Presentation on Presentations – get ready for your next big presentation – some tips from Peter Taylor.

We had a pleasure to meet Peter Taylor, the author of “The Lazy Project Manager”, during the PMI Gdansk Branch seminar on the evening of 31^st of January, 2013 where he advised on “great presentations”. The recording of his presentation can be found here and below I would like to share some take aways.

Open on a high & finish on high– start and finish your presentation with a story.

Peter started with a funny story on shreddies – just a shreddies, diamond shreddies and a combo pack with both. The conclusion: it’s all about the presentation – who you present to makes a difference.

Getting the audience's attention right from the beginning is essential. Remember first 10 minutes window is the first point of opportunity to lose your audience.

The Audience.

You can have 4 types of listeners:

•           “Fans” want your success

•           “Entertain me” – they can leave the interest quickly and move to “neutral”

•           “Neutral” – they don’t have an opinion

•           “Left the building” – not focused on your presentation, you lost them

The Purpose: convince, educate, motivate ....

Keep it simple, but have a structure. Peter shared a story from his wedding where he needed to present and was not very good at presenting. He bought a lottery ticket for all important people – “top table” with the same numbers: 1, 7, 15, 21, 30, & 40.

1 because it was first day of our life ticket

7 because it was July

15 because it was 15^th of July

21 because there were 2 bridesmaids and 1 page boy

30 because he knows his best friend for 30 years

40 because both parents were about to celebrate the 40^th anniversary

The Content

If you talk about something you know well rehearse to control your time.

If you do not know the subject well rehearse or invite people who know more to support you.

Time

It’s not the volume but the message that counts. Do not waste people’s time

The Tools

Be clever! Do not overuse graphs, moving objects, data etc.

The Style – it’s a lot about you.

Present key facts and use rather pictures than words. Our brain is far more capable to take visional images! Keep an eye contact with your audience!

The Practionalities – 3 Ps:

Prepare - Practice and practice again. A well rehearsed presentation will keep your audiences attention.

Present – the smallest part!

Profit – you will gain something: learn, engage, keep connected….

The Risk

Be prepared for anything:

-       Have an usb stick with your presentation

-       Don't rely on an internet connection

-       Check your desktop

-       Be prepare to shorten your presentation – recognize the needs of your audience and adjust

Break the Rules – my favourite one!

1. 6:6:1 rule (6 bullets /6 words/1 idea on one slide)
2. Agenda (tell what are you going to tell, then tell and then tell what you have told)  - ridicules!
3. Thank the audience! 

The Hates – there are a lot of them and a few below:

-       Reading the slides

-       Flat voice

-       Ppt presentation

-       Non interactive presentation

-       Agenda – especially if you have 10 points and manage to cover 2

-       Time management - no one will mind if you finish early but they will hate you if you go on for too long

-       Sitting or standing in one place while presenting

Q&A

You need to control your audience. Sometimes you will have people who won't accept an answer. Don't battle with them, your audience isn't interested, instead ask them to talk to you afterwards.

With 41 slides, 121 words, 3 words per slide and 61 images Peter managed to keep the audience awaken for one hour. Well done! That was a great Presentation on Presentations! The summary of the 31^st event can be found on PMI website.

Break the rules and have fun with your next presentation!

Leading Successful PMOs - update from Peter Taylor’s workshop

How to build the best PMO for your business and keep it relevant? This and more other questions were asked during one day interactive session led by Peter Taylor and organised by PMI Gdansk Branch on the 1^st February in Grand Hotel in Sopot.

The workshop was divided into a few parts. We’ve discussed the types, models, role of PMO, and the competencies of a PMO leader. Peter shared the results of the survey for the book and finally presented the Siemens’ PMO he led for 4 years. I would like to share with you a few take aways.

What’s PMO?

