Monthly Archives: November 2014

Primavera Enterprise Project Portfolio Management demo – Primaned

Primavera Enterprise Project Portfolio Management demo - Primaned

NetObjectives: What Team-Level Approaches Should Include

Scrum, Kanban and the Kanban Method (henceforth called LKU Kanban*) have had great success with many organizations.  But there are also many patterns of challenge in all of these methods. I outlined some of these in my blog Framework Tunnel Vision. I believe the way around these dysfunctional patterns is to step back and reflect on what a team-level approach should consider. This blog lays out the issues that must be considered to avoid the challenges inherent in an incomplete approach.  A complete approach does not imply a heavy approach.  It means to consider the forces that, if you ignore them, may adversely affect your work.  You can attend to these issues to the degree optimal for success.

I’ll start by listing out those issues that must be considered, and then go through each one in more detail.  The core list:

  • Must be business driven
  • Must include core practices that all teams should be doing
  • Provides a consistent approach across the enterprise
  • Enable tailoring itself to each team’s situation
  • Provides a way to abandon adopted practices when betters ones are available
  • Must be based on principles
  • Attends to the culture of the organization

Must be business driven

Agility is about the delivery of business value, incrementally – not about team iterations.  The focus on the team must shift to a focus on the delivery of business value.  Using minimal business increments (MBIs-often called MVPs).  By using MBIs to drive the elucidation of features and stories, the focus can shift from what a team does to how the teams building the require MBI must work together.  Without this focus, teams will devolve into local optimization.

Must include core practices that all teams should be doing

It is fairly well established that a set of practices should be followed by virtually all teams doing software development.  While there are a few exceptions, there are not as many as one might suppose.  These practices include:

  • Work in small batches
  • Self-organize
  • Do daily standups
  • Focus on finishing
  • Make everything visible
  • Have an explicit workflow
  • Manage work in process (WIP)
  • Use estimation & velocity
  • Implement ATDD at least minimally
  • As soon as possible add continuous integration and automated testing

Providing these practices also has the following advantages:

  • It enables individuals to move around more easily
  • It facilitates cross-team learning
  • It facilitates management understanding

Enable tailoring to each team’s situation

Although there are core practices that every team should do, we must allow for variations between teams.  These variations mostly relate to whether we have cross-functional teams, whether we need iterations and the level of a team’s discipline.  Iterations are very important for many teams new to Agile as they provide a reality check every two weeks and help facilitate a focus on finishing.

Provide a consistent approach across the enterprise

Perhaps surprisingly, if you add these practices to Scrum teams and those doing Kanban/LKU Kanban, the practices of these teams will not be that different.  Some teams will have iterations (sprints) and some will not be true teams.  But they will all work in somewhat similar methods, tailored for their own situation.

Provide a way to abandon practices when better ones are available

One shortcoming of Scrum and LKU Kanban is that neither one tells you where to apply it and where to try something else.  Ironic since we all know that one size does not fit all.  But if you believe that, that means you should know when not to “the one size” of Scrum and LKU Kanban.  But the implication also is that there is no guidance for when to abandon the practices they espouse.   We have a dilemma – each approach provides us with prescribed practices, but neither suggests when we should abandon them or how.  

Scrum-but had gotten fairly ubiquitous until people just started saying they do Kanban.  Many Scrum teams abandon iterations without adopting the core Kanban practices of explicit workflow, creating full visibility and managing WIP and claim what they are doing is Kanban.  It isn’t, but it does sound better.  But does abandoning iterations necessarily mean adopting Kanban?  Not necessarily. 

One should consider the purpose of the iterations in the first place. I would suggest iterations provide more than cadence.  They also provide discipline, enforce using small batches, provide for a planning method and increase focus on the next two week’s worth of work.  It is fine to not have iterations, but one should then make sure they have other means for achieving these objectives (which, btw, Kanban’s practice do).

Must be based on principles

Admittedly, when Agile first came out, many of knew it worked, but didn’t always know why.  Many of the rationales provided were often little more than cargo cult.  However, we now know considerably more than 15-20 years ago when Agile first came on the scene. We should base our approach on principles to avoid dogma and religious conversations about what to do.  We should take a more scientific approach and use an experimentation model to investigate whether proposed changes are as beneficial as we had hoped.

