Archive | Training

PRINCE2® as Transitioning Adolescent?

  PRINCE2 has been around since ’96 making it just about 23 years old. In all that time it has been mis-sold, and mostly we’ve had an uncomfortable suspicion something was amiss. Adolescence is the transition to adulthood rather than a specific age. The end of adolescence marks maturity claimed and acknowledged, to hold responsibilities. […]

Two Different Sources of Value From PRINCE2

~~O~~ PreAmble: Logical Model offer a $99 P2 exam prep course because it is our belief that the exam cram does not give companies value – So it should not cost a lot. The exam course gives individuals a qualification that aids job mobility. It does not equip “practitioners” to be practicing project managers – too much […]

Direct, Manage, Supervise – How PMBoK, MSP, P2 & D4 integrate

Start At The Portfolio Organizations need a portfolio level investor’s mindset applied to their well being. There are differences between Direction, Management and Supervision that need to be clearly defined and executed if good governance is to prevail. Dynamic Equibrium All organization seek to be in profitable (socially rewarding) dynamic equilibrium – in this state all […]

A message to L&D Managers in organisations where projects have a deserved reputation for less than reliable performance

“Greetings I expect you already know what your organisation’s strengths and weaknesses are. I also expect that you have found improving project capability non-trivial and that you keep an eye open for offerings that might help. Iguess your not hopeful of finding a breakthrough? It is probable that you’ve recognised that focusing Learning and Development […]

#pm_ngt-005 1st Principle – Investor’s timeline (end2end™)

#pm_ngt-005 – First generation project management often starts with the explicit demand that the goal is well defined and ends with delivery of products. Great for suppliers who want to be provable “done” so they can submit their invoice, be paid without dispute and move on. However this demand for clarity is not the reality […]

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