tom gorham class content
TRANSCRIPT
Road AccidentThree Nested Talks on the Theme of Project Management
copy 2009 Planview Inc | 2 | Company Confidential
The Independent Leader in Portfolio
Management
20 Years of Innovation
Recognized Market Leader by Industry
Analysts
Over 500 Customers Worldwide across
Every Industry
A Single Focus
copy 2009 Planview Inc | 3 | Company Confidential
Insurance Manufacturing PharmaceuticalHealthcare Other
Financial Services Technology Retail Public Sector Energy and Utilities
Premier Customers Worldwide
copy 2009 Planview Inc | 4 | Company Confidential
Market Leading Products
N
copy 2009 Planview Inc | 5 | Company Confidential
Topic One
An Overview of the Project Management Ecosystem
An exploration of where project management practices touch related practices in a corporate environment
strategic planning
annual planning
demand management
product management
resource management
vendor management
asset management
infrastructure management
quality management
software change management
audit
and how that shapes success as a PM
copy 2009 Planview Inc | 6 | Company Confidential
Topic Two
Expressive Work Breakdown Structures
Moving beyond the WBS as an engineering decomposition of
deliverables to using the WBS as a tool for
Communicating delivery processes
Defining commitments
Managing to those commitments
copy 2009 Planview Inc | 7 | Company Confidential
Topic Three
What Would I Tell my Children
After 25 some years
Planning and managing projects
Building organizationrsquos project and service delivery
capabilities
Defining and deploying program project management
and systems delivery methodologies
Hiring firing coaching mentoring and working for and
with project managers
Irsquove hopefully learned something of lasting value that will help
someone have a happier more successful career
copy 2009 Planview Inc | 8 | Company Confidential
Project Management is all about commitmentshellip
Making them
Meeting them
OBTAINING them
Get comfortable with it or choose another career
Take a class in negotiating
Read a book
copy 2009 Planview Inc | 9 | Company Confidential
Not everyone thinks like youhellip
Understand how you are most comfortable relating to the world
and understand how others gather information and make
decisions
Your job is to
Understand your stakeholderrsquos needs
Obtain commitments
Drive to decisions
unless you can communicate your ability to be effective will
be limited
Find a way to take the Meyers-Briggs Type Index
Understand what the results say about you
Understand what the results say about how you
copy 2009 Planview Inc | 10 | Company Confidential
All things are not created equalhellip
Act like a four year old and ask lots of questions
Your job is to understand what deliverable and what
requirements are more equal than the others
How does your project contribute to realizing a strategy
What business outcome is your project to achieve
What requirements make the greatest contribution to achieving that
outcome
Which stakeholders have the greatest impact on achieving that
outcome
Why is that date important
If your are feeling really geeky read up on Quality Function
Deployment
copy 2009 Planview Inc | 11 | Company Confidential
The criteria for success is fluidhellip
Understand it and control it
Everyone wants a project to be successful and its okay to help
them by shaping the criteria for success
Donrsquot be an order taker
copy 2009 Planview Inc | 12 | Company Confidential
Manage in the roundhellip
Donrsquot fixate on one group at the expense of another
Manage up Project owners
Project sponsors
Business leadership
Manage down Project contributors
End customers
Manage sideways Stakeholders
Resource owners
Gate keepers
Understand your organizations ecosystem
copy 2009 Planview Inc | 13 | Company Confidential
Understand your organizations ecosystem
Projects almost never live in isolation but live in the context of
ldquothe enterpriserdquo and must
contribute to corporate objectives
comply with corporate standards
integrate with corporate processes
depend on corporate services
Sometimes this knowledge is embedded into product
development project management and system delivery
methodologieshellipand sometimes its not
In order to be successful you need to be able to navigate the
complexities the ecosystem
copy 2009 Planview Inc | 14 | Company Confidential
Organizational Ecosystems
Strategic planning
Annual planning
Demand management
Program management
Product management
Resource management
Vendor management
Asset management
Infrastructure management
Quality management
Software change management
Audit
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 2 | Company Confidential
The Independent Leader in Portfolio
Management
20 Years of Innovation
Recognized Market Leader by Industry
Analysts
Over 500 Customers Worldwide across
Every Industry
A Single Focus
copy 2009 Planview Inc | 3 | Company Confidential
Insurance Manufacturing PharmaceuticalHealthcare Other
Financial Services Technology Retail Public Sector Energy and Utilities
Premier Customers Worldwide
