Credit for this list goes to: Dustin Wax author of Lifehack.org
43 Folders: Merlin Mann started a lot of us on this journey, so now he has to pay. In the meantime, though, he and his crew of happy Folderers keep on providing great tips on productivity and getting things done, especially for Mac users.
All Things Workplace: Tips from Steve Roesler on becoming a more effective leader.
Awake At The Wheel: Great stuff from serial entrepreneur, yoga expert, and writer Jonathan Fields on being happy and successful in all your endeavors.
Black Belt Productivity: Co-written by Jason Echols and Michael Ramm, BBP covers workplace productivity and GTD. Home of the “GTD Primer”, an excellent series of posts introducing GTD methods.
Change Your Thoughts: Steven Aitchison’s blog on health, finances, relationships, writing, and generally keeping a positive perspective on life.
Conflict Zen: Formerly “I Can’t Say That”, Conflict Zen is all about dealing with and resolving interpersonal conflict. If you know people, you probably need to get a little conflict Zen.
Cranking Widgets: Brett Kelly offers practical GTD-minded advice on life and productivity.
Creating a Better Life: Personal development in its purest form, CaBL deals with productivity and related issues from the perspective of creating internal attitudes that make us more productive. Check out the rather thorough listing of free personal development e-books, too!
The Daily Saint : I have it on good authority that Mike St. Pierre isn’t a saint at all. But who cares? He offers great tips on being more productive and managing time better, with an emphasis on creating meaning in your life.
Design Your Writing Life: Lisa Gates poses thoughtful questions and exercises to help you tap into and express your inner creativity, in writing or any other form.
Diary of a Four-Hour-a-Weeker: Like the title says, this is the journal of an entrepreneur trying to implement the suggestions of Tim Ferriss’ 4-Hour Workweek.
Did I Get Things Done?: Andrew Mason’s blog focuses around his efforts to implement and live by the principles in David Allen’s Getting Things Done.
D*I*Y Planner: The blog is wacky and often deeply obscure, celebrating a sometimes unholy love between the writers and their pens and paper. But the main attraction is the DIY Planner templates — an incredible assortment of print-them-yourself forms for all your productivity and creativity needs.
Dumb Little Man: DLM’s Jay White ain’t so dumb after all. Jay shares tips on productivity, personal development, and business life.
Escape From Corporate America: Advice on working the corporate world to your advantage — even if that means leaving it — from career change expert Pamela Skillings.
Even Happier: Counselor and former Italian pop sensation Marco shares his insights on living a happier life.
Flipping Heck!: Productivity notes with an emphasis on the workplace. Offers lots of tutorials on using various pieces of software as well as on dealing with common workplace tasks.
Genuine Curiosity: Dwayne Melancon reviews books, software, and other tools that help keep us productive.
Get Rich Slowly: GRS is devoted to personal finance, offering tips and advice on saving money, investing wisely, and getting a grip on your investing.
Getting Things Done: Getting Things Done (the blog) is all about applying the principles of Getting Things Done (the book). Home of the Ultimate GTD Index, which pulls together feeds from GTD sites across the ‘Net.
The Growing Life: Clay Collins takes on everything you thought you knew about productivity with his anti-hacks and the concept of lifestyle design.
GTD Times: Officially sanctioned by David Allen, GTD Times focuses especially on business productivity.
LifeClever: Tips on life and productivity with an emphasis on design, both how design aids productivity and the special challenges designers face.
Lifehacker: Lifehacker offers a mix of daily news on the productivity beat as well as an assortment of handy little apps that help you get things done. It’s not Lifehack
The Life Hackery: Lots of clever tips on health and fitness, household organization, Internet apps, and plenty more.
Life Learning Today: Learn about life and live to learn with Life Learning Today. Tips on personal development and productivity, but also health, money, work , blogging, and more.
Life Lessons of a Military Wife: The title says it all: this site offers life lessons from a military wife, with a focus on personal and home finances and family organization.
Life Optimizer Life Optimizer: Donald Latumahina’s blog about making the most out of the resources you’re given to live with. Great stuff to keep your outlook strong.
LifeReboot: Shaun Boyd’s blog on finding and pursuing your passion in work, learning, relationships, and life as a whole.
Life Sutra: The 4-Hour Workweek Journal: Andrew Brick, a 30-something software professional, offers tips and tricks centered around the ideas in 4HWW.
LifeTweak: Blogger Manu writes on general productivity topics. Distinguished by his amusing hand-drawn illustrations and earnestly helpful content.
