“Glen, I was just assigned to lead my first project. I don’t know anything about project management, so I bought Microsoft Project”.  

If I received a dollar for every time I heard that statement, I could have retired by now.  I usually respond by asking the person, if they wanted to become a best-selling author would they buy Microsoft Word?  Without the proper understanding of how to craft a story, develop the characters, and other writing techniques, your chances of success are nil.

It’s the same with project management; without the basic understanding of project management principles, your chances of a successful project are diminished - with or without MS Project. Often I can ascertain a person’s level of understanding project management by looking at their MS Project plan.  Buying MS Project does not make one a project leader.

Recently, with the increased interest in project management offices (PMO) in healthcare, I have seen a similar trend; an organization wants to implement a PMO, therefore they buy a project portfolio software package. Often, this purchase occurs even before the PMO has been established!

A survey by the University of Quebec at Montreal Business School reports that 60% of PMOs have installed and implemented portfolio management software. By correctly choosing and implementing a software package, the PMO can customize the tool to manage project proposals, help select and prioritize projects, develop project lifecycle workflow, enforce their methodology, allocate resources, and create project scorecards and portfolio dashboards.

To be successful with portfolio software, the PMO must clearly define its purpose and goals and implement the tool correctly to meet its objectives. Buying a project portfolio software package does not make a PMO.

In the last issue of The Critical Path we told you about a new credential, being developed by the Project Management Institute, for individuals who manage programs. Since then, the credential has been named, Program Management Professional (PgMP), and the requirements have been announced.

Candidates holding a Baccalaureate Degree or global equivalent must have a minimum of four years project management experience and four years of program management experience to be considered for PgMPSM.

Without a Baccalaureate Degree or global equivalent, candidates must have an additional three years of program management experience (total of seven years).  Additionally, candidates for the PgMPSM credential must demonstrate the following:

• Under minimal supervision, the candidate is responsible for the coordinated management of multiple related projects to meet strategic organizational objectives.  Program managers must build credibility, establish rapport and maintain communication with stakeholders
  at multiple levels, including those external to the organization.
• Define and initiate projects and assign project managers to manage project cost, schedule and performance.  Program managers must ensure the success and acceptance of the program and maintain continuous alignment of program scope with strategic business objectives, and make recommendations to modify the program to meet strategic goals.  Program managers are responsible for determining and coordinating the sharing
  of resources among their constituent projects to the overall benefit of the program.
• Possess the knowledge and skills needed to be effective in both the project and business or government environments, and to make decisions that accomplish strategic objectives. Program manager should have advanced skills in finance, cross-cultural awareness, leadership, communication, influence, negotiation and conflict resolution.

Visit www.pmi.org for more information.

One of my favorite features in Microsoft Project is the stop light indicator because it can quickly highlight areas in the project plan that are falling behind. The tool is very easy to set up. The following is a step-by-step guide so you can start utilizing this feature.

• First, open Microsoft Project from the Tools menu, select Customize –>Fields
• From the Outline Codes page, enable the tasks button from the “type” drop down box by selecting “Number”.
• With the “Number 1″ field highlighted, click “Rename”, let’s call it “Dashboard Calculation”
• Under Custom Attributes, select “Formula”, then click on the “Formula” button.  Insert the following expression:
  IIf([Baseline Duration]=0,99999,[Finish Variance]/[Baseline Duration]*100)
• Click OK, then in the “Calculations for task and group summary rows” section, select “Use formula”.
• In the field section, highlight “Number 2″ click “Rename”, let’s call it “Dashboard Null Test”
• Under Custom Attributes section, select “Formula” then click the “Formula” button.  Inset the following expression. IsNull([Baseline Duration]).  Click OK.
• From the “Type” drop down menu select “Text”
• With the “Text 1″ field highlighted click “Rename”, title “Dashboard Schedule”
• Under Custom Attributes select “Formula” then click on the “Formula” button.  Inset the following expression.
  Switch([Number1]=99999,”No Baseline”,[Number1]<5,”On Schedule: <5%”,[Number1]<15,”Late: 5-15%”,[Number1]=15,”Late: 5-15%”,[Number1]>15,”Behind Schedule: >15%”). Then click OK.
• In the “Calculations for task and group summary rows” section, select “Use formula”.
• In the values to display section, select “Graphical Indicators” then click the “Graphical Indicators” button. Click on Nonsummary rows, then insert the data like the screen below and click ok.

Now add the field as a column in your favorite view. I like the Tracking Gantt.

• From the insert menu select “Column”
• From the “Field Name” drop down box select “Text 1 (Dashboard Schedule)”
• Click OK, then save this as a template for future projects.

The result is an indicator that is white if no baseline is set, green if the task is <5% behind, yellow for 5-15% behind and red if the task is >15% behind schedule. 

Troy Wheeler, Vice President of Technology, EPM2e, can be reached at 800-878-0385.

Are you in the process of creating a project management office but your executive(s) does not like the name “PMO”?

My good friend Willie once said, “What’s in a name?  That which we call a rose by any other word would smell as sweet.”  With regard to naming a project management office (PMO), Willie couldn’t have been more wrong!

PMOs come in many different flavors depending on their span of authority and the domain of projects under their purview.  At one extreme, the PMO can simply be a support group for project leaders and at the other extreme have total authority over the selection, prioritization and management of projects.  If you choice to use another term for your PMO, make sure it sends the proper message to your organization.

One of my clients named their PMO, the Project Oversight Unit.  This corporate aligned department was perceived by the each of the health system’s hospitals as the “project police.” By simply changing the name to Project Delivery Office, they were able to convey a softer message that was consistent with the PMO mission.

In 2006, The University of Quebec at Montreal Business School conducted a survey of PMO’s. Their report, “The Reality on Project Management Offices,” listed the most common names for a PMO.

59% Project Management Office
12% Program Management Office
7% Project Support Office
4% Name containing the term “project” and similar to project management office
2% Project Office
2% Center of Excellence
2% No name
12% Other name

So, who are you going to listen to; me or Willie?