copy 2009 Planview Inc | 4 | Company Confidential
Market Leading Products
N
copy 2009 Planview Inc | 5 | Company Confidential
Topic One
An Overview of the Project Management Ecosystem
An exploration of where project management practices touch related practices in a corporate environment
strategic planning
annual planning
demand management
product management
resource management
vendor management
asset management
infrastructure management
quality management
software change management
audit
and how that shapes success as a PM
copy 2009 Planview Inc | 6 | Company Confidential
Topic Two
Expressive Work Breakdown Structures
Moving beyond the WBS as an engineering decomposition of
deliverables to using the WBS as a tool for
Communicating delivery processes
Defining commitments
Managing to those commitments
copy 2009 Planview Inc | 7 | Company Confidential
Topic Three
What Would I Tell my Children
After 25 some years
Planning and managing projects
Building organizationrsquos project and service delivery
capabilities
Defining and deploying program project management
and systems delivery methodologies
Hiring firing coaching mentoring and working for and
with project managers
Irsquove hopefully learned something of lasting value that will help
someone have a happier more successful career
copy 2009 Planview Inc | 8 | Company Confidential
Project Management is all about commitmentshellip
Making them
Meeting them
OBTAINING them
Get comfortable with it or choose another career
Take a class in negotiating
Read a book
copy 2009 Planview Inc | 9 | Company Confidential
Not everyone thinks like youhellip
Understand how you are most comfortable relating to the world
and understand how others gather information and make
decisions
Your job is to
Understand your stakeholderrsquos needs
Obtain commitments
Drive to decisions
unless you can communicate your ability to be effective will
be limited
Find a way to take the Meyers-Briggs Type Index
Understand what the results say about you
Understand what the results say about how you
copy 2009 Planview Inc | 10 | Company Confidential
All things are not created equalhellip
Act like a four year old and ask lots of questions
Your job is to understand what deliverable and what
requirements are more equal than the others
How does your project contribute to realizing a strategy
What business outcome is your project to achieve
What requirements make the greatest contribution to achieving that
outcome
Which stakeholders have the greatest impact on achieving that
outcome
Why is that date important
If your are feeling really geeky read up on Quality Function
Deployment
copy 2009 Planview Inc | 11 | Company Confidential
The criteria for success is fluidhellip
Understand it and control it
Everyone wants a project to be successful and its okay to help
them by shaping the criteria for success
Donrsquot be an order taker
copy 2009 Planview Inc | 12 | Company Confidential
Manage in the roundhellip
Donrsquot fixate on one group at the expense of another
Manage up Project owners
Project sponsors
Business leadership
Manage down Project contributors
End customers
Manage sideways Stakeholders
Resource owners
Gate keepers
Understand your organizations ecosystem
copy 2009 Planview Inc | 13 | Company Confidential
Understand your organizations ecosystem
Projects almost never live in isolation but live in the context of
ldquothe enterpriserdquo and must
contribute to corporate objectives
comply with corporate standards
integrate with corporate processes
depend on corporate services
Sometimes this knowledge is embedded into product
development project management and system delivery
methodologieshellipand sometimes its not
In order to be successful you need to be able to navigate the
complexities the ecosystem
copy 2009 Planview Inc | 14 | Company Confidential
Organizational Ecosystems
Strategic planning
Annual planning
Demand management
Program management
Product management
Resource management
Vendor management
Asset management
Infrastructure management
Quality management
Software change management
Audit
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 3 | Company Confidential
Insurance Manufacturing PharmaceuticalHealthcare Other
Financial Services Technology Retail Public Sector Energy and Utilities
Premier Customers Worldwide
copy 2009 Planview Inc | 4 | Company Confidential
Market Leading Products
N
copy 2009 Planview Inc | 5 | Company Confidential
Topic One
An Overview of the Project Management Ecosystem
An exploration of where project management practices touch related practices in a corporate environment
strategic planning
annual planning
demand management
product management
resource management
vendor management
asset management
infrastructure management
quality management
software change management
audit
and how that shapes success as a PM
copy 2009 Planview Inc | 6 | Company Confidential
Topic Two
Expressive Work Breakdown Structures
Moving beyond the WBS as an engineering decomposition of
deliverables to using the WBS as a tool for
Communicating delivery processes