• The Project Management Office (PMO) in a business or professional enterprise is the department or group that defines and maintains the standards of process, generally related to project management, within the organization
• The PMO strives to introduce economies of repetition in the execution of projects
• The PMO aims to reduce project risk through common practice and quality assurance
• The PMO links business strategy to project based execution of that strategy

Competencies of a PMO leader:

• Be passionate about projects
• Be strong in communication
• Negotiate well
• Be enthusiastic about leading change
• Don’t be afraid to be unique 

Although all of them are important “passion” and “uniqueness” are my top 2. “It’s your PMO. Don't let anyone tell you that you have to be a certain way. Be unique. Be what you feel you need to be”

Some tips on best PMOs:

Consistency:

• The best PMOs have consistent, repeatable PM practices across the enterprise. All projects are held to the same standards and requirements for success. They have also eliminated redundant, bureaucratic PM practices that have slowed down projects.
• The best PMOs have the most experienced PMs in place and have a program underway to recruit the best PMs, develop their existing PMs into the best and to maintain this level of quality and experience.

Transparency:

• The best PMOs have clear visibility into the progress and cost of all projects. They also know exactly how resources are being used. They openly share this information to all the appropriate stakeholders throughout the enterprise. 

Flexibility:

• The best PMOs adapt to the enterprise's strategic expectations and know how to operate effectively within the corporate structure and culture. And they are not rigid in their own structure and focus in order to adapt and adopt quickly.

Educational:

• The best PMOs sponsor training and facilitate communities of practice to promote PM best practices in their organizations. Such communities of practice provide PMs with a forum to share their knowledge and share experiences.

Methodology:

• The best PMOs are the custodians of a dynamic framework of method to assist PMs in the delivery of projects. This includes not only process but also templates and guidance.

Assurance:

• The best PMOs ensure that quality assurance actually delivers quality.

Finally Peter shared his 4-year - experience setting up and leading PMO in Siemens – “too valuable to lose, but  not too expensive to keep.” We’ve  also learnt that PMO of the Year 2012 winner is Verizon Wireless Marketing Program and Portfolio Office. That was an interesting 1-day learning and sharing event.

The Spirit of Project Management. Grow as a leader!

I had a pleasure to meet Alan Harpham, the co-author of “The Spirit of Project Management”, during the PMI Gdansk Branch seminar on the evening 17^th January 2013.

First part of the session was a brief introduction to the ‘Swirl’ Best Management Practice portfolio inc. PRINCE2®. The second part was devoted to the book he wrote together with Judi Neal: “The Spirit of Project Management”

During the break I took an opportunity to ask Alan a few questions on Poland, Poles, project management and his book – the recording of this interview below.

                                               Video by Obiektywni

As I was impressed by his story I decided to read the book and share my thoughts on this with you.

The book is divided to two parts. The first part of the book explains a few models for understanding the significance and value of spirituality in projects. The second part helps to integrate these ideas into our day-to-day management of projects. Thus there are chapters on spirituality from the perspective of the individual, the project team, the project organization and even project management within a sustainable world framework.

I have asked Alan why he wrote “The Spirit of Project Management”. His answer was that this book brought his two lives (being a liberal Christian, too liberal for some people as he describes himself and being in project management), his two passions into one.

I’ve also asked him why we should read it? “Because spirituality in work (SiW) is brining new ideas to bear. The book enables people to start to look how spirit and spirituality can help in projects and projects management. I truly believe that one of the big topic that’s is coming and people will get paid for, it’s spirituality not just only in project management, but in work and business in general. It’s a topic its time is now, just beginning and it’s fantastic.”

I agree and really appreciate that had an opportunity to meet Alan in person. I always knew that being a great project leader goes beyond having a good knowledge of project management tools and techniques (planning & implementation) and that emotional intelligence competencies are more important that intellectual ones. But only “a few cutting edge leaders are aware of the emerging research and application of spiritual intelligence, particularly for the emerging discipline of managing complex projects “ and thanks to Alan and his book I’m becoming one of them.

