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Christoph Hirnle

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About Christoph Hirnle

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  1. Setting priorities in Matrix organizations *** Hey Barry, Thank you for sharing your observations and interpretations! Here’s a story that relates closely to your thoughts but unfortunately makes matters worse. I recently spoke to the PMO Lead of a large media company and, as always, I asked “Why is making plans that work so difficult?”. Her answer really hit me. The issue she describes is so apparent we often loose it from sight. (And it’s so grave she would not want to read her company name here). She said that in her Matrix organization, it was close to impossible to get an alignment on the strategic goals of the company. Hence, even if a central committee decided on project prioritization and staffing (with the help of a software tool or not), individual unit heads just told their staff to work on something else. The two pieces of advice I gave were: · For company-wide projects, make portfolio and staffing decisions very explicit and very public (a key lean PPM activity). Monitor progress and make that very public, too. And make successful project managers heroes. · For everything else the individual units work on: Let them. And give them sufficient capacity. And don’t control what they do (another word for “transparency”) – it’s none of your business as a PMO. (By the way that’s where many Business Performance Management approaches go astray from my point of view). To Barry / other readers: Would you agree? What other practical advice can you give? What have you seen other companies do to align their Matrix organizations to company goals? Cheers Christoph
  2. Here's another thought: Use reports & KPIs to improve your decision making in PPM. But make sure your PPM process generates an tangible outcome. Here are two potential KPIs for that: 1) The Portfolio board made clear decisions re priorities and resource commitments: yes/no 2) Percentage of people in the organization who are informed of and understand the board’s decisions within 1 week of the meeting
  3. Making a plan that works is easy, right? You simply need to collect ideas, prioritize, staff and execute them. The truth is: IT’S DAMN HARD! Please share your thoughts on what makes it so hard for your organization.
  4. Hi, I’m Christoph Hirnle, and I am one of the CEOs at Meisterplan. I mainly focus on advancing the Lean PPM Community and Method, on making sure our customers are successful, on driving the product forward, and last, not least, on bringing together a great team. A life lesson that I have learned is that opening our minds to diversity and new ideas brings richness to our lives both professionally and personally. I apply that principle to our business. I want to hear from our customers and anyone who finds our topics relevant. I want to innovate together. I’ve invented the Lean PPM method in our attempt to find a way to make plans that work, but this method is not complete. I want to work to come up with new ideas and continually improve our method, processes and tool. Some quick facts on me: * Born in Poland, grew up in Germany * Degrees in Computer Science & Management, PhD in Economics (Oxford Brookes, London School of Economics, University of Munich, Bocconi Milan) * Management consultant at the Boston Consulting Group (BCG), primarily working for Tech clients (Software, Device, Services, Telco) * Managing director and head of product at 3C, a cloud company that automates the insurance claims process * Meisterplan foosball rank on March 8, 2018: 10 (down 8 places since January!)
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