(via Latinos Doing Their Thing)

Eduardo Gonzalez Loumiet

Eduardo, a Cuban-American born in Miami, Florida, attended Loyola University, New Orleans earning a bachelor’s degree in Finance as well as in Computer Information Systems. While working full time, he subsequently received his Executive MBA in 2007 from the University of Miami, where he was the recipient of the Recognized Student of the Year Award.

Eduardo has worked in the services industry since 1996, managing multi-million dollar enterprise technology projects and business continuity strategies. He currently works at Uber Operations, a leading health care technology company in Tallahassee, Florida. At Uber Operations, among other projects Eduardo has had the opportunity to work with the Florida Department of Health and the Texas Department of State Health Services on a CDC sponsored project for Pandemic Influenza information exchange preparedness. Eduardo is the Managing Director of Uber Operations and plays a key role in the continued development of the company’s strategic growth, including partnership and supplier relationships, ensuring flexibility and growth in response to an increasingly demanding marketplace.

Eduardo is a big believer in volunteerism and helping others. In this vein, he has participated in two missionary trips to the Dominican Republic where medical assistance was offered and medicines distributed.

He is fluent in English, Spanish, has a working knowledge of Portuguese, and has traveled on business to over 15 countries. Eduardo is the President of the Florida chapter of Latinos in Information Sciences and Technology Association, in addition to a member of the Board of Directors leading the government affairs division. He is a member of the National Society of Hispanic MBAs, The Project Management Institute, The Tallahassee Latino Professional Association and the President of the University of Miami Alumni Club in Tallahassee. He is also a Kiwanis George F. Hixson Lifetime Award fellow.

To Find out more about Eduardo, go to:

http://www.eduardogonzalezloumiet.com

http://www.uberops.com

http://www.a-lista.org/

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That’s Eduardo’s story

* What’s YOUR story? *

Send YOUR story to: Beinglatino@gmail.com

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About Being Latino:

Being Latino is a communication platform designed to educate, entertain and connect all peoples across the global Latino spectrum.  Our aim is to break down barriers and foster unity and empowerment through informative, thought-provoking dialogue and exchanging of ideas.  Being Latino seeks to give a unified voice to the multitude of communities that identify with the multidimensional culture that is Latino.
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Parte 1/4

Um dos importantes ativos de processos organizacionais são as Lições Aprendidas. Neste post, que devido a quantidade de informação precisou ser dividido em partes (4), vou procurar mostrar um pouco do aprendizado – Minhas Lições Aprendidas – que obtive em um projeto com as seguintes características:

• desenvolvimento de software (telecom)
• duração de 5 meses
• equipe de aproximadamente 20 pessoas

O tema Lições Aprendidas envolve algumas atividades que devem incluir tanto a coleta e registro de informações, como a análise dessas informações (aprender com os erros e repetir os sucessos). E também deve incluir uma atividade que considero das mais importantes do ponto de vista estratégico da organização e do desenvolvimento de melhoras práticas em gerenciamento de projeto que é a disceminação de conhecimento.

Buscando no PMBoK, como são definidas as Lições Aprendidas, pode-se encontrar neste guia que:

• é a aprendizagem obtida no processo de realização do projeto
• são também consideradas um registro do projeto
• devem ser incluídas na base de conhecimento da oganização

Para melhorar a compreensão do contexto no qual Minhas Lições Aprendidas foram geradas, e para apresentar um pouco mais de detalhes sobre este projeto específico, vou atribuir a ele alguns ‘adjetivos’:

• Importante: projeto estratégico para a organização (grande atenção dos stakeholders quanto aos seus resultados)
• Multi-cultural: 5 diferentes países envolvidos (na América e Europa)
• Multi-site: 8 diferentes localizações geográficas
• Urgente: adjetivo bastante comum já que urgência parece ser uma característica comuns à vários projetos
• Desafiante: prazo curto (20 semanas), considerando o volume de atividades, entre o início e a entrega do projeto

Tempo Integral

Devido a urgência, importância e prazo curtos, este foi um projeto de tempo integral, onde tempo integral significou 110% de dedicação.