LivSimpl: Happiness through simplicity (and the elimination of silent e’s).
A Long Long Road: Lawrence Cheok’s blog on personal growth, careers, and relationships.
Matt’s Idea Blog: Matthew Cornell is a personal productivity consultant who shares his ideas on productivity, motivation, and personal growth.
MonkAtWork: Adam Kayce is not a monk. Instead, he writes about bringing a sense of spirituality and passion to your work. If you must have a monk, though, there’s a very cool drawing of one.
Newly Corporate: Group blog covering workplace and life “best practices” for young professionals.
One Bag Nation: Ann at One Bag Nation documents the journey of a naturally disorganized person in her quest to gain a little order in her life.
Open Loops: Good, solid GTD-oriented advice from a man with a beard (there’s no About page, is what I’m saying).
Organize IT: Practical-minded advice on productivity, health, finance, personal growth, and GTD.
Nick Pagan: Nick Pagan wants you to understand you better. To that end, he presents productivity and personal development information based on how the mind works. Meaty, deeply researched stuff.
Steve Pavlina’s Personal Development Blog: Are you smart? Then you owe it to yourself to check out Steve Pavlina’s personal development tips for smart people. Steve writes eloquently about entrepreneurship, especially working online, and the tools and attitudes that make it work.
Personal Development Blog: Gleb Reys shares what he learns on his own quest for personal development.
Personal Development Ideas: You want personal development ideas, Personal Development Ideas has personal development ideas. Goal-setting, time-management, and personal growth top the bill here.
Persistence Unlimited: From the man who gave MobilePC users “Achieve-IT!” comes a blog about coming up with and acting on your ideas. By turns inspirational and funny, PU knows how to get stuff done.
John Place Online:John Place helps you maximize your potential for happiness with tips and advice, with a lot of strong material on relationships.
Productivity501: Great blog from Mark Shead on productivity tools and techniques. As the name suggests, Mark is focused not just on getting started but on advanced thinking about productivity.
Put Things Off: Nick Cernis enlists the aid of a fuzzy kitten and his lunchtime banana to transform productivity from a hobby into a way of life. Refreshingly contrarian — and a little silly. Focuses on freelancing, software, entrepreneurship, and general productivity.
Right Attitudes » Ideas for Impact: Nagesh Belludi offers practical advice for developing the right attitudes in life — and transforming attitudes into behaviors that help you be more productive.
Ririan Project: Ririan is a guy on a quest to remake his life, and he shares the process with us.
David Seah: David Seah offers advice and a set of great templates (including “The Printable CEO” series) to empower you to reach new heights.
Alex Shalman : Lifehack.org contributor and medical student Alex Shalman’s site offers thought-provoking essays on relationships, the examined life, and health, along with general productivity and personal development tips.
SimpleProductivityBlog: Lots of great ideas here, including several multi-part series on various aspects of GTD and productivity.
Slow Leadership: Focused largely on business leadership and the evils of “hamburger management”, Carmine Coyote’s ideas about leadership can be adapted to any life.
Slower Living: Slow down! What’s the big rush, anyway? Find peace, happiness, and even greater productivity (in the things that matter to you most) with these tips on living life in the slow lane — or off the road entirely.
SuccessMinders: Jacob Cazell’s tips on developing a success-oriented mindset.
Success Soul: Shilpan Patel offers inspiration and advice drawn from the greatest minds, all with an eye towards what you and I can learn so we can make our own success.
Technotheory.com: Technology and productivity talk from a DC-based efficiency trainer.
Think Simple Now: Creativity, clarity, and happiness — what could be better? Think Simple Now covers the tools and techniques to get there.
Today is that Day: Aaron Potts’ goal is your empowerment, with posts on success, wealth, and happiness.
Uncle Joe’s Leadership Blog: “Uncle” Joe Hungler shares his advice on cultivating and teaching leadership.
What’s the Next Action?: Read What’s the Next Action for advice on project planning and getting things done.
Wise Bread: A personal finance site committed to helping readers live within their means with budgeting tips and advice on finding the best deals saving money on life’s necessities.
Work N Play: Good advice from Ritu, especially on making the most out of the web for networking, freelancing, and doing business.
Scott H Young:: University student Scott Young takes on general productivity topics as well as offering studying tips and advice on lifelong learning.
Zen Habits: Leo Babauta writes incredibly well about productivity, health and wellness, and most of all about living the simple life.
