In the Project Management arena, we love nothing more than throwing around terminology that relates to the technical things we do.

For me, an organisation’s Delivery Culture is the difference between “Ordinary” and “Outstanding”….

How often is an organisations chosen project delivery method thrown out, as it’s perceived as “not working” with little thought given to the competence of those using it?

In the Project Management arena, we love nothing more than throwing around terminology that relates to the technical things we do.

Over the past 10 months I have been lucky enough to partner with a progressive thinking New Zealand District Health Board (DHB) and experiment with how developing an Agile mindset might benefit the delivery of an NZ Healthcare PMO.

Every time I hear the words “Development Opportunity” I shudder, here’s why…

What does it take to do your best work? The lift off thrust of the Space X’s Falcon Heavy rocket equals approximately “eighteen” 747 aircraft at full power.

In the Project Management arena, we love nothing more than throwing around terminology that relates to the technical things we do.

In the Project Management arena, we love nothing more than throwing around terminology that relates to the technical things we do.

It’s long been rumoured that to save costs McDonald’s uses ground worms as filler in their beef patties. This rumour dates back to 1978 but still regularly does the rounds on the internet and social media still today.

Is Continuous Transformation the new norm? When I started in project management “Run the business” (Operations) and “Change the business” (Projects) were considered as very separate sides of the same coin.

A while ago I watched an organisation carry out a project pipeline prioritisation. The Executive Leadership Team unanimously agreed on their strategic targets and measures, they universally agreed on the different weightings set for each target.

Effectively communicating your vision for a project and getting your Project Manager, Delivery Team and Organisational as a whole on board is no easy task.

I was recently asked at an event I was attending what I did for a living by the person who sat next to me, I politely replied “amongst other things I help PMO’s.”

A couple of years ago a simple cartoon inspired me to think about #projectmanagement in a whole new way, here is what happened….

I was introduced a while ago to the idea of coming up with and running small discrete experiments each week on the way I or my team approach our work, learning or relationships.

I was talking to a colleague recently who was making a big deal out of the fact that his organisation only hired PMs with “formal” PM qualifications…….

The greatest Project Sponsors I have worked with were visionaries, here’s what they did…..

I recently experienced the power that “retrospectives” can bring to a team, here’s what happened….

Something has been troubling me about Project Management maturity. It’s not new news that project failure rates have been static for some time & #transformation programme success rates are a paltry 30%.

I once worked with a Project Sponsor who everybody wanted to work with. And I found out why…

PMOs could take a leaf from the restaurant industry. Here’s how…

Continuing the discussion about the #valueproposition of a #PMO, got Milvio D and I thinking of the parallels of a PMO to that of a mountain Sherpa.

So what’s the PMO’s Value Prop? That’s the question a CEO of a major Healthcare organisation once asked me when I was in the initial stages of helping revitalise their existing PMO. It is an incredibly astute question as it cuts to the heart of what value/ benefit she could expect to get from engaging with their PMO.

In the Project Management arena, we love nothing more than throwing around terminology that relates to the technical things we do.

Milvio D and I continue to collaborate to simplify complex #portfolio, #programme, and #project concepts.

In the last few weeks, we have been lucky enough to be working side by side with the Radically crew Dan Teo, Matthew Laing and Marlene Stroj-Rullo.

Management of #Portfolios (MoP) highlights that the portfolio definition and delivery cycles are driven by #organisational energy.

Making sure the work you’re doing is aligned with the organisation’s overall #vision and #strategy is critical and often described as “Strategic Alignment”.

Milvio D and I continue to collaborate to simplify complex #projectmanagement themes. In this post, we look at how to write a #risk description using the event-cause-impact structure so both the cause and the symptoms are redressed.

As we continue our quest to bring a focus on “Simplicity” in #projectmanagement, here is Milvio D’s and my collaboration on #stakeholder mapping.

When working with #organisations looking to uplift their Project, Programme, and Portfolio management #p3m3 #capability, often the question of “what’s the return on investment”? comes up.

Many #organisations struggle with #Benefits #Management as a concept. So in a collaboration with Milvio D, we challenged ourselves to develop a simple infographic explaining the basics of Benefits Management.

There are so many different PMO Office types and functions available that an organisation can set-up. In this series of informative videos from ValueKey, we look at the different structures and value that these office types bring their organisation.

ValueKey was involved in the process of supporting a large public sector client in their COVID-19 BCP response by running their COVID-19 Management Office. This opportunity has given us some clear “lessons learned” that we were keen to share with other organisations managing their own COVID-19 responses.

Why use just one Project Methodology on a project when you can combine the best bits of multiple methods? its called “Method-Melding”. Projects Teams are looking to tailor the delivery method and approach they use to the different types of projects they deliver rather than slavishly following a single prescribed Project Methodology.

At ValueKey we are big on helping other project and PMO professionals thrive. So, in the spirit of sharing, we are giving away FREE a key tool that we consistently use to help clients when setting up PMO’s and EPMO’s.

Progressive organisations are empowering Project Teams to self-select the most appropriate project delivery method or combination of delivery methods to deliver their particular project. The focus is on the project outcome, not the delivery approach.

The role of the PMO / EPMO is rapidly changing and forward-thinking PMO’s Leaders are responding to their changing organization’s needs. Nex Gen PMO’s are embracing innovation, design thinking, method-melding and Agile delivery.

Some once said that “sport imitates life” or something to that effect. Like a goalkeeper who cops it for letting in a late goal despite the fact that the goal scorer had expertly weaved their way through 10 defenders first before putting it past the keeper.