“Spirituality” is most commonly defined as connection that which gives meaning and purpose. And both project managers and teams want to work on meaningful projects. They are looking for that feeling that comes from creating something much bigger and greater than the self and for the benefit of others.

Now I understand the success of English Camps – a charity program run by Project Management Institute Gdansk Branch since 2004. Two times a year a group of people who believe that together can change the World devote their free time, working mainly weekends and nights for 4-5 moths or even more (those involved in a few editions) to make a difference for a group of young members of our society. We succeed as we manage to create a spirit of unity – although of diverse backgrounds and skills we really work well together as a single team to achieve a common goal - meaningful and purposeful goal – both children and our growth.

“Spirituality also is the quality of being spiritual, of recognizing the intangible, life-affirming force in self and all human beings. It is a state of intimate relationship with the inner self of higher values and morality. It is recognition of the truth of the inner nature of people.”

Spirituality in the workplace ≠ religion in the workplace

Spirituality in project management does not have anything to do with promoting a particular religion or in promoting religion in a more general way.

“Project Spirit” is defined as the collective attitudes, emotions, norms and behavior that characterise the members of a project team.

Most Project Managers are aware of the importance of soft skills. Emotional Intelligence has been seen as a key attribute of a good leader and a must for those who are responsible for building effective project teams. Spiritual Intelligence goes close with Emotional Intelligence. According to Steven Covey, Spiritual Intelligence is the central and most fundamental of all the intelligences, because it becomes the source and guidance for the others.

“Project Leadership is a Significant Gap Impacting PPM Performance”

“Project, programme, and portfolio leadership is in short supply as organizations struggle to implement Agile methods, complete large projects, manage vendors, and create more value through their project management offices (PMOs). Leadership is one of the key themes throughout many of the 2013 top 10 trends for project management, which were identified by a global panel of ESI International senior executives and subject matter experts.”

Cindy Wigglesworth describes Spiritual intelligence as “the ability to behave with compassion and wisdom (love) while maintaining inner and outer peace regardless of the circumstances” Cindy Wigglesworth, 2004.

Moreover the world is also becoming more conscious of the need for large, highly integrated, and world changing social projects. There is a growing recognition in business of the importance of a social conscience and corporate responsibility.

In order to meet these challenging requirements of today’s World, leaders will need to develop a greater spiritual intelligence in themselves and their teams. “They will need a global mindset, one that crosses all cultures and understands different cultures and their origins, one that the various faith and spiritual traditions have been teaching for years” (Neal 2006)

There are a lot of other spiritual values (virtues) mentioned in the book, but I would like to draw your attention to a few values specific to projects and useful in project management teams:

1. Respect for diversity

We all know that heterogeneous groups outperform homogeneous groups. Project teams require diversity of thinking and problem solving solutions.

2. Freedom

The authors of the book have a dream of a world without borders or boundaries, both physical and mental and I that’s my dream too.

3. Deep listening

According to Posner’ studies, communication skills - listening, persuading, are number one on the list of skills needed to be a successful project manager.By deep listening the authors understand the ability to hear beyond the words and facial expression - trust your intuition and have an open heart! In order to be effective, you must willing to share with the other what you think you are sensing in your deep listening. You may not always be right in your intuition, but just the fact that you are attempting to listen at deeper level will make a difference to the person you are interacting with. It is and example of spiritual connectivity.

4. Creativity

In my previous post on Creativity, risk management and agility I mentioned that creativity is the most important leadership quality followed by integrity and global thinking (IBM studies). Creative leaders are more prepared to break with the status quo of industry, enterprise, and revenue models.
Today’s leaders in order to improve performance need to stimulate creative thinking and unleash the creative potential in themselves and in their teams.The authors of the book stress the importance of a mindset of openness and curiosity, which is essential for creativity.  When I run risk management sessions I always try to encourage people to indentify positive and negative risks, as they both matter and need to be managed proactively. I’ve used the word try because have failed on a few occasions. So, I’m very happy to see this sentence in the book: “Opportunity management is just important as risk management”

5. Trustworthiness

Chartered Management Institute in UK (Miller 2011) found that the attribute must sought after by the staff of their managers was authenticity. Authenticity creates trust.

