Crispin (
FEATURED AUTHOR

Crispin ("Kik") Piney

Freelance Project Management Consultant

Kik Piney has been involved in the project world since joining the IT Group at CERN in 1970. He later moved to the Digital Equipment Corporation (DEC), and left in 2000 to work as an independent project management trainer and consultant. He has also invested enthusiasm, time, and effort working as a volunteer with the Project Management Institute on most of their standardization efforts. On the way he has acquired the PMP®, PgMP® and PfMP® certifications.

Biography

I am fluent in English and French and live in the South of France.

The following provides more details on my more recent professional background:

Contribution as Volunteer for the Project Management Institute
• Design Cell Leader for the “Organizational Project Management Maturity Model”,
• Preparation for the Guide to the Project Management Body of Knowledge (recognized as a “significant contributor”)
• Translation of the Guide (3rd Edition) into French for PMI – Vice-chair of the French Translation Verification Committee
• Coordination architect to ensure consistency between the Portfolio and the Programme standards of PMI [first Edition] (recognized in both standards as a “significant contributor”)
• Co-author of the development of PMI’s “Practice Standard for Project Risk Management”
• Member of PMI’s Standards Consensus Body
• Review and input for:
o the Practice Standard for Work Breakdown Structures,
o PMI’s Code of Professional Ethics,
o the Competency Development Framework,
o the Practice Standard for Project Configuration Management
o the Practice Standard for Project Estimating
o the Practice Standard for Earned Value Management
• Translation of the PMBOK Guide® (5th Edition) into French for PMI – Vice-chair of the French Translation Verification Committee
• SME for PMI’s Standard for Program Management – Second Edition
• SME for PMI’s Standard for Portfolio Management – Third Edition
• Reviewer for the PMBOK® Guide – Sixth Edition (reviewed both the Standard and the Guide)

Conferences and Publications
• Chapter in “Program Management – A Life  Cycle Approach”, edited by Ginger Levin
• Handbook – Supporting Editor for “The American Management Association Handbook of Project Management” , 2nd Edition Amacom, NY 2006
• PM Network – 2001: Critical Path or Critical Chain – Using the Best of Both
• PM Journal 2003: Applying Utility Theory to Risk Management
• PMI Conferences
o 2002 (Cannes): Risk Response Planning – Selecting the Right Strategy
o 2003: (The Hague) Risk Identification – Combining the Tools to deliver the Goods
o 2004: (Prague): Skating on Thin Ice – Organizing a 200Km Skating Race [with Kees Vonk]
o 2004: (US): Project Management Maturity Case Study: What you can do before OPM3™
o 2005: (Edinburgh): A Project Manager Analyzes the Scottish Parliament Building Project ,
o 2006: (Madrid): Being a Project Manager: what Don Quixote de la Mancha can teach us about Behaviours1
o 2007: (Budapest): Integrated Portfolio and Program Management: Discovering Organizational Project Management
o 2008: (Malta): Probernetics: The Science of Successful Organizational Project Management
o 2009: (Amsterdam): Understanding and Overcoming Resistance to Change: Newton’s Laws for Stakeholder Management
o 2010: Managing Risks in Public Sector Projects. I represented PMI at a European Commission seminar on the subject.
o 2011: (Dublin): The Earned Benefit Method for Controlling Program Performance
o 2012: (Marseille): Integrated Project Risk and Issue Management
o 2013: (Istanbul ): (with Werner Reiser) From Total Project Scope to Total Project Control
o 2014: (Dubai): A Matter of Life and Death. Risk Management Helps Search and Rescue.
• SeminarsWorld
o 2007: Scope and Change Management (Budapest)
o 2012: Best Practices in Program Management (Marseille)
o 2015: Agile Business-Aligned Program and Portfolio Management (Orlando)
• Original Project Standards Related Blogs
o Proposal for a Performance Management Knowledge Area
o Resource Capacity Planning
o Proposal for an Integrated Risk and Issue Management Approach
o Proposal for an Approach to Eliminate the Confusion Between Phases and Process Groups
• Other Project-Related Involvement
o Volunteer work for GAPPS on project, programs and performance standards

MAIN SKILLS

 Project Management :
 Project Planning
 Project Risk Management
 Risk reviews and audits
 Project Earned Value Management
 Project Management Maturity
 Methodology Development
 PMP® Preparation

 Program Management :
 Program Definition
 Innovative method for creating quantified benefits realization model
 Program Risk Management
 Benefits Management
 Earned Benefit Management
 PgMP® Preparation

 Portfolio Management :
 Portfolio definition, analysis and balancing
 PfMP® Preparation

 Project Risk Management
 Innovative approach for integrated risk and issue management
 Risk assessment workshops
 Development of organizational risk management policies

 Enterprise Project Management
 An innovative model for combining projects, programs and portfolio management into an integrated set of organizational processes.

