Is there a rope holding you in managing a Project, Program or PMO?

As a man was passing the elephants, he suddenly stopped, confused by the fact that these huge creatures were being held by only a small rope tied to their front leg. No chains, no cages. It was obvious that the elephants could, at anytime, break away from their bonds but for some reason, they did not.

He saw a trainer nearby and asked why these animals just stood there and made no attempt to get away. “Well,” trainer said, “when they are very young and much smaller we use the same size rope to tie them and, at that age, it’s enough to hold them. As they grow up, they are conditioned to believe they cannot break away. They believe the rope can still hold them, so they never try to break free.”The man was amazed. These animals could at any time break free from their bonds but because they believed they couldn’t, they were stuck right where they were.

As a project manager, program manager, portfolio manager or someone managing PMO, we all have our cycles of uncertainty and a fear of failure when a belief overcomes us that we cannot possibly do something, simply because we have failed at it before. During those uncertain times, its very important to remind us that failure is part of learning and we should never give up the ability to believe in ourselves. Personally, the best managers with whom i have crossed paths are those who have been fearless in going after goals without carrying the overhead thought of failure because in their mind there is nothing as failure. If a project has not delivered desired output or a program has not delivered planned outcome or a portfolio or PMO has not delivered laid out strategic objectives, we always end up learning how to manage it better the next time.

Always remind yourself that people judge us by what we have done till date and we judge ourselves by what we are capable of doing. Even though we all get it but seldom practice the art and science of learning from our past failures and making the most use of the lessons learned or retrospections for future success. With social media becoming a big part and parcel of our daily life, networking with professionals while sharing lessons learned and learning from each other’s experience, does go a long way to always challenge the status quo and help you keep raising your bar. As Charles Darwin famously quoted, "It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change."

Is there a rope that is holding you back today? Please share your thoughts.

Is there a rope holding you in managing a Project, Program or PMO? was originally published in LinkedIn

Are You Providing 'Right' Status of Your Project, Program or Portfolio?

A class teacher was posing questions to her second grade students as part of an assessment. She asked Tom, "Can you tell me a name of an animal that starts with the letter 'e'?" Tom replied "Elephant". The teacher asked him again but this time to name an animal that starts with letter ’t’ and Tom replied "Two Elephants". The teacher asked him the same question again and this time Tom responded "Ten elephants". Annoyed, the teacher asked him to name an animal that starts with letter ‘m’ and Tom replied "Mother elephant". By now, the teacher was getting very angry and repeated the same question. With a calm demeanor Tom responded "Maybe an elephant".

Syntactically it can be argued that Tom was giving the ‘right’ answers but they were technically wrong and certainly not the answers the teacher was expecting. Similarly, when stakeholders are asking for the ‘status' of a project, most often they are looking for how, when and at what cost (business value) the project will be delivered. The status report should not be just about status of scheduling, cost or scope but should be more of a report on business value. It is important to understand respective stakeholders objectives regarding the project, program or portfolio and the status report should be targeted accordingly. A dashboard summarizing the status on business value with respective links to elaborate on the specific status of scope, schedule and cost can be shared.

For instance, while executing Agile based projects it is important to understand the overall business value of the project. To understand business value it is important to first identify key stakeholders, respective goals, how to measure the goals and understand the relationship between various value drivers. Prioritized business value can then be mapped to respective themes or milestones, which helps in quantifying the requirements of overall business value while breaking them down in terms of incremental value. Overall status of the project can then be measured for each theme while sharing supporting status on:

• Velocity (actual vs. planned)
• Story Points (accepted vs. planned)
• Number of Defects 
• Percentage of Unit Test Coverage
• Number of Test Cases
• Number of Test Cases automated
• Percentage of New Test Cases Added
• Percentage of New Test Cases Automated

In my earlier post on 10 Ground Rules on the Right Metrics for Your Business, I discussed on how to select the right metrics. These posts can be used as guidelines for selecting metrics, which can then be included in future status reports showing progress on the business value of a project,  program or portfolio.

In summary, a good status report is an effective communication and transparency tool, which shares the progress on the business value of a project or a program or a portfolio mapped with objectives. What are your thoughts on providing the right status?

Are You Providing the 'Right' Status of Your Project, Program or Portfolio? was originally posted under Prokarma blog on Jan 27th 2015.

