The ADKAR model is a popular change management framework that helps individuals and organizations understand the stages of change, and how to manage change effectively. The ADKAR model was developed by Jeff Hiatt, the founder of Prosci, a leading change management firm.

ADKAR is an acronym that stands for:

1. Awareness: This stage involves creating awareness about the need for change among the people who will be affected by it. This includes understanding the reasons for the change, the benefits of the change, and the potential impact of the change.

2. Desire: In this stage, individuals need to have a desire to support the change. This involves understanding why the change is necessary and how it will benefit them and the organization.

3. Knowledge: Once individuals have a desire to support the change, they need to acquire the knowledge necessary to make the change successfully. This includes training, education, and communication about the change.

4. Ability: In this stage, individuals must have the skills and ability to make the change happen. This may involve providing additional resources, tools, or support to help people adapt to the change.

5. Reinforcement: Finally, in this stage, individuals need to be reinforced and rewarded for making the change. This includes recognizing and celebrating successes, and providing ongoing support and encouragement to ensure that the change becomes a part of the organizational culture.

The ADKAR model is a useful framework for managing change because it focuses on the individual level, and helps to ensure that people have the necessary knowledge, skills, and motivation to make the change happen. By following the ADKAR model, organizations can increase their chances of success and achieve their desired outcomes.

PMI (the Project Management Institute) has recently introduced new content into it's curriculum....the Process Owner and Process Manager.  The distinction between these two roles seems to originate from ServiceNow's influence.

In small organizations the same person wears both hats, but in larger organizations these two roles may be split between two people.  Basically the Process Owner is a senior person responsible for "working on" the process, to improve it, while the Process Manager "works in" the process to execute it with efficiency.  A description of each role follows:

Job Description for Process Owner:

Process Owner's are responsible for the end-to-end oversight of a particular business process within an organization. Their main responsibilities include designing, implementing, monitoring, and continuously improving the process to ensure it meets the organization's goals and objectives. Process owners also ensure that the process is compliant with regulatory requirements and industry standards. They work closely with cross-functional teams to identify areas for improvement and implement changes that increase efficiency, reduce costs, and enhance quality. Other key responsibilities of a process owner include:

• Developing and maintaining process documentation, including standard operating procedures (SOPs), process flowcharts, and process metrics.
• Monitoring process performance using key performance indicators (KPIs) and other metrics, and identifying areas for improvement. (Note, both roles include this bullet point as it is an ongoing common point of review and discussion.)
• Leading process improvement initiatives, including process re-engineering and process automation.
• Collaborating with other process owners to ensure that processes are integrated and aligned across the organization.
• Communicating process changes to stakeholders, including senior management, process users, and customers.
• Providing training and support to process users to ensure that they understand and follow the process.

Job Description for Process Manager:

Process managers are responsible for the day-to-day management of a particular business process within an organization. They ensure that the process is executed efficiently and effectively, and that process users comply with the process requirements. Process managers work closely with process owners and cross-functional teams to identify areas for improvement and implement changes that increase efficiency, reduce costs, and enhance quality. Other key responsibilities of a process manager include:

• Ensuring that the process is executed in compliance with regulatory requirements and industry standards.
• Monitoring process performance using KPIs and other metrics, and identifying areas for improvement. (Note, both roles include this bullet point as it is an ongoing common point of review and discussion.)
• Providing training and support to process users to ensure that they understand and follow the process.
• Identifying and addressing process issues and bottlenecks that impact process performance.
• Collaborating with other process managers and process owners to ensure that processes are integrated and aligned across the organization.
• Communicating process changes to stakeholders, including senior management, process users, and customers.
• Developing and maintaining process documentation, including SOPs, process flowcharts, and process metrics.

Overall, while both roles are involved in managing and improving business processes, the process owner has a more strategic and high-level focus, while the process manager has a more operational and hands-on focus. The process owner is responsible for setting the direction of the process, while the process manager is responsible for executing the process according to the owner's direction. The process owner is more involved in initiating and leading process improvement initiatives, while the process manager is more involved in implementing and monitoring process changes on a day-to-day basis.

There are several project management methodologies and practices to choose from, and the best approach depends on the specific needs and goals of the project. Here are some of the most popular project management methodologies and practices:

1. Agile: Agile is a flexible, iterative approach to project management that emphasizes collaboration, adaptability, and delivering value to the customer. Agile methodologies include Scrum, Kanban, and Lean.
   
