Books of Gabor Vis van Heemst

Since 2001 I published several books about project and programmemanagement.

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and the website www.intrprimus.nl

PRINCE in Practice meeting – 30th of June

I was looking forward to this event, the Prince in Practice meeting about portfolio management with Liander, titled ‘portfolio management and Liander, a good combination’. Liander/Nuon is a client for over 10 years now and I carry the organization and colleagues in my heart. It is a interesting environment with all kinds of elements that makes it dynamic and challenging. The approach was to share some knowledge and experience about (implementing) portfolio management based on our own experience in the last couple of years.

We had some 20+ project and programme managers joining us in this event. For starters I gave a presentation about the theoretical side of portfolio management; what is it about, how does it look like and how can you employ this in an organization. So we looked at different definitions of the item from several organizations and choose one of them as leading for this evening.

the management of a group of projects and programmes that collectively provide the new capabilities that are necessary to realize one or more strategic corporate objectives

Basic question was how to use portfolio management and also what the main reasons are to implement portfolio management. We discussed this from the perspective of both the organization as well as the project manager. Why should he choose for such approach or at least how can he profit best from this situation. It was a lively discussion and it was most interesting to see the balancing of disadvantages and advantages of implementing a management structure that is both increasing power for projects, but also feels like losing individual power as project manager. This is exactly what happens in organizations implementing portfolio management.

Next I explained more about the ways portfolio management can be positioned in the organization and the role of portfolio manager and portfolio  board. Also we looked at the factors that can determine a successful implementation and working portfolio management. This was the starting moment for Ben Tubben, manager Projects of Liander, to give some insights in the way portfolio management is being used within the Uitvoering- organization of Liander. He was very clear on the choices they made along the way and how this worked out for them.

Ben explained the roadmap to us, used by Liander for all their developments and how this interacts with portfolio management. He told us about the different aspects they used as pillars for implementation; Organization, Processes, Resources and People.

Finally Ben shared his dreams for portfolio management and his Projects department with us. It was a cloudy sky, but the sun was shining through the clouds. Ben, thanks so much for your open and meaningful presentation!

As I said, I was very excited to do this presentation with Liander. There was lots of interaction with the group and good discussions. Several of them continued during the closing drink. I want to thank all attendants for their contribution and inspiring feedback!

Download presentation: Presentatie_intrprimus_PiP Portfoliomgt en Alliander_v100

Improving projects by project leadership – part 2

In my blog article of April 26th I wrote about the importance of leadership in organizations and projects. As a result I got a lot of questions and comments.

I want to share a comment of my friend Allard de Ranitz :

“Personally I always enjoy the trivia that is created on any business level when people start using terms like maturity and leadership, without taking time with each other to identify what it is that we’re talking about. We all know what we mean, more or less, but the misunderstanding usually occurs right there in those areas; the more and the less…. Besides that, it is pretty difficult to support people in increasing their leadership and advancing their maturity levels when we don’t know exactly what we’re advancing or increasing, other than better, more and up… which are usually terms that coincide with measurable aspects of What we do and not How we do things.

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The English language has a great word that helps identify the characteristics of maturity and leadership. ‘Responsibility’ when taken apart there’s two words that provide meaning to the word itself in a continuum. Response and Ability. With increasing ability to respond, you’re better equipped to take responsibility. Responsibility as such is all about the Response one creates as an answer, effect of or counter to a certain influence. The more mature your response the more effective the flow of things continues. Immature responses, therefore create disruptive flows. This is important to recognize, since it looks at maturity in a different way.

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Most of the maturity models we know, like CMM(i), INK or EFQM consider maturity to be an increasing level of quality based on system borders. Level one deals with activities, projects, singular responses to stimuli where level two is based on repetitive action responses; being capable of repeating the same response to triggers, that worked the first time, when similar stimuli came your way. Level three already starts to recognize a larger scale outside of your own influential sphere to be reckoned with where levels four and five (and possibly beyond that where other models are concerned) increase the view of the system that is influential for and partial to an ‘Able Response’ – being that type of response that supports, possibly increases and not disrupts, the flow of things within that entire system.

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Maturity therefore, has only to certain limitations to do with the skills with which a (project) manager, person, leader, fulfills there task. Much more so however, it deals with the overall capability to take perspectives; to see the whole picture from all different angles and to be Able to Respond to a trigger in such a way that the entire system flow is maintained. Just as ecological principles only stand up in larger perspectives, because the earth as a whole is one complex, intertwined related system, the same principle accounts for projects having to be viewed in light of business cases and organizational change and the maturity of organization responses to change having to be judged by their larger environment and effects on that.