Comments: Some comments to the blog post are shared in google+  under https://plus.google.com/u/0/+JakeRahnerS/posts/62Es4z7rpm3

7 Questions to Ask Before Establishing a PMO

According to the definition in Project Management Institute (PMI) PMBOK Fifth Edition, the Project Management Office (PMO) is a management structure that standardizes the project related governance processes and facilitates the sharing of resources, methodologies, tools and techniques. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of one or more projects.

PMO is also applicable to program and portfolio management offices. By definition, program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually and portfolio is a collection of components (i.e. projects, programs, portfolios and other work such as maintenance and related ongoing operations) that are grouped together to facilitate the effective management of that work in order to meet the strategic business objectives. 

The PMO is established within an organization based on its strategic objective, in which it could play supporting, controlling or directive roles. 

1. In a supporting role the PMO is more consultative in nature. The goal is to provide templates, best practices, training, and a knowledge base including lessons learned from previous portfolios, programs or projects. The PMO's primary role is more as a document control center with a low level of control.
2. In a controlling role the PMO is more focused on auditing. This ensures portfolios, programs or projects are following recommended methodologies, best practices, standards, processes, etc. The PMO's primary role is to maintain compliance across portfolios, programs or projects with a moderate level of control.     
3. In a directive role the PMO is more management focused. Involved in the organization's portfolios, programs and projects, the PMO's primary role is identifying, prioritizing, authorizing, and managing with a high level of control.

So before establishing a PMO, it is very important to understand your organizations strategic goals. The following set of questions will help serve as guidelines

Question #1

What is the mission of the PMO?
Is the mission of the PMO to provide consulting services to projects, programs and portfolios running across an organization and/or to provide standards, processes, templates and also be responsible for auditing on a regular basis while flagging the projects, programs and portfolios that are not meeting their objectives and/or directly manage projects, program and portfolios while forming a governance framework.

Question #2

What are the roles and responsibilities of the PMO?
A well defined RACI matrix across organization will help determine the tolerance and maturity of organization to adapt to one of the supporting, controlling or directive PMO types.

Question #3

What would be the KPIs for a PMO?
How the PMO will be measured is important. Determine the type of PMO that needs to be established and set appropriate metrics accordingly. 

Question #4

What would be the 30-60-90 day implementation action plan to establish the PMO?
A step by step action plan of 30-60-90 days will help create short, mid and long-term goals for the PMO and help determine the PMO type as well.

Question #5

What is the governance model for the PMO? 
Managing and controlling the PMO for a longer period will depend on the governance model defined for the PMO. In turn, the governance model will help in understanding the type of PMO needed. 

Question #6

What is the availability of qualified personnel to staff the PMO?
Establishing a PMO is heavily dependent on finding qualified personnel and a key factor to be considered in determining the type of PMO.

Question #7

Where does the PMO fit in the organizational hierarchy? 
Understanding where the PMO will fit in the organizations' hierarchy will help establish innovators, early adopters, early majority, late majority and laggards. This will also help in planning the roll out of PMO in 30-60-90 cycles. 

Please share your thoughts on how you would establish PMO in your organization.

7 Questions to Ask Before Establishing a PMO was originally posted under Prokarma blog on Jan 6th 2015. 

Top 20 Tips for Project Managers

Project managers are responsible for the successful initiation, planning, execution, monitoring, controlling and closure of projects. According to the Project Management Institute (PMI), a project is temporary in that it has a defined timeframe, and therefore defined scope and resources. Also, a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. Project teams often includes people who don’t usually work together – sometimes from different organizations and across multiple geographies.

Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. The following 20 tips (not necessarily in any particular order) are good references while managing a project.

