asapm logoWelcome to the asapm September, 2011 Newsletter!

This opt-in Newsletter is from asapm, the American Society for the Advancement of Project Management. We are IPMA-USA, the USA member association of the International Project Management Association. Enjoy!

In This Issue
1. Project Managers Are Change Agents: President's Message, by Stacy Goff
2. Wrap-up for Successful Sept. 8 IPMA Focus Event, In Ann Arbor, MI
3. The Keys To The Lazy Project Manager –– What Is "Productive Laziness"?
4. How does "The Apprentice" affect public perception of PM?
5. Four Tides Converge to Advance PM Competence and Performance
6. Unlocking PMO Profitability, by Darrel Raynor and Curt Finch
7. asapm Recommends: PMO Symposium; Orlando, Nov. 6-9 2011
8. Get Published, by Peter Taylor
9. An Unique Project, Unique Funding Idea: The Human Project App

1. Project Managers Are Change Agents: President's Blog, by Stacy Goff
Our Change Agents blog embraces the change that the practice of Project Management brings to the USA, and to Society. We post below a teaser from this month's blog posting; click the bold linked heading to see the posting.

Five Foundations for the Advancement of Project Management
On July 4, 2011 we noted asapm’s ten-year anniversary. We reflected on our intentions, progress, and achievements in our first ten years—and then, looked ahead at the next ten years. This article focuses on our intentions; but we cannot help but mention our progress. Not only have we helped to advance the practice of project and program management (an ongoing goal), we have inspired others to follow our lead: They are now also promoting (their own interpretation of) most of our Five Foundations, and many of our innovations.

We founded asapm after having been among the key drivers of success of other professional organizations, including Project Management Institute (Institute in the rest of this article). Many of us remained members of that great organization, and still do to this day. But we felt it was time for change. And what are project managers, if not change agents?

The Need For Change
Factors in 2000-2001 contributing to the need for change were many, a handful of them became our rallying points; they were also ingredients for our business case analysis in deciding whether to found a new organization, or to continue working to improve existing ones.

======================================

2. Wrap-up for Successful Sept. 8 IPMA Focus Event, In Ann Arbor, MI
IPMA FocusIPMA FOCUS was terrific! Sponsored by IPMA's Research Management Board and organized by Automobile Industry veteran Dr. Thomas Baumann, this event brought together Advanced PM practitioners, Researchers, Automobile Industry Experts and Supply Chain notables, University Professors, and professional organizations.This first-ever IPMA event in the USA breaks new ground, with a rich combination of perspectives from many different views.

The host for the event was Ross Business School at University of Michigan. With a great faculty, wonderful staff, and impressive philosophy for learning, including innovations and practical applications that distinguish The Michigan Difference, this site was a perfect match for our unique program. Our special thanks to Prof. Eric Svaan!

The Festival of Knowledge was originally named Expert Seminar, and was a popular IPMA event in the 1990s. Brought back several years ago, it has now been sponsored by IPMA's Research Management Board across Europe, Asia, Africa and now, America. This time, the focus (so to speak) was the Automobile Industry and its supply chain. We named it IPMA FOCUS because it is important for us to celebrate it as a Festival of Competence, moving beyond knowledge. And the US part of the name represents the United States. Thus, IPMA FOCUS. The next IPMA FOCUS or Festival of Knowledge event will be in Brisbane, Australia, just after the 25th IPMA World Congress in October.

The theme of the event was a look-ahead at project management needs for 2025. Comments from particpants include:
"I really enjoyed the Festival of Knowledge.  I was able to find out how similar my company's format for Project Management is to other companies. The section for project management and the brain piqued my interest and I look forward to finding out more about it. Once the group was comfortable and the discussion started, it was interesting hear the comments of others in my field."

"The Festival of Knowledge, "Trends and Future of Project Management in 2025" at the wonderful Campus from Stephen M. Ross School of Business University of Michigan was a clear demonstration about the requirements for PM in the future. Through a successful mix of research presentations as well as presentations of implemented PM-Processes in well established companies it was unambiguous demonstrated that PM of the future is more than a "time schedule with milestones". Project managers of the future must all be "little entrepreneurs". Therefore a global standardized procedure as well as global way of qualification is necessary. The research board of IPMA is on the correct way to establish these standards. Thank you for joining that conference -- congratulations and keep it up."

For those who missed this event, and who have access to the IPMA Family website, the presentations and more comments are in the Ann Arbor FOCUS group.