Defining commitments
Managing to those commitments
copy 2009 Planview Inc | 7 | Company Confidential
Topic Three
What Would I Tell my Children
After 25 some years
Planning and managing projects
Building organizationrsquos project and service delivery
capabilities
Defining and deploying program project management
and systems delivery methodologies
Hiring firing coaching mentoring and working for and
with project managers
Irsquove hopefully learned something of lasting value that will help
someone have a happier more successful career
copy 2009 Planview Inc | 8 | Company Confidential
Project Management is all about commitmentshellip
Making them
Meeting them
OBTAINING them
Get comfortable with it or choose another career
Take a class in negotiating
Read a book
copy 2009 Planview Inc | 9 | Company Confidential
Not everyone thinks like youhellip
Understand how you are most comfortable relating to the world
and understand how others gather information and make
decisions
Your job is to
Understand your stakeholderrsquos needs
Obtain commitments
Drive to decisions
unless you can communicate your ability to be effective will
be limited
Find a way to take the Meyers-Briggs Type Index
Understand what the results say about you
Understand what the results say about how you
copy 2009 Planview Inc | 10 | Company Confidential
All things are not created equalhellip
Act like a four year old and ask lots of questions
Your job is to understand what deliverable and what
requirements are more equal than the others
How does your project contribute to realizing a strategy
What business outcome is your project to achieve
What requirements make the greatest contribution to achieving that
outcome
Which stakeholders have the greatest impact on achieving that
outcome
Why is that date important
If your are feeling really geeky read up on Quality Function
Deployment
copy 2009 Planview Inc | 11 | Company Confidential
The criteria for success is fluidhellip
Understand it and control it
Everyone wants a project to be successful and its okay to help
them by shaping the criteria for success
Donrsquot be an order taker
copy 2009 Planview Inc | 12 | Company Confidential
Manage in the roundhellip
Donrsquot fixate on one group at the expense of another
Manage up Project owners
Project sponsors
Business leadership
Manage down Project contributors
End customers
Manage sideways Stakeholders
Resource owners
Gate keepers
Understand your organizations ecosystem
copy 2009 Planview Inc | 13 | Company Confidential
Understand your organizations ecosystem
Projects almost never live in isolation but live in the context of
ldquothe enterpriserdquo and must
contribute to corporate objectives
comply with corporate standards
integrate with corporate processes
depend on corporate services
Sometimes this knowledge is embedded into product
development project management and system delivery
methodologieshellipand sometimes its not
In order to be successful you need to be able to navigate the
complexities the ecosystem
copy 2009 Planview Inc | 14 | Company Confidential
Organizational Ecosystems
Strategic planning
Annual planning
Demand management
Program management
Product management
Resource management
Vendor management
Asset management
Infrastructure management
Quality management
Software change management
Audit
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 4 | Company Confidential
Market Leading Products
N
copy 2009 Planview Inc | 5 | Company Confidential
Topic One
An Overview of the Project Management Ecosystem
An exploration of where project management practices touch related practices in a corporate environment
strategic planning
annual planning
demand management
product management
resource management
vendor management
asset management
infrastructure management
quality management
software change management
audit
and how that shapes success as a PM
copy 2009 Planview Inc | 6 | Company Confidential
Topic Two
Expressive Work Breakdown Structures
Moving beyond the WBS as an engineering decomposition of
deliverables to using the WBS as a tool for
Communicating delivery processes
Defining commitments
Managing to those commitments
copy 2009 Planview Inc | 7 | Company Confidential
Topic Three
What Would I Tell my Children
After 25 some years
Planning and managing projects
Building organizationrsquos project and service delivery
capabilities
Defining and deploying program project management
and systems delivery methodologies
Hiring firing coaching mentoring and working for and
with project managers
Irsquove hopefully learned something of lasting value that will help
someone have a happier more successful career
copy 2009 Planview Inc | 8 | Company Confidential
Project Management is all about commitmentshellip
Making them
Meeting them
OBTAINING them
Get comfortable with it or choose another career
Take a class in negotiating
Read a book
copy 2009 Planview Inc | 9 | Company Confidential
Not everyone thinks like youhellip
Understand how you are most comfortable relating to the world
and understand how others gather information and make
