PMIEF Presentation from PMI Leadership Institute Meeting
June 4, 2009
Many of you know our involvement with the PMI Education Foundation, and just how important we believe their initiatives are becoming in the early education of project managers. As such, here’s a presentation the PMIEF delivered at the PMI Leadership Institute Meeting describing their work and what they’re striving to bring to the broader project management community through education.
First Award Recipients Attend Cadence PM Training through PMI Education Foundation
April 3, 2009
Special thanks to Abbey Alessi and Barbara Lippke from Seattle Public Schools — the first scholarship recipients of our joint Project Based Learning scholarship initiative with the PMI Education Foundation. The two added much to the Cadence course and walked away with a rich project plan, ready to move forward on their model school initiative. We’ll keep up with their project and post back here as we learn more about their progress.
From the Press Release:
Cadence Management Corporation has made a $100,000 (US) contribution to PMI Educational Foundation to support project management education programs for primary and secondary school teachers and administrators. This contribution will make it possible for educators to attend project management training courses that will provide them with new capabilities to enhance their classroom instruction and on-the-job management skills.
“The primary purpose of the PMI Educational Foundation is to promote economic, educational, cultural and social advancement through project management by making it more readily available to those who want to learn about the profession and the practice of project management,” said Greg Balestrero, chief operating officer of PMI Educational Foundation and chief executive officer of the Project Management Institute (PMI). “It’s through the generosity of Cadence and other donors that we are able to provide opportunities for those who otherwise may not be able to take advantage of project management educational opportunities.”
“In order for educators to successfully adopt project learning teaching methods in the classroom, it is necessary for them to have a working knowledge of project management themselves,” said John R. Patton, chief executive officer of Cadence Management Corporation. “By providing project management training to teachers and administrators, they will not only help students succeed but they also will learn a valuable skill set to help them in their own lives and careers.”
Project learning teaching methods utilize teams of students working together to create a solution for real-world problems. Through this approach, students are able to gain a more complete understanding of the subject matter while developing essential 21st Century applied skills such as collaboration, communications and leadership.
In addition to supporting PMI Educational Foundation through its contribution, Cadence Management Corporation supports the project management profession by participating as a sponsor of events such as PMI Global Congresses which are held four times a year in different locations around the world.
Write-up of Patton’s trip to Peru now online (Translated)
March 9, 2009
John Patton was invited to speak at a PMI event in Lima, Peru, sponsored by our Global Solution Provider partner PM&B.
English (Google Translate)
Spanish
Happy Holidays from Cadence Management Corporation
December 22, 2008
Cadence and PMI Education Foundation
August 14, 2008
This week at the PMI Education Foundation booth at the Latin America Congress, we were thrilled to see recognition for our as-yet unlaunched partnership with PMI. The $100,000 donation represents our on-going commitment to fostering project management education in the classroom — something we’ve worked hard to evangelize through our relationships with higher education partners over the years. This alignment with PMI is the first time we’ve launched any effort to teach K-12 educators and administrators in the craft and discipline of project management, including helping to develop strategies for incorporating project management discipline in their curricula.
More details will be coming soon. Check back here for more!
The Project Management Center of Excellence: PMO Evolved.
June 30, 2008
In the mid-1990’s, there came about a well-defined bit of cost-cutting wizardry called the “Center of Excellence.” The COE was well-defined both because of the intent of its function in organizations, and because of its innate irony; you see, a decade and a half ago, the Center of Excellence involved lay-offs.
The COE was fashioned as a method of saving money by centralizing the best of all duplicate resources inside a large organization into one place. This center would then take on the task of managing their piece of the organizational puzzle, while any similar divisions outside the center would be dissolved.
But, like many other accidental discoveries, something wonderful happened. Before long, the COE approach took on more than just a functional use inside the organization — the COE began to live up to its name.
In modern project management, the specific tasks that fall to the Center of Excellence varies quite broadly from organization to organization. However, there are trends and best practices that define the high level function of the COE in the Project or Program Management Office.
First, the Project Management Center of Excellence provides educational and intellectual resources to the project management function of the organization. It is here that the organization houses the body of standards and guides for excellence in the internal project management operation. The PM-COE is the home of organizational methodology for project management.
Second, the PM-COE drives hiring and training against those standards. Global organizations striving for project management excellence are benchmarking their own processes and procedures against results. Ensuring human resources are hired, trained, and prepared to deliver results falls to the PM-COE.
Third, the PM-COE defines strategy in project management for the organization. This is the primary resource for intellectual capital in the broader field inside the company and provides access to the tools and technologies project managers will need to accomplish their jobs today, and in the future.
Finally, the PM-COE really can help grow profits and cut costs. Perhaps it is in the managerial DNA of the COE concept, but when resources and tools are pooled in such a way as a function of the PMO, new opportunities for greater efficiency become naturally apparent.
The PM-COE is a partner to the PMO. While the PMO is focused tactically on managing projects and delivering results, the PM-COE becomes the pit crew, ensuring project managers are trained, equipped, and prepared for work. It becomes a symbiotic relationship, an invaluable partnership that invariably results in better project management.
Even more, however, organizations that have adopted the PM-COE model as a function of the project management office have demonstrated a tacit commitment to not just running projects, but to learning through project management, and defining the project culture clearly through eduction, information, professional development and strategic awareness.
Cadence is a key partner in advanced training and consulting services designed to assist organizations interested in maturing and growing their project management office initiatives. Contact Cadence today for more information.
