PMI Barcelona Chapter

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  • By Ivan Seligmann

    El contexto

    Implementar Agile desde cero podría ser un desafío interesante, especialmente cuando no estamos hablando de proyectos de software, y más aún cuando no estamos hablando de proyectos aislados, sino a nivel de la PMO. La mentalidad Waterfall tradicional es la característica más frecuente que se encuentra entre los interesados dentro de una PMO, ésta será la principal materia prima para un proceso artístico de conversión hecho a mano. Estas personas suelen ser muy seguras de sí mismas, y también confían fuertemente en las WoWs (Ways of Working) que les han servido fielmente durante muchos años; definitivamente tienen un punto. Incluso cuando saben que el cambio es necesario, es frecuente y lógicamente difícil para ellos aceptar este cambio y despedirse de grandes viejos amigos como reportes, métricas y procesos tan asombrosos.

  • Agile Leadership for successful Digital Transformation

    By Gaurav Dhooper

    With the proliferation of Digital Transformation to improve the way of working, bring in economies of scale with better efficiency and making informed decisions, leadership style is not isolated from it and is undergoing a 360-degree redefinition. A strong leadership foundation is a critical base for organizational agility required in the Digital Transformation initiative which helps in measuring the performance empirically and delivering continuous business value.  


  •  RISK DOCTOR BRIEFING 

     © May 2019, Dr David HillsonCFIRM, HonFAPM, PMI Fellow

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    ALL DECISIONS ARE RISKY

    The idea of “risk-based decision-making” is becoming increasingly popular, and decision-makers at all levels are keen to ensure that their decisions take risk properly into account. But perhaps the term “risk-based decision-making” is mistaken. Surely all decisions are risk-based, by definition?

    Whenever we encounter a situation where we need to make a decision, two vital characteristics are always present. Every decision involves uncertainty, and the outcome of every decision matters.

  • Si eres socio registrado, aquí puedes encontrar todas la infromación relativa a la Asamblea General Ordinaria 2020.

     

  • Si eres socio registrado, aquí puedes encontrar el Acta de la última Asamblea General Ordinaria celebrada el 25 de febrero de 2021.

  • En el siguiente enlace se detallan las bases del concurso para diseñar el logo del Día de los Proyectos con Impacto Social DPIS.

    Se otorgarán 3 PDUs a todos los participantes del concurso y se darán 6 PDUs al ganador o ganadora.

    Bases_del_concurso_Diseña_tu_logo_DPIS_.pdf 

    Comunicado Concurso Diseño Logo JPG

  • Introducción

    Antes de iniciar con el tema de Benefit Management tengo algunas preguntas para ti.

    Piensa en los tres proyectos mas importante en los cuales estás trabajando. La respuesta a cada pregunta es Si o No

    ¿Sabrías decirme cuales son los resultados esperados del uso de los productos o servicios de cada proyecto una vez finalizado el mismo?

    ¿Sabrías decirme quién y cómo asegurará que los resultados del proyecto definidos en el business case sean sostenibles en el tiempo?

  • Benefit Management 

    Entrega 2: Principios

    Uno de los puntos esenciales a definir cuando se inicia un proceso de la gestión de beneficios es cuales son los principios que se tendrán en cuenta.

    Estos principios son una guía que ayudan a cada uno de los diferentes roles participantes, tales como el top management, los dueños de los beneficios, las áreas de negocio involucradas, los equipos de proyectos y otros stakeholders a tener un marco común de referencia.

  • By Iván G. Séligmann, PMP ®

    Director de Voluntarios

     

    Disciplined Agile 1 - Introducing DA

    Con este primer artículo "Disciplined Agile 1 - Introducing DA", comienzo una serie de artículos sobre Disciplined Agile (DA), sus beneficios, sus fundamentos y una visión profunda de sus principales herramientas y técnicas, que podría utilizar para impulsar con éxito su proyecto sin importar la industria, el tipo de negocio ni el tamaño del equipo, podrá elegir y optimizar su forma de trabajar o WoW (del inglés Way of Working).