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In the smallest sense I respond to triggers, because of me having to respond to make me better; an egotistic, self oriented view on maturity. I can still show prevailing traits of managerial capacity, however since it is merely for my benefit, maturity cabn be considered low! When I can grow beyond ego and look at myself and the others concerned, my perspective becomes more ethnocentric and involves the good of the group. Maturity increases, since I encompass my fellow men / collegues into the course of action, however I can still and will disrupt the flow of my entire life system, merely trying to do what is good for me and the other and make money. The fact that I’m polluting my environment, wreaking havoc on  all other outside my system, is not included in my perspective, causes my ability to respond to only partially create flow, however disrupting it slowly on a larger level. When being able to see the entire system we’re part of and therefore creating perspectives on a system/world centric way, we’re able to make balanced decisions for the good of the entire flow. Possible shortly disrupting smaller streams, however in the end being able to create flow for the entire system and not merely for a partial impact. This is what Responsibility and the ability to Respond is all about.

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To be able to develop the maturity of your Project managers, therefore is to be able to increase their way of perspective taking into a more systemsapproach and world centric view of responding. How do you do that, I can hear you ask. Well, there’s no simple conventional answer to this question.

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The way forward lies in developing the consciousness of the Project manager. What research has found, is that the higher the consciousness the more empathic and world centric the being is. I suggest we incorporate a new way of developing people in organizations. Next to developing skills, knowledge and experience in the field and the subjects, which are all extremely necessary to be able to succeed, we should also start developing the personality beyond the ego. The conscious Project manager is someone who possesses all necessary skills and the personality to match it. A conscious human in a conscious mind. That’s Maturity and that is the maturity that creates a Great Response Ability!!!”

Great Event at Atos Origin!

What a great event and an overwhelming number of visitors! Over 100 people came to the competence meeting of AtosOrigin of June 15^th where I gave my presentation about the co-operation between project executive and project manager.

It was a mixed public of project and programme managers, transition managers and other people involved with Atos projects.

foto: Patrick de Goede van Eijk

The title of the event was: ‘Project Managers are from Mars, Executives are from Mercury’. The key question of the evening was if this was really the case and if so what is needed to bridge the differences and make it a successful combination.

I started with a video newsflash about two in itself successful projects, but together were a great fiasco; new street lightning and parking spaces in a street in Rotterdam. The parking spaces were neatly paved and big enough for the cars. The lampposts were standing straight up and working properly….but some of them were standing in the middle of the road or the parking spaces.

Where did this go wrong? How can we prevent ourselves for these kind of fiascos?

In the presentation we took some time to look at the major failure factors for projects and concluded that at least half of them involved the project executive, the project manager and mainly their relationship and co-operation. So naturally, we had to look at what to do about these kind of situations, with the main focus on the project managers site. We can’t order the executives to change, we can only change our own behavior.

What can I, as project manager do, so the project is going to be successful? And what is my responsibility to work successfully with the executive?

Am I professional enough to ask myself the questions ‘Do I start a project while I know it can’t be done? Do I start when no ownership or commitment by the executive is in place?’. The main question is if the project manager is responsible to solve everything.

It is all there in the beginning of the project. We have an idea about what the project should be. Let’s consciously appoint the project executive and manager! It feels to business as usual to say, but the reaction in the audience was clear. This is felt as an issue for their projects. How to get the executive to not only accept the role, but also to fill the responsibility? So he is comfortable with his role and knowing how to co-operate together with the project manager.

The project manager is not a tumbler you can push around and following every move of the executive. We have to be a professional all the time, that’s what the executive may expect from us. Project managers are responsible for managing the project and that’s what we do best. But still things can go wrong or change during the project. Then we have to be clear about the situation, the causes, possible solutions and our advice. It is in these situation where the project is getting exciting and were our project management skills are needed most. This is where we can proof the executive he has a partner in crime and we are working on the same goal.

But to get such a relationship you have to build one. So have a formal but also a informal communication with your executive. This helps to build trust and understanding between the two of you. He will probably make time for you easier, when you have a good relationship. It also makes the formal and more difficult discussions easier to handle, because you both feel your are still on the same page.

In the first half of the presentation I told the story about the fundamentals of the project. Basically it was about creation a common feeling of working on the same goal in a project. There was some small discussion during the first half, but our goal was to have a strong discussion in the second half after dinner. We had some propositions where people could react on by holding up a green or a red card

Some of them felt like a commonly known fact, but still there was lots of discussion about these propositions. For example:

Proposition 1; hiring a (internal) project manager solves all the executives problems.

95% of the people were not supporting this proposition. They claimed that they were there to manage the project but they don’t have the power to solve all possible issues. There the executive is needed.

In the projects they were sometimes feeling the executive is using them as bin. ‘Why should I be bothered with these problems, where do I have you for then?’. It is important to keep the executive committed to the project and aware of his responsibilities. Manage his expectations about your co-operation and make sure he has a quick win every 3 months (for example) to show around.

Another proposition; a capable project manager doesn’t look beyond the borders of his own project.