1. Take good care of your project team and your team will take care of client, which in turn will take care of business
2. The project is all about delivery and keeping stakeholders (internal/external) informed
3. At any given point of time a project manager should know what tasks need to be done, who should do it and have an ETA
4. Always be on top of the RAID (Risks, Assumptions, Issues, & Dependencies) log as RAID is a critical factor for a successful project outcome
5. No plan is perfect so always have Plan B. Circumstances change frequently so always consider the alternatives
6. Projects are 90% planning and 10% implementation
7. Plan, Execute, Review and Adjust
8. Be adaptable and flexible while thinking outside the box
9. A good communicator is a good listener. By listening you may learn something new while speaking repeats what you already know
10. Always remember the 80/20 rule (Pareto Principle), which means by executing 20% of the work you can get 80% of the benefit
11. Break the whole plan into milestones and scope them accordingly including the development of checklists for each milestone to verify quality as project work incrementally iterates
12. Understand the dynamics of 'Definition of Ready' and 'Definition of Done'
13. Design a robust feedback loop to learn lessons along the way and strive to continuously improve
14. Negotiate achievable commitments by separating people from problems
15. You cannot manage and improve what you cannot measure
16. 6 P's of Project Management: Proper Planning Prevents Poor Project Performance (If i had 4 hours to cut down a tree, i would take 3 hours to sharpen the axe)
17. Get the right people involved including the experts you need and proactively seek guidance 
18. Trust but always verify. Direct communication is a key for forging trustworthy relationships
19. Plans are nothing; planning is everything. Planning is a continuous process including progressive elaboration or rolling wave planning
20. The difference between a good project manager and a great project manager are the leadership skills they possess

What are your top tips for a project manager? Please leave a comment to share your tips.


Top 20 Tips for Project Managers was originally posted under Prokarma blog on Dec 10th 2014

7 Leadership Skills All Project Managers Should Embrace

Managing a project to successful completion on time, on budget, within scope and with high quality results requires project managers to have exceptional leadership skills. Having the right set of leadership skills ensures project managers are making informed decisions, while adapting to changes and responding to risks appropriately. While some project managers possess natural leadership qualities, other leadership skills must be learned and adapted to ensure consistency in managing projects.

These 7 Leadership skills are fundamental to effective project management

1. Communication
2. Delegation
3. Commitment
4. Positive Attitude
5. Creativity
6. Honesty
7. Focus

1. Communication

Effective communication with all project stakeholders both internal and external is essential. To manage projects well, project managers must articulate clearly while communicating vision, objectives and expectations with stakeholders. It's very important to share business values derived from the outcome of the project and consistently shared throughout the tenure of the project. Multi-channel communication should foster the delivery and reception of information in a timely manner.

2. Delegation

Delegate project tasks according to respective project team member strengths. Before delegation it's very important to understand the strengths and weaknesses of each team member and assign project tasks appropriately. Create environments where project team members experiences play to their respective strengths, thus facilitating health and trust.

3. Commitment

Commit to project success by ensuring alignment with goals. As a project manager, you need to lead the team and acquire commitment to achieve project objectives. It's equally important to acquire commitment from client stakeholders to provide necessary support while remaining aligned and moving towards common project goals.

4. Positive Attitude

Ensure positive attitudes are reflected across the project team. Be a trailblazer by creating a path for your team members to feel inspired and achieve greater things. Foster an environment where team members are given goals to achieve and encourage them to use their ingenuity. Create awareness that they are being observed to enhance productivity and as a project manager, you are there to provide support when needed.

5. Creativity

Be creative and think out of the box when things deviate from plan. Your team is your biggest asset so create an environment where their feedback is encouraged and valued. When teams feel empowered, they back you up and when things deviate, they can help you come out with ideas on how to manage unscripted work. It is said that a successful project manager sees the opportunities in every difficulty rather than the difficulty in every opportunity.

6. Honesty

Be honest and ethical, setting standards and inspiring team members to follow. By showing your commitment to adhere to your own set of values and ethical practices, the  project team will be inspired to follow suit and trust you to lead them. It's also important to establish a trust worthy relationship with clients where transparency is provided on how the project is being managed. One way of defining quality is to do the right things when nobody is watching.

7. Focus

Remain focused on your team and ensure your team remains focused on project goals. Whether managing projects traditionally, iteratively or using Agile methodologies, it's important to remain focused and aligned with project goals. Team members remain focused if their respective task goals are specific, measurable, achievable, realistic and time bound. There should also be a constant feedback loop to ensure alignment with overall project goals.

7 Leadership Skills All Project Managers Should Embrace was originally posted under Prokarma blog on Nov 12 2014

10 Ground Rules on the Right Metrics

Metrics are standards of measurement that enable us to evaluate aspects of business crucial to growth. Be it operations, project, program or portfolio, they increase visibility into our performance. Note that if we cannot measure, we cannot improve and with right metrics in place we continuously improve. 