O grande número de áreas envolvidas onde haviam vários stakeholders com capacidade de impactar positiva e também negativamente o projeto, a necessidade de comunicação intensa e ordenada, e o grande foco organizacional quanto aos resultados desse projeto, o tornaram item prioritário (e quase exclusivo) nas minhas atividades profissionais e também grande influenciador de minhas atividades pessoais.

Abraço,

Giovani Faria

Link para Parte 2/4

Drop Your Phone onto a pad and bam! It is the central core of whatever your doing

You hop into your car and in the center console there is slightly recessed area the size of your phone. You pull it out of your pocket and drop the phone onto the pad, your car turns on, your selected playlist begins to flow through the speakers, etc. Cell phones are definitely the center of our lives, (to lower my vocabulary: DUH!) but the will soon become the center of all the devices we use. Sure, some stuff, kitchen appliances, computers [since the already have core processors] and the like can be considered excluded from that glaring generality. However everything that has been mildly computerized, houses, cars, etc. will make the leap with a little help from your phone. Imagine your phone as what it is, a little computer, it has the power (we’re talking smartphones) to process a lot of information. Now consider if all the stuff that isn’t already a computer could become a computer with your phone hooked up to it. The car, for example, with your phone interfaced, could play music from your phone (which I know is already possible, but think really high quality and seamlessly), and with the aid of an on windscreen heads up display, do highly advance AR (augmented reality) navigation. Also at the end of your journey, the car could add to your to-do list on the phone’s calendar “get gas” it would calculate when you need gas and add the estimated time and date to the calendar entry as well. When your phone is not in the car the car could still start but it wouldn’t use the phone as the onboard computer so it’s digital capabilities would be lessened greatly. Just as a smart house could use an standardized syncing device to use your phone as a media server.

What all this means is you would have the central core of all your devices with you no matter what you’re doing, you would have access to all the pertinent data about you’re life. Your phone could magically have your shopping list from your fridge the last time you were at your smart house. It would know whether or not your car needs gas, etc. You could build a dock for the phone o’ the future into pretty much everything and use an open platform for drivers and apps. Inventing the device would create the market, no consumer study’s, no focus groups, these things will be successful for the same reason the iPhone was: “who wants to carry a phone and an iPod!?” It will now be, “who wants to have to remember what they needed from the store?! who wants to have to sync music between multiple computers, who wants to… and so on.”

Como sempre digo, meu objetivo ao escrever é sempre avaliar se as técnicas, ferramentas e metodologias são aplicáveis, adaptáveis ou flexíveis. Em geral, minha conclusão é que: Como metodologia é composta por um conjunto de técnicas, o gerente de projetos ou o PMO a desenvolve sempre de forma aplicável (Premissa, nem sempre verdadeira, mas procuro partir deste princípio).

O PMBoK (Project Management Body of Knowledge) coloca 42 processos (Já atualizado conforme a quarta edição, na terceira eram 44) dentro das 9 áreas de conhecimento espalhados entre iniciação, planejamento, execução, monitoração e controle e encerramento. Mas temos que utilizar todos obrigatoriamente? Bom, respondo o que para a maioria é o óbvio: Não! O que o PMI, através do PMBoK nos mostra, são as melhores práticas, ou seja, o que funciona na maioria das vezes, na maioria dos projetos. Uma das funções importantes do Gerente de Projetos é saber avaliar onde cada coisa deve ou não ser utilizada.

Embora gerenciar projetos não seja uma ciência exata, tampouco uma receita de bolo, de maneira rápida, tentarei resumir como escolher o que aplicar (apenas uma sugestão. É a forma como eu aplico, cada G.P. terá a sua).

A quantidade de processos aplicáveis, em geral, varia de acordo com o porte do projeto. Em projetos grandes, com maior complexidade e integração entre várias disciplinas ou pessoas, aplicamos todos eles, porém, para projetos pequenos, meu roteiro é o seguinte:

- Verifique o quanto de papel sem necessidade esses processos irão criar! Lembre-se que o gerenciamento é para facilitar e manter o projeto no rumo, não para burocratizar;

- Pergunte para que eu preciso de tal processo, ou de tal saída do processo. Ela me será útil, ou será uma entrada obrigatória para processos importantes?

