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Maximizing PM Competency Maximizing PM Competency with Project Management with Project Management Communities of PracticeCommunities of Practice

CoPsCoPs

MS Project ConferenceMS Project ConferenceJanuary 17-19 2006January 17-19 2006

Seattle, WASeattle, WA

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Mark “Doc” Dochtermann, PMP, CISSP, Mark “Doc” Dochtermann, PMP, CISSP, MSP Black Belt, Senior Instructor, IILMSP Black Belt, Senior Instructor, IIL

Tim Cermak, PMP, Vice President of Tim Cermak, PMP, Vice President of Strategic Alliances, MPA (official industry Strategic Alliances, MPA (official industry association for Microsoft Office Project)association for Microsoft Office Project)

Scott Gray, PMP, MSP Black Belt, Scott Gray, PMP, MSP Black Belt, Project Manager, California Employment Project Manager, California Employment Development Department Development Department

Robb Mueggenburg, PMP, MSP Black Belt, Robb Mueggenburg, PMP, MSP Black Belt, Sr. Project Manager, MCI Government Sr. Project Manager, MCI Government SolutionsSolutions

PresentersPresenters

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Key LearningKey Learning

A “how to” in creating and sustaining a A “how to” in creating and sustaining a community support network for your project community support network for your project management professionalsmanagement professionals

Hear from real-life examples of successful Hear from real-life examples of successful Communities of Practice Communities of Practice

Present ongoing plans to continuously Present ongoing plans to continuously support and foster Project Managers’ support and foster Project Managers’ learning and skill developmentlearning and skill development

Describe Resources available to youDescribe Resources available to you

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Groups of people who come together to Groups of people who come together to share and to learn from each other face-to-share and to learn from each other face-to-face and virtuallyface and virtually

Held together by a common interest in a Held together by a common interest in a body of knowledge - driven by a desire and body of knowledge - driven by a desire and need to share problems, experiences, need to share problems, experiences, insights, templates, tools, and best practicesinsights, templates, tools, and best practices

Community members increase knowledge by Community members increase knowledge by interacting on an ongoing basisinteracting on an ongoing basis

Communities of PracticeCommunities of PracticeShare Ideas, Find Solutions, Build InnovationsShare Ideas, Find Solutions, Build Innovations

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Training is only part of the SolutionTraining is only part of the Solution

Core competences don't reside in the Core competences don't reside in the abstractions of management theoriesabstractions of management theories

In the real world of organizations, they In the real world of organizations, they reside and grow in Communities of Practicereside and grow in Communities of Practice

Why Should You Pay AttentionWhy Should You Pay Attention… to your CoP? … to your CoP?

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How CoPs Add ValueHow CoPs Add Value… to Individuals and Organizations … to Individuals and Organizations

Share knowledgeShare knowledge

Provide a forum to solve problemsProvide a forum to solve problems

Develop and disseminate best practicesDevelop and disseminate best practices

Develop people’s professional skillsDevelop people’s professional skills

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Real-life ExampleReal-life ExampleSacramento, California Sacramento, California

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Successful CoPSuccessful CoPMPA Sacramento Valley ChapterMPA Sacramento Valley Chapter

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LeadershipLeadershipMPA-SVC Board of DirectorsMPA-SVC Board of Directors

PresidentPresidentMark Mark

DochtermannDochtermann

PresidentPresidentMark Mark

DochtermannDochtermann

CommunicationsCommunicationsRichard NewboldRichard Newbold

CommunicationsCommunicationsRichard NewboldRichard Newbold

MembershipMembershipDee SmithDee Smith

MembershipMembershipDee SmithDee Smith

TreasurerTreasurerLance WilliamsLance Williams

TreasurerTreasurerLance WilliamsLance Williams

ProgramsProgramsDohn KissingerDohn Kissinger

ProgramsProgramsDohn KissingerDohn Kissinger

Vice PresidentVice PresidentJohn SimkoJohn Simko

Vice PresidentVice PresidentJohn SimkoJohn Simko

Secretary Secretary / Sponsors/ SponsorsDerek LoarDerek Loar

Secretary Secretary / Sponsors/ SponsorsDerek LoarDerek Loar

TechnologyTechnologyChad HodgesChad Hodges

TechnologyTechnologyChad HodgesChad Hodges

MarketingMarketingBart BattagliaBart Battaglia

MarketingMarketingBart BattagliaBart Battaglia

MPA GlobalMPA GlobalTim CermakTim Cermak

MPA GlobalMPA GlobalTim CermakTim Cermak MicrosoftMicrosoftMicrosoftMicrosoft

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Four Stages of CoP Growth Four Stages of CoP Growth Potential, Build, Engage, ActivePotential, Build, Engage, Active

