashboard to your PPM tool for project details and link it to your collaboration platform for project documents. You will be amazed at how well received your dashboard will be by the executive team, functional managers, and project participants.

PMO Content Assets: Tip 7 - Integrate training into your processes.

Seek ways to integrate training into your processes. As your project management office team partakes in project management training, be sure to apply training program materials into the best practice steps so that they can be helpful to others. For example, you could place risk management training materials in the tools and techniques area of your risk management process step guidance. Likewise for scope, schedule, EVM, etc. When training is integrated into your processes, it extends the value of training to others improving the skills of the entire team.

PMO Content Assets: Tip 6 - Integrate tools into your processes, not the other way around.

Many PMOs with project portfolio management (PPM) systems confuse adherence to a best practice with using the features of a tool. Tools, even complex PPM tools, support your best practices and not the other way around. When you integrate processes into tools, you immediately become limited to the capabilities of the tool and in many case not all users will have per user login permissions to access the tool. Integrating tools into processes enables the PMO to best ensure the integrity of the project process, usage of all supporting tools, and longevity of use of the PMO processes, polices, and content assets.

PMO Content Assets: Tip 5 - Forgive human errors, but not process errors.

Similar to a "Fix the process, fix the problem" mindset, create an environment that forgives human errors, but not process errors. Why was the human error made? What process, or lack thereof, led to the error? If there error was related to lack of knowledge or skill, what process led to work being assigned to an unready worker? Seek to identify and fix the root cause of the problem. First time human errors are always forgivable, repeat errors are not.

PMO Content Assets: Tip 4 - Establish a "Fix the process, fix the problem" mindset.

Too often, organizations have a bad mindset. Some organizations are always in a rush. They never have time to develop even the simplest of process, but the always have time to do it over and over gain. Other organizations are always in a fire-fighting mindset and never make the time to prevent the cause of the fire. Establish a good mindset. Focus on fixing broken or inadequate processes, the problems will soon abate.

PMO Content Assets: Tip 3 - Let process owners own it.

The best way to ensure that your PMO processes and best practices are kept up to date is to name process owners for every process of the PMO. Charge them with the responsibility to develop, maintain, update and continually improve their assigned processes. All content assets, not just the methodology and templates, should be integrated into the PMO processes and best practices and maintained.

PMO Content Assets: Tip 2 - Don't confuse the cookie jar with the cookies.

After implementing project portfolio management tools and collaborative applications such as Project Server and SharePoint (or equivalents), many PMOs soon discover that something is missing. Enter PMO Content Assets. Without such PMO Content Assets as the project management processes of the PMO, guidance, and supporting templates, PMO policies for executive dashboarding and document management, and supporting resources for "learning as you do" and "doing as you learn," the tools implemented by the PMO may very well fail to live up to expectations. Tools and applications are like the cookie jar. The data that is put into them and the PMO Content Assets that support the integrity of the project effort and tool usage are the cookies.

PMO Content Assets: Tip 1 - Think outside the box.

PMO Content Assets are far more than just a project management methodology and set of project management templates. They are all of the "things useful" that support and improve the management of projects and the management of the PMO. PMO Content Assets consist of processes and templates, management policies and dashboards, supporting guidance, practical tips and techniques, and a high degree of descriptive and functional linkage to the tools and applications used by the PMO such as PPM tools (Microsoft Project Server) and collaboration platforms (Microsoft SharePoint).

PPM Software Selection Project: Tip 10 - Select a vendor.

Be mindful that there is a point of diminishing returns on the time that is spent in evaluating vendors and their product offerings. The leading software solutions will address a majority of the business requirements of most customers and few customers will implement and use all of the features of the vendor's product. While the identification of all costs is important, too much focus on price can overshadow other vendor selection criteria such as how well the product meets the needs of all of the intended users, how well it works with your existing architecture, and the extent to which it can be easily and effectively used in support of the project mix of your PMO.

PPM Software Selection Project: Tip 9 - Judge the vendors.