- Eu possuo dados, estrutura ou condições de alimentar o processo?! Um dos grandes problemas que vejo é o fato de criarmos formulários que depois não serão atualizados no andamento do projeto. Serão preenchidos ao final, apenas por mera formalidade, por tanto, perde a atulidade;

- Posso elaborar sistemas simples de planejamento, execução e controle? Não se iluda de que o bom gerenciamento necessita de ferramentas e métodos complexos, quanto mais simples melhor! As informações a serem monitoradas, assim como as métricas criadas devem me reportar algo importanta, monitorar apenas por monitorar de nada serve;

Lembre-se o custo do gerenciamento não deve exceder o do projeto, gerentes estão presentes para suportar o projeto, e não o projeto para suportar o emprego dos gerentes! Em suma, utilize o mínimo necessário, cuidado apenas para não reduzir demais e ficar órfão da falta de informação! Gerencie de maneira prática e rápida, preocupe-se com as informações importantes para a tomada correta de decisões. Tenho certeza que dessa forma seu projeto estará mais sob controle do que com planos mirabolantes. O importante é o bom senso!

It’s the third week of the month again.

If you’re new here, the third week of every month, I pull together all the links that I’ve run into since last month that made me think or laugh.

This week’s Bug on Windshield links are related to: Personal Effectiveness, Project Management, and Fun

Personal Effectiveness:

• 25 Free Lifelong Learning Resources
• Managing Personal Effectiveness by Building  a list
• Personal Responsibility: Christopher Avery
• How to Take Action on What You Read
• How to Write in a Journal Effectively

Project Management

• Kaizen by Inspiration is not Kaizen
• The Right Information for the Right People
• Agile Tips: Coaching Self-Organizing Teams
• Four Reasons to Use Fishbone Diagrams
• Agile Word Association Game
• Agile is Micromanagement

Fun

• Learning Games for Change
• Portrait of the Screaming Philosopher
• Cats for Gold
• Game: Cursor 10
• Game: Kilowatt – Harder than it looks
  Wait for it – the ads abound for free games
• Cool Japanese Barcodes

That’s it for this month.  Leave me a comment, send me a tweet, my id is jgodfrey.

This is a one year contract.

Position Summary:

This position is responsible for overall coordination, status reporting and stability of complex, cross-functional work efforts for projects of all risk levels. This individual must possess extensive knowledge and expertise in the use of project management methodologies and tools, and will manage a particular program or portfolio of projects, developing the program strategy, supporting business case and various enterprise-wide high-level project plans. He/she oversees the total program plan, cost estimation and budgeting to include all aspects of the program scope. He/she is responsible for delivering all projects contained in the program portfolio on time, within budget and meeting strategic and business requirements.

Responsibilities:

• Leading multiple projects, or highest risk projects,  functioning as a liaison and maintaining communications with the Account Executives, customer, Program Director and other impacted parties,
• Providing leadership and motivation to project team members throughout the project life cycle
• Communicating, utilizing and enforcing adherence to Company and customer expectations, standards and methodologies, including standards and procedures for project reporting, Company internal processes and procedures and Project Management methodologies
• Maintaining accessibility, trust and the confidentiality of potentially sensitive information
• Remaining proactive and responsive in fulfilling agreed-upon outcomes
• Promoting a cooperative environment and working to build group cohesiveness
• Building and maintaining positive working relationship with vendors and external/internal customers
• Keeping current on internal and external professional development / trends within functional area and relating them to area of responsibility
• Exemplifying leadership values through personal professional conduct
• Advocating project management discipline throughout the company
• Completion of all duties which would otherwise have been assigned to lower-level positions when those lower-level roles have not been assigned to the project or team
• Ensures integration of projects and adjusts project scope, timing and budgets as needed, based on the needs of the business.
• Partners with senior leadership of the business community to identify and prioritize opportunities for using information technology to achieve the goals of the enterprise, and communicates with management and consultants as to program strategy, direction and changes
• Review of project proposals to determine goals, time frame, funding limitations, procedures for accomplishment of the project(s), staffing requirements and allocation of resources
• Responsible for tracking and reviewing key project milestones and recommending adjustments to Project Managers
• Developing project plans to specify goals, strategy, staffing, scheduling, identification of risks, contingency plans and allocation of available resources
• Identifying and scheduling project deliverables, milestones and required tasks
• Preparation of project status reports, keeping management, clients and others informed of project status and related issues
• Coordination of and response to requests for changes from the original specifications
• Managing systems/application development projects from inception to successful implementation;
  • Defining project objectives, scope and level of effort
  • Developing project strategies and plans and identifying methods and tools required for the project
  • Getting projects started, keeping them on track and on budget and resolving issues with clients
  • Monitoring progress against the plan
• Allying with other internal functional areas to remain apprised of project status and inform customer management and Account Manager of progress, and conversely keeping company’s Technology and Service and Delivery Managers aware of client issues and potential issues, resolving conflicts
• Coordinating recruitment or assignment of project personnel, assigning duties, responsibilities and scope of authority
• Directing and coordinating activities of project personnel to ensure project progresses on schedule and within budget
• Establishing standards and procedures for project reporting and documentation

Required skills/knowledge:

• Superior project management skills; expert in organizing, planning and executing large-scale projects from vision through implementation and involving internal personnel, contractors and vendors; ability to analyze project needs and determine resources needed to meet objectives
• Strong understanding of current Disaster Recovery technologies
• Strong customer focus and ability to manage client expectations
• Leadership skills that can energize multidiscipline work teams
• Excellent oral and written communication skills, as well as the ability to present and explain technical information in a way that establishes rapport, persuades others and gains understanding
• Strong teamwork and interpersonal skills at all management levels
• Ability to operate under dual reporting relationship (internal and client)

Experience/education:

• Ten years of progressive broad-based information technology and business experience
• Demonstrated high competence in project management
• Worked with customers to develop solutions to complex business problems
• External project management certification such as PMP from PMI or other project management certification is required
• Completion of our company certification within 90 days of assuming the position is required.
• Ten years of demonstrated management/supervisory experience systems development, during which one or more of the following occurred:
  • Demonstrated strong abilities in relationship management
  • Demonstrated leadership of multidiscipline, high-performance work teams/groups
  • Successfully developed and implemented new technology
  • Demonstrated competency in project management and the execution of multiple or large projects
  • Developed efficient and effective solutions to diverse and complex business problems
• Experience in implementing packages and working with vendors
• A Bachelor’s degree in Computer Science, Business Administration, Engineering or related discipline with an information technology focus (Master’s degree highly desirable)

Additional Responsibilities:

• This position will be responsible for the role of “Infrastructure Manager” for the Delivery Platform Programme under the Gas & Power Portfolio in North America
• The program will consist of multiple phases of the move and will deal with various Client customers.
• Experience working with a Major oil and gas company will be highly regarded.
• Global coordination will be required with direct reporting into the US and Germany.
• The Program Manager need to work from a Downtown Houston Texas Location.

Contact me if you are interested. Questions can be posed as a comment below or directly to me.

Attached is a pdf document from the PMI site that gives an overview of all of the available PMI certifications.

Family of Credentials_18Aug

retrieved from http://www.pmi.org

Just another Test Blog

quarta edição do pmbok

Já está disponível em português a quarta edição do PMBOK, um dos guias de maior referencia no Brasil e no mundo para o gerenciamento de projetos.

O guia pode ser comprado pelo link:

www.pmi.org/Marketplace/Pages/ProductDetail.aspx?GMProduct=00101168901

Agora, não existe mais desculpa para deixar de estudar para  a prova de de certificação CAPM e PMP,  aliás existe o diferencial de que os primeiros certificados serão certificados nas práticas mais atualizadas dentre as publicadas.