1.1. Identifying the Community of PracticeIdentifying the Community of Practice• Internal OpportunitiesInternal Opportunities

• External GroupsExternal Groups

2.2. Understanding the community of usersUnderstanding the community of users• Their needs, requirementsTheir needs, requirements

• The organizations in which they work and operate The organizations in which they work and operate (constraints)(constraints)

3.3. Engaging the community of practiceEngaging the community of practice

4.4. Sustaining the community of practiceSustaining the community of practice

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1. Identifying1. IdentifyingThe Community of Practice …The Community of Practice …

Type of CommunitiesType of Communities

Target AudienceTarget Audience

Coverage Coverage

GovernanceGovernance

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Types of Communities Types of Communities If you build it - will they come?If you build it - will they come?

HelpingHelping

Best PracticeBest Practice

InnovatioInnovationn

Knowledge StewardingKnowledge Stewarding

Private / PublicPrivate / Public

SIGsSIGs

The The purposepurpose of your of your community community and the and the needs of the needs of the group will group will dictate what dictate what tools you use tools you use and kind of and kind of community community you buildyou build

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2. Understanding2. UnderstandingThe Community of UsersThe Community of Users

RequirementsRequirementsDevelop a Scope & MissionDevelop a Scope & Mission

Identify short-term & Long-term Identify short-term & Long-term Goals and DeliverablesGoals and Deliverables

Identify Necessary Actions to Identify Necessary Actions to Accomplish Short-term GoalsAccomplish Short-term Goals

Organizations in which Organizations in which they work they work

and operate (constraints)and operate (constraints)

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3. Setting up a CoP 3. Setting up a CoP How to get startedHow to get started

DeliverablesDeliverables

PeoplePeople

Operation (Venue)Operation (Venue)

LeverageLeverage““What’s in it for the business?”What’s in it for the business?”

"What's in it for me?" How will the CoP fulfill the "What's in it for me?" How will the CoP fulfill the expectations of the members? expectations of the members?

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Elements of a CoP Elements of a CoP Critical ComponentsCritical Components

VolunteersVolunteers

MembershipMembership

Programs / EventsPrograms / Events

Training / WorkshopsTraining / Workshops

SponsorshipSponsorship

Provide SupportProvide Support

Reward SystemsReward Systems

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Volunteering Volunteering Passion to EngagePassion to Engage

Many People Volunteer in Order to Learn a New Many People Volunteer in Order to Learn a New Skill but we Require Skilled People with Skill but we Require Skilled People with Relevant ExperienceRelevant Experience

Approximately 20% of the Members Volunteer, Approximately 20% of the Members Volunteer, but only Half of Those Actively and Consistently but only Half of Those Actively and Consistently ContributeContribute

Set Firm Expectations for the VolunteersSet Firm Expectations for the Volunteers

Increased Flexibility to Join and Leave Increased Flexibility to Join and Leave CommitteesCommittees

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Programs / EventsPrograms / EventsContent is KingContent is King

Provide a variety of Subject MatterProvide a variety of Subject MatterProduct / TechnicalProduct / Technical

Project ManagementProject Management

BusinessBusiness

DevelopmentDevelopment

Deployment / ConfigurationDeployment / Configuration

System Admin / ManagementSystem Admin / Management

Organizational Assessment Organizational Assessment & Planning& Planning

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Training / WorkshopsTraining / WorkshopsDeveloping the CompetenciesDeveloping the Competencies

KSAsKSAsKnowledgeKnowledge

SkillsSkills

AbilitiesAbilities

CertificationCertificationPMPPMP

IIL MSP CertificationIIL MSP Certification

PMI College of SchedulingPMI College of Scheduling

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GovernanceGovernanceIdentify the StructureIdentify the Structure