   
2. Waterfall: Waterfall is a linear, sequential approach to project management that involves completing each phase of the project before moving on to the next. It's a more traditional approach and is useful for projects where the requirements are well-defined and unlikely to change.
   
   
3. Stable: The Stable Framework™ is an Operational Excellence model for project management and operations that can be combined with Agile, or can be performed stand-alone.
   
   
4. RINCE2: PRINCE2 is a project management methodology that provides a structured approach to managing projects, including defined roles and responsibilities, a focus on the business case, and a step-by-step approach to project delivery.
   
   
5. PMI's PMBOK: The Project Management Body of Knowledge (PMBOK) is a framework developed by the Project Management Institute (PMI) that provides guidelines for managing projects across a range of industries and project types.
   
   
6. OPPM: The One Page Project Manager is a spreadsheet-based approach to Project Management.
   
   
7. VI Sigma: Six Sigma is a data-driven methodology that focuses on improving processes and reducing defects in products and services. It's often used in manufacturing and other industries where quality control is critical.
   
   

In addition to these methodologies, there are several project management practices that can help ensure project success, including:

• Defining clear project objectives and deliverables
• Establishing effective communication channels and regular project status updates
• Assigning roles and responsibilities to team members
• Developing a comprehensive project plan and schedule
• Identifying and managing risks throughout the project
• Monitoring and controlling the project's progress against the plan

Ultimately, the best project management methodology and practices will depend on the specific needs and goals of your project. It's important to assess the unique requirements of the project and choose the approach that's best suited to meet those needs.

A Project Management Office (PMO) and an Enterprise Project Management Office (EPMO) are both centralized groups within an organization that provide project management guidance and support to ensure that projects align with the organization's goals and objectives. However, there are some key differences between these two types of offices.

A PMO typically focuses on managing projects within a specific business unit or department, while an EPMO has a broader scope and oversees all projects across the organization. An EPMO is responsible for developing and implementing a standardized approach to project management across the organization, including processes, tools, and templates.

The primary responsibilities of a PMO include providing project management guidance and support, monitoring project performance, and ensuring that projects are aligned with the goals and objectives of the business unit. The PMO also facilitates communication and collaboration between project teams, stakeholders, and senior management.

The responsibilities of an EPMO, on the other hand, are much broader. In addition to the responsibilities of a PMO, an EPMO is also responsible for developing and implementing a project management methodology that is used across the entire organization. The EPMO ensures that all projects are aligned with the organization's strategic goals and objectives and that projects are prioritized and resourced appropriately.

An EPMO also typically has more authority and influence within the organization than a PMO. It has a higher level of oversight and governance over projects and may be responsible for strategic planning and decision-making related to project portfolios. An EPMO may also be responsible for managing the organization's project management resources, including project managers and other project management professionals.

In summary, while a PMO and an EPMO share many similarities, an EPMO has a broader scope and is responsible for overseeing all projects across the organization, while a PMO typically focuses on managing projects within a specific business unit or department.

Establishing a Project Management Office (PMO, sometimes called EPMO for 'Enterprise' PMO) within an organization can be a complex and challenging process. Some of the common challenges that organizations face when creating a PMO include:

1. Resistance to Change: One of the biggest challenges of establishing a PMO is resistance to change from employees and stakeholders. Some employees may not want to adopt new project management practices or may be skeptical about the need for a PMO.

Solution: To overcome resistance to change, organizations should clearly communicate the benefits of the PMO to all stakeholders and involve them in the process of creating the PMO. It is important to create a culture of change management that encourages all stakeholders to actively participate in the PMO creation process.

2. Lack of Resources: Creating a PMO requires a significant investment in resources, including personnel, technology, and training. Organizations may struggle to allocate the necessary resources to establish a PMO.

Solution: Organizations should develop a clear business case for the PMO that demonstrates the value it will bring to the organization. They should also allocate sufficient resources to support the PMO, including personnel, technology, and training.

3. Difficulty in Identifying and Prioritizing Projects: Organizations may struggle to identify and prioritize projects that align with their strategic objectives. Without clear guidance, it can be difficult for project managers to determine which projects to focus on and how to prioritize them.

Solution: Organizations should establish a clear process for identifying and prioritizing projects, and communicate this process to all stakeholders. The PMO should provide guidance and support to project managers in determining which projects to focus on and how to prioritize them.