Attends to the culture of the organization

Culture clearly plays a significant role in any transition to better methods.  However, what is culture and how can we change it?  This excerpt from David Mann’s Creating a Lean Culture provides some great insights.

Should a company target its culture in its efforts to transform its
production process and all the positions – high and low – associated
with it? It is tempting to answer: Yes! But, that would be a mistake.

Culture is no more likely a target than the air we breathe. It is
not something to target for change. Culture is an idea arising from
experience. That is, our idea of culture of a place or organization
is a result of what we experience there. In this way, a company’s
culture is a result of its management system. The premise of this
book is that culture is critical, and to change it, you have to
change your management system.

So, focus on your management system, on targets you can see, such as
leader’s behavior, specific expectations, tools, and routine
practices. Lean production systems make this easier, because they
emphasize explicitly defined processes and use visual controls.

Ignoring culture essentially means that we are ignoring our management practices and this can be fraught with danger. Attending to change too much or too little can doom any initiative to failure.  While it is likely better to risk changing too little than changing too much, it is important to recognize that approaches that avoid structural changes (e.g., team formations) will result in failure in many situations.

In conclusion

While I think it is clear that all methods should include the aforementioned concepts, it is also clear that no current, popular framework/method does.  Not to worry, however.  Net Objectives will be announcing such a method in January.  I’ve already been writing some blogs about this approach (see A New Agile Team Approach Emerges).

Al Shalloway
CEO, Net Objectives

* I refer to the Kanban Method as LKU Kanban since it is Lean Kanban University’s flavor of Kanban and not what virtually every non-LKU affiliated Kanban thought leader would consider Kanban to be.

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Tutorial Basico de Microsoft Project

Trabajo de recuperacion de microsoft project.

Brazilian Central Bank wins 2014 PMO of the Year Award


Prestigious award created by MundoPM highlights project management achievements by Brazilian organizations

26 November 2014 – Sao Paulo, Brazil – The PMO of the Year award was created by MundoPM magazine in order to highlight Brazilian organizations providing the best project management office services. In its 8th edition the Corporate PMO of Central Bank of Brazil was chosen, in recognition of the Central Bank trajectory since 2004, in appreciation of projects and project management as management tools for achieving strategic results.

The awards event was held in Sao Paulo on November 24, with the presence of the leading authorities on the subject. In the ranking competed dozens of great expressive institutions for the Brazilian economy, such as TIM, Itaú Unibanco, Albert Einstein Hospital, Stefanini and the Government of Espírito Santo.


Photo (from left to right): Zózimo (Editor of MundoPM magazine), Bruno Peres (Head of PMO), Qualharini (representative of the Evaluation Committee) and Marcelo Cota (Head of Planning and Projects, Brazilian Central Bank).

The Evaluation Committee for the 2014 PMO of the Year award was formed by representatives from renowned national and international institutions: Fundação Getúlio Vargas, Fundação Instituto de Administração, Fundação Vanzolini, Senac-SP, IPMA-Brasil, IPA Institute, APMG-Internacional e PMI-SP.

Editor’s note: The Central Bank of Brazil has implemented widescale project management improvements since participating in research associated with the Prado Project Management Maturity Model, the subject of a monthly series of articles in the PM World Journal in 2014 authored by Russell Archibald and Darci Prado. The Central Bank’s experience with program, project and portfolio management maturity is described in the December 2014 PMWJ article by Mssrs. Marcelo Cota and Sergio Caracas of the Brazilian Central Bank.

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Project Management World Journal

Ten Reasons to Use Consultants in the New Business Model

November 30, 2014 | Author: PM Hut | Filed under: HR Management

Ten reasons to Use Consultants in the New Business Model
By John Maver

We have been writing about a new business model for companies. One that is based on the use of specific experienced consultants, used in short bursts for the strategic development and program creation of all aspects for companies’ business. It uses lower level employees for the execution. There are a number of benefits for companies from using this model if they capitalize on the experience of knowledgeable consultants who also have low overheads and are therefore cost efficient. Not the large multilayered, high overhead consulting firms.