Create a Strong Create a Strong Governance Governance StructureStructure

Appoint Liaisons Appoint Liaisons to Ensure to Ensure Representation Representation of Key Areasof Key Areas

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Critical Success Factors Critical Success Factors Establishment & Operation of a CoPEstablishment & Operation of a CoP

Awareness of Community’s GoalsAwareness of Community’s Goals

Awareness of CoP Knowledge DomainAwareness of CoP Knowledge Domain

Atmosphere of TrustAtmosphere of Trust

Atmosphere of ReciprocityAtmosphere of Reciprocity

Active ModerationActive Moderation

Resources to store / recover informationResources to store / recover information

Knowledge that Members already haveKnowledge that Members already have

Participation of experts in the knowledge domainParticipation of experts in the knowledge domain

Promotion of face-to-face eventsPromotion of face-to-face events

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Real-life Example:Real-life Example:Path to the CoPPath to the CoP

MCI Government Application SolutionsMCI Government Application Solutions20+ Projects, 10 PjM, ~200 Resources20+ Projects, 10 PjM, ~200 Resources

Approached MS EPM implementation as formal Approached MS EPM implementation as formal Executive-sponsored project for Application Executive-sponsored project for Application Solutions PMO Solutions PMO

Invested in role-specific training to level-set required Invested in role-specific training to level-set required EPM skills (PjM and Tech)EPM skills (PjM and Tech)

Leveraged personal relationships with local entities Leveraged personal relationships with local entities attempting similar implementations – eventually attempting similar implementations – eventually evolving to the MPA Sacramento Valley Chapterevolving to the MPA Sacramento Valley Chapter

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Real-life Example: Real-life Example: Benefits Realized from CoPBenefits Realized from CoP

Pre ImplementationPre ImplementationKnowledge sharing with entities outside of MCI Knowledge sharing with entities outside of MCI frameworkframework

Identification of pitfalls and known risks and how Identification of pitfalls and known risks and how to mitigate themto mitigate them

Peace of mind that we were on the right trackPeace of mind that we were on the right track

Implementation was less expensive and the value Implementation was less expensive and the value of the project was more rapidly gainedof the project was more rapidly gained

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Real-life Example: Real-life Example: Benefits Realized from CoPBenefits Realized from CoP

Post ImplementationPost ImplementationTraining is static…CoP is on-going and real worldTraining is static…CoP is on-going and real world

Cost effective method to keep in tune with industry Cost effective method to keep in tune with industry and toolsand tools

Productivity is increased through exchanging Productivity is increased through exchanging knowledge and experience with Professionals knowledge and experience with Professionals seeking the same seeking the same

Keeps the Passion BurningKeeps the Passion Burning

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Real-life Example: Real-life Example: Path to the CoPPath to the CoP

EDD’s PMOEDD’s PMO

Sacramento PMISacramento PMI

Microsoft Microsoft Premier Premier ContractContract

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Real-life Example: Real-life Example: Benefits Realized from a CoPBenefits Realized from a CoP

Save time setting up tool and processes by learning Save time setting up tool and processes by learning from people who have experience implementing from people who have experience implementing Microsoft Project ServerMicrosoft Project Server

Tips to maximize efficiency of Microsoft Project Tips to maximize efficiency of Microsoft Project within a PM frameworkwithin a PM framework

Being part of and supporting the CoP is important to Being part of and supporting the CoP is important to the government of the State of Californiathe government of the State of California

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Real-life Example: Real-life Example: Commitment and TrainingCommitment and Training

EDD increasing its membership in MPA from 5 to 10 EDD increasing its membership in MPA from 5 to 10 members for 2006members for 2006

IIL Training – 6 Orange, 2 Blue, and 1 Black Belt IIL Training – 6 Orange, 2 Blue, and 1 Black Belt CertificatesCertificates

Pcubed Training – Pcubed Consultant trained RMP Pcubed Training – Pcubed Consultant trained RMP Project TeamProject Team

RMP Training – Trained RMP Project Team trained RMP Training – Trained RMP Project Team trained 80 Schedule Owners, and 400 Team Members80 Schedule Owners, and 400 Team Members

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4. Sustaining the CoP4. Sustaining the CoPMaintaining the Flow …Maintaining the Flow …

