P2M - Japan's Project and Programme Management

P2M is Japan’s Project and Programme management framework.

It’s growing in popularity in Japan, and is of increasing interest to the international PM community for what it can teach us.

I find it interesting that this framework has a much more specific focus on stakeholder and value management that the PMI framework. I have listed their "Individual Management Areas" below to give you a taste of this alternative approach.

If you are interested in learning more here are a few key links.

• PMAJ – Project Management Association of Japan (P2M homepage)
• The P2M introductory handbook (PDF)
  
  
  
  

Project Management
Business Analyst

OPM3, Project, Programme and Portfolio Management

This presentation is on Project Management and how to get the most out of it, including a look at programme and project portfolio management. I particularly liked the visuals on the differences between leadership styles and roles across the three disciplines.

Thanks to Elmar Roberg for making this presentation available to the world via Slideshare.

If you have questions or comments leave them below. We'll respond as best we can.

(View this in full screen mode to see and read everything clearly.)

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Project Management
Business Analyst

There is no such thing as a corporate project?

There is no such thing as a corporate project. It's alwasy programme management, and here's why:

After my conversation with my colleague on Agile Project Management ran it's course we got talking about the different aspects of projects and how, to a degree, it’s feasible to break projects into sub-projects.

The project justification and planning work such as defining the problem, defining a solution architecture, cost estimating and strategic planning become a project within itself, with a clear definable outcome; the business case, and a go/no go decision.

The next project becomes the requirements definition, solution design and build work. Another project is the validation and implementation work. And a fourth is the change management aspect where you are tooling around with business processes, user training and so on.

Basically you are breaking the project into sub-projects by typical corporate project governance phases, but not exactly. And that’s the joy. When planning projects today many people break them into each of these stages then line then up with an end-start relationship, but that makes little sense at the execution level because you have inefficient use of resources and as many “business side” project workers will attest, too little time and effort spent on the business implementation work.

If you take this programme management approach to corporate business projects will you solve a lot of the integration and scheduling headaches? Does it make more sense when pitching your plan at the sponsor and steering committee? I think it does.

If you have any ideas about this please comment here and let me know.

Project Management
Business Analyst

Project Management Maturity

I stumbled onto another great article at Max Wideman's site (if you are fascinated by project management that is.)

In 2004 PWC did a survey on companies' project management maturity and their project effectiveness. The results are here in a document called Boosting Performance through Programme and Project Mangement.

I am yet to read the report but will do so in the next few days and update this post.