Here are 10 reasons to use consultants in this model:

  1. Knowledge. Companies can select a consultant with the specific knowledge to address a particular challenge or opportunity and not be burdened by having to force fit an existing executive with some of the required knowledge into the position. You can get exactly what is needed when its needed.
  2. Experience. While closely related to knowledge, this reason reflects the consultant’s success in applying the knowledge to a problem like yours from other companies. In effect this is a “test market” for you and a proof of claim for the expected result.

  3. Bandwidth. In many instances you or someone else on your staff may have the experience and knowledge required, but in today’s cost driven economy there just isn’t the bandwidth. You are too busy with other tasks and are weighed down with administrative tasks as well. The consultant in this model gives you that short term bandwidth required to capitalize on the opportunity now.

  4. Cost effectiveness. You only pay for what you need. This isn’t a long term commitment nor should it fill up full weeks at a time. Structured properly, you download the expertise quickly and pay for only that time. In the historical model, you would have the executive on a full time basis and during those less productive times, the hourly cost is high. It is also clear that executives want to be working on something and as a result, they start additional projects which require staffing and resources and added expense.

  5. New ideas. There is a significant advantage to having worked successfully in multiple industries. One experiences different ways of doing business, many of which are applicable to the new client’s business. These fresh ideas have been screened for success through the experiences in the other industries. The ideas have an established track record which makes their potential impact much greater for you.

  6. Creativity. Pick a consultant that has fresh ideas and knows how to adapt them for implementation in your industry. Creativity is not measured in business by the uniqueness of a thought. It is measured by the impact of a different idea on your business in the market place. Consultants who are able to apply learning creatively from one industry to another are gems.

  7. Productivity. This is closely tied to cost effectiveness. In this model, you are able to substantially reduce the down time of meetings, time filling and information seeking. You also have the higher expense person working on the thinking portion and not on the hands on execution portion that can be handled by lower cost personnel. The productive time you wish you had for the higher level thinking is exactly what you should be getting in this model.

  8. Flexibility. Hire the specific talents you need at any one time. Use them for exactly the length of time you need and then finish the assignment. If you think you will need more help in the future from them, offer a small retainer. You are not burdened with the challenge of deciding what severance to provide or how to remove an employee who may not have the specific skills required for a particular job.

  9. Openness. Since the consultants don’t have to rely upon you alone for long term remuneration and livelihood, they will be more open and honest about the potential risks and rewards of the various projects and initiatives. They also recognize that their future with you is going to be based on success, not longevity and so they have to bring their “A” game every day and that causes openness.

  10. Connections. Consultants who focus on specific business areas have established productive relationships and connections with other professionals who provide different services and expertise. They can recommend talent to you for these other areas. Once again, their reputation with you is on the line so you can be assured that you will get higher level talent recommended to you through these connections.

We expect that there are many other benefits as well to using this model. Contact us and let us share our thoughts on this and the applicability to your business. It will be well worth the hour you spend with us.

John Maver has been President or General Manager of Divisions with Procter & Gamble and the Clorox Company, CEO of a healthcare company and has broad based consulting experience with both domestic and international success. John has the business skills to quickly provide analysis of the issues and opportunities companies face and then to create plans and execution that deliver success. His breadth of experience brings fresh ideas and creative ways to accelerate the business of his clients. As a business advisor to CEOs, COOs and other senior executives, John has the knowledge to serve as their trusted guide. John is currently the president of the Maver Management Group.

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Project Management Articles – PM Hut

Curso Microsoft Project 2013 – Video Aula Exemplo

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Craigslist DNS hijacked, redirected at infamous “prank” site for hours [Updated]

Around 5:00pm PST on November 23, the Domain Name Service records for at least some of the sites hosted by the online classified ad and discussion service Craigslist were hijacked. At least some Craigslist visitors found their Web requests redirected toward an underground Web forum previously associated with selling stolen celebrity photos and other malicious activities.

In a blog post, Craigslist CEO Jim Buckmaster said that the DNS records for Craigslist sites were altered to direct incoming traffic to what he characterized as “various non-craigslist sites.” The account was restored, and while the DNS records have been corrected at the registrar, some DNS servers were still redirecting traffic to other servers as late as this afternoon.

Craigslist’s domain registrar is Network Solutions, which is owned by [Update, 5:32 PM EST November 24: John Herbkersman, a spokesperson for, told Ars,“The issue has been resolved. At this time we are continuing to investigate the incident.”]

