Section:27 s437 - Sub-Section 27/27 Wrap-up

§27 V1 (437 of 454)::Sub-Section 22/22 Wrap-up::

Is this the time for Farewells?

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§27 s438 = A Final How Can I Help?

§27 V2 (438 of 454)::A Final How Can I Help?::

I’d like to thank you for the commitment that you chose to invest in following my presentation.

• If you have any needs for clarification then I hope by now the Disqus forum is familiar!
  • Alternatively drop me an E-mail p2@logicalmodel.net or find me on LinkedIn >>>Link<<< mypost * I will do my best to help.

Keep your knowledge current at least up until the exam by revisiting your notes or my reference tools and by trying to look from a new angle.

So for example there are two or more stages,

• Two quality appraisal methods in process and inspection.
• Two types of dependency internal and external.
• Two types of stage management and delivery.
• Two time driven controls,
• Two Business Cases customer and supplier,
• Two types of product management and specialist.
• Two logs daily and lessons.

I leave you to think through the three interests, four levels, five steps, six aspects, seven, et cetera.

Or try…all the things in p2 starting with A are Acceptance Criteria…

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§27 s439 = Where Next?

§27 V3 (439 of 454)::Where Next?::

My passion is to improve capability, Its more than just project management that organizations need, it’s the full direct, manage, deliver hierarchy.

• Logical Model Ltd are a thought leader in techniques for the delivery of business change – New Generation Thinking for Leading and Managing for Outcomes and Benefits
• We would call it ‘project management’ but “It isn’t just PM” it is Investment Management or Benefits Realisation or Value Management It is in total Care of Capital.

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§27 s440 = Oversight’s Two Perspectives

§27 V4 (440 of 454)::Oversight’s Two Perspectives::

Methods are a great start and exams are part of that but the more important dimension is understanding that spans across the levels of organization from Strategy, through to day to day management of business as usual and projects.

• Current project practitioner guidance is 90% about the technical techniques that deliver outputs while important that is perhaps 10% of what we really need to achieve outcomes in shareholder or voter terms
  • Project management creates outputs, Programme management creates outcomes but organisations make their contribution to the voting public or their shareholders in operations.
    • The senior discipline is Portfolio Management and portfolio management divides in to two unequal concerns;
• One is concerned with RTO, stability and constancy and precedence decisions and the other /half/ is CTO
  • RtO/ CtO are Run the Organisation or Change the Organisation – Both consume resources, one makes immediate return and one makes future return.
  • The Change half is about uncertainty and complex decision making in unprecedented circumstances.
• The three levels of Direct Manage Deliver must operate over three timeframes of pre-project, project and post project.
• If you draw a three by three matrix and label all the boxes then PRINCE2 sits in just the middle slice and mostly just the middle box.
• There are eight other areas of our organisation’s concern for change that are just as important, and these are the complete picture that the ODN network helps organizations address.
  • The bottom middle box is occupied by Agile the rest of the bottom layer is operations, the top layer is well served by the tools of Dimension Four®

Bt reaching this point in this course you have finished the input phase of your p2 study but probably have exam practice still to complete.

• Some time-in the future after earning your credentials when you are practiced after a few months or years experience you’ll have a comfortable, robust and reliable framework for running projects.
• You may be settled as a project manager or Scrum Master, agile coach etc running project teams who create outputs.
• That is an admirable aim but it is not the end or the beginning of the road.
• If soon after credentialisation you realise that those pre-requisite skills p2 mostly assumes would be useful;
  • The ►scoping, ►scheduling, ►budgeting, ►estimating, etc skills that p2 mentions in shaded portions of the manual but neither explains nor examines then we have further training materials of the same high standard as these on our website at learn.logicalmodel.net
  • Equally if you want to add capability that takes you nearer to the business and business’ creation of benefits then there are other skills to be learned.