Here are ten ground rules on how to select the right metrics for your business:

1. Each metric should be informational (tells you what's going on), diagnostic (identifies areas of improvement) or motivational (influences behavior)
2. Metrics should be easy to gather with existing data points for greater efficiency.
3. You should not gather metrics for the sake of it. No one who matters will care and you will will quickly train people to ignore the data you compile
4. Portfolio and Program metrics should measure outcomes, not activity. In the cases of Projects and Operations, metrics should measure output and activities as needed
5. Create a dashboard for each category of metrics that is easily digestible, accessible and more importantly should be actionable
6. Be smart about what you measure and make use of the data you gather
7. Measure everything necessary and nothing more. Stakeholders make better decisions with concise data
8. Don't cut corners as data integrity is very important in a trustworthy partnership
9. Use tools to measure. Manual effort more often leads to manipulation and invalid data points 
10. Metrics should be mapped with client and organizational KPI's

Please let me know if you have additional rules regarding business metrics or would like to comment the ones listed above. 

10 Ground Rules on the Right Metrics for Your Business was originally posted under Prokarma Blog on Oct 14th 2014. 

The Art of Writing an Email

The Art of Writing an Email was originally posted under Prokarma blog on Sep 3rd 2014

Effective communication is key for an open, transparent and honest environment and more so in a virtual setup. Writing an email that is precise and courteous is one effective way of communicating, so it is very important to understand the art of writing an email.  While writing an email, have empathy towards the recipient(s) and ask yourself whether the email will actually be read, understood, not annoy and not take too much time to read. Always remember the principle of 'Keep it simple stupid' (KISS) while composing the email and stick to facts instead of using too much verbiage to make a point.

Sometime back I received this email while working at a client site.

Dear All,

Mysteriously, a sweater appeared on my chair at some point yesterday morning. If it was a gift, thank you. It's not really my style but I would wear it to any company parties we might have to show my appreciation - but you have to tell me who you are so I know who to thank.

If it wasn't a gift and you left it here inadvertently, I have protected it from the people who have come to ask if they can have it but I don't know how much longer I can fend them off. Best if you come back and retrieve it at your earliest convenience.

This just in: It was found in the bathroom in the hallway on the 9th floor and was believed to be mine. Nope. It is multi-colored with brown, red, blue and green triangles all over it. Made by CRT8CO, 85% acrylic and 15% wool. Made in Taiwan, size small. If you're not sure, I can provide more details.

Is it yours?

Intent of sharing above email is to cite an example of how an email can be used effectively to communicate. This email while stating the intent and the message in clear terms, also includes sense of humor. This makes the email both easy to read and at the same time gives you a reason to smile.   

Lessons Inspired By Chanakya

Lessons Inspired By Chanakya was originally published as an article in LinkedIn

It amazes me how much culturally rich India is and how much we can learn from our glorious history. Chanakya was a renowned Indian scholar, who served as a teacher, philosopher and royal advisor. Other day I was fortunate enough to watch a youtube video of TV serial Chanakya, which used to be telecast on national television in India during early 1990's. In this episode, there is an interesting Q&A session which takes place in the court of king DhanaNanda (last ruler of Nanda dynasty) involving his court priest and Chanakya's student from Takshashila University. Q&A session goes like this

Court Priest: Who is greatest enemy
Chanakya's student: Pride

Court Priest: What is wealth of the poor 
Chanakya's student: Knowledge

Court Priest: Who is a honorable man
Chanakya's student: One who is benevolent

Court Priest: A woman's virtue
Chanakya's student: Her modesty

Court Priest: Who is the most heroic man 
Chanakya's student: A generous person

Court Priest: Against whom we should protect wealth
Chanakya's student: From thieves and state officials

Court Priest: What is the root of happiness
Chanakya's student: Religion

Court Priest: What is the basis of religion 
Chanakya's student: Economy

Court Priest: What is the basis of economy
Chanakya's student: State

Court Priest: What is the basis of state
Chanakya's student: Conquering the senses

Court Priest: What is the basis of conquering the senses 
Chanakya's student: Humility

Court Priest: What is the basis of humility
Chanakya's student: Serving the weak

Court Priest: Where does the King's welfare lie
Chanakya's student: In the welfare of his subjects

Listening to this Q&A session, it makes me feel that answers given by the student are so righteous and relevant even today. So what lessons did I learn from this

#1. Always be humble in life. John Wooden quoted "Talent is God given. Be humble. Fame is man-given. Be grateful. Conceit is self-given. Be careful."