Real trust = integrity x competences

Again IBM studies reveals that integrity is the second most important leadership quality. In our project manager’s roles we must being trustworthy. Keeping promises is essential and if you cannot keep them do not make them! “Becoming more trustworthy requires first becoming more trusting.”

6. Commitment to something greater than oneself.

We all want to work on projects that make a difference in the World. The responsibility of a Project Manager is to get best out of the team, create an environment that every person’s best talents contribute at full force.

Even some people might question it I truly believe that spirituality can be achieved and I have experienced it not only working on social projects (ex. English Camps). For last 15 years I have been working in both “spirited” and “dispirited teams and know how inspiring and uplifting that can be working in the first and also understand the devastating impact (self-esteem and feelings of how we are valued by others) when working in the second ones.

The studies show (Lamont 2002) that soul-friendly companies have lower absenteeism, less sickness, and lower staff turnover. This also apply for soul-friendly projects.

Why spirituality in Project Management? Please find below Alan’s answers.

Because

• Change is accelerating.  Change is not merely necessary to life; it is life. Alvin Toffler
• Project management is growing
• People want to work on projects that are meaningful and that make a difference in our world
• People are moving up the Maslow hierarchy of needs to spirituality (self-actualisation)
• We are called to grow in body, mind and spirit
• Growth and development require us to take risk - the bigger the risk the more we grow
• Growth and change are integral to all projects
• Complexity is growing as is the complexity of team
• Team members seek meaning and purpose, strong alignment to project vision in order to bring their best and go beyond what they thought possible.

Read this book and grow as a leader! With a greater understanding of the role of spirituality in project management you will be able to tap into your team members’ passion and purpose, unleash their creativity, and help them solve difficult, seemingly insurmountable problems!

Is the concept of the PMO obsolete? PMO discussion continues.

PMOs will focus on proving their worth and driving innovation

Continued poor project performance in many organisations will result in more PMOs being terminated.

These are 2 out of top10 trends 2013 for project management, which were identified by a global panel of ESI International senior executives and subject matter experts.

“Gone are the days when just implementing a methodology and creating a project dashboard convinced corporate executives that the PMO was pulling its weight. More organisations are conducting PMO “audits” to identify areas where the PMO can accelerate its evolution and provide higher levels of value to the organisation

ESI research shows that the average life span of the PMO is about four years.That number is likely to drop if project performance continues to underwhelm executives and stakeholders. PMOs are created to improve project performance; yet, few organisations give the PMO enough resources and authority to do the job”

After my interview with Peter Taylor on successful PMOs I asked this question to my colleagues from Thomson Reuters and here are some answers.

If you want to learn more on: “Leading Successful PMOs. How to build the best PMO for your business and keep it relevant” join PMI Gdansk Branch workshop on 1^st February 2013, Sopot, Poland. More details on the workshop can be found on PMI website. To sign up for the workshop please follow the link.

Ian Whittingham, Program Manager

“I have been holding an on-going conversation on this topic with one of the external guests who attended the London PM Unconference back in September.  He has just posted a blog that is timely to this discussion. You can read that blog posting here.

What sparked our conversation was a mutual recognition that there is a necessary tension in applying project management techniques to solve business problems that demands both a common framework of concepts, processes and activities that need to be adhered to in order for teams to work in a concerted and competent way BUT there also needs to be enough 'give' in the framework to allow teams to improvise and depart from standards and procedures if it is appropriate to the circumstance of the project to do so.