A common feeling with the project managers in the room was that this was a bad suggestion in a theoretical environment, but a wise suggestion in their daily business. There was more than enough issues in their own project to cope with. It is hard enough to realize the project without managing the interfaces with the ‘outside world’ and by doing so the project would stretch the planning even more.

There was quite a discussion about this topic. Everybody felt this was what really should be done, but how to do this in their project environment? Focus on the projects end result and end goal is good, but don’t forget the stakeholders and other projects and programmes. Like in the short film about Rotterdam. You can’t manage a project with blinkers on.

Finally

It was very rewarding for me to notice all the involvement during the presentation. We had some beautiful discussions and I think some eye-openers for them to work on. I am also glad to see the organization is willing to work on this and we planned some next steps where we can help the organization together. I want to thank AtosOrigin and all attendants for their input and hospitality. Hope to see you all again soon.

Introducing tailoring PRINCE2® (part 1)

Introduction basic principles

One of the characteristics of a project is that the change is unique, or in any case unique enough not to be managed under a line management function but to be started as a project. This means that, in principle, no project is the same as another. Just think of the different sizes of projects, the varying organizations, and the differences in respect of the types of product. Put alongside this the fact that no Project Manager, Executive or project environment is the same and the basis is established for ‘tailoring’.

Figure 1. Effects of tailoring (Source: Project management based on PRINCE2)

Naturally it is so that a number of types of change, projects and environments can be distinguished to get more insight into all this complexity. This is useful to determine the approach to the project or the selection of the Project Manager who will execute the project. It is important to look at what the project and sometimes even the stage requires. With every project or every stage the Project Manager and the Executive should check what the specific characteristics of the project and the environment are (see figure 1). The Project Manager must organize the project accordingly. In this PRINCE2 offers structured guidance to enable the organization of the project to be adapted for every required situation. As such it is a generic method of project management and the method can be used as the start point for organizing and managing all types of projects.

Tailoring a PRINCE2 project is all about making the application of PRINCE2 fit a particular project, so that the correct means of planning, controlling, directing and the use of processes and themes can be adopted.

On the other hand PRINCE2 is embedded with a method for organizing products. This refers to the assurance of the PRINCE2 method throughout the entire organization. The table below indicates all the interim changes and tailoring (see table 1).

Table 1. Embedding and tailoring (Source: Project management based on PRINCE2)

In tailoring the project organization all aspects of the project must be considered, thus all themes and processes of PRINCE2. What can be used and what not? Can processes be combined (think of Starting up a Project and Initiating a Project in a small project)? How does the terminology link up with the standard corporate terms? Which roles can be combined by one person? How is a link obtained between the programme and the project organization? Which project approach fits which type of project best at the moment? How are the templates and the management products used?

In this article I will give an illustration of a number of specific situations and the application of PRINCE2 that can be used. The aim of tailoring the method must always be that what is done is precisely what the project requires to be successful.

Nothing more and nothing less!

Context

Projects never stand alone and are always executed in conjunction with many factors – whether these are environmental factors or project factors. In figure 1 a few examples of such factors have been included. So, tailoring is also about the application of PRINCE2 bearing in mind the external factors.

PRINCE2 has a number of generic principles, themes and processes, but also a few specific topics such as terminology, management products and roles. The principles are universal starting points for project management and in this sense must always be applied in a PRINCE2 project. The themes are the aspects of project management that must be addressed continually and integrally during the entire lifecycle of a project. These aspects must be tailored for the specific project and for the specific circumstances. This often happens in the different project strategies. In a formal organization the risk strategies will, for example, be much more formally structured than in a more vision driven organization. Also the way of directing the line organization to the projects will differ in similar organizations and this will have an impact on the plans and strategies.

The PRINCE2 processes consist of connected activities that must be executed at certain times in the lifecycle of the project. It is therefore not advisable to leave these activities out or to skip them. The art is in the application of these process activities, giving each the attention that it deserves. It is thus more a question of how extensively and formally an activity must be executed, or the extent to which activities can be combined, rather than omitting activities altogether.

The same applies for the roles within PRINCE2. The starting point is that the correct person must fulfill the correct role in terms of the appropriate tasks, responsibilities and qualifications, and that everyone is clear what these roles, tasks, responsibilities and qualifications are, and not there is a signed role description available for every party. That can be necessary in critical projects with external parties, but that will more likely work counterproductively in other projects.

The terminology of PRINCE2 is one of the great plus points of using it as standard methodology. By all using the same terms and knowing what they mean, there is much less miscommunication, making the hand-over of work easier. That does not mean that the PRINCE2 terminology must always be insisted on. If everyone in an organization has been used to referring to a project contract instead of a Project Brief and the meaning is the same, then it is probably advisable to continue to use the existing terms.