decisions
Your job is to
Understand your stakeholderrsquos needs
Obtain commitments
Drive to decisions
unless you can communicate your ability to be effective will
be limited
Find a way to take the Meyers-Briggs Type Index
Understand what the results say about you
Understand what the results say about how you
copy 2009 Planview Inc | 10 | Company Confidential
All things are not created equalhellip
Act like a four year old and ask lots of questions
Your job is to understand what deliverable and what
requirements are more equal than the others
How does your project contribute to realizing a strategy
What business outcome is your project to achieve
What requirements make the greatest contribution to achieving that
outcome
Which stakeholders have the greatest impact on achieving that
outcome
Why is that date important
If your are feeling really geeky read up on Quality Function
Deployment
copy 2009 Planview Inc | 11 | Company Confidential
The criteria for success is fluidhellip
Understand it and control it
Everyone wants a project to be successful and its okay to help
them by shaping the criteria for success
Donrsquot be an order taker
copy 2009 Planview Inc | 12 | Company Confidential
Manage in the roundhellip
Donrsquot fixate on one group at the expense of another
Manage up Project owners
Project sponsors
Business leadership
Manage down Project contributors
End customers
Manage sideways Stakeholders
Resource owners
Gate keepers
Understand your organizations ecosystem
copy 2009 Planview Inc | 13 | Company Confidential
Understand your organizations ecosystem
Projects almost never live in isolation but live in the context of
ldquothe enterpriserdquo and must
contribute to corporate objectives
comply with corporate standards
integrate with corporate processes
depend on corporate services
Sometimes this knowledge is embedded into product
development project management and system delivery
methodologieshellipand sometimes its not
In order to be successful you need to be able to navigate the
complexities the ecosystem
copy 2009 Planview Inc | 14 | Company Confidential
Organizational Ecosystems
Strategic planning
Annual planning
Demand management
Program management
Product management
Resource management
Vendor management
Asset management
Infrastructure management
Quality management
Software change management
Audit
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 5 | Company Confidential
Topic One
An Overview of the Project Management Ecosystem
An exploration of where project management practices touch related practices in a corporate environment
strategic planning
annual planning
demand management
product management
resource management
vendor management
asset management
infrastructure management
quality management
software change management
audit
and how that shapes success as a PM
copy 2009 Planview Inc | 6 | Company Confidential
Topic Two
Expressive Work Breakdown Structures
Moving beyond the WBS as an engineering decomposition of
deliverables to using the WBS as a tool for
Communicating delivery processes
Defining commitments
Managing to those commitments
copy 2009 Planview Inc | 7 | Company Confidential
Topic Three
What Would I Tell my Children
After 25 some years
Planning and managing projects
Building organizationrsquos project and service delivery
capabilities
Defining and deploying program project management
and systems delivery methodologies
Hiring firing coaching mentoring and working for and
with project managers
Irsquove hopefully learned something of lasting value that will help
someone have a happier more successful career
copy 2009 Planview Inc | 8 | Company Confidential
Project Management is all about commitmentshellip
Making them
Meeting them
OBTAINING them
Get comfortable with it or choose another career
Take a class in negotiating
Read a book
copy 2009 Planview Inc | 9 | Company Confidential
Not everyone thinks like youhellip
Understand how you are most comfortable relating to the world
and understand how others gather information and make
decisions
Your job is to
Understand your stakeholderrsquos needs
Obtain commitments
Drive to decisions
unless you can communicate your ability to be effective will
be limited
Find a way to take the Meyers-Briggs Type Index
Understand what the results say about you
Understand what the results say about how you
copy 2009 Planview Inc | 10 | Company Confidential
All things are not created equalhellip
Act like a four year old and ask lots of questions
Your job is to understand what deliverable and what
requirements are more equal than the others
How does your project contribute to realizing a strategy
What business outcome is your project to achieve
What requirements make the greatest contribution to achieving that
outcome
Which stakeholders have the greatest impact on achieving that
outcome
Why is that date important
If your are feeling really geeky read up on Quality Function
Deployment
copy 2009 Planview Inc | 11 | Company Confidential
The criteria for success is fluidhellip
Understand it and control it