Reaching to the External CommunityReaching to the External Community

Frequent Issues During the DeploymentFrequent Issues During the Deployment

Options for Resolution Options for Resolution

ChallengesChallenges

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ReachingReachingthe External Communitythe External Community

Official Industry Association Official Industry Association for Microsoft Office Projectfor Microsoft Office Project

User Groups (e.g. ACPUG)User Groups (e.g. ACPUG)

Other Professional Associations Other Professional Associations PMI PMI PMICOSPMICOSISSAISSACulminisCulminisitSMFitSMF

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Official Industry Association for Official Industry Association for Microsoft Office Project Microsoft Office Project

Networks of Information AccessNetworks of Information Access

Information ContentInformation Content

Information ContactInformation Contact

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External NetworkExternal NetworkMPA as a Support Group for EPM response MPA as a Support Group for EPM response Expand Resources by Joining, Participating and Expand Resources by Joining, Participating and Supporting MPA Supporting MPA Gain AdoptionGain AdoptionLook ForwardLook Forward

Internal NetworkInternal NetworkSecure Internal Resources Secure Internal Resources Sustain Support from Champions Sustain Support from Champions and Stakeholdersand Stakeholders

Official Industry Association for Official Industry Association for Microsoft Office ProjectMicrosoft Office Project

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Maintaining the FlowMaintaining the FlowStay focused Stay focused

Reaching to the External CommunityReaching to the External Community

Outside Organizations are Inherently Unrelated to Outside Organizations are Inherently Unrelated to the Organization Deploying EPMthe Organization Deploying EPM

Frequent Issues During the DeploymentFrequent Issues During the Deployment

Personnel Straddle the Internal and External Personnel Straddle the Internal and External NetworksNetworks

Can Offer Unequal Powers of InfluenceCan Offer Unequal Powers of Influence

EPM Tipping PointEPM Tipping Point

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ConnectorsConnectorsPeople SpecialistsPeople Specialists

Masters of the ‘weak tie’Masters of the ‘weak tie’

MavensMavensInformation Information Specialists/BrokersSpecialists/Brokers

Subject Matter Experts Subject Matter Experts (SME)(SME)

SalespeopleSalespeopleThe PersuadersThe Persuaders

The EPM Tipping PointThe EPM Tipping PointThe Law of FewThe Law of Few

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The EPM Tipping PointThe EPM Tipping PointEPM influencersEPM influencers

Team Team MembersMembers

ExecutivesExecutives

PartnersPartners

CustomersCustomersProjectProject

ManagersManagers

ResourceResourceManagersManagers

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The EPM Tipping PointThe EPM Tipping PointHow Does it Work?How Does it Work?

Law of Few: Identify the InfluencersLaw of Few: Identify the Influencers

Align Influencers with EPM EnvironmentAlign Influencers with EPM Environment

Engage the Influencers in EPM Engage the Influencers in EPM Through MPA MembershipThrough MPA Membership

Create an Create an EPM epidemic EPM epidemic

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Proposed Approach Proposed Approach How to get there – fast !How to get there – fast !

Participate: Attend events, Become ActiveParticipate: Attend events, Become Active

Lead: Charter opportunities, Lead: Charter opportunities, Leadership PositionsLeadership Positions

Advocacy: Promote the BenefitsAdvocacy: Promote the Benefits

Evangelize: Recruit ColleaguesEvangelize: Recruit Colleagues

Influence Peer Group: Move MindsInfluence Peer Group: Move Minds

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Potential Challenges Potential Challenges You may encounter … You may encounter …

Providing Business Time for ParticipationProviding Business Time for Participation

Show senior Management and Show senior Management and Organizational SupportOrganizational Support

Getting Greater Value from Formal TrainingGetting Greater Value from Formal Training

Conflicts of InterestConflicts of Interest

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ResourcesResourcesKerzner, Best PracticesKerzner, Best Practices

ProjectsProjects

TimeTimeDr. Kerzner, Advanced Project Management, Dr. Kerzner, Advanced Project Management, Best Practices on Implementation, 2Best Practices on Implementation, 2ndnd Edition Edition

Failures

SuccessesSuccesses

MATURITYMATURITY EXCELLENCEEXCELLENCE

2 YEARS2 YEARS 5 YEARS5 YEARS

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Crisis management drives the work and is Crisis management drives the work and is handled by people through customshandled by people through customs