Thus, a PMO needs to define and enforce the common framework so that we don't fall into an anarchy of fragmented and incompatible project management processes and practices BUT it also needs to permit departure from that framework if it is in the best interests of the project (= business problem successfully solved) to do so. As accountable owners for how projects are performed, it is intrinsic to the functioning of PMOs that they enforce policies and standards. Acting in a way that signals permission to depart from the framework invites the danger of undermining the value of mandated policies and standards and weakens the authority of the PMO. This is why PMOs can sometimes feel like your big brother, stopping you from doing what you want to do simply because he's bigger than you.

The trick here is to find the balance between 'just enough process' to enable everyone to play the same game but 'loose enough' to facilitate and encourage inspired improvisation, because that's where some of the biggest payoffs in project success often come from. The evolution of Agile as a means of creating successful software illustrates just how this balance can be achieved. Perhaps the solution is to help PMOs find a similar way to evolve in the same way that Agile did?”

Anthony Allinson, Head of Customer Support

“I have just read a great book, No Straight Lines, by Alan Moore. I say great because it really made me think about collaboration outside the hierarchy, the power of connecting people, the speed at which we can get things done in big conversations and how much we can enjoy ourselves and each other if we do things differently. It is also scandalously badly edited and repetitive. It is also dogmatic, even a little cultish. This made me angry at times as I felt it undermined the powerful ideas in the book by asserting that we could get rid of all linear control. What? All of it?

Strict adherence to the No Straight lines philosophy would declare the PMO to be obsolete. We can certainly rely on it less. But not at all? Replacing one dogma with another (which is what really made me angry about this book, despite the fact that I read it all, scribbled all over it, agreed with 90% of it and then put it in the post to friend) strikes me as a little dangerous.

The PMO challenge is always to balance throughput, efficiency and reliability. The Goldilocks PMO (the one that is just right) will vary from day to day, company to company, portfolio to portfolio, project to project.  We have the luxury of being paid to think for a living. It's never dull is it.”

James MacManus, contractor

“What would I expect a PMO to actually do?

·         Set standards for how projects are run, ensure they are followed and provide guidance for project managers.

·         Maintain project management resources: standards and guidelines, templates, check-lists, project review outcomes, lessons learned etc.

·         Collect project data (progress, status, RICs) and collate it for consumption by management.

·         Assist in prioritising requirements, forecasting demand and producing scheduling and resource planning information.

·         Oversee or facilitate project reviews and appraisals.

A bad PMO will have a single set of templates (one size fits all) that it expects every project manager to complete, no matter what the size of their project. A good PMO will offer different formats, engage with the project manager and guide them to the most appropriate data capture mechanism. A failing PMO will have probably tried the first option, failed to get compliance and then given up trying. The key to a good PMO is knowing what is appropriate and striking a balance between necessary constraints and oversight and unnecessary paper-work and restrictions. To do this they must engage with their PMs, understand what it is they are trying to achieve and be conversant with their methods - Agile or otherwise. If there is no PMO, then who will take responsibility for the activities I've listed?”

Nicholas Whitford, Business Analyst / Agile Product Owner

“Good description James, and I think describes why PMO value gets questioned.

They effectively provide processes and tools to make sure projects are "run properly" - but what does that mean? Well, in the simplest form, they are to provide support to make sure projects are delivered on-time, in budget and satisfy a set of requirements.

This assumes the projects require support - processes and tools. I suppose the study has proven that perhaps many professionals, when made more accountable (rather than diluting the accountability) rise the occasion and make sure the right processes are in place in order to deliver the right outcomes, which is what we're all about. Delivery is always more important than how you got there.

Reflection is the tool to make sure you make delivery more efficient each time - and perhaps that's what the PMO should be tasked with, making sure that over time, projects become more efficiently run (less deviation on time and budget).”

Ken Lamparter, Global Program Manager

“There are a number of good comments here.  I have seen some very good PMO's (and one very bad example of a PMO which was a bureaucratic nightmare). Some thoughts of mine on the subject.....