Everyone wants a project to be successful and its okay to help
them by shaping the criteria for success
Donrsquot be an order taker
copy 2009 Planview Inc | 12 | Company Confidential
Manage in the roundhellip
Donrsquot fixate on one group at the expense of another
Manage up Project owners
Project sponsors
Business leadership
Manage down Project contributors
End customers
Manage sideways Stakeholders
Resource owners
Gate keepers
Understand your organizations ecosystem
copy 2009 Planview Inc | 13 | Company Confidential
Understand your organizations ecosystem
Projects almost never live in isolation but live in the context of
ldquothe enterpriserdquo and must
contribute to corporate objectives
comply with corporate standards
integrate with corporate processes
depend on corporate services
Sometimes this knowledge is embedded into product
development project management and system delivery
methodologieshellipand sometimes its not
In order to be successful you need to be able to navigate the
complexities the ecosystem
copy 2009 Planview Inc | 14 | Company Confidential
Organizational Ecosystems
Strategic planning
Annual planning
Demand management
Program management
Product management
Resource management
Vendor management
Asset management
Infrastructure management
Quality management
Software change management
Audit
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 6 | Company Confidential
Topic Two
Expressive Work Breakdown Structures
Moving beyond the WBS as an engineering decomposition of
deliverables to using the WBS as a tool for
Communicating delivery processes
Defining commitments
Managing to those commitments
copy 2009 Planview Inc | 7 | Company Confidential
Topic Three
What Would I Tell my Children
After 25 some years
Planning and managing projects
Building organizationrsquos project and service delivery
capabilities
Defining and deploying program project management
and systems delivery methodologies
Hiring firing coaching mentoring and working for and
with project managers
Irsquove hopefully learned something of lasting value that will help
someone have a happier more successful career
copy 2009 Planview Inc | 8 | Company Confidential
Project Management is all about commitmentshellip
Making them
Meeting them
OBTAINING them
Get comfortable with it or choose another career
Take a class in negotiating
Read a book
copy 2009 Planview Inc | 9 | Company Confidential
Not everyone thinks like youhellip
Understand how you are most comfortable relating to the world
and understand how others gather information and make
decisions
Your job is to
Understand your stakeholderrsquos needs
Obtain commitments
Drive to decisions
unless you can communicate your ability to be effective will
be limited
Find a way to take the Meyers-Briggs Type Index
Understand what the results say about you
Understand what the results say about how you
copy 2009 Planview Inc | 10 | Company Confidential
All things are not created equalhellip
Act like a four year old and ask lots of questions
Your job is to understand what deliverable and what
requirements are more equal than the others
How does your project contribute to realizing a strategy
What business outcome is your project to achieve
What requirements make the greatest contribution to achieving that
outcome
Which stakeholders have the greatest impact on achieving that
outcome
Why is that date important
If your are feeling really geeky read up on Quality Function
Deployment
copy 2009 Planview Inc | 11 | Company Confidential
The criteria for success is fluidhellip
Understand it and control it
Everyone wants a project to be successful and its okay to help
them by shaping the criteria for success
Donrsquot be an order taker
copy 2009 Planview Inc | 12 | Company Confidential
Manage in the roundhellip
Donrsquot fixate on one group at the expense of another
Manage up Project owners
Project sponsors
Business leadership
Manage down Project contributors
End customers
Manage sideways Stakeholders
Resource owners
Gate keepers
Understand your organizations ecosystem
copy 2009 Planview Inc | 13 | Company Confidential
Understand your organizations ecosystem
Projects almost never live in isolation but live in the context of
ldquothe enterpriserdquo and must
contribute to corporate objectives
comply with corporate standards
integrate with corporate processes
depend on corporate services
Sometimes this knowledge is embedded into product
development project management and system delivery
methodologieshellipand sometimes its not
In order to be successful you need to be able to navigate the
complexities the ecosystem
copy 2009 Planview Inc | 14 | Company Confidential
Organizational Ecosystems
Strategic planning
Annual planning
Demand management
Program management
Product management
Resource management
Vendor management
Asset management
Infrastructure management
Quality management
Software change management
Audit
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 7 | Company Confidential
Topic Three
What Would I Tell my Children
After 25 some years
Planning and managing projects