As a project manager, when you are entrusted a project, what takes your main focus? If asked, some would say the project scope, for others it would be Quality and for some schedule or timelines. All of these answers are true since these do represent the key project expectations. However, the most important thing that many project managers lose focus of is the customer itself! While managing the project tasks one should not forget whose problem the team is trying to solve through deliverables defined by scope, quality and schedule. Here are some quick suggestions;

Involve the customer representatives early on the project: As soon as the project is handed over, one must identify the customer representative or a stakeholder who potentially is going to play a role in acceptance of the project deliverables. I do not mean the client organization people who are involved in the project governance alone as these might be business people entrusted to get the project done. There is a difference between them! As project progresses you can go back to the customer reps for progress updates and seeking suggestions on the challenges being faced by the team. This need not happen only at the time of and at the frequency of planned communication. This can be ad hoc or on need basis in addition to during planned intervals. Key here is to at the support and acceptance on the expected deliverable features, functionalities or benefits.

Define user stories : there is an emerging trend of using more and more user stories were as detailed requirement descriptions are being used less and less during the requirement process phase of the project. Same is true for use cases that have been used extensively over last 5 years or so in most technology/IT projects. The reason is it is easier for the business as well as the actual users to relate and understand the benefits of value of product or solution coming out of the project. I don’t say that discard these techniques, what I mean is to focus more on the user stories and scenarios to gain customer or user confidence. This also helps you in case the project happens to be on agile nature.

Find a real user: it would be another great way to be able to understand the pain points of the customer and be able to provide what is most important to the customer. If you can identify a real user who is a potential beneficiary of you project outcome, it can give you key insights in to what would work for your customer. Chances are if it works for him/her, it would work for the project stakeholder too. It helped me a lot few years back to refine the workflows and streamline multiple I user iterations, as I managed development of a web based product that helped online reviews of design artifacts & documents. This not only helped deliver the right feature sets but also reduced turn around time for the creative guys working at the advertising agencies.

Test early: this is a key if you really want to avoid a major goof up and shocked faces on a big day. To test, you don’t need to wait until the entire module or product is ready, you can always test individual functions first before they are grouped in to a module. Similarly one can test hardware for compatibility first if the software is still in development instead of waiting for it to be ready before end to end testing. This way lot of unforeseen issues can be addressed early on giving you a smoother transition experience and a satisfied customer your team worked hard for!

Shyam Verma, PMP

Lately I’ve come back around to considering project management as the next phase in my career.  Project managers are often ex technical people who go on to managing technology projects in (or near) their area of expertise.  I call it a paratechnical role (a role around technical roles).  Because a PM’s technical knowledge is secondary to other skills, it’s easier to be a PM than an engineer outside of one’s core technical competency.

Two promising things that I’ve learned recently:

1. There is a spectrum of jobs between the purely tech-y and the purely PM-y. This is good news because I’m not a certified PMP yet, and the “Project Coordinator” role (Jr-PM) sounds boring and doesn’t pay well.  Lately I’ve come upon other job titles like “Project Lead,” “Project Engineer,” etc.  These mid-spectrum roles are for people who have enough technical understanding to work on highly technical projects interfacing with the engineers, designers, contractors, technicians and the senior PM, and have enough business skills to handle contracts, project schedules and budgets, communications, customer/vendor management, etc.  If the projects in question were renewable-energy or smart-grid projects, I could see this type of role being very rewarding for me; and leading to bigger and better things.
2. Renewable energy developers and EPC service providers are two kinds of companies have lots of these paratechnical roles, and some of them have told me that they value passion and drive above specific knowledge and experience.  Developers get renewable energy projects started: they do the initial wind or solar or geotechnical studies, the grid-tie studies, the market studies, they buy options on land for wind and solar farms, get supply contracts with the hydro companies, get financing, hire the EPC companies, and stand back.  The EPC (Engineer, Procure, Construct) service providers do the detailed design work, buy the hardware, hire the crews, manage construction of the project, and get it on line.  There are lots of developers and EPCs operating in the renewable energy / smart grid space, because it’s the next big thing.