In principle this also applies to the application of management products. It is sometimes advisable to keep on using existing documents or lay-outs and to enrich these on the basis of the set-up of the management products of PRINCE2, rather than replacing them altogether. One should take care that all aspects are addressed.

It is always advisable to pay attention to all the parts. Make a conscious choice if it is necessary and, if yes, to what extent it is necessary to describe the part. Avoid bulky plans in which all aspects are described in detail, when this does not contribute to the success of the project. This costs unnecessary energy, time and money.

Whatever an example is given, there will always be a unique situation in a project, so on the basis of that, choices are made for its organization. It is all about the purpose, not the means! Just think: There are no bureaucratic methods… only the bureaucratic applications of methods. Bureaucracy is a choice!

The above example ends with the most important starting point in the tailoring of PRINCE2. CHOOSE CONSCIOUSLY!

Finally

In the next article I will go into tailoring PRINCE2 for projects within a programme. This project environment has its own characteristics and possibilities to keep PRINCE slim and lean! So it seems to probably become a interesting article again .

Please feel free to comment on my articles. I’d love to get into remarks and questions.

For any other information, please mail me (gabor.visvanheemst@intrprimus.nl).

PRINCE2® is a Registered Trade Mark of the Office of Government Commerce
in the United Kingdom and other countries

Differences in PRINCE2® v2009 versus v2005

In 2009 OGC, the owner of the project management method PRINCE2, has released a new edition of the PRINCE2 manual. In this 2009 edition there are several changes were applied to improve the method. The fundamentals of the PRINCE2 method have not changed. The most important improvement is that the underlying principles of PRINCE2 are now explicit guiding principles for the content of the themes and processes as these are defined within the method (see figure 1).

Figure 1. Differences in PRINCE2TM v2009 versus V2005
(source: Project management based on PRINCE2, 2009 Edition)

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The principles are also emphatic guiding principles for tailoring the method to a specific project in a given context. It is explicitly stated that deviation from the use presented in the themes and processes is possible, but that if not all PRINCE2 principles are applied in a project, it can no longer be termed a PRINCE2 project. The changes that have been implemented can be distinguished according to methodical changes, changes in the structure of the manual and smaller changes within a specific theme, product or process.

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Structural changes

The most important structural changes are:

• Firstly, of course, the new chapter that has been added in which the PRINCE2 principles are explicitly named and described.

• More attention has been paid to adapting the method to a specific project in a given context.

• This has now become a separate chapter called Tailoring PRINCE2.

• The method is less prescriptive. With regard to many subjects, it is stated that deviation from the approach described is possible. It is stated that it is better to work according to the spirit of the method than to adhere to the rules of the manual.

• The method is less bureaucratic. Sub-processes have been swapped for activities. Fewer management products have been defined.

• There is now greater emphasis on learning from experience. In the first PRINCE2 process, learning from experience gleaned from previous projects is expressly mentioned as an activity.

• Lessons now come up for discussion in all reporting and meetings. Conveying one’s own experiences to the corporate or programme management is now included during stage boundaries too.

• There is a clearer link to other OGC methods, such as Management of Successful Programmes (MSP) and Management of Risk (M_o_R).

• Strategies have been introduced for risks, quality, configuration management and communication, all in line with MSP.

• There is more reference to techniques to be used. Reference is made to frequently-used techniques, not only in planning but also for risks and (for example) the Business Case.

• Delivery of the results in stages is pointedly assumed.

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Changes to the manual

• First of all, the manual has been reduced from some 450 pages to around 330 pages, primarily by removing duplication of components and processes.

• The components have become themes and have been put before the processes. As themes they have also become what they are, namely areas for attention, without wishing to create an impression of being integral to a project – the term ‘component’ suggests.

• The eight components have been reduced to seven themes. Configuration management has now been integrated into the Change theme.

• Control aspects have now been renamed as the Progress theme.

• The Techniques section is now defunct. The techniques are now described in the relevant themes, alongside other important techniques.

• The number of processes has been reduced from eight to seven. The Planning process has now been included as a procedure within the Planning theme. This puts planning in line with other procedures, such as those of risk management and change control, which always used to be dealt with like procedures within the components/themes.

• There are more support and guidelines for the members of the Project Board and the senior management. To this end, the OGC has even published a separate manual with a separate exam associated with it.

• The appendix incorporating risk categories has become defunct.

• The health check has now been arranged according to the different steps in the project process.

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Detailed changes

Themes

• Business Case – The Post-Project Review Plan is now called Benefits Review Plan. This plan is now created during initiation of the project and assessed by the Project Board during project authorization. For each stage, the Benefits Review Plan is brought up to date. Justification of the project is now based on whether the project is wanted, viable and achievable. The lifecycle of the Business Case is now subdivided into developing, verifying and confirming. The Business Case now also contains an Executive summary, dis-benefits and benefit tolerances. In the case of delivery in stages, benefits reviews can be held during the project.

