Books

PSGS 038: Expert Interview with Rich Maltzman


Rich photo colorToday we are speaking with Rich Maltzman, PMP, co-author of several books on Project Management, including the Cleland Award-winning Green Project Management, and most recently, Bridging the PM Competency Gap, co-written with Loredana Abramo, PMP.  The two co-authors offer assistance in PM competence building via their consultancy Continuous Learning Environment (CLE Advisors).

Loredana Abramo PMPLoredana Abramo, PMP® Worked 25+ years, in 4 continents Deployment lead engineer, operations and services readiness manager, PMO deputy director, senior quality PgM

Website link

https://cleadvisors.wordpress.com/

 

Twitter: @CLE_Advisors

 

Book: Bridging the Project Management Competency Gap

Bridging The PM Competency Gap

 

Bio for Rich Maltzman, PMP

 

Rich Maltzman, PMP, has been an engineer since 1978 and a project management supervisor since 1988, including a two-year assignment in the Netherlands in which he built a team of PMs overseeing deployments of telecom networks in Europe and the Middle East. His project work has been diverse, including projects such as the successful deployment of the entire video and telecom infrastructure for the 1996 Summer Olympic Games in Atlanta, and the 2006 integration of the program management offices (PMOs) of two large merging corporations. As a second, but intertwined career, Rich has also focused on consulting and teaching, having developed curricula and/or taught at:

 

  • Boston University
  • Merrimack College
  • Northern Essex Community College
  • University of Massachusetts– Boston
  • Clark University
  • Benedictine University’s Asia Institute (Shenyang University of Technology)

Rich has also professionally developed project management professional (PMP®) exam prep courseware, including exams and books. He even edited and was "the voice" for a set of eight audio CDs—a major part of a PMP prep course for an international company, for whom he has also facilitated PMP exam study groups. Rich was selected for the modeling team for the fourth edition of the PMBOK® Guide published by the Project Management Institute (PMI) and contributed to the chapters on quality and risk in both the 4th and 5th Edition, and provided input for the 6th Edition as well.

Rich has written and presented papers at international conferences of PMI and IPMA (International Project Management Association), and the Conference Board in South Africa, The Netherlands, Costa Rica, and Mexico City and at PMI Congresses in North America.  He also presented, on request of the Government of Malaysia, at their Green Technology conference in Kuala Lumpur in 2013.

 

Rich’s educational background includes a BSEE from the University of Massachusetts–Amherst, and an MSIE from Purdue University. In addition, Rich has a mini-MBA from the University of Pennsylvania’s Wharton School and a master’s certificate in international business management granted jointly from Indiana University’s Kelley School of Business and INSEAD of France.  Rich received his PMP in 2000 and was certified by Change Catalysts as a CQ Certified Change Management Professional in 2015.

Rich has co-authored two other books – Green Project Management (CRC Press, ©2010, Cleland Award Winner) with David Shirley, PMP, and Project Workflow Management with Dan Epstein, in 2014.  A new book, Driving Sustainability Success in Projects, Programs and Portfolios, published in October 2015 by CRC Press.  J. Ross will be publishing another book, co-authored by Rich and with Loredana Abramo, PMP in late 2016, Bridging the PM Competency Gap.

 

Rich blogs regularly at earthpm.com and at “People, Planet, Profits, and Projects”, in the “Perspectives” section of projectsatwork.com, a PMI web site.

 

Bio for Loredana Abramo, PMP

 

Loredana has twenty five years of experience in deploying telecommunication networks for international projects, with roles such as lead engineer and technical deputy, business operations manager, and Project Managers competency development leader for emerging technologies (IMS, LTE). On her last Customer-facing assignment, she was the Deputy Director of the PMO for a major telecom project in Australia. She has worked and lived on assignment in North America, Europe, Asia and Australia, and has presented at several PMI, IEEE and IPMA global events in North America, Australia, Malaysia, Italy. Loredana has translated Peter Taylor’s The Lazy Project Manager into Italian, (Infinite Ideas, Italian edition © 2013)

Loredana has a Master’s in Electrical Engineering, and is board certified as a Professional Engineer in Italy, as well as a PMP®. Loredana has a Convergence Technologies Professional accreditation from Telecommunications Industry Association, and a Certificate in Advanced Project Management from De Paul University. Loredana is a Member of PMI, and a Senior Member at IEEE. She is currently based in Naperville, IL, USA.


PSGS 019: Book Review - Enterprise Programme Management

Premise:

The premise of Enterprise Programme Management is to provide guidelines, best practices and new techniques to enhance an organization’s credibility in leading multiple projects as a single body of work. Program Management requires the integration of delivering milestones, products, solutions and critical capabilities. The book advocates building a core capability around program management and linking strategy to the overall program and managing an organization’s limited resources across the program lifecycle. The enterprise program management approach requires organizations to focus on managing components such as risk management, benefits management, benefits realization, allocation of resources and sourcing strategies suppliers. These items are critical to the success of all programs that requires the synchronization of multiple projects using limited resources to deliver future capabilities across the company.