======================================

3. The Keys To The Lazy Project Manager –– What Is "Productive Laziness"?
We wondered when this would happen. For over a year, our readers have enjoyed the work of two author/groups. Peter Taylor began enthralling us with his articles about the Lazy Project Manager. And an enterprising trio of authors is on a mission to write 100 articles (their performance is on-track). And now, they have gotten together, with this article by Peter Taylor, Gareth Byatt, Gary Hamilton and Jeff Hodgkinson. The combined-talents result may be a bit familiar to long-time readers, but the reading is delightful. And, the odds are evened, as Gareth has a compatriot in Peter, who also speaks the Queen's English. Enjoy!

“Progress isn't made by early risers. It's made by lazy men trying to find easier ways to do something.” Robert Heinlein (1907 - 1988). The subject of this article is the keys to being a 'lazy' project manager. Now, by this, we do not mean that PMs should be lazy and leave everyone else to do the work. Obviously, that would be ill-advised and would result in an extremely short career in project management . . . in fact, most probably, a very short career, full stop!

What it is about is adopting a focused approach to project management, to exercise effort where it really matters rather than rushing around like busy bees involving ourselves in unimportant, non-critical activities that others can better address, or that, in some cases, do not need to be addressed at all.

Science behind the laziness – being focused. The Pareto principle (also known as the 80/20 rule) states that, for many phenomena, 80% of consequences stem from 20% of the causes. The principle was first suggested by management thinker Joseph M. Juran and was named after the Italian economist Vilfredo Pareto, who observed that 80% of property in Italy was owned by 20% of the Italian population. The assumption is that most of the results in any situation are determined by a small number of causes. For a project manager, the value of the Pareto Principle is that it reminds you to focus on the 20 percent that matters ... More

======================================

4. How does "The Apprentice" affect public perception of PM?
The Association for Project Management, IPMA-UK, always has a rich and delightful website. This Summer we spotted an interesting dialogue, discussing the impact of the popular TV show, 'The Apprentice," on public perception of the role and competences of Project Managers. The discussion closed out in July, but it makes an interesting read. Click the title, above to see this interesting discussion!

The last posting is by one of our favorite asapm contributors, Peter Taylor, who does a nice job of pulling together the loose ends. One thing is clear: The "project managers" on the popular TV show are certainly not IPMA-certified, competence-proven project managers! We assume that is why they are called "apprentices."

======================================

5. Four Tides Converge to Advance PM Competence and Performance, by Stacy Goff
This article is re-printed with permission from the 2011 PM Symposium, sponsored by University of Texas at Dallas, PMForum, and the Dallas chapter of PM Institute. We explore four strong forces, or "tides" that are driving project management certification, and indeed, effective pm learning, up-market. Of course, asapm IPMA-USA has always understood these forces. They have been addressed in our foundation principles since our asapm founding..

The tides are turning. At two prior UTD PM Symposia, we presented the case for improved pm performance; we have also done so at other major conferences around the World. In all cases, our message has resonated with pm professionals, as they seek a path of increased differentiation, and improved performance. These professionals especially resonate with our advanced pm practitioner themes. For example: While exam-oriented certifications are a great start; a major segment of practitioners demand something more to recognize deep expertise, achievement, and demonstrated project results.

These turning tides separate those who demonstrate end-to-end competence in projects and programs from those who focus on preparing for an exam. They distinguish those who demonstrate strong interpersonal skills, leadership skills, and savvy grasp of the workings of the permanent organization, from those who only know the technical aspects of pm. They showcase the abilities of those who can provide evidence to professional assessors that they demonstrate competence, and they can provide testimony of their successes. There are multiple strong tides at work here. Today, organization Executives and project stakeholders are demanding increasingly clear results from their project teams. And, Executives have now weighed in about what they really demand in their project managers—it is not basic pm knowledge, but the skills, behaviors, competences and results that only come from performing project and program managers.

The tides are not new, but they are increasing in their strength. Professional associations such as asapm® (USA), and IPMA® (worldwide), and others, already offer differentiating Advanced PM certifications. And now, Project Management Institute (PMI®) is embracing many of the same factors for its project management certification. Those factors include increased emphasis on behavioral skills and role prerequisites, and moving from knowledge towards competence. Why? In our opinion, it is an astute move to address Four Converging Tides ... More

======================================

6. Unlocking PMO Profitability, by Darrel Raynor and Curt Finch
The potential benefits of a project management office (PMO) are numerous and well-documented. However, many of the benefits never materialize. Take a look at PMOs over the years and you will see that many have restructured, dissolved, or constantly had to justify their existence during both economic downturns as well as high-growth periods. This is evidence enough that PMOs are not yielding demonstrable positive financial re-sults. This churn often causes years of frustration for both the PMOs and the projects and departments they serve. Changing the way in which the PMO is chartered, works, and is perceived within an organization can ensure that it offers plentiful advantages for the entire organization.