All vendors have strengths and weaknesses. Before making a final decision, judge the vendors on their track record. Key considerations include their reputation, their customer base, their years in business, their financial condition, and their long term strategy. Seek to discuss the performance of the vendor and their offering with at least three customer references. If the vendor and their product were successfully implemented at organizations similar to your own, then you can expect a similar success.

PPM Software Selection Project: Tip 8 - Test the vendor products.

Request the vendors to a testing environment for their software. Test each of the shortlisted vendor product offerings with data that best represents your business environment. Used experienced staff that understand the how the products work to evaluate the capabilities of the software and results achieved of the product tests.

PPM Software Selection Project: Tip 7 - Select a short list of three vendors.

A small number of vendors is desired for the short list. The detailed set of requirements will result in identification of needs that can best be met by two to three vendors. Too many vendors making the short list is an indication that requirements definition has not produced differentiating features and that any product can do.

PPM Software Selection Project: Tip 6 - Generate requirements from process mapping.

Process mapping will identify requirements critical to the success of the PPM software application. Use process mapping to arrive at a full view of requirements including both the requirements to be addressed by the PPM application and the requirements to be addressed outside of the PPM application.

PPM Software Selection Project: Tip 5 - Integrate the appropriate software tools into the project management process.

Use your project management processes to contextual show how the various software tools and applications are used throughout the entire project life cycle. Document inputs, outputs, and tool usage best practices, tips and techniques. Do not limit tool integration to just the project portfolio management application.

PPM Software Selection Project: Tip 4 - Document the proposed project management process.

Before continuing with software selection, document the proposed project management process. If the current project management process is not working effectively, correct the process. If specific project management goals are not being met, perform root cause analysis to determine the required improvements in the current process. Until such time as the project management process has been thoroughly documented, hold off on further PPM software selection activities.

PPM Software Selection Project: Tip 3 - Set improvement objectives.

In order to define and prioritize requirements, set improvement objectives early on in the PPM tool selection process. Document and gain agreement on both the current state as well as the desired state. And to achieve the goals of the desired state, set measurable objectives to be achieved. This will keep the software evaluation and selection process on track and aligned to business needs, rather than vendor software bells and whistles.

PPM Software Selection Project: Tip 2 - State the business problem.

State the business problem driving the selection of the PPM solution. Does the current system or tool fail to provide the needed functionality for managing projects and resources? Do specific needs exceed the abilities of the current system? Is project performance below management expectations? The first two problems are more easily addressed from a tool perspective, whereas the third is more problematic. If processes are flawed or non-existent, software will not help.

PPM Software Selection Project: Tip 1 - Treat PPM software selection as a project.

When selecting a PPM solution, manage the selection process just as you would a project. Applying good project management techniques in the effort will ensure that the solution you select best meets the requirements for which the solution is intended and justified. A rich in function solution that provides features that are not needed may not be better than a simpler solution or approach that meets the core needs of the organization. Likewise, a simple solution might not provide long term viability as the organization matures. Use project management techniques to ensure focus is placed on needs and requirements as opposed to vendor bells and whistles.

Continuous Improvement: Tip 10 - Establish core values.

Establish the core values that comprise the continuous improvement culture such as a focus on supporting the customer, teamwork throughout the extended enterprise, receptivity to evolving continuous improvement concepts and tools. These core values will create a sense of belonging and a common vision for all involved.

Continuous Improvement: Tip 9 - Communication planning.

Ensure regular communications to foster collaborative interactions among leaders, stakeholders, and practitioners at all levels. Take advantage of communications techniques appropriate for the information being conveyed. Where needed, schedule face to face meetings and where not needed, use the communication and collaboration tools and capabilities of the enterprise to keep all members updated and involved.

Continuous Improvement: Tip 8 - Measure performance.

It is not possible to improve what is not measured. Determine in advance the approach and techniques to be used in measurements. Scorecards can be useful to monitor the key performance indicators of processes that support capability and performance.

Continuous Improvement: Tip 7 - Use a consistent approach for projects.