So, roles that I like and am qualified to do, and lots of places where those roles are found.  Things are looking up!

La tecnica de Earn Value se basa en el calculo del valor ganado con el trabajo realizado hasta el momento, durante el proceso de planificación del proyecto deben seleccionarse las métricas que utilizaremos para recopilar el avance del proyecto. Para el asignar el EV existen distintas aproximaciones que dependerán del tipo de proyecto y deben tener en cuenta la duración del esfuerzo y los entregables de las tareas.

Estas son de algunas de ellas:

Reglas fijas ( Fixed Formula )

Las métricas de este tipo son conocidas por asignar cantidades discretas de valor ganado. El mas simple es aplicar una regla del tipo 0 / 100 de manera que un trabajo solo se cuenta como entregado cuando esta completamente realizado. Otra aproximación seria el 50/50, es decir, ganamos un 50% del valor de la tarea al inicio y el 50% restante al completar la tarea. En definitiva, el porcentaje que le demos al inicio de la tarea frente al terminar la tarea nos puede servir para motivar al equipo de trabajo a terminar las tareas o bien iniciarlas según convenga y que mejor represente el avance del trabajo.

Hitos Ponderados ( Weighted Milestone )

Si las tareas tienen una duración superior a dos semanas ( o la unidad en la que estemos reportando el trabajo ) se divide en segmentos o hitos en los que puede fijar un entregable y se asigna el el valor ganado proporcionalmente. Esta tecnica nos permite controlar el avance de tareas de larga duración al descomponerlas en partes mas pequeñas.

Porcentaje completado ( Percent Complete )

Es la mas conocida de las técnicas  y consiste en que una persona responsable de la tarea estima un porcentaje del EV según el avance de la tarea. Tiene el inconveniente de que al hacer la estimación es frecuente ser optimista respecto al grado de avance y es por tanto es un valor subjetivo.

A lot to cover cuz the scope is wide. Risk Register, Risk Management Plan, Seller Responses…like I said pretty wide

http://www.projectmanagerplanet.com/leadership/article.php/3833741

Andy Crowe -  This looks like the Best choice.

Rita Mulachy -   Seems very popular but more complex than one above.

I passed on the first try with this book too!, September 24, 2009

By	Jack L. Yothers “PMP” (Portland, OR USA) – See all my reviews

My advice to someone else trying to take the latest version of the PMP exam is to:

1. Buy Andy Crowe’s book and read it thoroughly numerous times. Cross reference it with the PMBOK if you need clarification.
2. Memorize all of the earned value formulas (page 182 of the current book) and be able to calculate them easily.
3. Memorize the process framework (listed on page 36) and truly understand how each of these processes work and how they fit into the overall project phases.
4. Pay special attention to the Time Management knowledge area, and understand how a project network diagram, critical path, and float work.
5. Take numerous practice exams until you are easily scoring in the 90%+ range, and really explore the questions that you miss so that you understand the material or reason why that question tripped you up.

Andy’s book does have numerous editing errors (typos, misspellings, etc), but there is nothing wrong with the actual material. Given that I only spent $[...] on the book and passed, it was a great deal! Now I just have to go get a job so I can put the PMP to use!!! ;o)

Le retour des capsules

En ce dernier mois avant la folie des fêtes, nous sommes heureux d’annoncer le retour des capsules. Anciennement nommées “scoops,” les capsules sont des résumés en français des articles publiés dans le magazine PM Network distribué aux membres du PMI.

Le mois dernier, nous vous avons demandé si vous utilisiez des outils de collaboration. Alors que presque tout les répondants on indiqué en utiliser, près du tiers ajoutent que ces outils ne sont pas très populaires. Ce mois-ci, nous vous demandons donc quels sont les obstacles à l’adoption d’outils de collaboration dans vos équipes?

Ce mois-ci notre article vedette porte sur la rétention en ressources humaines: c’est déjà assez difficile de trouver des chargés de projet compétents et motiver, comment peut-on les encourager à rester dans l’organisation?