4. Lack of Project Management Maturity: If an organization lacks project management maturity, it can be challenging to establish a PMO that can effectively manage projects and deliver value to the organization.

Solution: Organizations should assess their project management maturity and identify areas where they need to improve. The PMO should provide training, coaching, and support to project managers to improve their project management practices.

5. Resistance to PMO Governance: The PMO may face resistance from project managers who may feel that PMO governance is too rigid and inflexible, which can hinder project delivery.

Solution: The PMO should establish governance frameworks that are flexible and adaptable to the needs of individual projects. The PMO should also provide guidance and support to project managers in following the governance frameworks to ensure that projects are delivered on time, within budget, and to the required quality standards.

Establishing a PMO can bring many benefits to an organization, but it can also be challenging. Organizations must be prepared to address the challenges that they may face when creating a PMO. By implementing the solutions outlined above, organizations can overcome these challenges and establish a PMO that can effectively manage projects and deliver value to the organization.

A Project Management Office (PMO) is a centralized group within an organization that provides project management guidance, support, and oversight to ensure that all projects align with the organization's goals, vision, and objectives. PMO provides a set of standardized project management practices, tools, and templates that facilitate communication, decision-making, and project execution. Here are some benefits of establishing a PMO within an organization.

Benefits of Establishing a Project Management Office:

1. Standardization of Project Management Practices: One of the key benefits of establishing a PMO is that it provides standardized project management practices, tools, and templates that can be used by all project managers within an organization. This ensures consistency in the way projects are planned, executed, and monitored, which reduces the risk of errors, delays, and rework.

2. Improved Resource Allocation: PMOs can help organizations to better allocate resources by providing a clear overview of all ongoing projects, their status, and their priorities. This information helps organizations to make informed decisions about which projects to prioritize, which resources to allocate, and when.

3. Enhanced Risk Management: PMOs can help organizations to identify, assess, and manage risks associated with project delivery. This can be done by setting up a risk management framework, conducting risk assessments, and providing guidance on how to mitigate risks.

4. Better Communication and Collaboration: PMOs can help to facilitate better communication and collaboration between project teams, stakeholders, and senior management. This can be achieved through regular status meetings, project reports, and project dashboards that provide a transparent view of project progress and issues.

5. Improved Project Performance: Establishing a PMO can improve project performance by ensuring that all projects are aligned with the organization's strategic goals and objectives. PMOs can also monitor project performance and provide feedback to project teams to help them improve their project management practices.

6. Increased Project Success Rates: PMOs can increase project success rates by ensuring that projects are delivered on time, within budget, and to the required quality standards. PMOs can also help to identify and address issues that may impact project success and ensure that best practices are followed.

Establishing a PMO can bring many benefits to an organization, including standardization of project management practices, improved resource allocation, enhanced risk management, better communication and collaboration, improved project performance, and increased project success rates. These benefits can help organizations to achieve their strategic goals and objectives by delivering projects that are completed on time, within budget, and to the required quality standards.

The PfMP Exam is for senior executives who have reached a point in their career where they are part of the council within an organization that decides which projects get funded next. The PfMP is short for Portfolio Management Professional, and is a certification offered by the Project Management Institute (PMI).

Once you've met the criterial for experience and training, you must submit an application detailing your experience, to be reviews by a board of existing PfMP holders at PMI.  This is a challenging process and often applications are rejected.

The rejection letter appears to be somewhat vague, and is actually a standard form-letter. Something a bit confusing is that because it is a rejection form-letter, the reasoning given in it is not always accurate.

What the board is looking for are details of your portfolio (size, types of outcomes, projects, programs), and also what you did to establish the PfMP process, if it did not already exist, and what you do to govern it.  How often you mmet with the portfolio committee, etc.

Portfolio Management is critical within a company because organizations grow through projects.  Project spending actually sets the strategy for a company.

Mike Berry, PMP, CSMC, CSPRO, CSM, CSPO, PBA, ACP, ITIL, CSM, etc.
www.RedRockResearch.com

I've heard people make references to Geoffrey A. Moore's Crossing the CHASM book for several years now but had't read it until this past week.

Moore's book is a must-read for any IT company trying to launch a new product.  Although the concepts in the book are not novel (so admit's Moore) the book brings a vocabulary and metaphoric dictionary to the readers allowing marketing groups, investors, and techies alike to communicate about the playing field in a proactive manner.