A consistent and structured approach for project identification and execution will provide the organization with the ability to identify, select, and manage continuous improvement projects. The continuous improvement project process should also provide post-closing process steps to continually refine the improvement project methodology and to act upon the lessons learn from the project effort.

Continuous Improvement: Tip 6 - Ensure a penalty-free exchange of ideas.

In many organizations, expressing one's opinion on how to do things better may not necessarily be a welcomed activity. Management can feel threatened or pressured to act resulting in immediate resistances. And, those expressing ideas may be viewed as complainers or trouble makers. In such an environment, it doesn't take long for the potential risks of making a suggestion to stifle enthusiasm and participation in improvement oriented thinking. Ensuring a penalty-free exchange of ideas is beneficial to both the giver and the receiver of new ideas and approaches and will ensure a safe two way exchange of thoughts and ideas.

Continuous Improvement: Tip 5 - Educate the workplace.

Like any other business strategy, ongoing education of the workplace is critical in establishing awareness, developing skills, and institutionalizing the needed mindset and behaviors to bring about effective change. It is no different with Continuous Improvement. Expect and overcome resistance to change with ongoing training, reinforcement of expected behaviors, and recognition of those who are learning and doing.

Continuous Improvement: Tip 4 - Facilitate process-centric thinking.

Process-centric thinking does not have to be overly complex. Sometimes, all it takes is a thoughtful examination to uncover significant areas for improvement. Rather than tolerating mistakes and repeat errors, facilitate process-centric thinking to continually improve, correct, and overcome execution difficulties.

Continuous Improvement: Tip 3 - Think Kaizen and Cross the Chasm.

Many people advocate Kaizen oriented thinking and behavior where continual small, incremental improvements provide tremendous benefits in performance and end results achieved over time. Others advocate a Crossing the Chasm mind set where drastic change is introduced completely replacing inefficient execution rather than slightly improving upon it. In a continuous improvement culture, there is room for both approaches. And often, after the mega change associated with Crossing the Chasm improvement initiatives is implemented, a Kaizen mind set is required to refine and continually improve upon such change.

Continuous Improvement: Tip 2 - Establish an enduring culture.

For continuous improvement to work, there must be a relentless focus on and commitment to getting things right. Adaptability and an action oriented leadership team are inherent components of a continuous improvement culture. Resistance to change exists in all organizations to a degree and it must be recognized for what it is, an impediment to improvement.

Continuous Improvement: Tip 1 - Recognize the problem.

For most organizations, a change in behavior does not come naturally. Though one might think that continuous improvement would be a natural mind set for the PMO, in reality few PMOs have a culture of continuous not to mention processes or best practices to facilitate it. Sure, lessons learned are documented as part of project closing, but they are almost always filed away and forgotten rather than acted upon. The first step in establishing a continuous improvement mind set is to recognize the problem. That is, recognize the fact that your organization does not have or could do quite better exhibiting a continuous improvement mind set.

People Management Skills: Tip 10 - Be objective.

There are several aspects to being objective. For example, being consistent, constructive, and fair in your communication is on aspect. This objectivity will give you a solid foundation and make you appear reliable to others giving them confidence in you. Another aspect is not playing favorites. This requires discipline and attention as it is easy to find favorites in those that perform well and are likeable. And lastly, being objective means taking time to fairly and accurately observe yourself and assess how well you are doing. Often times, the first person that knows when you have done something truly extraordinary or not as well as you should have, is that person in the mirror. Take time to get to know that person.

People Management Skills: Tip 9 - Translate, don't just broker the information.

Passing down everything you get from above, without adding context and emphasis, isn't that helpful. Frame the direction from the executive team so your employees get well-informed and get an opportunity to remain optimistic. This will help to ensure that they can see, understand, and buy into decisions from above and relate to what those decisions will mean to their own work at hand.

People Management Skills: Tip 8 - Manage by agreement.

Most employees understand their duties and the goals and objectives of the organization and will do everything possible to meet them. But often times, in addition to the business as usual performance objectives it can be very helpful to establish an agreement for that which is to be accomplished. And, when employees have said out loud that which they will do, you can usually count on them getting it done.