• Organization – The four levels of management are now called corporate or programme management, directing, managing and delivering. The Change Authority has now been included in the organization chart. The configuration librarian is now part of the Project Support. In line with MSP, the Senior User is now responsible for identifying and defining the benefits and the operational or programme management holds this role responsible for demonstrating that the benefits forecasted are being achieved. The agreements on communication are now detailed in a Communication Management Strategy.

• Quality – There is now greater emphasis on the quality of the products. The quality path has been replaced by a quality audit path with overlapping paths for quality planning and quality management and quality control. The ‘project product’ has been introduced, which refers to the project’s final product to be delivered. The Project Product Description contains the customer quality expectations, the acceptance criteria and the quality tolerances at project level. The Project Quality Plan has been replaced by the Quality Management Strategy. The Stage Quality Plan is no longer distinguished separately in the Stage Plan.

• Plans – The method now states that a Product Description is required for all products identified. In contrast to this, the technique focus on products, which is now explained within the Planning theme, is less prescriptive. Thus for external products they only ‘advise’ choosing an anomalous colour or shape, for example.

• Risks – This chapter has been completely revised and therefore ties in heavily with the Management of Risks (M_o_R) method from the OGC. The agreements on approach to risk are now set down in a Risk Management Strategy. The risk process has been modified. Risks are now distinguished according to opportunities and threats. The responsibilities of the risk owner have been extended and the role of a risk-actionee is now recognized. The Risk Log has now become a formal Risk Register, which is created during the initiation of a project.

• Change – The Daily Log is now also used to record issues and risks that can be managed informally. The change procedure has been modified. Formal issues are now recorded in an Issue Register. The configuration management has been fully integrated into the Change theme. The approach to change control and configuration management is now recorded in the Configuration Management Strategy.

• Progress – The Progress theme replaces the Control component. This theme now concentrates entirely on the implementation of the project. The control aspects in the processes Starting up and Initiating a Project and Closing a Project are now no longer dealt with within this theme.

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Processes

• Starting up a Project (SU) – Now also specifies the review of previous lessons. The project organization, the project approach and the Project Product Description have now been incorporated into the Project Brief. The Daily Log and Lessons Log are arranged in this process.

• Directing a Project (DP) – This process now begins at the end of the SU process in response to the request to commence initiation of the project. Apart from this, the DP process in itself has largely stayed the same. However, whereas in the past the Project Board requested initiation of the process Managing a Stage Boundary and premature closure of a project, this action is now the responsibility of the Project Board itself.

• Initiating a Project (IP) – The first activities of this process are now developing the different strategies for risk management, quality control, configuration management and communication management. The Risk Register is now arranged in this process too. The ‘PID’ is now defined as the Project Initiation Documentation. It now has to be explicitly recorded in the PID how the PRINCE2 method has been tailored to a project in this context.

• Controlling a Stage (CS) – This process has largely stayed the same. Only the sub-processes ‘capture’ and ‘examine issues’ have now been merged and extended into one activity: capturing and examining issues and risks.

• Managing Product Delivery (MP) – This process has largely stayed the same. Only the responsibility for recording the risks and the results of the quality reviews has now been returned to the Project Manager or (as the case may be) Project Support.

• Managing a Stage Boundary (SB) – The name of this process is now in the singular. The action ‘update the Risk Register’ is now part of the ‘update Business Case’ activity. The PID and the Benefits Review Plan are now being updated. The products completed in the project up until that point can already be delivered in stages and transferred to the customer. The formulation of a Lessons Report and recommendations for follow-on actions can now be part of this process.

• Closing a Project (CP) – New here are the activities prepare planned closure and prepare premature closure. Separate activities for handing over projects and recommending project closure have now also been defined. In principle, the Lessons Report and the recommendations for follow-on actions are now part of the End Project Report.

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Tailoring PRINCE2

This is a new chapter. Whereas previously this aspect was addressed separately in the various processes, it has now been merged into one chapter. This subject has also been expanded considerably with regard to what had been set down in the 2005 version of the PRINCE2 manual. A distinction is made between implementing the method in an organization and tailoring the method to a specific project in a given context. The various aspects of the project and the environment that merit adaptation of the method to the project are examined. In addition to this, the differences between project and programme management are explained and the possible connections between the project and programme organization are examined. Finally it is explained how the method can be tailored to projects of different size and complexity.

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Appendices

• A. Arrangement of management products – The number of products has been reduced from 36 to 26. Further explanation is now given for each product. How the different management products can best be presented has been added.

• Governance – This is an entirely new appendix in which it is shown how and to what extent the PRINCE2 method covers governance of the principles of project management as published by the British Association for Project Management (not included in this book).