 Methodology development
 Organizational project management planning
 Methodology development
 Project governance organizational development
 Project reviews and audit definition (financial and procedural)

 Coaching :
 Project Planning Workshops
 Project Review Workshops
 Strategy
         portfolio top-down analysis (business cases, etc.)

 Interpersonal skills effectiveness training:
 Project and Program Manager competency development frameworks
 Leadership
 Project and program awareness workshops for senior sponsors
 Cultural awareness and analysis
 Inventor of the “Cultural Radar” approach

WORK EXPERIENCE

Since 2000: Freelance trainer and consultant (PROject-beneFITS.com) (Valbonne, France)
 Adaptation (as required) and Delivery of Program and Project Management courses, in English and in French, for large and small companies
 HP, Motorola, Eurocontrol, Givaudan, Lexmark, a large consulting firm [the identity is confidential], a security company, CGG, EADS, Equant, Rio-Tinto, Pöyry, ArcelorMittal, etc.
 Course creation, development and translation from English to French
• “Best Practices in Project Management” (3 days),
• “Project Risk Management” (3 days),
• “Project Scope and Change Management” (2 days),
• “Advanced Topics in Project Management”(3 days)
• “Effective Project Sponsorship” (for senior management, 1 day)
• “Understanding Projects” (for “occasional” project team members, 1 day)
• MBA Project Management Course (8 days),
• Business-oriented Portfolio and Program Management (2 or 3 days)
 Consultancy product development
• Project Management Consultancy and Coaching package
• Organizational Project Management Maturity Assessment and Enhancement Planning, based on PMI’s OPM3™
o This was successfully delivered to the Nestlé Research Centre in Switzerland.
 Coaching et mentoring in Project Management

1990 – 2000 Compaq (formerly Digital Equipment) , Valbonne, France
Year 2000 Compliance Program Manager

Program Manager, Voice Telecoms Infrastructure

Network Solutions Consulting Group Manager

1987 – 1990 Digital Equipment Company Newbury, England
Manager, Networks & Communications reporting to the CFO.

Deputy Manager, Network Services Group

1970 – 1987 CERN
(European Particle Physics Research Laboratory) Geneva, Switzerland

Section Leader – Data Networks

Network Interface Development

Network Design

Library Mechanisation

Areas of Research / Professional Expertise

    Project Management
    Program Management
    Portfolio Management
    Performance Management
    Risk Management

Personal Interests

    Running, tennis, reading about science

Books

Featured Title
 Featured Title - Earned Benefits Program Management - 1st Edition book cover

Articles

PM World Journal

Series on Earned Benefits Program Management


Published: Feb 11, 2018 by PM World Journal
Authors: Kik Piney
Subjects: Business & Management

This article introduces the series

PM World Journal

The Devil's Dictionary of Project Management Terms


Published: Aug 02, 2017 by PM World Journal
Authors: Kik Piney
Subjects: Business & Management

The Devil's Dictionary by Ambrose Bierce offered cynical definitions of terms of the “political” language of the period. This posting attempts to provide similar “helpful” definitions of project management-related terms.

News

PMI UK Webinar - Earned Benefit Programme Management - 27 March 2018

By: Crispin ("Kik") Piney
Subjects: Business & Management

PMI UK Webinar

Earned Benefit Program Management

27th March 2018 at 12pm

 

Main Speaker: Kik Piney

Speaker photo 27th March

Modern project management has been developing its formal concepts, tools and techniques for seventy years or so. However, as organizations have realized the business and strategic value that projects can deliver, the project space has expanded to include programmes and portfolios of projects. We can all understand that when you progress from cooking meals to running a restaurant, the concepts, tools and techniques as well as the mindset that worked so well in your previous environment are no longer adequate or even applicable in your new environment. Programme and portfolio management deliver a similar culture shock in the field of project management.

The need to address this situation has led to a growing focus on benefits management – how to quantify, track and deliver value-added results from the outputs of the component projects.

This presentation will introduce a technique that is central to effective benefits management – benefits mapping. The power of this tool for integrating project planning with business forecasting will be explained. A case study example will show how this technique can help strategic planners avoid the sort of extremely costly false assumptions that the media take pleasure in exposing – but only after the event!

The main topics covered are

  • Where do programmes fit in?
  • How to model a programme
  • Roles and accountability in programme justification
  • Analyzing the programme model
  • The danger of simplistic assumptions
  • Benefit-related programme performance management
  • Next steps