Building organizationrsquos project and service delivery
capabilities
Defining and deploying program project management
and systems delivery methodologies
Hiring firing coaching mentoring and working for and
with project managers
Irsquove hopefully learned something of lasting value that will help
someone have a happier more successful career
copy 2009 Planview Inc | 8 | Company Confidential
Project Management is all about commitmentshellip
Making them
Meeting them
OBTAINING them
Get comfortable with it or choose another career
Take a class in negotiating
Read a book
copy 2009 Planview Inc | 9 | Company Confidential
Not everyone thinks like youhellip
Understand how you are most comfortable relating to the world
and understand how others gather information and make
decisions
Your job is to
Understand your stakeholderrsquos needs
Obtain commitments
Drive to decisions
unless you can communicate your ability to be effective will
be limited
Find a way to take the Meyers-Briggs Type Index
Understand what the results say about you
Understand what the results say about how you
copy 2009 Planview Inc | 10 | Company Confidential
All things are not created equalhellip
Act like a four year old and ask lots of questions
Your job is to understand what deliverable and what
requirements are more equal than the others
How does your project contribute to realizing a strategy
What business outcome is your project to achieve
What requirements make the greatest contribution to achieving that
outcome
Which stakeholders have the greatest impact on achieving that
outcome
Why is that date important
If your are feeling really geeky read up on Quality Function
Deployment
copy 2009 Planview Inc | 11 | Company Confidential
The criteria for success is fluidhellip
Understand it and control it
Everyone wants a project to be successful and its okay to help
them by shaping the criteria for success
Donrsquot be an order taker
copy 2009 Planview Inc | 12 | Company Confidential
Manage in the roundhellip
Donrsquot fixate on one group at the expense of another
Manage up Project owners
Project sponsors
Business leadership
Manage down Project contributors
End customers
Manage sideways Stakeholders
Resource owners
Gate keepers
Understand your organizations ecosystem
copy 2009 Planview Inc | 13 | Company Confidential
Understand your organizations ecosystem
Projects almost never live in isolation but live in the context of
ldquothe enterpriserdquo and must
contribute to corporate objectives
comply with corporate standards
integrate with corporate processes
depend on corporate services
Sometimes this knowledge is embedded into product
development project management and system delivery
methodologieshellipand sometimes its not
In order to be successful you need to be able to navigate the
complexities the ecosystem
copy 2009 Planview Inc | 14 | Company Confidential
Organizational Ecosystems
Strategic planning
Annual planning
Demand management
Program management
Product management
Resource management
Vendor management
Asset management
Infrastructure management
Quality management
Software change management
Audit
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 8 | Company Confidential
Project Management is all about commitmentshellip
Making them
Meeting them
OBTAINING them
Get comfortable with it or choose another career
Take a class in negotiating
Read a book
copy 2009 Planview Inc | 9 | Company Confidential
Not everyone thinks like youhellip
Understand how you are most comfortable relating to the world
and understand how others gather information and make
decisions
Your job is to
Understand your stakeholderrsquos needs
Obtain commitments
Drive to decisions
unless you can communicate your ability to be effective will
be limited
Find a way to take the Meyers-Briggs Type Index
Understand what the results say about you
Understand what the results say about how you
copy 2009 Planview Inc | 10 | Company Confidential
All things are not created equalhellip
Act like a four year old and ask lots of questions
Your job is to understand what deliverable and what
requirements are more equal than the others
How does your project contribute to realizing a strategy
What business outcome is your project to achieve
What requirements make the greatest contribution to achieving that
outcome
Which stakeholders have the greatest impact on achieving that
outcome
Why is that date important
If your are feeling really geeky read up on Quality Function
Deployment
copy 2009 Planview Inc | 11 | Company Confidential
The criteria for success is fluidhellip
Understand it and control it
Everyone wants a project to be successful and its okay to help
them by shaping the criteria for success
Donrsquot be an order taker
copy 2009 Planview Inc | 12 | Company Confidential
Manage in the roundhellip
Donrsquot fixate on one group at the expense of another
Manage up Project owners
Project sponsors
Business leadership
Manage down Project contributors
End customers
Manage sideways Stakeholders
Resource owners
Gate keepers
Understand your organizations ecosystem
