be.Projectized has been founded early 2013 with as objective to provide professional training and coaching in the areas of portfolio, programme and project management (PPM).
Therefore, I invite you to visit the be.Projectized website for all your training needs. I'm sure we can provide you a very interesting journey in improving your PPM knowledge and skills.
Looking forward to welcome you in one of our training and coaching sessions!
On 30 October 2012, Steven Deneir, owner of ProOptimize, succeeded the MoP® Pratitioner Exam and as such became Registered Practitioner in Portfolio Management.
Management of Portfolios provides guidance for companies with the definition and delivery of their portfolio of change initiatives. Key points are the continued alignment with the organization's strategy and objectives, and keeping the balance between changes and the business as usual activities.
Achieving the Practitioner qualification confirms that Steven has achieved sufficient understanding of how to apply and tailor the MoP guidance and to analyse portfolio data, documentation and roles in relation to a given situation. As a successful Practitioner candidate, Steven is able to advise on the implementation of appropriate practices and techniques, and apply the method to a live portfolio.
More information on MoP can be found at http://www.best-management-practice.com/Portfolio-Management-MoP
MoP is a Registered Trademark of the Cabinet Office.
Ever checked the number of management products PRINCE2 shows...: 26.
Ever checked how many outputs the PMBOK lists...: 80!
I certainly have miscounted, so if you can correct me, please let me know the correct number... Note that PRINCE2 explains that a product is an output of the project. So Management Products and outputs here are considered synonyms!
As an organization we certainly do not want that every project, the expected content for these management products is reinvented or rediscussed. So we create (even better, reuse) templates for each of these management products. A great help for an organisation, what an invention! Templates...!!
Wrong, so wrong... Let me explain.
On embedding PRINCE2 in an organisation...
All too often senior managers do not know what to focus on during Project Board meetings. They know they have to take a decision in most of the cases, but what are their personal attention points. Are they clear on that?
PRINCE2 provides a number of key decision moments. Very often this takes place during a meeting - eventhough the largest part, if not all, off the discussion should have happened before the decision meeting. In training sessions you have certainly used name tags, so that the trainer knows who everybody is and these name tags make networking easier.
Name tags, well could show the name of each member of the project board (hopefully everybody knows the board, but you never now...). But the following name tags are special in that the back is not blank (as if almost always the case) but lists, for each type of board member, what their focus should be during the meeting. Although the Project Board takes decisions together, they have their own focus. The name tags help remembering them their attention points; they act as a quick reference card for this specific type of meeting.
For now I only posted the name tags for authorizing initiation. Later on I will develop and post name tags for authorizing the project, authorizing the next stage, and authorizing project closure.
Have a look and enjoy.
I welcome all feedback!
What others say about the Meeting Name Tags:
(on LinkedIn) Thanks Steven, That's brilliant. The next board I set are getting these, it'll help them keep their responsibilities in mind too.
Andrew Sutterby, Project Coordinator at University of the West of England
Last week, again the same remark I hear soooo often… “There are too many products we have to create according to PRINCE2®. It’s not agile at all. We don’t have time for all of that. We have to manage the project!”.
I do hear and understand this call of so many project managers. But why would PRINCE2® not be agile? Or their teacher did not well explain the concepts of PRINCE2®, or the students didn’t understand the teacher, or for those that didn’t had a teacher, they probably misinterpreted some concepts, or ...
Now, how can I convince project managers that PRINCE2® is agile?
“Steven is a real professional who performs well in difficult situations. He ran the Software Engineering Process Group (SEPG) pretty well and managed to do a good job in project management under high commercial preasure.”