If your organization wants to move beyond exams and address the content of those other eight opportunities for better outcomes, particularly the strategy ones and the delivery of the benefits ones and the governance ones, again then E-mail me or look at either the logicalmodel.net or outcomedeliverynetwork.com websites

• We sell our courses B-2-B as either licensed, branded courseware or as instructor led onsite training
  • Call +44 84 52 57 57 07 to chat through your options.

If you want to hook up on LinkedIn I’m there, you can search for simonharrispmp no spaces.

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§27 s441 = Action Plan What Next?…

§27 V5 (441 of 454)::Action Plan What Next?…::

This one is different, it presumes that your now certified, through your exams and thinking about application

• The format of the opening line is a Recognition Event or Show Me Test from the Leading and Managing for Outcomes and Benefits method
• To understand this template you might look at the introductory training for Leading and Managing for Outcomes and Benefits ’s tools and techniques
• >>>Link<<< mypost

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§27 s446 = Dedication & About the Author

§27 V6 (446 of 454)::Dedication & About the Author::

This work is dedicated to my family and particularly my wife Lea for her support while I sat in the study narrating and animating.

My congratulations to you for finishing the materials and my best wishes to you for the future. Simon.

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§27 s447 = Commercial Use

§27 V7 (447 of 454)::Commercial Use::

If you buy standard PM training like p2 exam crammers then it is likely much of your costs are sunk without great ROI

• We wrote several articles for publications like Project Manager Today suggesting ways to improve your ROI which are linked from our web-site
• One key challenge is that exam crams DON’T teach the p2 method as a tool to be used but as collection of facts to be regurgitated in a silent exam sitting
  • A thoroughly social team based activity in collaboration is not well served by a individual exam orientation.
  • Even this course is too much that way leaning. These contradictory thoughts were with me constantly in a debate about balance to achieve exam and workplace results without too diffuse an aim to delivery anything
• To REALLY get training ROI we’ve tried to enable a strategy, it runs like this
  • Put all your people through p2 credential training at a discounted exam price using free eLearning resources
  • Use that to ensure the community has the pedestrian entry level competency for a high-performance training
• Then contact us to provide the in-person training that truly adds value and really doesn’t work well as eLearning
• If you target value from change them you need a broader coverage (Idea through to harvesting) and integration of tools and techniques from board-room vision to boiler-room development and operations
• You need appreciation of market-place cycles, annualised budgeting, product development life-cycles, total cost of ownership and technical product realisation frameworks – this stuff is not integrated in ‘normal’ project management writings and trainings – It is in ours.
• You need the psychology and sociology and the systems engineering to be integrated to the Management of Projects
• You need training that addresses your senior decision makers roles and training that addresses your technical subject matter expert’s needs.
• The training for each audience is different but interlinked
• We sell our courses B-2-B as either licensed courseware or as instructor led onsite training
• Call the 084 52 57 57 07 number to chat through your options.

§27 s448 = Who Are Logical Model Ltd (LML)?

§27 V8 (448 of 454)::Who Are Logical Model Ltd (LML)?::

I have several reasons for giving free-access to elements of our training material.

• One is that you are not spending your money on the low value stuff so when you want training in how to really run projects you have both a budget and the prerequisite knowledge for us to have a valuable conversation
  • We have a wide range of valuable training in advanced topics that I’ll happily charge you for.
• Another is that by using them your become comfortable that we have the knowledge and experience to help you with the consulting, mentoring and supporting that is required to embed better project management into organisations.
  • To run a project you need both PRINCE2 controls and Agile and PMBoK-Guide tools and techniques but that collection is also not the full set
  • To deliver value to organisations you need wider thinking – we call it Outcome Deliver or New Generation Thinking.
  • p2 is just a small part of outcome delivery

Using more advanced thinking benefits from you knowing the basics like Agile, P2 & PMBoK-Guide first

• Adapting to real situational needs requires a firm underpinning of theory & good practice

Move on to the next lesson - #4 when ready.

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§27 s449 = Good-bye

§27 V9 (449 of 454)::Good-bye::

Farewell