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Articles by Jan Schiller
Transformative digital competences for ecosystems of lifelong learning
Abstract This paper introduces the concept of transformative digital competence in the context of digital transformation and the shift towards lifelong learning ecosystems. Relating to transformative learning theory and its German counterpart, Transformatorische Bildungstheorie, the paper addresses three research questions: 1) What kind of digital competences are required to navigate the lifelong learning ecosystems?
Uhelné kraje podepsaly memorandum o vodíku. Uhlí s ním nenahradíme okamžitě, ale perspektivu má, říká Vondrák
Trojice českých uhelných krajů sází do budoucna na vodík. Kraje mají v plánu spolupracovat a zapsat se na mapě Česka, ale i Evropy, jako „vodíková údolí“. Vodík je v pozornosti Moravskoslezského a Ústeckého kraje už delší dobu, v úterý se k nim připojil také poslední z českých uhelných a tzv. strukturálně postižených krajů, a sice Karlovarský. Hejtmani krajů v Praze podepsali společné memorandum, a stvrdili tak spolupráci na rozvoji vodíkových technologií.
How to unlock project portfolio team success with organization charts
137 A project portfolio requires contributions from several, sometimes hundreds, of people. Your perspective of your project portfolio team matters. Making one shift can unleash the potential of your team and their ability to contribute to the project portfolio’s success. Organization charts provide quick and reliable insights on who is who and the structure the organization feels it needs to achieve its strategies.
4 Crucial PMO staffing considerations
Are you finding it challenging to find and retain the talent you know you need to succeed in delivering valuable project management office (PMO) services? Do you wish you had the budget to acquire the talent you really need to accomplish your strategy? What should you take into consideration when staffing your PMO? People are the vibrant heartbeat of a PMO and bring life to the services the PMO offers. Without the right people, a PMO’s value may not be readily established or visible.
Differentiating between outcome management, project management, and solution delivery
We manage so many things when we manage project portfolios. It is important to understand the difference between outcome management, project management, and solution delivery. The process of turning an idea into a result that delivers or contributes to a strategy consists of three elements: Outcome management: Asks the question, how well did the actual result match the intended result? Solution delivery: Which asks the question, what is the path to transforming an idea into a result?
Part 2: Are your projects tracked instead of managed?
This is the second in a series of articles designed to help you determine how well projects in your portfolio are being managed. Part one of this series provided three indicators related to process, people, and results. This article is designed to help you ascertain the quality of a project’s work plan so you can ensure your project portfolio delivers its intended contribution to your organization’s strategic plan.
Don’t let your scope definition gather dust!
Is your scope definition gathering dust? You have just been selected to manage that big, important corporate project. Now that you’ve defined your project’s scope, what do you do with it, and how do you deal with scope change? Changes are a normal part of a project’s life — Don’t your scope definition gather dust. Have you ever managed a project that produced a result that matched exactly what was defined in the project’s scope?
Part 1: Are you managing your projects or just tracking them?
The word ‘track’ originated in the 15th century; usage of the word ‘track’ started to take off in the 1950s at a time when the world was recovering from many conflicts, and television usage began to rise. By definition, ‘track’ involves following a course or trail and noting the location at various points. According to Henri Fayol, “to manage is to forecast and to plan, to organize, to command, to coordinate and to control.” In other words, managing involves much more than tracking.
How to best define your project’s footprint
You have just been selected to manage that big, important corporate project. You realize the project’s charter is nowhere to be found. How do you go about defining your project’s scope? Your project has a footprint. Your project’s scope defines the footprint of your project. Like the changing footprint of a human from baby to adult, your project’s footprint will change over the life of your project. Your project’s success is determined by how well you define, communicate, and elaborate that footprint.
Is your PMO sufficiently data-driven?
Most project management offices (PMOs) offer services to executives seeking to make informed decisions about the best approach to achieve their strategies. Project portfolio data makes that possible and improves the respect and power of your PMO. How does your project data stack up? Predictive analysis, automated risk management, and data modeling are critical techniques required to support informed decision-making. These techniques are useless without data.
Avoiding common PMO pitfalls
Establishing and growing a project management office (PMO) requires all of your powers of observation. These five areas should have your PMO’s attention. Culture There are entire books, presentations, and seminars dedicated to the topic of culture. Culture is the driving force in an organization, more powerful than the organization’s strategic objectives and the best intentions of its leaders. Culture eats strategy for breakfast.
Techniques to make project scope management more manageable
Project scope management is always a challenge. Here’s how I effectively manage scope without appearing rigid or inflexible and get the change requestor’s skin in the game. When I set up a new project for success or stabilize a project in need of rescue, one of the first and most reliable techniques I apply is scope definition and management. Has your project been active for two to three times as long as estimated and has not yet produced a result, despite the best efforts of your team?