1) PMO's should have senior sponsorship - they must be guided with a purpose on what they are trying to achieve.  Peter Taylor's points therefore are very valid that senior managers know who the PMO are. PMO's should be guided by the CTO / CIO etc and have clear objectives that are aligned to the CIO/CTO's objectives.

2) The purpose of a PMO I believe can be summed up as "ensuring that the key projects keep to the guidelines set, but that the guidelines can and should change depending on the project". I totally agree with others in other discussions who have said that a good set of project guidelines get people up and running very quickly, but we should always look to challenge and then improve them.  We should also allow some flexibility. PMO's should be able to be challenged about why a particular process or guideline is there, and if the Project Team can identify a modified process that meets the project teams needs while also meeting the end result expected by the PMO then that flexibility should at least be discussed.

 3) The PMO should not be seen in an ivory tower dictating project process to the project managers. It should be engaging in a dialogue with the project management teams about what is working and what is not, and then championing the good practices and fixing the bad. The PMO must ensure that there is a mechanism to make change to the overall process and also to ensure that the reasons for specific ways of doings things are understood. Never underestimate the amount of "education" a PMO should be doing.

 4) PMO should be challenged to make improvements each year. Ideally this should be as a tangible benefit... example .... save some money in the project lifecycle by eliminating or streamlining a process, or maybe to better define the project funding process so that project selection is better optimised. If you show you are contributing to the bottom line, then there is rarely a discussion on the value of any team to the organisation.”

So, is the concept of the PMO obsolete? I do not think so.

Are you writing the story of your life?

Am I really holding the pen and writing the story of my life?

That was a question I asked myself after the closing speech of PMI® Leadership Institute Meeting 2012 – EMEA which took place last year on May 4-6 in Marseille, France and gathered together 200 PMI leaders.

Leadership Institute Meetings are designed to inspire and support PMI leaders by offering face-to-face opportunities to connect with and learn from fellow volunteer leaders. At the meetings PMI leaders collaborate in productive, curriculum-driven educational sessions. Additionally, they earn professional development units (PDUs) for the formal learning activities related to project management.

Jim Lawless, one of the most popular inspirational speakers in Europe, was the closing speaker of the 2,5 day event and talking on “Ten Rules for Taming Tigers” made the audience laugh and cry.

What is the barrier to peak performance, influencing tricky stakeholders and driving project success? It’s internal and we have the power to tame it whenever we choose. We call it “the Tiger” and it’s the thing that roars at us and makes us back down when faced with innovation, personal change and bold, committed action. The Tiger seduces billions of people into delivering comfortable mediocrity.

Taming Tigers is a unique and highly practical way of understanding and winning the battle that we have with ourselves to take risks, grow and succeed. Taming Tigers is one of the most advanced coaching and cultural change tools on the corporate landscape. It has been tested twice by its creator in the sporting arena. First, by Jim’s journey from overweight non-rider to jockey in 12 months, at the age of 36, and then by his breaking the British No Limits Freediving record in 2010, the first British diver to cross the magic 100-meters barrier.

After the emotional, entertaining and inspiring speech I really wanted to read his book “Timing Tigers. Do things you never thought you could” – did not buy it during the event and was not aware I would like it. Fortunately, Jim was also the speaker of the PMI EMEA Congress and my friend who was staying longer got a copy for me.

Taming Tigers changed my life (more on this soon) and now it is your turn to tame your Tiger:

1.         Act boldly today - time is limited!

2.         Re-write your Rulebook - challenge it hourly

3.         Head in the direction of where you want to arrive, every day

4.         It’s all in the mind

5.         The tools for Taming Tigers are all around you

6.         There is no safety in numbers

7.         Do something scary everyday

8.         Understand and control your time to create change

9.         Create disciplines – do the basics brilliantly

10.       Never, never give up!

Personal Development Planning - help your dreams come true

New Year, new plans, new development goals. My dream map is almost ready, so this week I decided to devote to planning my development – need to help my dreams come true. For the last 6 years, actually since I joined Thomson Reuters I split my development actions into three categories: 1) on job; 2) from others; 3) formal learning and use 70:20:10 approach to my learning and development.  In this article I will explain the 70:20:10 approach and will share some tips development goals settings.