#2. Be respectful to one and all. One of the most sincere forms of respect is actually listening to what others have to say.

#3. Your team's success is your success and their failure is your responsibility. 

#4. Somebody can steal your money but nobody can steal your knowledge. So share your knowledge as the more you share, the more you gain. 

#5. Integrity is the most important quality. Samuel Johnson quoted "Integrity without knowledge is weak and useless, and knowledge without integrity is dangerous and dreadful."

#6. Happiness is in thoughts and not in things. Charles Spurgeon quoted "It is not how much we have, but how much we enjoy, that makes happiness." 

#7. Serve others. John Holmes quoted “There is no exercise better for the heart than reaching down and lifting people up.”

What are your thoughts? Please share your comments.

Tips to document portfolio management experience for PfMP®

In my previous posts related to Project Management Institute (PMI)’s most recent and coveted Portfolio Management Professional (PfMP)® credential. , I have shared 

• What is Portfolio Management Professional (PfMP)® Credential?
• My Lessons Learned for (PfMP)® Exam and
• Portfolio Management Knowledge Areas, Process Groups & Processes

and this post is for sharing some tips on how to fill application for PfMP. Note that for obtaining (PfMP)® credential, there are two evaluations that needs to be cleared. 

Evaluation 1—Panel Review: The initial evaluation occurs through an extensive application review during which a panel of portfolio managers will assess your professional experience based on your responses to the Portfolio Management Experience Summaries provided on the application.

Evaluation 2—Multiple-Choice Examination: The next step occurs with the multiple-choice examination in which you will be called upon to demonstrate your competence in both situational and scenario-based questions. 

So its important to fill application with appropriate answers to pass panel review. 

Note that there are lot of folks who actually fail panel review and are given only one more chance to reapply with updated answers 

Following experience summary questions are asked in align with 5 knowledge areas of Portfolio Management (Strategic Management, Governance, Portfolio Performance Management, Portfolio Risk Management and Portfolio Communication Management) and you can select either option A or B for each question to map your answer with

Experience Summary #1: Strategic Alignment
A. Identifying and prioritizing portfolio criteria and evaluating portfolio component priorities based on the organization's strategic goals and objectives
B. Creating and/or updating a high level portfolio roadmap using scenarios that helped the organization to align and operationalize the portfolio in accordance with the organization's strategic goals and objectives

Experience Summary #2: Governance

A. Securing authorization to execute the portfolio through identification and justification of recommendations regarding the portfolio

B. Ensuring effective and efficient portfolio management by implementing and/or optimizing the portfolio management plan including key components applicable to your portfolio 

Experience Summary #3: Portfolio Performance

A. Managing portfolio changes to optimize resource utilization and/or ensure portfolio effectiveness and efficiency
B. Evaluating continuous progress toward the achievement of business or strategic goals through the collection, consolidation, and measurement of portfolio value

Experience Summary #4: Portfolio Risk Management
A. Developing and/or updating the portfolio risk management plan
B. Enabling the organization to capitalize on an opportunity(ies) or manage threat(s) based on portfolio risk management processes, methods, and/or techniques

Experience Summary #5: Communications Management

A. Developing, and/or updating a portfolio communication strategy and plan

B. Engaging stakeholders to set and manage expectations and influence the success of the portfolio

Tips on how to document Portfolio Management Experience Summary

#1. How the Portfolio you managed was aligned with strategic goals of the Organization. Remember that Portfolio is a collection of components (i.e. projects, programs, portfolios and other work such as maintenance and related ongoing operations) that are grouped together to facilitate the effective management of that work in order to meet the strategic business objectives. So need to make sure that when you define your portfolio, it clearly defines components and how they were grouped to align with goals.