Two Problem Scenarios… And Strategies to Solve Them. One: The PMO is spawned by an executive with a big problem Let's consider this example: a client forms a PMO to salvage a huge contract with a customer. A very large project lags, causing late deliveries and missed expectations all around. Department staff is not completely honest with the customer, hoping that they will somehow be able to 'catch up.' They fall further behind and an executive is forced to intervene. Experienced senior project managers are brought in to assist with the prob-lem, turn around customer expectations, and evolve communication and estimation processes within three months. In another four months, the project managers turn the projects back over to a grateful department ... More

======================================

7. asapm Recommends: PMO Symposium; Orlando, Nov. 6-9 2011
We have participated in this event for the last two years; we recommend it as the best US event of the year for those who are involved with PMOs: Project Management Offices.

PMO Symposium 2011 is the must-attend event for program and portfolio management, PMO and organizational project management leaders.  This dynamic four day event, presented by the Project Management Institute and its Program Management Office Community of Practice, provides opportunities for PMO practitioners, portfolio and program managers, organizational leaders, and others with an interest in establishing or growing the value of organizational project management and the PMO to learn, network, and return home with practical, real world information to take their PMO to the next level.

What makes PMO Symposium unique?

PMO Symposium 2011 will be held at the Loews Royal Pacific Hotel, located at Universal Studios Orlando.  This magnificent AAA 4 diamond hotel is designed to please and pamper guests of any age. From numerous onsite activities to a professional business center to spacious guestrooms, Loews Orlando hotel is perfect for business and leisure travelers alike. Combining luxury and value, this deluxe hotel in Orlando FL is the ideal Florida destination.

======================================

8. Get Published, by Peter Taylor
We are always very cautious in publishing newsletter items that even sniff just a bit promotional. But Peter Taylor has long been a valuable contributor, and this short item has useful information for our readers. Who wouldn't want to have their own book to boast about? We are currently working on three books. Dr. Gary Kline wants to write a textbook series that highlights the IPMA differences for USA Universities. And IPMA is in the process of publishing several books right now. So Peter's topic is timely and useful. Thanks Peter!

Having my first book ‘The Lazy Project Manager’ published by Infinite Ideas changed my professional life. I had ambitions to widen my audience and to get on to the international speaking circuit. It was only once I had a book to support and promote me that I began to be noticed.

A book lends gravitas and authority to its author (assuming it's a good book and all the evidence suggests that ‘The Lazy Project Manager’ is indeed a good book!) It can set agendas. It receives reviews in trade media that raise the author's profile.

The book has helped me internationally, too. ‘The Lazy Project Manager’ has been a bestseller on Amazon Kindle store in the USA and I've had a huge number of enquiries for speaking gigs and consultancy as a result (I have presented in New Zealand, Brazil, USA, Germany, Poland, France, Romania, Sweden, Hungary, Netherlands and many more).

There are many project management books already in the market but there is equally an ever greater demand for knowledge and shared experience, guidance and advice as the profession of project management grows and grows.It is suggested that there are some 16 million people worldwide with the role or title of project manager! That is a massive audience that wants to hear from you.

So do you have a great idea for a book? ... More

======================================

9. An Unique Project, Unique Funding Idea: The Human Project App
Now, here's an interesting project! Click the link above; watch the video; read the text; explore the pages. Use your own judgement about whether to contribute or not, but The Human Project App has an interesting combination of vision, altruism, technology, and marketing. And, they know how to put together a promotion! This project appears to be politically neutral (we prefer not to take sides on political issues), and we'll watch their progress. Don't miss the Updates page!

__________________________

asapm, IPMA-USA, is the American Society for the Advancement of Project Management. We are a not-for-profit organization, staffed with volunteers who are dedicated to improving Performance Competence in Project and Program Management. asapm is a registered trademark of the American Society for the Advancement of Project Management. See our past newsletters at our website.

Click here to subscribe to this newsletter, or even better, to Join asapm, see the link at the bottom of most pages on the asapm.org website.

asapm is a registered trademark of the American Society for the Advancement of Project Management in the USA. Other marks are the property of their registered owners in the USA and other countries.