Abonnement par courriel
Fil RSS du bulletin

Bonne lecture!

– L’équipe du bulletin

Au menu ce mois-ci:

• En vedette : Comment garder les gestionnaires de projet : le défi des compétences
• Les annonces du PMI Lévis-Québec
• Bienvenue aux nouveaux!
• Les annonces GP-Québec
• Nouveau! Les capsules du PM Network
• Tour d’horizon en management de projet
• Partagez vos réflexions et récoltez des PDU
• La question du mois : quels sont les obstacles à l’adoption d’outils de collaboration dans vos équipes

En vedette: Comment garder les gestionnaires de projet : le défi des compétences

Gérard Perron, PMP.

Attirer des gestionnaires de projet compétents est un véritable défi pour les organisations.  Que dire alors de celui de les retenir et de les motiver au sein d’un marché très compétitif ! De plus en plus d’organisations réfléchissent aujourd’hui aux moyens à mettre en place pour adresser ce défi.

Via cet article, nous souhaitons vous présenter une approche, un « Cadre de gestion de carrière en gestion de projet », qui a fait ses preuves en se basant sur les deux études de cas  présentées dans  cet article.

Lisez la suite >>> Suggérez un article | Participez au bulletin

Les annonces PMI-Québec

• Agile Tour 2009: Nous étions sur place! Lisez l’article ici.
• Midi-conférence à Chicoutimi: Mise à jour PMBOK 4e édition 18 novembre. Inscrivez-vous ici.
• Midi-conférence à Québec: Gestion du changement: 6 étapes pour affirmer son leadership 1er décembre. Inscrivez-vous ici.
• Sessions de préparation à la certification PMP, Rimouski et Québec Hiver n2010. Inscrivez-vous ici.
• PMI Lévis-Québec sur LinkedIn! Joignez-vous à notre groupe francophone et discutez management de projet. Consultez la page du groupe LinkedIn ici.

Bienvenue aux nouveaux!

• Martin Bittner, PMP, Leonard
• Luc Bourassa
• Mélanie, Charrette, CCQ
• Véronique Croteau, SNC Lavalin
• Yannick Daniau, Multiforce
• Claude Drolet, R3D Conseil
• François Gagnon, Navtech inc.
• Daniel Jobin, PMP, Planification stratégique Summum inc.
• Martin Lissouck, LGS inc.
• Jimmy Morin, Desjardins
• Jean-Guy Paillé, Syntell inc.
• Serge Pinard, MRNF
• Souad Rouabah, MD, Xpertics
• Denis Simard, P.E., Ville de Québec

Les annonces GP-Québec

• Session de sensibilisation: Aspects stratégiques de la Gestion de projet. 19 novembre

Pour information | Pour vous inscrire

Les capsules du PM Network

Voici des résumés des articles parus dans le magazine PM Network de juillet 2009 :

• Where To Next?- Quelle est la destination suivante? La récession économique fait en sorte que le prix de la sous-traitance de services TI diminuera  de 5% à 20% pendant l’année 2010. C’est une prédiction économique de  la prestigieuse firme Gartner Inc et ce, prenant en considération  l’émergence de nouvelles firmes dans le marché des TI.
• Three snaps of the fingers – Trois clics des doigts Il y a toute une théorie concernant les raisons pour lesquelles les projets échouent. Mais on peut la restreindre  en fonction des différents critères.
• Social Security – La sécurité sociale Le réseautage social est considéré comme un moyen pour le gestionnaire de projet afin d’améliorer son travail et même de trouver un nouvel emploi.
• Delivering the goods- Livrer les biens Dans les conditions économiques actuelles, le processus de la création de la valeur ajoutée dans chaque organisation est devenu un incontournable.
• An inside job – Un emploi à l’interne En 2008, le pourcentage des entreprise pour lesquelles la stratégie de sécurité à été un point fort dans leur stratégie globale était juste 59%.

