The 1 Floor Challenge – One Year Later

T1FC - The 1 Floor Challenge

One year ago we started to think on how to merge innovation techniques, in particular Design Thinking, with the PMI – project management – standards. How to train people on both areas, how to make more people aware of this techniques and methodologies and how to guarantee its integration and usage in everyday projects, were the questions that need an answer.

Since the beginning there were two requirement we shouldn’t miss – it had to be hands-on and fun. We spent a couple of months designing the solution. Which challenge should we present to offer a pleasurable event while offering a real learning experience? How to guarantee high levels of interest and involvement during an almost 9h intensive event? How to do everything without any partnership or sponsor? – a considerable investment was needed…

Eat your own dog food – from the beginning we took design thinking mixed with a very agile approach to build the event as quick as possible… We inquired several people, we made small “fake” events, we collected a lot of information from different sources and stakeholder. With such information, it was time to think, study the feasibility, breathe and go for real action. We start the design and implementation of the T1FC beta version. The idea to apply learning methodologies to the construction of a drone was alive, it was time to put it to fly! What will be the reaction?

T1FC beta goes public – two initial sessions were set. As a result a lot of suggestions were collected and a lot of changes have been done. Following the agile spiral we quickly move T1FC to the next level.

After one year, T1FC is now a reality, it is becoming worldwide. We are following a sustainable path, one step at a time, but we are really excited about the two upcoming events – Lisbon and Lyon.

Join us – Play, Learn and Grow!

– The T1FC Team (

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Implementing A PMO Is Often Facing Challenges. Expert Interview With Bill Dow

Bill Dow

BILL DOW is a result-oriented, industry recognized, passionate professional who has a strong background in PMO management, development methodologies, and tactical project execution.

Why you should listen to him:

Bill has successfully built several PMO’s, as well as having ran large industry impacting projects. His IT industry background spans government, health care, real estate, software, and wireless. He has strong organizational and planning skills, and focus on building customer partnerships. He has a proven track record on being able to drive strategy, vision, and be forward looking. He is also focused on staying on top of the latest project management industry trends. Through the books that he has published, he has created PMO and Project Communication tools that are used in companies all around the world.

He is the co-author of the Project Management Communication Bible. This is an 801 page reference manual, published in 2008 for Wiley publishing. It can be found on and consistently in the Top 100 for Project Management books.

The second book he wrote is called “The Tactical Guide for Building a PMO” . The book takes his personal experience in building and implementing PMO’s over a 10 year period and puts it into a format that is easy to read and use for any PMO Manager. This book can also be found on

His third book “Project Management Communications Tools” will be release in the June 2015 timeframe. More information on this book can be found on his website in the coming weeks.

Bill is, also a part time Adjunct Professor at Bellevue College where he teaches several project management classes in the certification program. “I have a deep passion and enthusiasm for teaching and mentoring, so my work at Bellevue College is one of my great accomplishments.” – he says.


Mirla Ferreira: Hi Bill, as an author of “The Tactical Guide for Building a PMO” book, What do you think is the highlighter obstacle to implement a PMO that really works?

Bill Dow: I think that PMO Managers throw away process to quickly. Process is a good thing, too much process is not good, but too little doesn’t work either. There is something to be said for all project managers to be managing their projects in a repeatable and consistent manner. So many PMO managers are quick to throw out process because of the growing pressures to be agile, and I would say those folks have the biggest obstacles to be successful.

Mirla Ferreira: In your opinion, what are the best benefits of PMO as a service? In what circumstances should a company choose a PMO as a service approach?

Bill Dow: PMO as a service is a brand new concept that is just starting to take off. I would say that we are far too early to have this model working consistently across companies. Companies are so different and I think this concept of PMO as a Service has a long way to go before it is proven and we see consistent results. If companies are going to go with this concept, then they would be one that are much smaller and want to have outside experts driving their end to end efforts. Still too early frankly and not yet proven.

Mirla Ferreira: For you, what is the biggest challenge that professionals have when leading an effective, value driven PMO?

Bill Dow: The challenge is around executive support. I see PMO’s fail all the time and even document it in my book with a term called the “PMO Cycle”. Basically, it states very simply, when you lose your executive support, you lose your PMO. I have seen it happen many times myself and to my PMO Manager peers. It is a way of life of this profession and something that we to live with. So, go out there and secure the support from multiple executive for the best chance of your PMO succeeding into the future.

Mirla Ferreira: Thanks Bill, it was a pleasure talking to you today”.

Share your experience implementing a PMO!

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Trabajar Mejor, Nuestro Compromiso

Trabajar Mejor, Nuestro Compromiso

Creemos que la capacidad de aprender es esencial para el éxito.

Desde el inicio de nuestra organización estamos comprometidos con el proceso de aprendizaje, consideramos que es el único camino para mejorar.