• B. Roles and responsibilities – The role Change Authority has been added. The role project office has become defunct. The requisite competencies for the various roles have been added.

• C. Example of product-based planning – This example has moved from the previous technique focus on products to the appendix. A Project Product Description and an example of a product breakdown structure in the form of a mind map have been added.

• E. List of terminology – This has been expanded in relation to the previous version.

• F. Other information – This contains a brief explanation of the various methodologies supported by the OGC.

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Conclusion

So quite a lot has changed in the 2009 version, but the fundamental principals are still in place. I think the new edition is a real improvement regarding the 2005 version and easier to work with in practice. The biggest advantage are the explicitly made guidelines for tailoring PRINCE2 to your own situation.

Good luck applying PRINCE2!

PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries

Frustration about project management methods

Last month there was quite a  discussion on a networking site about the frustration over the added value of using a project management method. The originator of the discussion stated that a method was of no use at all and consequently a waste of time and money. He never met a (experienced) project manager that had a positive judgement about a pm method.

I was curious where what the reaction of other readers would be and how they would react on the authors strong opinion. So I followed the discussion for a while, with some interesting turns. There was really not even one reaction that supported the initial case. I’m not surprised since there have been published a whole bunch of pm methods in the last decennia. And most professional organizations use at least a structured way of working (a self developed method) or a standard methodology regarding project management. So there has to be a common understanding for the positive effect of using a method.

Why is this author so frustrated about pm methods?

Of course, a well known complaint about methods, a lot of times about Prince2, is the bureaucracy and the administrative burden. Is this unique for the Prince2 methodology and what is this all about?

Bureaucracy and administrative burden

First time I heard the complaint about the bureaucracy of Prince2 I was working with the method for some years. I didn’t understand where the method was bureaucratic because I never experienced it as such. I was aware that every method is fundamentally bureaucratic in itself, but it never bothered me in my work.

When I was looking into the complaint I discovered that the main problem they experienced was the agreements between the delivery side and the business side of the project. They had a black-and-white approach towards their service-level-agreements and according projects. There was a lack of trust between parties resulting in thick project plans. Some years later I came across a company where young IT project managers where trained in Prince2. They where fresh out of university and used of describing everything in detail. This also resulted in bulky plans and a de-motivation for project management in the business.

And also in other situation I never found the method to be bureaucratic, it was the application of the method that made it heavy and slow. Since then I use the slogan: ‘Bureaucracy is a choice!’.

I think in a lot of cases the main reason for methods not working out is the lack of knowledge of the method and experience with the work. Also I found that a method-free way of working has its advantages if you don’t want to take responsibility and won’t let others plan and control your work. The use of a method can help the organization to manage the work more efficiently.

Management by Experience

The other point in the discussion was if experienced project managers don’t use or need a pm method. I think this is completely true!

Really experienced project managers don’t talk about the method they use, they just use it by heart. It’s integrated in their way of thinking and working. And why not, is a method the holy water? Is it the key factor by which all projects can be successful…no of course not. The method is just a piece of equipment the project manager is using to deliver his results. But they all started by using a structured way of working that helped them to do their job.

Tailoring the method

One of the characteristics of a project is that the change is unique, or in any case unique enough not to be managed as a project. This means that, in principle, no project is the same as another. Just think of the different sizes of projects, the varying organizations, and the differences in respect of the types of product. Put alongside this the fact that no Project Manager, Executive or project environment is the same and the basis is established for tailoring.

Tailoring a Prince2 project is all about making the application of Prince2 fit a particular project, so that the correct means of planning, controlling, directing and the use of processes and themes can be adopted.

In a next article I will further go into tailoring Prince2 projects, just to make it easier and give some practical advise what to do. If you can’t wait, it is also described in my book.

If you have any question please contact me at gabor.visvanheemst@intrprimus.nl or leave a comment. If you want to know more about our project management services please look at www.intrprimus.nl

What are the right questions

sequel to a ‘Clarifying moment’

In a previous blog article I wrote about coaching young project managers and the way development can be stimulated just by asking questions. As a comment on this article someone asked me ‘I recognize the importance of asking questions when coaching people. It is indeed about the person you coach, and not about yourself, the coach. But, how to ask the right questions?’. This question did the same for me…I had to dig harder.. What are the right questions?

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When I was thinking this over, I came upon some different variables which determine whether a question is suitable. I think that questions to ask a coaching client are related to context, stakeholders and their stakes. They are concerning the steps to be taken and the order to take them. And last but not least, about the behavioural site of the situation. What should the client do and behave like to be successful, to make a fit with the others?

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So it’s not quite simple to answer the initial comment. I was discussing this subject with my friend Allard de Ranitz (see his blog and site) and we took some interesting turns. We came up with some sub questions we’d like to answer in this article:

• What are clarifying questions? (aka powerful questions)

• What do these questions say about me and my role as coach? For my way of approaching the client?