OPM3: The Three Elements of OPM3
June 16, 2008
Last week we introduced OPM3, the Organizational Project Management Maturity Model, with a brief overview of the tools and infrastructure it provides in organizational project management. This week, we continue our discussion with an exploration of the three elements that provide the foundation of the OPM3 model.
First, an important distinction. Historically, standards in the field of project management have focused heavily on the individual project manager or program manager. This stems from a convention of measuring aptitude: what do you know, and do you know what to do in a project management context. OPM3 on the other hand, represents a first for the Project Management Institute, addressing not only individual project manager competencies, but best practices across the organization for portfolio, program, and project management.
As a project manager, using the word organization may seem daunting. In the context of OPM3, however, the organization could be your entire company as easily as it could be your own functional area. This is the real beauty of the model: it scales impeccably.
The Knowledge Element provides the foundation for OPM3: 557 best practices as defined by thousands of project management professionals at work in the field. The Knowledge Element doesn’t provide any specific guidance on implementation, rather it provides a background on OPM3 components and operation.
The Assessment Element provides access to the OPM3 Self-Assessment, the online tool that allows users to compare traits of their current organization against best practices as defined in the OPM3 model. Through this self-assessment, you will become keenly aware of strengths and weaknesses in your organization, and see just where you stand against the continuum of organizational project management maturity.
Still, the data you cull from the assessment process might not be an appropriate picture for your organization. That’s why, as a function of the assessment process, you are able to define which best practices apply most critically to your project, program, or portfolio environment.
At the highest level, your OPM3 journey could end there: with a snapshot of your current capabilities and a new awareness of where your organization stands on the maturity continuum. However, assuming you are investing in the process for continuous results, the Improvement Element will help you deliver. Here, you will use the data from the assessment process and build a plan for improvements on key best practices for your organization, implement those improvements, and then re-assess to ensure successful implementation. Each change is specifically targeted to advancement along the maturity continuum.
While the self-assessment tool is comprehensive, like any assessment, interpretation of variables can be tricky. That is why specially-educated Cadence project managers are available to help your organization begin the OPM3 assessment process, a powerful tool for ensuring your projects are delivering the right results today.
OPM3: Why it’s time to care
June 9, 2008
There are funny cycles in the field of project management.
PERT charts are no longer cool, for example. And we do a bit more planning these days than we did in the 50’s when most of our so-called “complex” projects were still run off a simple Gantt chart. But today’s projects have redefined the nature of the word “complex”. Teams are broader. Budgets are bigger. Deadlines are tighter. Stakes are much, much higher.
A decade ago, the answer was the PMO. The project management office was to be the central repository for project practitioners in medium and large companies. In the best examples, PMOs were user-driven and organic, managed by a savvy suite of experts who knew how to get the most out of the tools they used. And still, project complexity grew.
Today, the PMO has evolved. OPM3 stands to formalize project management operations and help to define a clear path for process improvement.
What is it? OPM3 stands for Organizational Project Management Maturity Model, and it is a model that is owned by the Project Management Institute (PMI). Unlike so many other maturity models in the field, however, OPM3 was crafted by thousands of project management professionals, volunteers, and experts across 35 countries around the world. This is not an ivory tower theoretical application.
In short, it is a big deal.
Perhaps because so many people were involved in its genesis, simply diving into OPM3 can prove a bit unwieldy. Put simply, OPM3 helps organizations understand a broad scope of best practices in the field through a knowledge element; measure organizational performance against those best practices through the assessment element; and build a bridge to meet those best practices through the improvement element.
There are 557 of these best practices, each broken down into a few meaningful capabilities. As such, where OPM3 shines is in dealing with the dramatic increase in complexity in today’s projects. In fact, OPM3 specifically encompasses a whole-organization view of project management, something Cadence has long professed as a key success factor in projects. OPM3 best practices cover project, program, and portfolio management through four key stages of process management: Standardization, Measurement, Control, and Continuous Improvement.
Too often, we see projects that have fallen prey to organizational ill-will. Projects that have fallen through the cracks of management, projects that are spearheaded in spite of misalignment with organizational priorities, and projects with no executive support or leadership. Where OPM3 shines is in helping organizations turn key strategies into projects, and ensure that all projects serve in the achievement of broad strategic vision.
Specially-educated Cadence project managers are available to help your organization begin the OPM3 assessment process, a powerful tool for ensuring your projects are delivering the right results today.
The Cadence Social Scene: IMU 2008
May 31, 2008
No, in fact we do far more around Cadence than just deliver best-in-class project management training. We play Horseshoes! Best. Game. Ever.
With the international crowd in Portland for the week, we decided to take advantage of the nice weather and head out the The Dalles for food, games, and fun after a full week of methodology discussion. It was a great release for everyone, and a chance for all to show off their mad skills with big iron, and fancy footwork on the field! See the gallery below for the rest of the event.
Project Management Seminar June 2-4 — Second Session Added!
May 13, 2008
Space has been running scarce in Portland! Thank you to all of you how have signed up so far. To those of you who have been on the waitlist, your wait is over! Today, we added a second Portland session to the calendar.
Location: World Trade Center — Portland, OR
Date: June 2-4, 2008
Enroll: http://urltea.com/36o3
If you were on the waitlist, you’ll be contacted shortly — if you haven’t been called already. If you’ve been holding out on making your reservation, now is your chance!
See you in Portland this summer!