People Management Skills: Tip 7 - Document, document, document.

When it comes to managing people, all key conversations, both good and bad, should be documented. Little, if anything, should be only verbally exchanged. Managers are, and need to be, accountable for their assessments, decisions, and actions, especially when it comes to people management. In good times, this will demonstrate good people management and keep the momentum going. In bad times, it will best serve and protect all in involved; the manager, the employee, and the company.

People Management Skills: Tip 6 - Coach, counsel, then discipline.

Most project managers are high value employees that require very little management. In fact, many project managers manage their bosses more than their bosses manage them. When you are managing your team, whether project managers or others, seek to first coach, followed by counseling and finally discipline. Coaching is proactive encouragement to achieve agreed to goals. Counseling entails a closer attention to a problem identified by you with a specific request for change. And, discipline is the use of punishment as an incentive for the change that you have previously requested. Discipline should only be considered after having coached and counseled.

People Management Skills: Tip 5 - Acknowledge end results achieved.

At a psychological level, employees value and need acknowledgement of their work, both good and bad. Acknowledgement should not interfere with the employee manager relationship, rather it should enhance it. Seek to understand and acknowledge both the effort as well as the end result achieved of the employee. As always, the end result achieved should be the basis of the employee's performance appraisal.

People Management Skills: Tip 4 - Find the right span to manage from.

Most employees do not like micro managers as they manage to close resulting in an employee disempowerment, lack of trust, and reduction of motivation. Absentee managers are no better as they provide insufficient guidance, control reporting, and often are not even there. The optimal span is somewhere in between where you can provide direction and guidance, management review, and regularly two way communication.

People Management Skills: Tip 3 - Make the career of your employee a priority.

The better your employees perform, the better you as manager will have performed. Ensure your direct reports have career goals and a career path and seek to establish and confirm those areas of assistance and facilitation that you can provide. Your actions on the behalf of the careers of your direct reports are the truest measure of priority you have made.

People Management Skills: Tip 2 - Think of people management as a role.

Some people think of people management as being a boss of some kind. Being a good boss doesn't necessarily mean being your employee's friend. Rather, it entails providing direction and feedback and then doing all that you can to make sure that your employees can, and are allowed, to do their jobs.

People Management Skills: Tip 1 - Acknowledge people management as a skill.

Are you good at People Management? Surprisingly, most managers respond in the positive, yet survey after survey provides quantitative and qualitative data suggesting otherwise. As a first step, acknowledge that people management is a skill unto itself and it is different from your core technical skills. If you are not good at it, work at getting better.

Project Portfolio Management: Tip 10 - Remember who the boss is.

Project portfolio management can be a tremendous discipline for management and the leadership team. It will facilitate the strategic alignment of projects and programs to the priorities of the business. However, there will come times when the business intuition and market instinct of the CEO and the top tier executives will seemingly compromise the portfolio management process and available metrics. Hence, there always needs to be a certain degree of flexibility and understanding that no matter how regimented the process is made to be, certain data points and judgments might very well fall outside of the process to no discredit of all those involved.

Project Portfolio Management: Tip 9 - Anticipate business opportunities and constraints.

Economic cycles and business issues can impact the project portfolio both positively and negatively. Many of these new business opportunities and constraints can be identified and acted upon early to manage the portfolio and to confirm the integrity of the programs and projects of the portfolio. Being continually aware of and acting upon these business opportunities and constraints will ensure the project portfolio is balanced and optimized.

Project Portfolio Management: Tip 8 - Be open to project failures.

Most project management methodologies anticipate project difficulties and provide monitoring and controlling processes for change, issues, and problem management. However, the resulting mindset for the project effort can often be singularly focused on getting the project back on track to the exclusion of any real consideration given to the fact that the project may very well be failing. Be open to the possibility that the project effort could be failing and should be scrubbed from the portfolio.

Project Portfolio Management: Tip 7 - Use executive dashboards.

