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I was fortunate to attend the three PM classes that were offered in Region last year. I was captured by the process and have subsequently become a member of PMI and the local chapter. I got sucked in primarily because the PMBOK provided a framework and common language to plan, implement, and complete projects successfully, something I have sought to accomplish my entire career. Since taking the classes I have endeavored to embrace the process in all my work and, boy, has it been frustrating. I have been the brunt of jokes about Mr project management by an engineer now in charge of a major safety of dams project that took the same classes as I did, but now thinks that PM is just the latest fad in government like TQM. These are the people that are managing the efforts to produce projects that you are then expected to construct. This is the kind of institutional resistance and myopia that we need to overcome if the full benefits of project management framework are to successfully incorporated into our corporate culture. The myopia is wide spread and even apparent in the committees recommendation contained in the managing for excellence report and workplan. The need for excellence in project management is not limited to construction projects. Take a look at all the recommendations and action items in the report and work plan......nearly every one is a temporary endeavor to produce a unique product, service or outcome! Nearly every thing I would on is by definition a project. I applaud your efforts and recognition of the PMBOK as the standard. I also encourage you to take advantage of the literature and knowledge base that is available through the PM Institute. There are tools out there to help assess the project management maturity of an organization that would be useful. There is a wealth of other information on phasing, estimating, implementing, risk management, communications, and lots of other areas where there is existing information we could use. No sense in re-inventing the wheel when the framework is already there. I would be curious to see if your group has a formal project charter and if it recognizes that the purpose is to implement cultural change within the organization. It is really what is needed to make it more than the next TQM fad. The reality is that we apply a lot of PM principles but have lost the continuity between phases that was once there, and have not articulated a framework to replace it that deals with all the new issues and stakeholders that get in the middle of our business in todays' world. Cultural change is a real bear, but the good news is that we have a good foundation and corporate legacy to work from. At any rate, if there are opportunities for some of us lowly stakeholders to weigh in on your teams efforts, I would be interested. One final comment on the work product you have posted on the web. PMI and many of its members are very sensitive to the unauthorized use of PMI resources. The figures you have in your report are copyrighted materials and require the permission of PMI to reproduce. Just thought I would mention this as a potential risk to the project that in your next progressive elaboration of the scope, you might want to consider incorporating the tasks necessary to manage this potential risk.	08/14/2006

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I was fortunate to attend the three PM classes that were offered in Region last year. I was captured by the process and have subsequently become a member of PMI and the local chapter. I got sucked in primarily because the PMBOK provided a framework and common language to plan, implement, and complete projects successfully, something I have sought to accomplish my entire career. Since taking the classes I have endeavored to embrace the process in all my work and, boy, has it been frustrating. I have been the brunt of jokes about Mr project management by an engineer now in charge of a major safety of dams project that took the same classes as I did, but now thinks that PM is just the latest fad in government like TQM. These are the people that are managing the efforts to produce projects that you are then expected to construct. This is the kind of institutional resistance and myopia that we need to overcome if the full benefits of project management framework are to successfully incorporated into our corporate culture. The myopia is wide spread and even apparent in the committees recommendation contained in the managing for excellence report and workplan. The need for excellence in project management is not limited to construction projects. Take a look at all the recommendations and action items in the report and work plan......nearly every one is a temporary endeavor to produce a unique product, service or outcome! Nearly every thing I would on is by definition a project.

I applaud your efforts and recognition of the PMBOK as the standard. I also encourage you to take advantage of the literature and knowledge base that is available through the PM Institute. There are tools out there to help assess the project management maturity of an organization that would be useful. There is a wealth of other information on phasing, estimating, implementing, risk management, communications, and lots of other areas where there is existing information we could use. No sense in re-inventing the wheel when the framework is already there. I would be curious to see if your group has a formal project charter and if it recognizes that the purpose is to implement cultural change within the organization. It is really what is needed to make it more than the next TQM fad. The reality is that we apply a lot of PM principles but have lost the continuity between phases that was once there, and have not articulated a framework to replace it that deals with all the new issues and stakeholders that get in the middle of our business in todays' world. Cultural change is a real bear, but the good news is that we have a good foundation and corporate legacy to work from.

At any rate, if there are opportunities for some of us lowly stakeholders to weigh in on your teams efforts, I would be interested. One final comment on the work product you have posted on the web. PMI and many of its members are very sensitive to the unauthorized use of PMI resources. The figures you have in your report are copyrighted materials and require the permission of PMI to reproduce. Just thought I would mention this as a potential risk to the project that in your next progressive elaboration of the scope, you might want to consider incorporating the tasks necessary to manage this potential risk.

08/14/2006