  • En el artículo anterior hablamos sobre algunas de las razones principales para convertirse en Disciplined Agile o DA; En realidad, algunas de ellas son parte de un grupo más grande: los Principios de DA. Echemos un vistazo a cada uno de ellos y veamos si (y cuánto) se ajustan a su cultura organizacional. Dado que probablemente sí, si siente que no está manejando su negocio completamente bajo su paraguas, este podría ser uno de sus motivadores principales para comenzar a avanzar en esa dirección y considerar seriamente el comenzar a transitar el camino hacia la transformación DA.

  • Authored By:Gaurav Dhooper

    In the various performance domains of Project Management, the use of digital technologies is becoming important allowing the project managers to focus more on value delivery and benefits realization.

    RPA (Robotic Process Automation) is one such technology which is helping in automating manual, repetitive and rule-based tasks performed on the UI (User Interface) layer of an enterprise software or a computer application. For example, the manual activity of sending the project progress reports (generated from the data entered in any project management software such as JIRA, Trello, Zoho, etc.) through emails on daily/weekly basis. An RPA bot could help immensely in automating such Project Communications Management activities and, thus, save the human effort, making the process efficient and error-free.

  •  Simona  

    By Simona Bonghez PhD.

    Managing Director @ Colors In Projects

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    In our professional career, sometimes we made errors, as Simona Bonghez explained in detail to all the participants in the BCN PMI Chapter annual event held last November. At the early beginning of her successful career as project manager she made a trivial calculation error in the preparation of a budget project offer. At that time, she was afraid that the error could imply she was fired, however, the supportive and positive reaction of her line manager made her realize that the failures are the tuition we have to pay for our success. In our professional journey, we have successful experiences but also unsuccessful ones. We always shall learn from our mistakes as the agile mindset is not a destination, it is a way of travel.

    1. Defining the Terms

    Firstly, let us think about why we use agile in our professional life. Different types of projects may require different types of approaches. Many factors are in consideration, like the context, the complexity or the detailed requirements and the technology behind if they are known. Nowadays, this yields to think in two different dimensions in the most of the cases:  the predictive or waterfall approach (the traditional approach) or the adaptive or agile approach. However, others  terms may be considered like hybrid, Iterative, incremental or related to new practices as continuous delivery and advanced agile, like fluid agile. As PM we need to know several to know which is the best approach that will suit better to our project.

    In 1970,  Winston Royce wrote what could be considered the first scientific article about the waterfall approach. He presented and listed the main challenges behind it focused in its use in software development in the IT industry. This approach was later exported to others industries. Can this be done with Agile? Could several industries embrace agile? May be not for the full agile concept, but it can be for many of the ideas behind it. The adaptation of Lean principles used in industrial projects to software development triggered the Agile development. If we compress the waterfall approach in very short iterations, then we basically have small waterfalls in short time iterations. What is the huge advantage of doing so? yes, that we are force to deliver something valuable at the end of each short iteration. We are force to focus on delivering fast, therefore we do not spend time on wondering things about the project future.  Potentially this leads to an increase of the productivity and effectiveness as it helps to avoid procrastinating work towards the end of the project. So it naturally provides a way to fight against what in project management is known as “the student’s syndrome”.

     

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    2. One size fits all-solution

    In the agile world, short iteration matters, but what it is also key is to deliver something valuable for our client, something that he could use and provide feedback from. Could we achieve this in all our Company’s projects? The most likely answer would be not. PMI’s Agile Practice Guide provides a questionnaire to support Project Managers in opening a discussion with company managers and project sponsors about the suitability of applying or not an agile approach in your projects. The questionnaire considers aspects like the Culture (Is there a supportive environment with buy-in for the approach and trust in the team?), the Team (Is the team of a suitable size to be successful in adopting agile, do its members have the necessary experience and access to business representatives to be successful?) and Project specifics (Are there high rates of change? Is incremental delivery possible? How critical is the project?).