Few executives will take the time to login to your PPM tool much less navigate through reports or search through data. They will no doubt want the PMO to have and use and master the PPM tool and its capabilities, but they themselves may or may not be so inclined. Whether within your PPM tool or external to it, maintain high-level executive summary dashboards that serve to both provide an executive overview of the status of the top projects of the portfolio and to provide direct access to the appropriate area of the PPM tool where useful reports and data can be immediately accessed.

Project Portfolio Management: Tip 6 - Use the tool in your operations reviews.

Use the capabilities and outputs of the PPM tool to make decisions. If different tools, reports, and data is being used for management and review, it won't take long for the support for the PPM tool to dissipate. Conversely, if the PPM tool is used as the driver of portfolio management operations, then all involved will get and stay on board.

Project Portfolio Management: Tip 5 - Forgive human errors, but not process errors.

Don’t assume things will automatically play or can run on auto-pilot. Business dynamics and changing conditions prevail and require portfolio agility, the ability to stay current with your investment status and respond to changes. Also prevalent can be legacy attitudes, behaviors, and quiet dissension from those that fared well under the old system. Expect human errors and execution difficulties. In fact, embrace them, as they can lead to an understanding and resolution of those things in the process that led to the problem in the first place.

Project Portfolio Management: Tip 4 - Use a proven PPM tool.

PPM involves tradeoffs of value, cost, resources, and risk. This can quickly become complex and requires software that can mathematically weight, balance, and optimize a portfolio in a seamless manner. In selecting PPM tools, organizations should look not only at the breadth of functionality the tools offer, but also at the vendor’s experience in PPM. With the evolving market for PPM tools and solutions, vendors who have the most implementation experience are the ones who are likely to have the most sophisticated and scalable solutions.

Project Portfolio Management: Tip 3 - Develop a governance process.

PPM implementations with a strong governance structure will be more likely to be accepted and to work. Things to consider include: timing, decision style, organizational level, thresholds, decision criteria, and decision making. Understanding each of these areas will help structure an effective governance process for the organization.

Project Portfolio Management: Tip 2 - Avoid the "Big Bang."

Don’t overwhelm the organization with a “big bang” approach. Each organization is different in terms of its level of maturity and ability to handle change. A phased approach should be used based on an assessment of the company’s abilities. In implementing PPM, seek to identify your strengths and weaknesses, use a proof of concept, rollout PPM with a toleration for information that is not perfect. And whatever approach and tools are selected, don't go too long without showing results.

Project Portfolio Management: Tip 1 - Start at the top.

Start at the top with senior management buy-in and participation. Senior management buy-in is required to achieve consensus, motivate, and to ensure adherence to the processes, tasks, and activities required to manage the project portfolio. Without senior management participation, project portfolio management doesn't work and you are likely to end up with, or return to, a squeaky wheel gets the grease mindset for those involved.

Software as a Service: Tip 10 - Low cost of exit.

SaaS solutions are just as easy to terminate as they are to start. Often times, a key issue that internal information technology organizations have to deal with and manage to is how best to replace a solution or technology. And, in addition to the technical and application transition considerations are the people considerations such as no longer needing or being able use resources that were dedicated to supporting the solution. With SaaS, these resources work for the vendor, not customer, making it much easier for the customer make solution decisions without having to worry able staffing consequences.

Software as a Service: Tip 9 - Meeting short term solution needs.

Often times, business units within a company have interim solution needs such as product launches, new office openings, organizational transitions, and business development initiatives. Typically, the application solution needs of such short term endeavors cannot be easily met by the IT department or even focused on due to other priorities. SaaS provides an easy and flexible alternative to meeting short term solution needs as SaaS offerings can be easily acquired, used, and terminated when no longer needed.

Software as a Service: Tip 8 - Reducing capital expense.

In addition to technology and operational benefits, SaaS offers many companies the financial benefit of eliminating the capital expense associated with new application deployments. This not only is attractive to the CFO, but can also result in an acceleration of the project approval process because SaaS solutions are typically treated as operating expenses and simplify the corporate review process.