Just before we move to the core subject just a quick recap on goals settings.Remember – the meaning of the goal determines the direction.

• In the first column formulate the goal –1-2 sentences.
• In the second column name all actions, you need to undertake to reach this goal. Remember the 70/20/10 approach – explained below.
• In the third column consider all possible results of your goal. How will you know success has been achieved?
• In the last column set the date for your goal. Try to stagger so all results are not expected at same time.

70:20:10 APPROACH TO LEARNING & DEVELOPMENT

When we think about actions we should be taking to acquire the necessary knowledge or skills, we should remember the 70/20/10 approach. Formal learning (e.g. e-learning & classroom training) is not sufficient on its own.

The majority of learning comes from interaction with others:

• 70% of development comes from learning on the job
• 20% of development comes from learning from others
• Only 10% of development comes from formal training

We believe that most of the learning (about 70%) happens on the job – as we learn mostly by doing, and this learning could happen when we are:

1.  part of projects or working groups
2.  a member of a committee working in charge of a special task
3.  seconded to another assignment
4.  given stretch assignments on the job.

 TIPS FOR FUTure project managers

• Look for opportunities to facilitate goal-defining, decision-making, problem-solving, idea generation sessions.
• Identify an existing task, project, process or approach where is an opportunity to improve or solve a problem. Take a lead of this task.
• Lead or sign up to be a member of a team other than your own that is working on an addressing a requirement, enhancing systems and processes, or meeting an objective.
• Work streams such as charity, diversity, green team and others create a great opportunity for future project managers - join and lead a project on their behalf!

Do you know that all English Summer/Winter Camp Project Managers are certified PMs or studying towards certification!

We also learn from others, and this is were coaching, mentoring and feedback comes in.

 SOME TIPS:

• Discuss your scenarios with other Project Managers, either internal or external, in café room, workshops, seminars, or lunch time. Share and listen their advices
• Join local project management communities – find one in your area. That might be a local PMI chapter or other PM interest groups.
• Take part in PM events (conferences, seminars, etc) - both as a participant and a speaker/presenter. These are great opportunities to share your experience, learn new PM trends and get feedback from more experienced colleagues.

Finally, we learn through formal or structure activities such as workshops, courses – and session such as this one!  But this will only be effective if they are applied on the job.

Equipped with all these theory we are ready to define our goals. Try to define 2-3 goals per period and then once completed you can add more. Have a look what I have come up with- do not worry if the letters are too small to read - I have written all content below.

.

Goal1: Build expertise in Agile further

My 2013 PDP (Personal Development Plan)

• Manage projects involving software development where SCRUM has been adopted

-       At least 1 project delivered by end of 2013

• Use Agile tools & techniques and Agile mindset in all charity/social projects involved

-       At least 2 social projects delivered using Agile approach. Feedback from the team. 1^st project by June 2013, 2^nd project by end of 2013.

• Build relationships with Agile gurus

-       Relationships with 2 Agile gurus built by end of 2013

• Find an Agile Coach or Mentor

-       Mentoring / coaching relationships set up by end of Q1 2013

• Join the local Agile community & attend the meetings

-       7 local community meetings attended by end of 2013

• Take part in Agile events

-       One 2 day conference on Agile topics attended by end of June 2013

-       3 other events attended by end of 2013

• Read books/articles and write on Agile

-       Read and write reviews on 2 books – 1 book & 1 review  per 6 months

-       Write 2 articles on Agile by end of 2013

• Prepare for PMI-ACP certification

-       PMI-ACP certificate achieved by Q3 2013

Now is your turn. Help your dreams come true!