#2. Make sure that strategic goals are well defined that are tangible and fits acronym SMART (Specific, Measurable, Achievable, Realistic & Time bound)

#3. Use empirical data such as $ (Money and try putting in USD), # (Number like # of years, # of Projects, Programs or Portfolios) or # of direct reports, # of team members, # of projects), % (percentage of increase in efficiency, growth, revenue increase, scalable)

#4. Use more empirical data and less verbiage. Try using more universally known acronyms like Org, SME, PMI, PMP, PgMP, PfMP, others to save on verbiage

#5. Remember that Portfolio is more strategic in nature than projects, programs or operations so include words like strategy, objectives, benefits, org goals, how your portfolio was aligned with the org goals. Do not use words that would reflect 'how' you managed teams because that would be more Project Mgmt. Use words where it mentions more on 'Why/What' of Portfolio and ‘How’ you did governance management to keep it aligned.

#6. Before filling your application make sure to read Pfmp® Handbook and if possible “The Standard for Portfolio Management” to understand how PMI is defining Portfolio and what standards are being suggested to do Portfolio Management (Strategic Management, Governance, Portfolio Performance Management, Portfolio Risk Management and Portfolio Communication Management). While filling in your application, you would need to clearly define how you used each of the 5 knowledge areas to manage your Portfolio in your answer(s)

#7. Portfolio management includes processes to identify, categorize, monitor, evaluate, select, prioritize, balance, and authorize portfolio components within the portfolio. So explain in your answer(s) what those processes were in your case to work on portfolio components

#8. All Portfolio Components have following common features including                    

• Be representative of investments made or planned by Organization
• Be aligned with Org. strategic goals and objectives
• Grouped together for effective management
• Have the ability to be quantifiable
• Can be measured, ranked and prioritized
• Share and compete for Org. resources

So explain in your answer(s) how your portfolio(s), programs, projects & operations that are possible Portfolio components have above mentioned feature(s)

#9. Portfolios have an organizational scope that changes with the strategic objectives of the organization so explain in your answer(s) what was the scope and how it changed (most often it does) with strategic objectives of org

#10. Portfolio managers continuously monitor changes in the broader internal and external environment so explain in your answer(s) how you were monitoring the changes

#11. Portfolio managers create and maintain necessary processes and communication relative to the aggregate portfolio so explain in your answer(s) how you were communicating and using what processes

#12. Portfolio success is measured in terms of the aggregate investment performance and benefit realization of the portfolio so explain in your answer(s) how they were measured and what was the benefit realization

#13. Portfolio managers monitor strategic changes and aggregate resource allocation, performance results, and risk of the portfolio so explain in your answer(s) how they were monitored including portfolio risks

#14. Portfolio managers may manage or coordinate portfolio management staff, or program and project staff that may have reporting responsibilities into the aggregate portfolio so explain in your answer(s) how as a portfolio manager you were coordinating the portfolio staff

#15. Portfolio Management balances conflicting demands between programs and projects, allocates resources (e.g., people, funding) based on organizational priorities and capacity, and manages so as to achieve the benefits identified.  Explain in your answer(s) how you were balancing conflicting demands

#16. In your answer(s) try including references to Portfolio Charter, Portfolio Strategic Plan, Portfolio Roadmap, PMO, Portfolio Governance, Portfolio Sponsors, Portfolio Risk Management Plan, Portfolio Risk Register, Portfolio Communication Management Plan and how they were used in your Portfolio wherever applicable.

Sample points that could be used in your answer(s)

·       Establishing and maintaining a framework, governance model, and methodology (policies and procedures) for portfolio management to achieve organizational strategies and objectives.

·       Guiding the selection, prioritization, balancing, and termination of portfolio components to ensure the alignment with strategic goals and organizational priorities.

·       Providing key stakeholders with assessment of portfolio component selection, prioritization, and performance, as well as identification of portfolio-level issues and risks that are impacting performance.

·       Measuring and monitoring the value to the organization through portfolio performance metrics and targets.

·       Supporting senior-level decision making by ensuring timely and consistent communication to stakeholders on progress, changes, and impact on portfolio components.

Portfolio Management Knowledge Areas, Process Groups & Processes

As mentioned in previous My Lessons Learned for (PfMP)® Exam blog post, I am sharing Portfolio Management Knowledge Areas, Process Groups & Processes for quick reference. 
You can download PDF version from my PfMP folder in box.net