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Ars Technica » Technology Lab

Project Portfolio Management Essentials

Project Portfolio Management Essentials

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The Simple Guide to Project Management – A Book Review

the simple guide to pm book coverThe Simple Guide to Project Management: How to Be an Effective Project Manager in Commercial Construction is a book that provides knowledge, techniques and tools for a project manager to be truly effective in leading, handling, and delivering construction projects. It aims to correct a wrong notion that the project manager is just another valueless layer between construction professionals and the owner. This guide is a product of all the author’s accumulated career knowledge and experience pared down to just the right amount of text to help both those just starting out and those who are seasoned professionals.

Book Details

This first edition paperback was published by mexsig, Inc. It contains 220 pages and about 0.5 inch thick. The front cover shows the title at the top, the subtitle below it and slightly to the right, with the author’s name at the bottom part of the book. The background shows a photo of several construction cranes in front of an orange-hued sky from either a rising or setting sun. ISBN-10: 0993938108; ISBN-13: 978-0993938108


$ 29.95 for the paperback, unabridged edition and $ 11.99 for the Kindle edition






Target Audience

The Simple Guide to Project Management is for project managers in the construction field. It is valuable for both beginning and veteran construction project managers. It can also be useful to other key players such as the owner, the design professional, and the contractor, so they can understand and work better with project managers.

What Customers Say

Since the book has just been published, no customer review has been written yet on the Amazon page. However, this is genuinely a great find, since most project management guides deal with the general discipline or with the IT field. Only a few PM guides have been published to contain such comprehensive tools and tips regarding the construction industry and its lifecycle.

Content, Approach, Style

The Simple Guide to Project Management is divided into four parts, namely, The Players, The Construction Process, The Toolkit, and the Summary. The book contains a total of 27 chapters in addition to a good Introduction. The first part includes four chapters that detail the different roles and responsibilities of the different players as well as the challenges the project manager faces in interacting with them. The second part describes the overall construction process lifecycle and its different stages. The third part contains eleven chapters that comprise the toolkit that will help the project manager be effective throughout the whole construction project. The last part is the summary that gives instructions on how to put all the knowledge and techniques together, how to go beyond them, the value of obtaining credentials and using technology, and other important tips.

The Guide is organized in a straight-forward way. The Introduction will give the reader a good idea of what the book is about and why it was written. Less experienced project managers will do well to read the book in the prescribed order, while seasoned professionals can choose specific topics, especially those in the third part, The Toolkit. The paragraphs are short and very readable, using understandable everyday language. Some chapters also contain figures and sample documents.

Why Buy the Book

The Simple Guide to Project Management is an important resource for those working on construction projects. It covers a wide range of essential areas that deals with important principles such as what a true project manager should be and what skillset he or she should have. It also has a good overview of the construction lifecycle and practical tips that will help project professionals be effective and valuable in their job.

Books that Complement

Oberlender’s Project Management for Engineering and Construction is an updated textbook reference used by many universities for their civil, mechanical, and structural engineering courses. It is also a reference for construction professionals.

On the other end, Project Management Lite by Craig is a simple, practical guide for those who are already (and maybe accidentally) involved in managing a project. It is for those who need the bare essentials to hit the ground running and still effectively complete what is required of them.


Sigfrido Pacheco-Vega is an experienced project manager with over 15 years of experience in the construction industry. He is currently Senior Project Manager with Altex Energy Limited in Calgary, Canada. He has a Bachelor of Science degree in Civil Engineering from Universidad Iberoamericana in Leon, Mexico, and a Master of Engineering, Project and Construction Management from the University of British Columbia. Sig is a certified Professional Engineer with the Association of Professional Engineers and Geoscientists for both the provinces of BC and Alberta. He is also an LEED Accredited Professional and a PMP whose specialty is managing medium to large construction projects in the $ 100 million to $ 1 billion-plus range throughout the whole project cycle.

$ 29.95 for the paperback, unabridged edition and $ 11.99 for the Kindle edition


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Microsoft Canada | Sharepoint 2010 | Project Server Western Principles Testimony

Microsoft Canada | Microsoft Enterprise Project Management 2010 is the core focus of Western Principles business. Without it, spreadsheets would be disorgani…
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