Fingers crossed 
So what does Boris stand for and what is his back ground which would make him a great choice for London ?
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Looking at some of the rankings on Google of some of my old posts it would appear over the last year that I have become one of the main critics of Scrum /Agile:-
Fingers crossed
So what does Boris stand for and what is his back ground which would make him a great choice for London ?
]]>A communications plan, after the establishment of risk and issue processes and procedures, is the next most important set of processes and procedures to get established if you want to give your project the best chance of success.
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If you’re having difficulties getting your PID (make this a link to the PID template) (Project Initiation Document) fleshed out because the client does not have a clear business case or idea of exactly what they want you to deliver then perhaps the attached PES document might come in useful.
]]>About a year ago I was assigned to work on a large programme of work with a staff count of some 350 people. I was told that the resource management on the programme was exceptional so I went to find out why.
One of the things I discovered, which was something I had not come across previously, was the practice of making everyone working on the programme complete knowledge transfer plans. I discovered what this meant when I was asked to complete one myself. I had to detail all the knowledge I had concerning my role and its responsibilities which would be essential to pass onto someone else intending to takeover my role /position. The template was styled in the form of an Excel generated work breakdown structure, so that at anytime before /during a KT event, effort and transition durations could be calculated.
]]>If you are new to Programme Management and wondering how you are going to report progress to your sponsor /steering group then look no further. This template produces a one page quick reference report on the status of a programme containing a number of projects.
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Recently, on a flight to Bangalore India and in the ensuing boredom I struck up a conversation with the passenger sitting next to me.
After a short chat it was clear we had something in common professionally. It turned out that “Mr X” was a senior software engineer for Honeywell and responsible for the developing of new fly-by-wire flight systems.
“Wow” how interesting! A branch of IT I knew little about, and an opportunity to learn something new.
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A well known management consultancy house recently asked me review of their existing portfolio of PMO executed programmes of work with the objective of developing the following artefacts :-
This consultancy really seemed to have connected with the whole concept of how PMO’s could be used as a powerhouse of efficiency and profitability on large scale programmes of work.
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For the Pros and Cons of other PMO models please see blogg posts Managing PMO, Consulting PMO or PSO
Seen through the eyes of a deploying Managing Consultant this model draws on the best features of the Managing and Consulting PMO models to create a hybrid model between the managing and the consulting PMO models. This drives and supports project management practices via a centralising PMO, but with the majority of the management of individual projects /programmes resting with formalised partnerships between individual end client business units and on-the-ground project /programme management resource.
For the Pros and Cons of other PMO models please see blogg posts Managing PMO, Facilitative Managing PMO
This PMO model is not about enforcement. It addresses the needs of project management primarily through a consultative /mentoring approach designed to help foster a sense of project management community within a given programme. For a project managers streams working with such a model this would be more of a “pull” rather than a “push” relationship with the PMO team.
“Don’t call us we’ll call you” 
For the Pros and Cons of other PMO models please see blogg posts Consulting PMO, Facilitative Managing PMO
This is where a PMO serves as the central governing project /programme management body driving the delivery of a programme or a group of related programmes.
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