• Do I need other abilities as coach to take different perspectives towards the client?

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In providing our outlook on this we use the term he or coach not wanting to lay claims on any gendertype, knowing that women are by nature most often beter capable in asking these clarifying questions…. It’s merely that we as writers are “he-men”. Thus, eventhough we say he… well you know what we mean….

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Fundamental principles

As basic principle you could say that clarifying questions help clients to paint the whole picture of the situation and to come up with an authentic, suitable and appropriate answer. A good and powerful question is without judgment and makes the client draw a blank. He can’t read the right answer out of the question or the way the question is asked. It makes the client stop dead in his tracks and forces him to come up with his own self felt answer. Powerful or clarifying questions, therefore, in principle go beyond cognition. One cannot cognitively come to an answer, but has to use more senses, include intuition into the equation and add a touch of beliefs, levels of values and morals. Most clarifying questions touch on some form of deeper level and go to the heart of the matter. In terms of the logical levels of Bateson and Diltz, clarifying questions go beyond such things as behaviour, skills and measurable surroundings and dive below sealevel into the matter of the bigger part of the ‘underwater iceberg’, dealing with the what, why and how of convictions, beliefs, values and identity, in relation to the topic.

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Another fundamental principle of a clarifying question is the very fact that it is surprising, because it deals with an unseen aspect of and for the client. Unseen in the sense that he’s unaware of it. It’s either unconscious or unnoticed as of yet in relation to the topic. By asking the question, you as a coach open the door and shine a light on this side or element of the topic. There’s a phrase, among others, contributed to Anaïs Nin which says: ‘We don’t see the world as it is. We see the world as we are’. Good coaches show us who we are and make ourselves a little bigger by uncovering territory we were unaware of inside ourselves, give us more perspectives; therefore making ou world grow…

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From a perspective of our role as a coach, clarifying questions tell us a lot. To be able to show someone the insights that come with such powerfull questions, there’s often no correct way of knowing what to ask. As said in the fundamental principles, these questions go to the core and are not a mental, cognitive matter and if anything, they require of the coach that he is consciously capable of reaching his own core. That is – if he’d like to be able to make this a repeatable effort, instead of a one off, lucky shot, leaving not just the client but also himself in awe of the powers unleashed by these questions (did I just do that..??).

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What does that mean; reaching you’re own core? This is probably one of the more difficult elements in life. There are no specific courses to be taken to master this. This has to do with being unbiased, being able to let go what is and welcome what emerges, having the ability to be curious about your client, no matter what the answer, having the utmost respect and love for the human being that is in front of you and have such an open mind that you are willing to let go of your own beliefs in favour of creating new values together. When being able to have such an attitude in approaching your client, you’ll find that powerfull questions emerge from within you, not being hindered by your bias, cognition, ego or opinion. They emerge in the connection you have on a deeper level of human connection.

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To do this, means to know yourself. Again: We don’t see the world as it is. We see the world as we are. For us as coaches, the same rule applies, the more knowledgeable I am of me, my ego, my habits, my opinions and meanings, my feelings, i.e.: my whole system of physical, mental, emotional and spiritual information,  the better my capability to recognize how to get ‘me’ out of the way. As a renowned Canadian coach and trainer once said: ‘The best powerfull questions are asked when I’m not interfering’ (and with I she meant her personality)

To be able to take on such an open vulnerable attitude, creates a trusted, open, relationship where things can be as the are. This also means that it can  make the client very vulnerable. This is where the obvious confidentiality between coach and client is key. The client has to feel safe to pick up the question and go explore the answer. Feel the possibility to play and explore and ‘get hurt without getting hurt’

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Perspective taking is one of the more cognitive elements within the coaching relation, related to the topic above and is usually where clarifying questions start to take form. Remember we said that with powerful questions, we reveal that, which is thus far unconscious or unseen for the client. The good part is that since we’re the outsiders we usually do see some things that our client doesn’t. The more difficult part is there are so many perspectives…. How do we know that the ones that we’re noticing are the actual ones that will provide the right insights? There’s only two things to do here:

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1. Make sure that your perspectives are as full and complete as possible

2. Sense into your core and find which one of those perspectives emerges as the right one for this moment.

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There are ways and frameworks to learn and deal with the first one, that help you systematically explore perspectives of your clients.

There’s training available and practice support to improve on this.

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The second element is as said, more difficult to develop. It is an element in most psychological, coaching, counselling and guidance education, but there’s always this part of being a natural or having specific life experience that helps speed up the process.

Coaching role

For us as a coach, mostly,  the main thing is to keep the environment safely intact, and get yourself out of the way!! Just lay back, enjoy the ride with curiosity, let the process take its course and support by seeing as many perspectives as possible for your client and when he’s blocked; take out the one that emerge as an Aahh within you, to project back to your client, creating his Aahh-Haaa….