Wednesday, July 16, 2008
Thursday, July 03, 2008
Arrogant Leaders
Arrogant leaders are by nature self centered. They believe their success is because of their own abilities and qualities. They are quick to point out the mistakes of others and rarely take the blame for anything that goes wrong. They are project killers because of their poor listening skills and their inability to see beyond themselves and their narrow views. They know best, and find it burdensome to give others the stage. Challenge them or try to draw them into a debate and watch out! You will be quickly labeled as inflexible and unwilling to accept “what is best”.
In Jim Collins’ book “Good to Great” he found through surveys that humble leadership (opposite of arrogance) was one of the many leadership traits that contributed to the long-term success of organizations. Humble leaders get involved, are willing to listen to opposing viewpoints, and have high self-esteem. They have high moral values, which causes them to be centered on doing things right for the right reasons. They energize others, and believe their talents are a gift to be kept in perspective both in the work place and in their personal lives.
Note: This doesn’t always apply, but you would be surprised. Look at what the arrogant leader and the humble leader drive to work. That can tell you a lot about who they are and the image they are trying to portray.
One of the things we know is that leaders can’t effectively lead if they don’t know what is going on. A telltale sign of the arrogant leader is they don’t care about the details. That is because details are beneath them. They also believe that execution is beneath them. They are the grand strategist and don’t have time to get involved in the details. They are interested in headlines, not deadlines. Serving the greater good takes a back seat to serving their own self interests.
Another trait you might see is that arrogant leaders are threatened by the “good” leaders. They fear the good leader’s success and often view them as weak and ineffective (envy is a four letter word). In fact, many arrogant leaders see humility and attentiveness in others as a character flaw. We know by observation that the arrogant leaders are the ones with the weak character, the ones with the poor communication skills, and are the ones with the low self esteem. The arrogant leader’s weaknesses are easy to spot. They don’t fool anybody but themselves. Remember the CEOs of Enron, MCI/WorldCom? At one time they were arrogant, now they are in prison.
Emotional Outburst #1 - Arrogant leaders are organizational pariahs, and are terrible project managers.
A leader that motivates and inspires has to be visible, informed, and respected. Like any good engineer knows, you sometimes have to get your hands dirty to solve problems and gain the respect of the people doing the work.
An arrogant leader is the opposite of a servant leader. Whether they wear a skirt or a suit they are inhibitors to organizational excellence and their thirst for power destroys team synergy and employee morale.
In Jim Collins’ book “Good to Great” he found through surveys that humble leadership (opposite of arrogance) was one of the many leadership traits that contributed to the long-term success of organizations. Humble leaders get involved, are willing to listen to opposing viewpoints, and have high self-esteem. They have high moral values, which causes them to be centered on doing things right for the right reasons. They energize others, and believe their talents are a gift to be kept in perspective both in the work place and in their personal lives.
Note: This doesn’t always apply, but you would be surprised. Look at what the arrogant leader and the humble leader drive to work. That can tell you a lot about who they are and the image they are trying to portray.
One of the things we know is that leaders can’t effectively lead if they don’t know what is going on. A telltale sign of the arrogant leader is they don’t care about the details. That is because details are beneath them. They also believe that execution is beneath them. They are the grand strategist and don’t have time to get involved in the details. They are interested in headlines, not deadlines. Serving the greater good takes a back seat to serving their own self interests.
Another trait you might see is that arrogant leaders are threatened by the “good” leaders. They fear the good leader’s success and often view them as weak and ineffective (envy is a four letter word). In fact, many arrogant leaders see humility and attentiveness in others as a character flaw. We know by observation that the arrogant leaders are the ones with the weak character, the ones with the poor communication skills, and are the ones with the low self esteem. The arrogant leader’s weaknesses are easy to spot. They don’t fool anybody but themselves. Remember the CEOs of Enron, MCI/WorldCom? At one time they were arrogant, now they are in prison.
Emotional Outburst #1 - Arrogant leaders are organizational pariahs, and are terrible project managers.
A leader that motivates and inspires has to be visible, informed, and respected. Like any good engineer knows, you sometimes have to get your hands dirty to solve problems and gain the respect of the people doing the work.
An arrogant leader is the opposite of a servant leader. Whether they wear a skirt or a suit they are inhibitors to organizational excellence and their thirst for power destroys team synergy and employee morale.
Wednesday, June 25, 2008
Project Management is about the Journey and the Destination
I like to use the ProjectSteps blog to vent, and hopefully, every once in a while, I pass on some small piece of useful information to another person. It is hard to know sometimes if anybody is benefiting from my ramblings, but like all free advice it is worth what you paid for it. There was an article published recently that said keeping a blog is therapeutic. I believe there may be some truth to that statement, and that is why I will probably keep the blog going. I need a place to vent my opinion, and occasionally rail against the “demons of stupidity”.