Helping your team succeed without micromanaging
Interested in helping your team succeed without micromanaging? Telling your team what you want them to do and how to do it is the quickest way to kill innovation. Choose one, it’s really about helping your team succeed without micromanaging. When I kick off a project or join in to rescue a struggling project, one of the most important things I can do is describe what the project is designed to accomplish. When I manage a project portfolio, I describe the strategy the portfolio is defined to deliver.
Prioritization | 6 Important prioritization tips
Prioritization is a powerful activity essential to an organization’s success. When your day is dominated by a work whirlwind filled with several things to do and every one of them due yesterday, prioritizing adds structure that allows you and your teams to tackle that whirlwind. These six tips can help you prioritize your project portfolio, your product backlog, and your life. Someone must catch the work before it can be prioritized. Do you know what your organization is working on today?
Steps to add projects to your project portfolio
The success of knowing how to add projects to a portfolio requires some steps. Is your project portfolio in a spreadsheet, disconnected from the business value it is intended to produce, and clouding your view into resource allocation and capacity? You are only six practical steps away from being able to easily add projects to your project portfolio in a way that helps decision-makers see the big picture and accurately forecast the return on future project investments.
Does #noestimates really mean no estimates?
When I learned more about the #noestimates movement, primarily through articles authored by Woody Zuill, Neil Killick, and Ronald Jeffries, I was really intrigued. I have yet to manage a project portfolio where no one has asked, “What is the target date?” or “I want you to share your budget variance every month.” After all, it would be fabulous if I could enjoy the whooshing sound deadlines make as they go by because the organization has no concerns about cash flow.
Do you know the difference between scope and requirements?
Scope and requirements are interrelated concepts. Projects in your portfolio should be creating and managing both. What is the difference between the two? Why do you need both? Why is a leading project management nonprofit organization addressing requirements management? When I spoke at my local Project Management Institute (PMI) chapter, I asked my audience a hypothetical question: If push came to shove and you could create and manage only scope, or only requirements, which one would you choose?
How curiosity can improve your project estimates
Want to create better estimates? Be curious. Curiosity enhances the project estimates made by experienced estimators who fully understand the scope of work to be performed and who have experience with the subject matter and technology. Satisfy your curiosity. Expect curious behavior. Create an environment which cultivates a curious attitude. What makes for a good estimate? I believe it is curiosity, and the ability to ask questions until everyone’s curiosity is satisfied.
The only 2 expectations you need to set for project portfolio success
Interested in knowing what expectations are for project portfolio success? My career adventures in project portfolio management (PPM) have taught me that I need to set only two expectations with the teams contributing to the success of my project portfolio. These two expectations also help me select the best people for my teams. 1. Open, honest, timely communication. We all know that a successful project manager spends about 90% of their time communicating.
The power of your expectations in shaping your teams behavior
There’s power of your expectations in shaping your team’s behavior. We all know that a successful project manager spends about 90 percent of their time communicating. The words we choose when communicating are very powerful. What we communicate has the power to shape behavior. Sharing your expectations improves the capabilities of your teams. I heard the story of two frogs shortly after I took the first step on my career adventure.
9 tips for a rock-star Project Management Office (PMO)
In my career, I’ve been fortunate to maximize my value on both sides of the project management office (PMO) solution space. As a project/program/portfolio manager, I am a customer because I consume the services of a PMO. As a director, I define, establish, deliver and create demand for PMO services in alignment with the organization’s interest in achieving the best return on their project investments.
Project Management Methodologies: Mixology
There is one approach that is the best approach for managing project portfolios: the one that best delivers its strategy. Rarely is one methodology the only one needed for success; rarely is strictly adhering to one project management methodology the best path to the result. A hybrid approach is likely the best approach, requiring you to be fluent in many methodology ‘languages.’ Consider your organization’s project management office (PMO).
A Beginner’s Guide to Project Management Offices (PMOs)
Project management office, project office, enterprise center of excellence, project control group or project support office. Ever wonder what a project management office (PMO) really is? What is a project management office? In general, a PMO exists to ensure an organization realizes the value of its investments in projects, usually focused on improving the stability and reliability of solution delivery, project management, and outcome management processes.
Project Portfolio Management (PPM)
Project portfolio management (PPM) is how an organization achieves its strategy and related operational and financial objectives. Here is what you need to know about this important discipline that links strategy to results. What is project portfolio management (PPM)? A project portfolio delivers an organizational strategy, which addresses multiple objectives. This distinguishes PPM from program management and project management, which address one objective.