    Once agile basics are defined, we could be tented to think on a solution that could fit in any industry, organization or company. However, there is not such a thing or model. Many companies considers agile as the magic one tool that once being adopted and used it solves all magically, increasing productivity rates and making everybody happy instantly. Would this be possible? Every year, VersionOne company carries a market survey research focused on the evolution of the trends, tools and challenges related to the Agile implementation and escalation approach. The survey reveals many challenges like culture, people resistance, cost, organizations structures or inadequate sponsorship/management support. However, the most relevant one in the last two years has been the Organization Culture.

    Existing culture use to be strong and deeply anchor in an organization. It defines how we do things to succeed, which tools or the common language is being used to communicate, etc. Therefore, the culture is the main aspect that stops defining a common model to adopt and implement an agile approach. Although there are many different ways of thinking about corporate culture, William Schneider in his book The Re-engineering Alternativedefines an interesting one as it leads to actionable plans. It considers four distinct cultures:

    • Collaboration culture is about working together.
    • Controlculture is about getting and keeping control.
    • Competence culture is about being the best.
    • Cultivation culture is about learning and growing with a sense of purpose.

    Based on this model, the best types of cultures which accommodate better the adoption or transformation towards agile mindset are the Collaboration and the Cultivation ones. The hardest culture to embrace agile mindset is the Competence culture where the lack of team sense and awareness make it complex and difficult.

    We differentiate between adopting or transforming agile. In the first case is about changing some aspects of how we work, in the second case, we are talking about changing not only what we do, but also what we are. we are not picking parts of the agile framework, we are really transforming our mindset and the organization culture. So, Shall we embrace changing our full organization in adopting agile mindset? The answer is not, we could start adopting parts and with the time may be we could think on completing the transformation.

    3. Learning from others

    Let us talk about some real examples and their challenges.

    The first one, at national cultural level, is from ING Netherlands that in 2015 started a journey towards agility by transforming the full structure of the bank with the support of McKinsey consultancy. They studied models like Google, Netflix or Spotify. They decided to adopt the model from last one and according to they own conclusions they succeeded to improve the time to market, to boost employee engagement and also to increase productivity. The effort required for the transformation was huge as the model had to be adapted from IT to banking industry and also to a different country culture (from Sweden to Netherlands). Three years later, they tried to export the model to ING Romania, however, in that case, the differences in the culture make it less successful. Many people left the bank. Nowadays, they are still struggling to complete it. An interesting reference to understand why country cultural differences are so relevant is the Erin Meyer country mapping tool (https://www.erinmeyer.com) that allows to compare how two (or more) different cultures build trust, give negative feedback, and make decisions.

    The second one, at organizational level, is about an IT company with offices in France, Germany and Romania. This company was really focus in performance. On many of their development teams they had a kind of talented superhero profile who was solving all technical complex issues working extremely hard few days before deadlines. Given that agile focus on teams and interactions and not individuals, the adoption of agile practices was difficult as that kind of profiles tend to see it as a threat. In that particular case, many of them left the company and for those that stay they had too invent they own agile approach as it was not possible for the company to loose all their talent.

    The last one, at individual level, is about an online platform called Leanpub. A writers platform where people can publish their own books and users can buy in progress books. That is, writers could write a Minimum Viable Product of their book and publish it. Then allowing readers to provide early feedback and causing the writer to improve/adapt the book and publish new versions.

    As a conclusion, we could say that there is not an end line while adopting or transforming agile, we always go for the next, it does no matter what happens during this journey to agile, we could use each of the steps to learn something.

     


    Simona Bonghez, Ph.D., Managing Director of Colors in Projects, has over 20 years’ experience in Project and Change Management. Author and speaker at Project Management conferences, she is leading the delivery of consulting services and training programs of Colors in Projects both in Romania and worldwide. Even though professional experience is a defining aspect in her activity she thinks that she would not have come this far without a good sense of humour. Simona has been volunteering for PMI since 2004. She served as Chapter President, as member of the PMI Leadership Institute Advisory Group and Chapter Member Advisory Group, and she is currently enjoying the cooperation within the PMI Ethics Member Advisory Group.
  • Si quieres acceder a nuestro contenido exclusivo para socios, hazte miembro hoy de PMI Barcelona.

