QOTD: Requirements and PM duty to advise

If you were collecting specifications for a project deliverable from people sitting on a river bank washing their clothes with two large stones, their requirements would probably involve developing lighter rocks. The concept of a washing machine might not occur to them if the technology is not part of their experience.~ Tom Kendrick

We, as PM knowing underlying technologies used in projects, are in excellent position to counsel our customers on HOW the project outcome could help them focusing on their business. This however requires 2 conditions:

  • Your customer shall trust you and your organization
  • You shall be specialized enough to understand your customer's business

To provide your customers with more value, then build trust and delve into details of the sectors you address !

Gantt'sta Rap

Rap to teach Project management ?

This is an excellent idea from Chris Croft : http://www.youtube.com/watch?v=r22Ty_wZAuw

And hat tip to @MarcThevenard for sharing this link on Twitter !


Scheduling and forecasting process - Best practices

As a senior VP explained it to me, a project consists in a very stable geometrical shape : a triangle (assuming a constant quality - something we don't want to compromise). It's stable until someone decide to move one corner. In this very case, other corners will move in response to this change.

In order to spread the word about the famous triangle, following my recent experience in this field, and common mistakes made by junior project managers, I've decided to share lesson learnt on scheduling and forecasting.

IT Transformation - Hitting a moving target ?

IT transformation is a big deal: it can make or break a company's ability to adapt and therefore to keep the lead or to stay in the race. These high stakes, combined with the ongoing business as usual turmoil make it feel like hitting a moving target:

  • Not hitting it could jeopardize your future
  • It's very difficult as target moves 
  • It requires the snipper's experience to have a chance of success
  • It requires to anticipate all kind of various factors that could lead to mission to failure: an experienced snipper knows majority of those which requires his attention

Here are 5 "snipper" hints which tend to lead IT transformation programs to success...

Staffing your team - 5 Indicators to follow-up

I'm totally convinced that any project is mainly about people involved. A low performing team will ruin your efforts to achieve your project objectives. It's therefore crucial to pay a special attention to team staffing.

But, selecting the right candidate is not always an easy task, time-consuming, and often delegated to HR department or to a dedicated resources manager, who source both internal and external profile against the proivded job description. And the most important thing is, as a project manager, you'll be accountable for team performance no matter who you entrusted the staffing.

30 Nov - Conference at ENSIMAG - CSP Information Systems

A conference organized by Capgemini Telecom & Media division and Grenoble INP ENSIMAG.

Information Systems are critical for Communication Service Providers to be able to deliver services as well as to generate revenue from these services. How do they leverage industry standards such as TM Forum Frameworx to maximize ROI ? What is the standard organization of a CSP's IS ?

QOTD: Certainties


There are three certainties in life – death, taxes and changes to your project scope.

~ A wise man

And in your project the only thing you can rely on with absolute certainty is that in your project you can’t rely on anything with absolute certainty...

Welcome onboard, dear PM !

QOTD: Risk Analysis

Risk analysis uncovers weaknesses in a project plan and triggers changes, new activities, and resource shifts that improve the project. Risk analysis at the project level may also reveal needed shifts in overall project structure or basic assumptions. ~ Tom Kendrick

Talents big band

As a musician, I'm very sensitive about music, with a special award to jazz big bands. There's a lot of similarities between conducting this kind of orchestra and manager's job... Let's have a look to 4 of these similarities.

QOTD: The path...

Do not follow where the path may lead.
Go instead where there is no path and leave a trail.

~Harold R. McAlindon

I love that one !

Earned value & progress measurement

I'm currently training for taking the PMP certification exam, and managing a large software project in parallel.

When it comes to EVM, PMBoK guide seems quite clear about how EVM technique can help PM assessing project performance. However, when I try to apply this method to my project I face an issue that I think many practionner face : How do you know where you stand ?

EVM fully makes sense if you have an accurate EV calculation method, which is not so trivial.