Everything you need to know about project scope
Managing your project’s scope is critical to managing the expectations of your stakeholders and ensuring your project’s work breakdown structure (WBS), budget, and schedule remain aligned with the project’s scope (avoiding over-or under-delivery). What is project scope? The English word ‘scope’ is the extent or range of view or the area covered by an activity. Project scope defines and describes the boundaries of the project. It defines what the project is, and what it is not.
3 Steps to creating a project portfolio roadmap
When you are focused on results and work in a fluid project environment where expected results change frequently, it is very important to identify and manage all coordination points. Does your project portfolio plan reflect the realities of your organization at the enterprise level? Are interdependencies between projects and other organizational milestones evident? A project portfolio management roadmap ensures you are off to a solid start.
Empowering your project portfolio: What is empowerment?
When you are empowered, you understand the importance of asking questions to reveal the information needed to ensure the success of your project portfolio, and leaders understand the importance of sharing all the information that project portfolio managers and their teams need to succeed. There are no templates for empowering; rather, you already have all the tools, techniques, and templates you need.
12 Habits of an effective project portfolio manager
I have had the pleasure of working with many effective project portfolio managers. I am a life-long learner and have learned a lot from talking with them and observing them in action. Here are 12 habits that have resonated with me the most. Just get started. Complete a current state assessment, define the desired state, and begin closing gaps revealed by comparing the current and desired state.
Part 2: Empowering your project portfolio: How to empower effectively
In my article, “Empowering your project portfolio: What is empowerment?,” I helped you get clear on what empowerment is and is not. In this article, I will share my checklist of characteristics that are usually evident in an empowering organization and highlight what an organization should (and should not) do in order to empower their teams successfully. The first time I felt empowered was on my first day at my first job. Fresh out of college, full of energy and ideas.
4 Key similarities between Kanban and “The 4 disciplines of execution”
I just finished reading the book, “The 4 Disciplines of Execution” (McChesney, Covey & Huling, 2016). As I was preparing to facilitate an introductory Kanban session, I noticed the similarities between those four disciplines and the core elements of Kanban. There seems to be a common theme running through the processes associated with smoothly achieving your organization’s strategies.
7 Tips on how to improve your team culture with affinity groups
I just attended Colin Ellis’s keynote presentation, which provided wonderful advice on how to build the strongest project team. I took away several useful techniques, one of which was to positively change your team culture by having one team social event per month. I consider affinity groups to be a great social event and they can be an effective way to improve team culture and leverage the best thinking of my team. Here are 7 Tips on how to improve your teamculture with affinity groups.
10 Characteristics of a rock-star project portfolio manager
I have been listening to leaders describe the skills they have and those they think will be of critical importance in the digital age. I have focused my attention inward to identify my own leadership success factors. Here are 10 characteristics of a rock-star project portfolio manager. Do these ten characteristics appear in your leadership wheelhouse? Every project portfolio manager is much more than a manager; they are a leader with the responsibility of delivering an organizational strategy.
14 Questions that help identify project portfolio stakeholders
In my recent article, Eight tips for identifying your project portfolio stakeholders, I mentioned that I keep a list of questions I have found to be effective in helping me find project portfolio stakeholders. Here are 14 questions that can help identify project portfolio stakeholders! Stakeholders are the people that care about your project portfolio for one reason or another.
How to optimize the number of project portfolios for your organization?
Have you ever wondered how many project portfolios you should have? Do you wish you had cohesive insights into your organization’s ability to achieve its strategies? Here are three guidelines that will help you optimize the number of project portfolios for your organization. One project portfolio per strategy It is important to understand the distinction between a strategy and an objective. A strategy describes an organization’s overall, primary, longer-term goal.
The implications of skipping scope definition
When you have an idea, do you begin to implement it right away? If so, you have missed at least one important step: scope definition. Perhaps you were not aware of the process of transforming your idea into a result. Perhaps there is a misconception that skipping scope definition will save time and money. Did you skip a step? Have you considered the implications of skipping scope definition?
8 Tips for identifying your project portfolio stakeholders
Have you ever found out about a project in your organization’s project portfolio that impacted you, yet you were not contacted or involved? Have you ever had a stakeholder run across your testing playing field with additional scenarios right before your target implementation date? Missing a key stakeholder can have a devastating effect on how successfully your project portfolio delivers its strategy. Here are eight ways to find your project portfolio stakeholders before it is too late.
Too many project or task priorities is counterproductive to your top priority
Having more than one priority is the quickest way to diminish all of your priorities, especially your top priority. According to Dictionary.com, the word “priority” was coined around 1400, and it was not plural. Your organization’s top priority is more likely to be achieved effectively when other priorities are not a distraction.
