PMDome® Workshop

The PMDome is a dynamic and practical training in project management where the participants are divided into teams which in a challenging and exciting competition they must demonstrate superior performance in project management according to the basic requirements proposed by the fictitious client.

The target audience of the training is Executives, Senior Managers, Project Managers, Resource Managers and Team Members. However PMDome does not requires previous experience in projects once the participant will be able to assimilate the basic concepts of project management and develop the product during the workshop.

The main project deliverable is a physical structure called Geodesic Dome, constructed from sheets of paper, to be planned, executed and controlled in real time using the Project Management Institute (PMI®) framework. PMI® is a non-profit association, world leader in the profession of project management.

The activities developed by the participants during the workshop focus on the main concepts of project management, including:

• decomposition and organization of tasks in terms of deliverables and work packages;
• responsibility assigning to the work packages;
• the development of the project schedule and budgets based on the work packages.

The text was taken from http://www.macrosolutions.com.br/ site. More information onhttp://www.macrosolutions.com.br/pt/pmdome/

Marido da Priscila e pai do Joaquim. Gosto muito de morar em Vila Velha. Sou Servidor público efetivo no Governo do Estado do Espírito Santo, tendo participado de grandes projetos estruturantes ligados a saneamento e obras públicas. Também dou aulas de Gerenciamento de Projetos e Planejamento Estratégico na Escola de Governo (ESESP) e em algumas faculdades. Atuo como coach nos diversos órgãos públicos e autarquias. Possui MBA em Gerenciamento de Projetos, além das certificações, CSM, CSPO, CSP-SM, CSP-PO, PSM I, KMP I, Scrum@Sacle Practitioner, MGT 3.0.

Project Management in Public Sector

The resistance to adopting new practices, and misinformation, classified the public sector as inefficient and incapable of solving many social problems that get worse over time. In so many years the best practices considered efficient in administration were restricted to private initiative.

If it works in the private sector, why do not adapt to the public? I always tell my students that to the project goes wrong, they need do nothing, goes wrong itself. We took decisions to maintain our baseline with smallest possible deviation from the initial project. It is clear that only deploy a methodology with different processes and forms will not help so much, what we need is to believe that public service is competent enough to work efficiently with the resources that are increasingly scarce.

Projects in the public sector suffer great political pressure and work with political time . Deadlines and deliveries are often established by mandates and defined arbitrarily, without considering the real effort required to complete the project or phase.

The lack of expert opinion and the difficulty of information available for decision making are also factors that aggravate the deadlines and delay interventions. Decisions are not always satisfactory and persist for a time, rarely that decisions are best and most correct. For Simon, it is impossible for us to know all possible alternatives under certain project and we do not know all the attendant consequences to decisions, we content ourselves only meet essential for decision making.

In the latest survey conducted by the G1** , on the main interventions of PAC, posted on June 6, 2013, the average delay is 48 months. For example, a work that began in 2007 should have been completed in 2010, was renegotiated in 2014 and in the last report it will finish in 2016. The main factor is the lack of planning and especially the lack of adequate prediction of future problems that will surely arise.

Deploy technology project management in the public sector is not a simple task. And I must say that management methodology, compared to current methods is an extremely advanced technology. Adopt an efficient practice against claims scenarios we’ve seen in recent months is synonymous of survival.

Make a decision, ie, to adjust means to ends , is the main task of public administration . Whether to deploy new methods adjust older ones or simply predict what can go wrong, so with effective planning, reinsert the project to the baseline.

* SIMON H.A, Administrative Behaviour, 1965.
** Biggest news portal of Brazil.

Marido da Priscila e pai do Joaquim. Gosto muito de morar em Vila Velha. Sou Servidor público efetivo no Governo do Estado do Espírito Santo, tendo participado de grandes projetos estruturantes ligados a saneamento e obras públicas. Também dou aulas de Gerenciamento de Projetos e Planejamento Estratégico na Escola de Governo (ESESP) e em algumas faculdades. Atuo como coach nos diversos órgãos públicos e autarquias. Possui MBA em Gerenciamento de Projetos, além das certificações, CSM, CSPO, CSP-SM, CSP-PO, PSM I, KMP I, Scrum@Sacle Practitioner, MGT 3.0.