Project managers are from Mars, executives are from Mercury

On Wednesday the 15th of June Atos Origin is organizing a year event for their project and programme managers, titled ‘Project managers are from Mars, executives are from Mercury’.

I am honored to announce that Atos Origin booked me as key note speaker for this event, to talk about the relationship between project manager and project executive.

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What is the importance of the relationship between project manager and executive? And can a project be successful without a good relationship between those two? How can the project manager keep the executive committed and involved throughout the project? Important questions which will be answered during the event.

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I have asked the project managers to come up with practical examples regarding their relationship with project executives. For me it’s important to understand what these project managers are dealing with every day, so I can give some hands-on and experienced solutions and advise they can use in their daily work.  Advise is nothing if you can’t use it the next day.

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An interview with me has been used to tell some more about the presentation and was published on the Atos Origin intranet. You can also see the interview following this link. I am proud to say that we have exceeded the maximum capacity of the event in only a few days. And I am looking forward to meet everybody in Utrecht!

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If you want to know more about this interesting event or want to organize an event for yourself, please contact us at info@intrprimus.nl.

Our goals for our book “Project Management based on PRINCE2™”

In the last couple of years I published several books about project management and programme management. For most of them I worked with Bert Hedeman, my good friend and fellow guru in this field of expertise. With every book we wrote we had some goals in mind we wanted to achieve. We wanted our books to add value to the books already available. In this article I want to give you some insights on our goals and ideals.

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The reason for us to think about writing a book about project management was the observation that an increasing number of organizations were working in a project-like manner and were using the PRINCE2® project management method. For these organizations the advantages of using one uniform standard method are obvious: a uniform method of working and terminology makes projects comparable, transferable and orderly. Moreover, PRINCE2 has additional qualities, such as the standard ‘no go’/’go’ decision with each stage, the Business Case at the centre of the project and clear agreements about who is responsible for what.

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Our book is intended for everyone doing projects in their daily work. It is written for Project Managers, Project Leaders and Team Managers and all others who are involved with the starting up and management of projects. It aligns with the 2009 Edition of the PRINCE2 methodology, with many lists serving as reference material for all project types and sizes. As our book illustrates, PRINCE2 is quite logical and this title demonstrates why it is often referred to as a structured best practice for project management. In addition, the contents of the book meet the majority of the theoretical requirements set for successfully passing the PRINCE2 Foundation exam. It also provides a good reference title as part of the wider reading and practical experience required from those taking the Practitioner exam.

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In this book, we have tried to combine our long experience in project management and PRINCE2 training. Using this background we explain the PRINCE2 approach in a structured manner, complemented with useful examples to help bring the theory alive. The Themes, Processes, techniques and Management Products as defined in PRINCE2 are explained in an easy-to-read, concise text. In the appendices you will find an example of a Project Brief and a paragraph on how to deal with lessons learned in a project.

Enriching the PRINCE2 Manual

Although this book is based on the manual ‘Managing Successful Projects with PRINCE2™’ from the OGC, which was fully revised in 2009. It is by no means the intention to ’translate’ the manual, but rather to make the methodology more accessible to the reader and to ‘enrich’ it with additions, practical tips and examples. It provides insight into how PRINCE2 can be used to manage projects and thus serves as a practical reference work for the experienced Project Manager. Thanks to its accessibility, the book is also extremely well suited to being used by anyone wishing to acquaint himself/herself with the method or working on a team engaged in projects (PRINCE2 or otherwise).

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For instance, we wanted to provide the reader with extra information about working in a project management environment. So with Chapter 1 we added an introduction to Project Management. This first chapter provides the reader with insight into what a project is or is not, why projects are ‘different’ and what managing projects entails. In chapter 2  we introduced PRINCE2 and specifically examines what the PRINCE2 method encompasses, the structure of the method, its relationship to other OGC guidelines, what is not included in the method’s scope, the benefits of the method and the differences between the 2005 version and the 2009 version. In the rest of the chapters we go through the fundamental principles, themes and processes of PRINCE2.

Preparation for exams

In the PRINCE2 method, a PRINCE2 Foundation and PRINCE2 Practitioner exam can be taken based on Managing Successful Projects with PRINCE2TM.

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The PRINCE2 Foundation exam is aiming to measure whether a candidate could be act as an informed member of a project management team on a project using the PRINCE2 method. The PRINCE2 Practitioner exam is aiming to measure whether a candidate could apply PRINCE2 to the running and managing of a non-complex project within an environment supporting PRINCE2. With this book we provide a good basis for both exams.

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So overall we aimed for a practical, easy-to-read book for project managers with all knowledge of PRINCE2 to pass the examination. But also a comprehensive book about working in a project management environment. Follow this link when you want to know more about the book or buy it.

PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.