    PMI Europa ha lanzado la campaña "Winter Win Back" para impulsar la membresía del capítulo solo durante Marzo 2021.

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    Ahora puedes disfrutar de las ventajas de ser socio del capítulo con un 50% de descuento.

    Desde el capítulo crecemos y mejoramos cada día trabajando para mejorar la experiencia de nuestros socios.

    Por eso podrás encontrar nuevo contenido de interés, mejoras en nuestro sitio web, acceso a visualizar ofertas laborales, posibilidad de realizar voluntariados, networking con colegas que están en tu misma ciudad y más novedades para este año.

     

    Utiliza el código: EUCHAP50PCT

     Inicia el registro e introduce el código promocional

  • VIRTUAL OPEN SPACE SUMMER EDITION 2020

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    Este año todos los capítulos del PMI de España: Andalucía, Barcelona, Galicia, Madrid y Valencia nos hemos unido para realizar el Virtual Open Space Summer Edition

    Apostamos por generar espacios colaborativos, participativos y con una comunicación activa, que motive a los asistentes a generar debates constructivos con el objetivo de compartir nuestras experiencias, manifestar nuestras inquietudes, valorar la trayectoria de la profesión de Director de Proyectos y determinar oportunidades que impulsen la mejora del sector. Estas oportunidades pueden materializarse en grupo de interés. Es decir, en crear un grupo de trabajo interesado en analizar una situación para darle una solución.

    Para ello, el próximo 18 junio, tendrá lugar Virtual Open Space Summer Edition. Queremos conseguir, de un grupo numeroso de personas y en un mínimo tiempo, el mejor debate sobre el Nuevo enfoque de la visión de Gestión de Proyectos en el entorno actual.

    A causa de la crisis sanitaria del COV-19 vivimos en un entorno caracterizado por la alta volatilidad, la incertidumbre, la complejidad o la ambigüedad (VUCA). Un buen líder de la gestión de proyectos debe ser capaz de conjurar los entornos VUCA, a partir de procurar trabajar de manera más colaborativa, poner foco en la velocidad con la que se gestiona el cambio, impulsar la confianza en las personas y en su desarrollo y en mantener una constante y clara comunicación. Los nuevos líderes en la gestión de proyectos, en entornos VUCA, se enfrentan a nuevos retos que no por gigantescos no son menos afrontables. La clave recaerá en la capacidad de reacción de adaptarse al entorno. 

    Este formato de evento, permite a los asistentes intercambiar sus conocimientos y experiencias en una serie de reuniones, generando más relación con los compañeros y estableciendo lazos laborales más fuertes. Las reuniones pueden tener lugar simultáneamente y los asistentes son libres de decidir a qué sesiones quieren asistir y de cambiar de reunión en cualquier momento.

     

    Fecha: Jueves 18 de junio

    Hora: De 16:00hs. a 20:00hs. (GMT+1)

     

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    La clave recaerá en la capacidad de reacción de adaptarse al entorno. Por todo ello, desde los Capítulos apostamos por la fuerza de las ideas y la creatividad emergente, con brío y energía, como instrumentos para combatir la desorientación que provoca.

    Este formato de evento, permite a los asistentes intercambian sus conocimientos y experiencias en una serie de reuniones, generando más relación con los compañeros y estableciendo lazos laborales más fuertes. Las reuniones pueden tener lugar simultáneamente y los asistentes son libres de decidir a qué sesiones quieren asistir y de cambiar de reunión en cualquier momento.

    De este modo se da voz y voto a todos por igual, la responsabilidad del éxito o fracaso recae en cada uno de los participantes puesto que el resultado es proporcional al interés y participación de los mismos.

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