1 / 18

asapm Project Management Communities of Practice - PMCoP Program

asapm Project Management Communities of Practice - PMCoP Program. What is a PMCoP. A group of people who are interested in sharing tacit and elicit knowledge about their work as Project Managers

ryder
Download Presentation

asapm Project Management Communities of Practice - PMCoP Program

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. asapm Project Management Communities of Practice - PMCoP Program

  2. What is a PMCoP • A group of people who are interested in sharing tacit and elicit knowledge about their work as Project Managers • A Community of Practice (CoP) can be a group that meets in person or it can be a virtual group that operates through a list server or chat. • asapm members have held PMCoPs since the society started in 2001.

  3. How do you Organize a Physical PMCoP? • Invite your peers and colleagues to meet at your office or your local library or your home to discuss project management. Suggested minimum size is five people. • Ask each of these colleagues to invite at least one of their circle of colleagues (preferably from a different industries or companies). • Assign a PMCoP Coordinator to set up a group site. Please contact the Member Services Director of asapm, for directions on how to set up a site.

  4. Mechanics of a PMCoP Meeting • Choose your first topic(s). • Hold the meeting at your office, your local library, coffee shop, a book store, or in your home. • Food and drink of some sort is good.

  5. Picking a topic • The survey approach • The “pet peeve” • The biggest problem • The most profound lesson learned • The top contender for the “It doesn’t work that way in reality” award • PM Competency Topics in the National Competence Baseline (NCB) or the IPMA Competence Baseline (ICB) • See www.asapm.org or www.ipma.ch • Emerging trends

  6. Core principles for a sustainable PMCoP • Respect • All attendees are peers – A PMCoP is a non-hierarchical group • Disagreements are acceptable – Diversity of opinion is welcome • Advance scheduling • Work to increase the network • Adding value through contribution

  7. Roles in a PMCoP • The role of the host • To begin a meeting the host needs to offer a basic structure: • Agreement on topic if one hasn’t been chosen • Any goals for the meeting • Agreement on next meeting • In ongoing PMCoPs, the host role rotates so that responsibility for the group is shared among members.

  8. The Role of Scribe • Record resources located by the PMCoP • Record the findings of the meeting • Forward these items to the PMCoP coordinator bmhansen100@gmail.com

  9. Setting up a Virtual CoP • At the current time, we have chosen to use ning.com for our virtual CoPs. You can find an example and setup on the member’s only page of www.asapm.com • We currently have a virtual CoPs for: • Agile Project Management • WBS • Portfolio Management

  10. Risk Management Sample Discussion Package For a PMCoP Meeting

  11. Scenario You are a project manager for a major telecommunications network upgrade with a NPV of US $10,000,000. • You are heavily dependent on a third party vendor for your project and your contract office informs you that there is a 30% chance that the vendor will go out of business at the end of the quarter. If that occurs, your project will incur a US $3,000,000 cost overrun due to rework. • There is also a 30% chance that a new legislation will pass that will decrease government oversight of your team's work. If this legislation passes, you estimate that your project will save US $1,600,000 in time delays. • Lastly, your technical lead indicates that there is 20% chance that a new software package will be available by month end that could save US $1,800,000 in testing time. If available, the software will cost US $500,000 to procure, install and train.

  12. Success Factors • How have you successfully managed Risk on your most recent project? • Is that different then what’s worked in the past?

  13. Lessons Learned • What has been the most profound lesson you have learned about Risk • How have you taken this learning and made it part of your approach to managing a project

  14. Dealing with Risk in the Real World • What about Risk or Opportunities that still gives you the most trouble? • Do you manage risks differently than opportunities?

  15. Tips, Tools and Techniques for Risk • What Tips do you have to share about Risk or Opportunity Management? • What tools do you recommend to help you minimize risk and maximize opportunities • What techniques do you recommend in working with risk or opportunities • Don’t list anything you don’t actually do

  16. Resources • What articles would you recommend about Risk or Opportunity Management • What books would you recommend about Risk or Opportunity • What web sites would you recommend about for learning more about Risk or Opportunity Management

  17. Closing out a session • Have one in the group keep notes. Publish any actions, conclusions or recommendations from the meeting. • Plan the topic for the next meeting. Planning several months ahead will allow people preparation time and as your PMCoP grows, allows time for invited guest arrangements.

  18. Conclusion • At asapm, we look forward to hearing about your development of PMCoPs in your areas. • If you have any questions, please forward them to Brent Hansen at bmhansen100@gmail.com

More Related