 

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PSGS 016: Book Review: Translating Strategy Into Action

Premise:

The premise of Translating Strategy Into Action is that understanding one's organizations strategic objectives and cascading those objectives throughout the organization into departmental and individual action plans can be a challenging task as the demand for limited resources continuous to increase. Translating strategy must be communicated up and down the organization from the board room to the mail room as well as across the value chain to partners and suppliers. Contained in this book, are practical tools and techniques for the translation and execution of an organization's strategic objectives into actions that produce measurable results. Topics covered in the book focus on the principles of:

  1. Be a student.
  2. Create meaning.
  3. Be honest.
  4. Think capabilities.
  5. Get comfortable with change.

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PSGS 015: Book Review: Strategic Project Portfolio Management

Premise:

Strategic Project Portfolio Management fills a gap in the literature of a project, program and portfolio management books by providing a comprehensive approach to managing IT investments based on Simon Moore’s experience as a Financial Portfolio Manager for Putman Investments and as a Charter Financial Analyst. The book is targeted at an executive audience, with the goal of enabling them to understand how project portfolio management empowers organizations to better map project investments to the overall strategy and goals of the organization.

The premise of the book is that portfolio management is key to enabling an organization to execute by improving the proposal submission and project ideation process. Investment Portfolio Workflow is a key component of portfolio management and should be at the center of an organization’s project portfolio management capability design. Many organizations approach project selection in an ad hoc manner, but high performing organizations achieve results by utilizing portfolio management to select the right projects based on data driven modeling that optimizes the cost of accomplishing their strategic initiatives.

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PSGS 014: Book Review: IT Governance

Premise:

The premise of IT governance is that top-performing organizations have a systematic decision-making framework that enables them to achieve greater bottom-line results to their business goals, value and growth over their competition. Organizations that have implemented in IT governance framework have better clarity around their strategy and the part that IT plays in the implementation of those strategies. They also have better processes for more efficient and effective change management procedures and organizational accountability for tracking project benefits.

The book IT Governance has been a valuable resource in my personal growth as an IT Governance practitioner and portfolio management consultant. Having led IT Governance boards for a number of years at a large international law firm, I’ve found the processes and procedures outlined in the book extremely valuable. 

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PSGS 013: Book Review: IT Portfolio Management Step-By-Step

Premise:

IT Portfolio Management Step-by-Step is a must-have for portfolio management practitioners. The book is grouped into four parts, an overview and background of what’s included in the material, the foundational elements of portfolio management, building a step-by-step plan and implementation guide, and PPM best practices. In the pages of this book, you will find information on the best practice approach for aligning, rationalizing, prioritizing, selecting, optimizing, tracking, monitoring and managing your organization's IT portfolio investments. The book also covers the three primary areas of IT portfolio management which are the development of processes and frameworks, the implications of tools for data collection, costs, risks, benefits, requirement analysis, and business drivers alignment. You will also discover information on corporate investments and a common taxonomy and governance approach for communicating principles, policies, and guidelines to enable a consistent cadence for your portfolio process.

What I learned:

The need for IT Portfolio Management can be understood against the backdrop of the following statistics:

  • 84% of companies do not use a business case for their IT project investments
  • 83% of companies only adjust their budgets once or twice a year
  • 67% of IT organizations are not able to adjust to market trends when needed
  • 57% of companies believe they have a balanced IT budget.

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PSGS 011: Book Review: Optimizing Corporate Portfolio Management

Only as you do know yourself can your brain serve you as a sharp and efficient tool. Know your own failings, passions and prejudices so you can separate them from what you see. by Bernard Baruch

Premise:

  • The premise of Optimizing Corporate Portfolio Management is that resource allocation (time, money, staff, information and corporate assets) along with making smarter business investment decisions is critical to a business’s value creation processes. This book provides examples from American Express regarding what they've entitled investment optimization and how they have used the principles of allocating discretionary funds weather for marketing, sales or technology investments with the same investment category and the best projects compete for the same dollars.

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PSGS 010: Book Review: The Advanced Project Portfolio Management and the PMO - Gerald Kendall and Stephen Rollins

Advanced PMO

Premise:

  • The premise of the Advanced Project Portfolio Management and the PMO is that project management is required for executives to execute their organizational strategy successfully. Without the right methodology, project lifecycle timing and strategic value projects are disconnected from the strategic direction of the senior executive team. In this book, Gerald Kendall and Stephen Rollins provide their guidance and insight to implement a PMO that will deliver strategic value to your organization.

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PSGS 009: Book Review: Project Portfolio Management - Enterprise Portfolio Management Council

Premise:

  • "Project Portfolio Management," authored by the Enterprise Portfolio Management Council focuses on the key thinking and portfolio management processes developed by a number of senior portfolio management practitioners and experts with the goal of creating a community of senior portfolio management leaders. The authors come from a wide spectrum of industries and organizations in order to support and build up the portfolio management body of knowledge.

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