Por eso, nuestro compromiso para 2015 es continuar aprendiendo , poner en práctica lo que aprendemos con la finalidad de ser más eficientes, y trabajar mejor con …


Les deseamos a todos un excelente 2015!

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Estou a interromper?

Estou a interromper?

Interrupções. Haverá algo pior para a concentração de uma pessoa quando está a fazer uma determinada tarefa?

Sem dúvida é um factor que, a meu ver, nos dias de hoje, é um grande problema para a produtividade e criatividade dos recursos de uma empresa, para não mencionar a parte financeira.

Muito na moda estão os espaços abertos (“open spaces”), de forma a manter os colaboradores mais unidos e em sintonia com aquilo que estão a fazer, mas de certo modo o que estão a fazer é a interromperem-se uns aos outros, não a trabalhar em equipa. O facto de colocar as pessoas num “open space”, cria a tentação de comunicar e socializar, pois temos ali alguém com quem podemos e devemos falar. Logo, mais oportunidades para haver interrupções.

Consciencia das pessoas do impacto da interrupção, e minimizar as oportunidades de haver interrupções, é algo a que nos devemos focar, e aí sim, devemos partilhar.

Mesmo em situações em que num espaço estejam só duas pessoas, se uma delas não tiver a consciência do impacto que tem uma interrupção, os dois serão afectos com o mesmo sintoma.

No meu caso, na àrea de desenvolvimento web, uma àrea em que a criatividade está presente todos os dias e em todas as situações, é importante dar às pessoas um espaço de tempo, e até mesmo um espaço físico, para elas “viajarem” nos seus pensamentos, ideias e alinharem o seu raciocionio para uma determinada situação.

Um mundo em que hoje em dia tudo está online, tudo colabora e em que tudo é muito social e muito partilhado, o melhor é mesmo colocar um travão a essa avalanche de informação, quero dizer, interrupção, e focar-mo-nos nas nossas tarefas e nos nossos desafios, só depois do termino da nossa tarefa é que a podemos partilhar.

Num mundo em que tudo está em, e na rede, o importante é estar conectado à sua rede.


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Desarrollo Sostenible y el Gerente de Proyectos

Desarrollo Sostenible y el Gerente de Proyectos

La sostenibilidad es un concepto interesante. Se ha utilizado en el sentido del medio ambiente de nuestro planeta, pero el 20 de marzo de 1987, la Comisión Berundtland de las Naciones Unidas ha utilizado un concepto diferente de la sostenibilidad como parte del concepto de desarrollo sostenible “el desarrollo que busca satisfacer las necesidades de la generación presente sin comprometer la capacidad de las generaciones futuras para satisfacer sus propias necesidades ”

Es curioso ver cómo todavía tenemos un concepto para recordarnos cómo podemos ser mejores personas, para lograr una sociedad mejor. “Sentido común no es acción común,” dice Shawn Achor.

Las personas que participan en los proyectos deben pensar de manera responsable, tomando decisiones que beneficien no sólo a la empresa, sino también a la sociedad y el medio ambiente. Como profesionales de la gestión de proyectos tenemos que mantener el equilibrio entre los tres pilares de la sostenibilidad: Económico, Social y Ambiental en los proyectos.

En este punto y con esta responsabilidad nos vienen muchas preguntas a la mente: ¿Cómo podemos integrar las mejores prácticas de Gestión de Proyectos, Responsabilidad Social, Energía, Medio Ambiente, Calidad, Partes Interesadas, Finanzas, Compras, etc?. Suena confuso. Es una gran cantidad de información y, al final, no es fácil de implementar. Por suerte tenemos a disposición un framework que integra todos estos conceptos es un framework que nos guía hacia la integración de la sostenibilidad en los proyectos.

Como dice Joel Carboni “La sostenibilidad comienza con la Gestión de Proyectos!”

The GPM® Reference Guide to Sustainability in Project Management.

“Con más de 65 años de experiencia combinada en gestión de proyectos, los autores Joel Carboni, Mónica González, y Jeff Hodgkinson crearon un guía de referencia para la gestión de proyectos con las mejores prácticas para la integración de la sostenibilidad con base en la metodología PRiSM.

La creencia de que la Gestión de Proyectos puede conducir – en la práctica, no sólo en teoría – un planeta y una economía sostenible, este libro de 157 páginas, cubre los principales aspectos de la sostenibilidad relacionando las normas internacionales, la nueva norma ISO 21500 sobre Gestión e Orientación de Proyectos, así como la forma de construir un plan de manejo sostenible utilizando el Método GPM® P5 ™ ”

Existe la versión en español. Puedes dar un vistazo a este ebook en:

Y usted? Integra la sostenibilidad en sus proyectos?

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