copy 2009 Planview Inc | 13 | Company Confidential
Understand your organizations ecosystem
Projects almost never live in isolation but live in the context of
ldquothe enterpriserdquo and must
contribute to corporate objectives
comply with corporate standards
integrate with corporate processes
depend on corporate services
Sometimes this knowledge is embedded into product
development project management and system delivery
methodologieshellipand sometimes its not
In order to be successful you need to be able to navigate the
complexities the ecosystem
copy 2009 Planview Inc | 14 | Company Confidential
Organizational Ecosystems
Strategic planning
Annual planning
Demand management
Program management
Product management
Resource management
Vendor management
Asset management
Infrastructure management
Quality management
Software change management
Audit
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 9 | Company Confidential
Not everyone thinks like youhellip
Understand how you are most comfortable relating to the world
and understand how others gather information and make
decisions
Your job is to
Understand your stakeholderrsquos needs
Obtain commitments
Drive to decisions
unless you can communicate your ability to be effective will
be limited
Find a way to take the Meyers-Briggs Type Index
Understand what the results say about you
Understand what the results say about how you
copy 2009 Planview Inc | 10 | Company Confidential
All things are not created equalhellip
Act like a four year old and ask lots of questions
Your job is to understand what deliverable and what
requirements are more equal than the others
How does your project contribute to realizing a strategy
What business outcome is your project to achieve
What requirements make the greatest contribution to achieving that
outcome
Which stakeholders have the greatest impact on achieving that
outcome
Why is that date important
If your are feeling really geeky read up on Quality Function
Deployment
copy 2009 Planview Inc | 11 | Company Confidential
The criteria for success is fluidhellip
Understand it and control it
Everyone wants a project to be successful and its okay to help
them by shaping the criteria for success
Donrsquot be an order taker
copy 2009 Planview Inc | 12 | Company Confidential
Manage in the roundhellip
Donrsquot fixate on one group at the expense of another
Manage up Project owners
Project sponsors
Business leadership
Manage down Project contributors
End customers
Manage sideways Stakeholders
Resource owners
Gate keepers
Understand your organizations ecosystem
copy 2009 Planview Inc | 13 | Company Confidential
Understand your organizations ecosystem
Projects almost never live in isolation but live in the context of
ldquothe enterpriserdquo and must
contribute to corporate objectives
comply with corporate standards
integrate with corporate processes
depend on corporate services
Sometimes this knowledge is embedded into product
development project management and system delivery
methodologieshellipand sometimes its not
In order to be successful you need to be able to navigate the
complexities the ecosystem
copy 2009 Planview Inc | 14 | Company Confidential
Organizational Ecosystems
Strategic planning
Annual planning
Demand management
Program management
Product management
Resource management
Vendor management
Asset management
Infrastructure management
Quality management
Software change management
Audit
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 10 | Company Confidential
All things are not created equalhellip
Act like a four year old and ask lots of questions
Your job is to understand what deliverable and what
requirements are more equal than the others
How does your project contribute to realizing a strategy
What business outcome is your project to achieve
What requirements make the greatest contribution to achieving that
outcome
Which stakeholders have the greatest impact on achieving that
outcome
Why is that date important
If your are feeling really geeky read up on Quality Function
Deployment
copy 2009 Planview Inc | 11 | Company Confidential
The criteria for success is fluidhellip
Understand it and control it
Everyone wants a project to be successful and its okay to help
them by shaping the criteria for success
Donrsquot be an order taker
copy 2009 Planview Inc | 12 | Company Confidential
Manage in the roundhellip
Donrsquot fixate on one group at the expense of another
Manage up Project owners
Project sponsors
Business leadership
Manage down Project contributors
End customers
Manage sideways Stakeholders
Resource owners
Gate keepers
Understand your organizations ecosystem
copy 2009 Planview Inc | 13 | Company Confidential
Understand your organizations ecosystem
Projects almost never live in isolation but live in the context of
ldquothe enterpriserdquo and must
contribute to corporate objectives
comply with corporate standards
integrate with corporate processes
depend on corporate services
Sometimes this knowledge is embedded into product
development project management and system delivery
methodologieshellipand sometimes its not
