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TOCICO International Conference - PROGRAM

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July 16-19, 2017
Melia Hotel in Berlin, Germany.


 Michael Hannan - Founder and Principal Consultant, Fortezza Consulting
   Co-Presenter Wolfram Muller (Click to view Bio) - Founder & Principal Consultant at Speed4Projects.net and VISTEM
   
 

Following are some key obstacles to CCPM adoption, implementation, and sustainment, from the adopting organization’s point of view:

  1. They know their probability of success will be much higher with consultants, but they may mistrust consultants generally.
  2. Even if they don’t mistrust consultants generally, they may mistrust consultants they don’t know yet.
  3. Even if they know and trust the consultants, they may be wary of the cost of consultants, and fearful of consultants “running up the meter” before benefits are obtained (“been burned before”).
  4. Even if Obstacles 1-3 are overcome, the magnitude of the benefits may be hard to believe.
  5. Even if Obstacles 1-4 are overcome, it can be time-consuming and costly to craft a tailored approach to success (in line with Rob Newbold’s September 2016 TOCICO conference presentation to “build a joint approach” rather than to “seek buy-in on the consultant’s approach”).
  6. Even if Obstacles 1-5 are overcome, the magnitude of overall change in mindset and practice required may present itself as too daunting of a “paradigm shift” in the way the organization thinks about project portfolio performance improvement (in line with Richard Zultner’s assertions as presented in his November 2016 TOCICO webinar).
  7. Even if Obstacles 1-6 are overcome, the prescribed “freeze” of a significant percentage of projects may be viewed as excessively risky in political and career-development terms, while the inability to execute such a freeze would significantly dilute and delay CCPM’s benefits.
  8. Even if Obstacles 1-7 are overcome, the key “building block” of single-task discipline may be completely foreign to the day-to-day reality. While the freeze may well reduce some of the sources of task switching, the “culture of responsiveness” that drives such switching is still prevalent in most organizations.
  9. Even if Obstacles 1-8 are overcome, the discipline of building project networks, resource-loading and leveling them, identifying the buffered critical chain for each project, and building project staggering scenarios is typically foreign to most project-centric organizations. And even when PMs are fully versed in the concept and application of such techniques, there remain some stubborn impediments to their active and continued use.

    This presentation will lay out the above in CRT format, and review two sets of injections for how each of these obstacles might be overcome or bypassed completely, and will review the experience to date with two distinct—yet complementary—approaches designed for a much easier initial embrace of CCPM tenets, with potential promise for long-term sustainability as well.

    The first approach—crafted by Fortezza Consulting as “The Focus & Flow Method™”—focuses on achieving quick momentum on a few key “building blocks” of CCPM theory and practice, such as single-task focus, team experimentation on flow improvements, and elimination of task-level commitments. The F&F method is designed to do this in a way that allows the adopting organization to defer addressing portfolio-level issues and challenges if they so choose, while mitigating or eliminating their attendant risks. In addition, F&F is designed to remove some of the sales obsacles with a “30-30 Guarantee,” essentially guaranteeing a 30-percent speed improvement in 30 days or less.

    The second approach—crafted by VISTEM—focuses on developing a “full embrace” of CCPM by middle management, and in a way that aligns with senior-executive strategic objectives. The following table below lays out the core elements of this approach.
     
     

The first step contains no risk and nearly no investment – just a survey and a presentation and a huge gain for the top management. They get information about the status and the potential together with a benchmark. Step by step the embrace of CCPM grows as the trust in to the consultants and the method grows.

Mike Hannan is CEO and Principal Consultant of Fortezza Consulting. He brings nearly 25 years’ experience as a Consulting Executive, IT Project Portfolio and Program Manager, Process Engineer, and Software Architect. His background in Project Portfolio Management started at NASA in the early 1990s supporting large, complex initiatives such as the International Space Station and High-Performance Computing & Communications (HPCC) programs. He has managed and consulted on $500M+ project portfolios, and trained CIOs and other senior executives in Federal Civilian, Military, and Commercial environments.

Mike is an active speaker at industry events, including local PMI chapter and community meetings, webinars, PM symposia, and in the Agile community. He is a leading innovator of disciplined ways to integrate Agile, Lean, Critical Chain, and other techniques to drive dramatic breakthroughs in the performance of IT Project Portfolios. He is also the lead author of the recent book, The CIO’s Guide to Breakthrough Project Portfolio Performance (2014). Mr. Hannan has been a Theory of Constraints Jonah since 2011, a PMP-certified PM since 2005, and has Masters degrees in Information Technology and International Affairs.