Tour d’horizon en management de projet

• Agile Tour 2009: Ressources post-évènement. Présentations, articles et blogues des présentateurs. Lisez l’article ici.
• WBS vs OBS. La différence entre la structure de découpage du projet et des ressources. Lisez l’article ici.
• Critique de l’appoche de gestion par les résultats. Devrions-nous êtres plus impliqués dans le suivi des tâches? Lisez l’article ici.
• Méthode DMR et méthode agile, une comparaison. Lisez l’artcile ici.

Suggérez une nouvelle

Partagez vos réflexions et votre expérience par un article dans le bulletin et récoltez 15 PDUs

En plus de faire bénéficier la communauté en management de projet de votre vécu, de vos recherches ou de témoigner de la saveur locale de la pratique en gestion de projet, si votre article est retenu comme article vedette du mois, vous pourrez réclamer 15 PDUs de catégorie 2B (ou 10 PDUs chacun si vous écrivez l’article à deux). Voici quelques exemples de contenu qui pourraient susciter l’intérêt:

• Leçons apprises suite à un projet;
• Approche et constats relatifs à la mise en oeuvre de méthodes ou d’outils de gestion de projet dans une organisation;
• Réflexion sur les enjeux en gestion de projet ou de portefeuille dans votre milieu;
• Résultats de recherche appliquée à la gestion de projet;
• Et bien plus encore…

Alors à vos claviers! Suggérez un article ou une nouvelle

La question du mois :  les obstacles aux outils de collaboration

(c) 2009 PMI Lévis-Québec

Are you a perfectionist? Are you detail oriented? Chances are if you are one, you know how tough it is to make things happen as planned! As you approach the final timeline for that critical project, you find yourself struggling with something that was not part of the scope or an additional task that could not be planned or something that came up at the last moment. It is a common scenario that we face in everyday life. What we do? How we achieve the objective! Well…it is best that you achieve 98% on time not 100% late! If you are late, everyone is disappointed, it doesn’t work for all. However, if you deliver on time but with something less important, not many people would fret. Scoping the task right, is the key. You can’t scope out 50% but surely you can have deliver 90-95% with some workaround for the remaining. So next time when you are hard pressed to meet that crucial deadline & it seems next to impossible, ask yourself what is that can wait or something that won’t make the project outcome irrelevant if it could be delivered few weeks later! Go back to sponsor & talk to your stakeholders, set the expectations and re-work the deliverables. Having said that, you can never be too detailed in your planning and should do that as carefully as possible.

Mr Harold Kerzner initiated a discussion on Future Project Management Office – A Value driven approach for Key stakeholders

Share of Projects using Project Management software is less than 35%. There is a shift of trend towards more non traditional projects being executed under current business conditions.  Unlike in Traditional projects where the focus is only on the Triple constraints , in non traditional project there is an additional parameter focus on triple constraint +Value

The shift of Contractor Expectations is towards Long term strategic partnerships (Engagement Expectations).Each project is seen as a collection of values scheduled to attain corporate objectives.  Statement of Work ( SOW ) is subject to numerous changes in current PM’s with multiple stake holders.  Unique value driven KPI (Key performance Indicators) are enumerated.  Flexible “Fluid ” PM methodology adopted.  There is a demand for Real time reporting  of Project progress. Managing multi stakeholder expectations.  All this is illustrated as a matrix.

Governance>>Dashboard Design>>Key Performance Indicators>>Measurement>>New Success criteria

With this there is a Multiple definition of success of a project (each customer / stakeholders have different definition). This demands the need for Creation of customer satisfaction Index.  that can be measured occasionally on the project.  Metric driven PM will be the future.

Project failure is bound to happen when linear thinking is adopted and  when Methodology doesn’t not allow out of box thinking.

Newer analyses tools like Different Value analyses – Intellectual Cap valuation. Intellectual Property Scoring , Balanced Score Card method, Future value management, value management methodology to take customer engagement to a higher level.

Project management reports like Forecast reports >>Status Reports>>Progress Reports help in monitoring how projects progress in future.

Forecast Reports tend to capture data point and parameters like  >> Time @Completion, Cost @completion.

The entire session was so informative and good perspective of what project management will be in the future.