In order to be successful you need to be able to navigate the
complexities the ecosystem
copy 2009 Planview Inc | 14 | Company Confidential
Organizational Ecosystems
Strategic planning
Annual planning
Demand management
Program management
Product management
Resource management
Vendor management
Asset management
Infrastructure management
Quality management
Software change management
Audit
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 11 | Company Confidential
The criteria for success is fluidhellip
Understand it and control it
Everyone wants a project to be successful and its okay to help
them by shaping the criteria for success
Donrsquot be an order taker
copy 2009 Planview Inc | 12 | Company Confidential
Manage in the roundhellip
Donrsquot fixate on one group at the expense of another
Manage up Project owners
Project sponsors
Business leadership
Manage down Project contributors
End customers
Manage sideways Stakeholders
Resource owners
Gate keepers
Understand your organizations ecosystem
copy 2009 Planview Inc | 13 | Company Confidential
Understand your organizations ecosystem
Projects almost never live in isolation but live in the context of
ldquothe enterpriserdquo and must
contribute to corporate objectives
comply with corporate standards
integrate with corporate processes
depend on corporate services
Sometimes this knowledge is embedded into product
development project management and system delivery
methodologieshellipand sometimes its not
In order to be successful you need to be able to navigate the
complexities the ecosystem
copy 2009 Planview Inc | 14 | Company Confidential
Organizational Ecosystems
Strategic planning
Annual planning
Demand management
Program management
Product management
Resource management
Vendor management
Asset management
Infrastructure management
Quality management
Software change management
Audit
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 12 | Company Confidential
Manage in the roundhellip
Donrsquot fixate on one group at the expense of another
Manage up Project owners
Project sponsors
Business leadership
Manage down Project contributors
End customers
Manage sideways Stakeholders
Resource owners
Gate keepers
Understand your organizations ecosystem
copy 2009 Planview Inc | 13 | Company Confidential
Understand your organizations ecosystem
Projects almost never live in isolation but live in the context of
ldquothe enterpriserdquo and must
contribute to corporate objectives
comply with corporate standards
integrate with corporate processes
depend on corporate services
Sometimes this knowledge is embedded into product
development project management and system delivery
methodologieshellipand sometimes its not
In order to be successful you need to be able to navigate the
complexities the ecosystem
copy 2009 Planview Inc | 14 | Company Confidential
Organizational Ecosystems
Strategic planning
Annual planning
Demand management
Program management
Product management
Resource management
Vendor management
Asset management
Infrastructure management
Quality management
Software change management
Audit
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 13 | Company Confidential
Understand your organizations ecosystem
Projects almost never live in isolation but live in the context of
ldquothe enterpriserdquo and must
contribute to corporate objectives
comply with corporate standards
integrate with corporate processes
depend on corporate services
Sometimes this knowledge is embedded into product
development project management and system delivery
methodologieshellipand sometimes its not
In order to be successful you need to be able to navigate the
complexities the ecosystem
copy 2009 Planview Inc | 14 | Company Confidential
Organizational Ecosystems
Strategic planning
Annual planning
Demand management
Program management
Product management
Resource management
Vendor management
Asset management
Infrastructure management
Quality management
Software change management
Audit
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 14 | Company Confidential
Organizational Ecosystems
Strategic planning
Annual planning
Demand management
Program management
Product management
Resource management
Vendor management
Asset management
Infrastructure management
Quality management
Software change management
Audit
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 15 | Company Confidential
It is alright to put words in someonersquos mouthhellip
Your job isnrsquot just to communicate it is to provide
communication tools
Take a business writing course
Take a public speaking course and model the behavior
Steal from the best (read white papers attend sales presentations)
Create ldquoexpressiverdquo work breakdown structures
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable
copy 2009 Planview Inc | 16 | Company Confidential
Practice Informed Consenthellip
Donrsquot assume risks on behalf of your customers
You arenrsquot a hero if a risk is never realized but you are a goat if
it is
Make risks visible and make them shared even if it is
uncomfortable