Moore discusses the importance of delivering continuous innovation, instead if discontinuous innovation.  Our new innovations need to help people do what they are already doing better, and not force them to abruptly change something that kinda works for something that they are not sure about that may possibly work better.

Moore introduces the Technology Adoption LifeCycle, complete with five categories of market segments.  He discusses how to market in succession to each group:

1. Innovators


2. Early Adopters


3. Early Majority


4. Late Majority


5. Laggards

Finally, Moore introduces some business concepts you may have heard of by now, like the bowling alley, the tornado, and the fault line.

If you haven't heard of these, then you need to get reading!

Mi Berry
www.RedRockResearch.com

Jack Welch, in his book, Winning, talks about how to create great mission statements.

He says most mission statements are dull, uninspired, and even unhelpful.  Most groups write their mission statement to describe only what they are in business to do.  While this is not wrong, it creates a whole bunch of mission statements that all look the same among competitors, and are not really valuable.

Welch suggests that a good mission statement not only describes what the company is in business to do, but how they are going to succeed at it.

For example, "We are going to sell lots of chickens," is not as effective as "we are going to sell lots of chickens by growing the largest free-range chickens and advertising their value to the industry."

Following his logic, I did some research and found some interesting comparisons:

Ford Motor Company in Europe's mission statement (couldn't find the U.S. mission statement anywhere online) is:

"Our Mission: we are a global, diverse family with a proud heritage, passionately committed to providing outstanding products and services."

OK, so Ford's mission is noble, but there is no explanation as to how they will succeed at their mission.  Compare this to Toyota's mission statement:

"To sustain profitable growth by providing the best customer experience and dealer support."

Toyota's mission statement expresses their intention to make money by providing the best customer experience and dealer support.

Indeed, their mission statement tells what they are doing and how they will succeed.  This is an example of an effective mission statement.

There is a business principle at hand here:  Ambiguity is the enemy to progress.  It's nice Ford wants to provide outstanding products and services, but there is no formula or direction given in their mission statement as to how they plan to do this.

Toyota states it will succeed by providing the best customer experience and dealer support.   Are they succeeding at this?

In 2007, Toyota became the largest seller of cars in America.  As customers, we vote with our money.  It seems then,  that they are providing the best customer experience, and are fulfilling their mission statement.

On a lighter note, Enron's mission statement is/was:

"Respect, Integrity, Communication and Excellence."

Mike J y
www.RedRockResearch.com

I just finished reading Willie Pietersen's book, Reinventing Strategy: Using Strategic Learning to Create and Sustain Breakthrough Performance.

Pietersen first sets the stage for the rest of the book by underscoring the need for organizations to be adaptable.  He paraphrases Charles Darwin, concluding that is it not the largest, the strongest, or even the most intelligent of species that survive, but the most adaptable to change.  He explains that corporations need to start thinking beyond doing things right, to thinking about doing the right things.

He explains that vision is different from insight.  Vision is what the leader has in mind for the group.  Insight is what the group learns about their customers needs, through studying their customers.

Pietersen describes a four-step process he calls the "Strategic Learning Process:"

1. Situation Analysis (Learn)

1. Strategic Choices (Focus)

1. Align the Organization (Align)

1. Implement and Experiment (Execute)

This process provides the basic toolset for gaining insight, and turning that into vision.  Continuous learning is essential, Pietersen says, and he quotes Arie de Geus's observation that a company's "ability to learn faster than competitors may be the only sustainable competitive advantage" they have.

He continues, "Nature, in effect, suffers from two massive learning disabilities.  When nature fails, it doesn't know why; and when it succeeds, it doesn't know why...therefore strategic learning is at the heart of successful adaptation"

Pieterson's goes on to offer a formula for initiating change.  His formula is:

D x V x P > C

D = Dissatisfaction with Current State
V = Clear Vision for Change
P = Process for Getting it Done
C = Cost of Change

His formula suggests that if D,V, or P are not strong enough to collectively overcome C, change will not occur.

Pieterson concludes his book by suggesting Strategic Learning can be applied to our personal lives to enable personal growth.  Appling it to such topics as Emotional Intelligence, and Personal Renewal, the Strategic Learning process can help us throughtout our life.

Mike J Berry www.RedRockResearch.com