ResourcesAt Pronohau we thrive on thought leadership, the sharing of these thoughts and the lessons we have learnt from delivering solutions to our clients. The Resources page is where you will find our consultants disseminating this thought leadership and knowledge on a variety of topics that may provide further insight into what you may be looking for.
The dissemination is offered in:
White papers
Implementing CMMi(sm) with PRINCE2®
Organizations have been investing in the past years in increasing their project management approaches by implementing PMI®-PMBok , PRINCE2® or other practices. The implementation of these practices was mainly driven by the wish of having better management control, mainly coming from senior management who needed to get somehow reliable information to be able to report upwards in the organization or to shareholders. During these implementations, it was not always necessarily a goal to have projects that are more successful. There are sufficient Project Management implementations endeavors that prove this point, up to the level where the implementations get interrupted after some time, get considered bureaucratic without added value, or get abandoned for example after a management change
Overcoming the five myths of PRINCE2® towards a high value implementation
PRINCE2 has been developed more than 30 years ago and has since then enjoyed and increasing interest from the market. Partially this was because the support by different governments, with the UK government in a leading role, partially this was because of the low level approach to project management that made it easy for project managers to see what they had to do in their daily work. PRINCE2 has been updated regularly using feedback from organizations that have implemented PRINCE2 and consultants that have been involved in such implementations and trainers who captured feedback from their students.
Although PRINCE2 has already a significant life time, there are a number of myths around PRINCE2 that are available in the market.
Avoiding common pitfalls in deploying new and improved processes
Conducting a CMMI appraisal to identify the areas of opportunities and developing/updating the processes represent the easiest phases of the process improvement road map, with the most difficult being the Deployment Phase - The actual act of getting the process assets into the project teams to be used until they become a way of working.
This paper discusses the position of deployment in the improvement road map, pre-requisites, deployment planning, deployment execution, cultural change management, communication planning, governance, role of management, role of process users, Dos and Donts of deployment and key factors of success.
Building an effective Program Management Office: How to avoid false starts and shut downs
How much of your portfolio directly supports the evolving business strategy? Is there a mechanism with which to manage the projects that enable your strategic objectives? Do you have information on the optimisation of resources within your organisation? Is the absence of common processes affecting the way you deliver your strategic projects?
As the pressure mounts on CIOs to deliver the business benefits targeted by IT investment and the need to demonstrate the value addition that IT brings to the business, leading CIOs are using the PMO as the vehicle that provides the infrastructure for answering the questions raised above.
This paper outlines PMO trends, types of PMO, PMO value proposition, the benefits for different roles, why programmes fail and what actions to take in order to avoid failure in implementing and operating a PMO.
Presentations
Lessons learnt from deploying process assets in CMMI based process improvement programs
In the near future ...
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