How to unlock project portfolio team success with organization charts
A project portfolio requires contributions from several, sometimes hundreds, of people. Your perspective of your project portfolio team matters. Making one shift can unleash the potential of your team and their ability to contribute to the project portfolio’s success. Organization charts provide quick and reliable insights on who is who and the structure the organization feels it needs to achieve its strategies.
4 Crucial PMO staffing considerations
Are you finding it challenging to find and retain the talent you know you need to succeed in delivering valuable project management office (PMO) services? Do you wish you had the budget to acquire the talent you really need to accomplish your strategy? What should you take into consideration when staffing your PMO? People are the vibrant heartbeat of a PMO and bring life to the services the PMO offers. Without the right people, a PMO’s value may not be readily established or visible.
Money alone cannot promise project portfolio success
The budget for your new project portfolio designed to deliver your organization’s top strategy has just been approved. Congratulations! If you stop there, you will be experimenting with project portfolio success, because money does not do the work…people do! Do you work in an organization where the budget is king? Where financial management rules?
Differentiating between outcome management, project management, and solution delivery
We manage so many things when we manage project portfolios. It is important to understand the difference between outcome management, project management, and solution delivery. The process of turning an idea into a result that delivers or contributes to a strategy consists of three elements: Outcome management: Asks the question how well did the actual result match the intended result? Solution delivery: Which asks the question what is the path to transforming an idea into a result?
Part 1: Are you managing your projects or just tracking them?
The word ‘track’ originated in the 15th century; usage of the word ‘track’ started to take off in the 1950s at a time when the world was recovering from many conflicts, and television usage began to rise. By definition, ‘track’ involves following a course or trail and noting the location at various points. According to Henri Fayol, “to manage is to forecast and to plan, to organize, to command, to coordinate and to control.” In other words, managing involves much more than tracking.
The secret skill every project portfolio manager should have
If you are a project portfolio manager (PPM), you are talented. PPMs must be objective, credible, multi-taskers, great with ambiguity, authentic, capable, curious, and organized. Of course, PPMs are experts in all things project management and relationship management. There is one essential skill every PPM must have yet is rarely discussed: the ability to hold people accountable. Accountability is the willingness to take responsibility for one’s actions. You say what you mean and do as you say.
18 Misconceptions that decrease PMO’s value
Despite your best-laid plans, communications, and focus on delivering value, misconceptions about your project management office (PMO) can exist about nearly any aspect of the PMO. Letting those myths develop can lead to experimenting with PMO success because perception is reality. Misconceptions about PMOs are abound, so keep an eye out for these: No news is good news. Receiving feedback about your PMO or hearing people talk about your PMO suggests your PMO is making an impact.
Don’t let your scope definition gather dust!
You have just been selected to manage that big, important corporate project. Now that you’ve defined your project’s scope, what do you do with it and how do you deal with scope change? Changes are a normal part of a project’s life. Have you ever managed a project that produced a result that matched exactly what was defined in the project’s scope?
20 Clues that project management can transform your legal prowess
Project management is more structured and complex than a document or case management solution. Many organizations want their legal services to be more disciplined, efficient, competitive, adaptive, profitable, and proactive with less leakage. Is your organization one of them? Project management is a group of techniques by which a plan is developed and executed to produce a desired result for the client. Every well-managed project must consistently implement risk, audit, and legal best practices.
Techniques to make project scope management more manageable
Project scope management is always a challenge. Here’s how I effectively manage scope without appearing rigid or inflexible and get the change requestor’s skin in the game. When I set up a new project for success or stabilize a project in need of rescue, one of the first and most reliable techniques I apply is scope definition and management. Has your project been active for two to three times as long as estimated and has not yet produced a result, despite the best efforts of your team?
Helping your team succeed without micromanaging
Telling your team what you want them to do and how to do it is the quickest way to kill innovation. Choose one, it’s really about helping your team succeed without micromanaging. When I kick off a project or join in to rescue a struggling project, one of the most important things I can do is describe what the project is designed to accomplish. When I manage a project portfolio, I describe the strategy the portfolio is defined to deliver.
6 Simple steps to add projects to your project portfolio
Is your project portfolio in a spreadsheet, disconnected from the business value it is intended to produce and clouding your view into resource allocation and capacity? You are only six practical steps away from adding a project to your project portfolio in a way that helps decision-makers see the big picture and accurately forecast the return on future project investments. Every strategy roadmap requires a person or team to monitor the uptake of projects into a project portfolio.
6 Important prioritization tips
Prioritizing is a powerful activity essential to an organization’s success. When your day is dominated by a work whirlwind filled with several things to do and every one of them due yesterday, prioritizing adds structure that allows you and your teams to tackle that whirlwind. These six tips can help you prioritize your project portfolio, your product backlog, and your life. Someone must catch the work before it can be prioritized. Do you know what your organization is working on today?
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