Work is assigned to people and is Work is assigned to people and is driven by calendars and meetingsdriven by calendars and meetings

Work is assigned to roles and is Work is assigned to roles and is driven by plans and schedulesdriven by plans and schedules

People are intuitively creative People are intuitively creative while working systemicallywhile working systemically

People are impulsively creative People are impulsively creative while working systemicallywhile working systemically

ImpulsiveImpulsiveImpulsiveImpulsive

IntuitiveIntuitiveIntuitiveIntuitive

SystemicSystemicSystemicSystemic

AgileAgileAgileAgile

FluidFluidFluidFluid

Brian C. LeeBrian C. Lee

ResourcesResourcesIntentionality ScaleIntentionality Scale

-

M

aturit

y

-

M

aturit

y

++

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ResourcesResourcesWikipediaWikipedia

MPAMPA

MicrosoftMicrosoft

PMIPMI

Web ResourcesWeb Resources

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Questions? Comments?Questions? Comments?

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Contact InformationContact InformationMark DochtermannMark Dochtermann

Sacramento, CaliforniaSacramento, California

president-svc@mympa.orgpresident-svc@mympa.org

916.835.5806916.835.5806

http://www.iil.comhttp://www.iil.com

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Contact InformationContact InformationTim CermakTim Cermak

Ann Arbor, MichiganAnn Arbor, Michigan

tcermak@mympa.orgtcermak@mympa.org

734.741.0841734.741.0841

http://www.mympa.orghttp://www.mympa.org

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Contact InformationContact InformationRobb MueggenburgRobb Mueggenburg

Sacramento, CaliforniaSacramento, California

robb.mueggenburg@mci.comrobb.mueggenburg@mci.com

916.569.5966916.569.5966

http://www.mci.comhttp://www.mci.com

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Contact InformationContact InformationScott GrayScott Gray

Sacramento, CaliforniaSacramento, California

SGray@edd.ca.govSGray@edd.ca.gov

916.654.7580916.654.7580

http://www.edd.ca.govhttp://www.edd.ca.gov

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Where Can You Get More Where Can You Get More Information?Information?

For more information, please contact:For more information, please contact:Eoin CallanEoin Callan

International Institute for Learning, Inc.International Institute for Learning, Inc.

1-800-325-15331-800-325-1533

Eoin.Callan@iil.comEoin.Callan@iil.com

or go to our Web site: WWW.IIL.COMor go to our Web site: WWW.IIL.COM

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International Institute for Learning, Inc. (IIL)International Institute for Learning, Inc. (IIL)International Institute for Learning is a professional education and consulting firm operating worldwide to help companies achieve excellence in International Institute for Learning is a professional education and consulting firm operating worldwide to help companies achieve excellence in project management, six sigma and Microsoft Project—in which Microsoft has recommended IIL’s Project White Belt for all new users of Microsoft project management, six sigma and Microsoft Project—in which Microsoft has recommended IIL’s Project White Belt for all new users of Microsoft Project. The firm also offers an enterprise-wide knowledge solution, the Unified Project Management Methodology, that is built on Microsoft Project. The firm also offers an enterprise-wide knowledge solution, the Unified Project Management Methodology, that is built on Microsoft technology and integrated with MS Project.technology and integrated with MS Project.

www.IIL.comwww.IIL.com

International Institute for Learning, Inc. (IIL)International Institute for Learning, Inc. (IIL)International Institute for Learning is a professional education and consulting firm operating worldwide to help companies achieve excellence in International Institute for Learning is a professional education and consulting firm operating worldwide to help companies achieve excellence in project management, six sigma and Microsoft Project—in which Microsoft has recommended IIL’s Project White Belt for all new users of Microsoft project management, six sigma and Microsoft Project—in which Microsoft has recommended IIL’s Project White Belt for all new users of Microsoft Project. The firm also offers an enterprise-wide knowledge solution, the Unified Project Management Methodology, that is built on Microsoft Project. The firm also offers an enterprise-wide knowledge solution, the Unified Project Management Methodology, that is built on Microsoft technology and integrated with MS Project.technology and integrated with MS Project.

www.IIL.comwww.IIL.com

©2006 International Institute for Learning, Inc.

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© 2006 Microsoft Corporation. All rights reserved.This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.