Today, I reviewed Christopher Miller's projectmanagement.com presentation from this month, "Innovation on a burning platform." Milller reviews some innovation case studies and suggests some approaches to make innovation success more likely. The recorded webinar's audio is shaky, but I found Miller's presentation valuable in thinking through project management and larger portfolio management.
The above diagram is from a circa 1999 campaign by Coleman to promote the in-home use of its products. This was part of a rapidly-developed plan presented to Walmart that was designed to encourage sales of its products. Even though the approach benefited by the then-significant conversation over Y2K, Miller points out that the advertising did not reference Y2K in any way - Coleman left it to the consumer to make any linkages like this.
Miller describes the benefits of intensive, colocated team work, particularly at the start of innovation projects, with morning, afternoon, and evening sessions over days and even several weeks in order to compress the project schedule. He cited and described a case study involving Johnson Controls.
In approaching innovation, Miller cites the importance of "following the highest level of guideline that may have jurisdiction." (He cites this example in describing the development of the drug Revia.) In terms of project management, Miller urges managers to work to get the potential problems discussed up front and to bring in "knowledgeable naysayers." This is very relevant to me from past project work and frankly, it's more difficult than it sounds. He touches on this in terms of project team composition and it's important that the team have all needed skills to support the project - and the ability to support informed, constructive engagement.
Finally, Christopher Miller led off the session by citing research suggesting that managers leading innovation projects are evaluated in the same way as operational managers, which feels correct and underscores the challenges of leading an innovation project, particularly projects in which the health and the future of the business/organization is at stake.
I'm preparing for my ELUNA 2019 Annual Meeting presentation on project management and the ILS migration to Alma. These are some thoughts that have come to me during this work.
The spring 2019 publication of Antonio Nieto's The Project Revolution was well-timed for me. Nieto provides some excellent perspective on the increasing importance of projects (relative to operations) in enabling an organization to meet its goals. It's a nice starting point for many of the points that I intended to talk about prior to reading his book.
The ILS to Ex Libris Alma migration projects have a distinct vendor-customer relationship. While Ex Libris Professional Services provides overall management of the migration process, local project management is essential in order to achieve the best outcome. A good example, from the ILS to Alma migration, is training. While Ex Libris supported kickoff training, product certification training, and topical trainings during the migration periods (which were six months in length for the consortium migrations in 2013-2015), the Orbis Cascade Alliance needed to support a great deal of training in the areas of consortium borrowing and resource management (including the use of OCLC Connexion and Alma for resource management).
I'd love to broaden engagement in the library technology domain with the Project Management Institute. I'm saddened by the apparent lack of library technology leaders and managers participating in PMI and holding PMI certifications. PMI's membership model is based on the individual not organization, which presents a bit of a challenge in terms of library adoption of the PMI standards and use of its training and template resources. I won't consider the session a success unless some of the attendees engage with PMI after the Annual Meeting.
Dan Stelian Roman led a recent projectmanagement.com webinar on the Agile Enterprise.
Roman described a project management structure that retains PMBOK project management at the overall project level, but employs agile approaches at the developer level, including a Scrum Master who's a servant leader and enforcing the rules of Scrum in the development team.
Some attributes that stand out in Roman's envisioned use of agile in hybrid project management:
I found this a somewhat challenging (dense content on slides, lengthy discussion at the start on misconceptions regarding agile), but informative presentation on the ability to blend PMBOK with agile approaches.
I greatly enjoyed watching a recorded webinar on projectmanagement.com led by Antonio Nieto-Rodriguez, The Project Revolution. It's very good - as one commenter in the presentation page thread wrote, "one of the most outstanding presentations that I have attended."
Nieto began with a comparison of organization support for operations (focused on running the business) and projects (focused on changing the business), and the trend of organizations to commit more and more effort to project work. He reviews some Google Ngram data that illustrated the relevance of projects in publication - and the lack of corresponding publication in project management. What has happened with this increased focus on projects to meet the needs of businesses and organizations? Nieto shares some implications, two of which spoke to me given my most recent experience in a portfolio planning effort:
Nieto suggests three remedies to improve the current situation:
PM & Tech Blog
"Nothing so sharpens the thought process as writing down one's arguments. Weaknesses overlooked in oral discussion become painfully obvious on the written page.”