We are in a tough economy right now and It is having a big impact on the area where I live and on the organization I work for. We are struggling to make meaningful cuts (tens of millions of dollars) to achieve savings that will balance our budget. At my workplace people are losing their jobs, and as we all know this is a very upsetting and troubling process to watch. I have faith that I can work my way through this situation and still find time to give back to others in need. These are tough times that may get tougher and we have to all pull together and do what we can for each other.
I feel blessed to have a job and I’m thankful to have a roof over my head and two great kids. I have hope for my career, my country and believe that both will get back on track to better times soon. Sometimes hope and faith are the only things that we have under our control. I believe that while faith can be fleeting, hope lasts forever.
In the end, we all are in charge of our own destiny and our own success. In tough times it takes effort to keep your head in the game and stay focused. I’m sure I’m not alone when I say that the career of a project manager can have great rewards, but it can also be filled with great frustrations and experiences that are less than rewarding. My point? Tough times and times of uncertainty require mental toughness and a strong resolve to do the right things at the right times for the right reasons.
In closing I would like to say we lost a good man when Tim Russert passed away. I will miss seeing him and hearing his wisdom on Sunday mornings. Also, I can’t forget George Carlin who also passed away last week. While controversial, Mr. Carlin told it like it was and also loved to rail against the “demons of stupidity”. I will miss them both.
We are in a tough economy right now and It is having a big impact on the area where I live and on the organization I work for. We are struggling to make meaningful cuts (tens of millions of dollars) to achieve savings that will balance our budget. At my workplace people are losing their jobs, and as we all know this is a very upsetting and troubling process to watch. I have faith that I can work my way through this situation and still find time to give back to others in need. These are tough times that may get tougher and we have to all pull together and do what we can for each other.
I feel blessed to have a job and I’m thankful to have a roof over my head and two great kids. I have hope for my career, my country and believe that both will get back on track to better times soon. Sometimes hope and faith are the only things that we have under our control. I believe that while faith can be fleeting, hope lasts forever.
In the end, we all are in charge of our own destiny and our own success. In tough times it takes effort to keep your head in the game and stay focused. I’m sure I’m not alone when I say that the career of a project manager can have great rewards, but it can also be filled with great frustrations and experiences that are less than rewarding. My point? Tough times and times of uncertainty require mental toughness and a strong resolve to do the right things at the right times for the right reasons.
In closing I would like to say we lost a good man when Tim Russert passed away. I will miss seeing him and hearing his wisdom on Sunday mornings. Also, I can’t forget George Carlin who also passed away last week. While controversial, Mr. Carlin told it like it was and also loved to rail against the “demons of stupidity”. I will miss them both.
Friday, June 13, 2008
Reward Excellent Failures!
Another great video from Tom Peters! I agree with everything he says in this video to my core.
Do you have a comment? Leave it here.
Do you have a comment? Leave it here.
Wednesday, June 11, 2008
A Case for a Business Case
Before a project is started, there should always be a business case. Without a business case that defines the problem(s) you are trying to solve and what success looks like your project will start on very shaky ground. Remember, the business case is always written by the organization receiving the benefits.
A business case is nothing more than a story. As you begin to write your business case one of the first things you must define is the benefits (the value) the product(s) of the business case will bring. This value statement should be specific and brief, and additionally the business benefits must be clear and measurable.
Here are some basic questions that must always be answered when developing a business case. They are:
What is the problem you are trying to solve? What are the gaps between where you are and where you want to go? What are the assumptions? What will it cost?
What is the ROI (Return on Investment) and how long will it take to recoup the investment?
When did the problem first appear? How long has it been happening? What is it costing you?
Where is the problem occurring?
Who is impacted?
Why is there a problem? What is causing the problem and what is the effect? Why is it needed now? How big is the problem?
How will solving or minimizing the problem save money or add value? How will you measure the value?
Are the business case’s benefits worth it? Are they realistic?
There are many more questions to be answered when developing a business case, however answering the questions above will get you off to a great start. Also, there are templates available in the Project Management community that can help your organization put together a business case that makes sense for your needs and requirements.
A business case is nothing more than a story. As you begin to write your business case one of the first things you must define is the benefits (the value) the product(s) of the business case will bring. This value statement should be specific and brief, and additionally the business benefits must be clear and measurable.
Here are some basic questions that must always be answered when developing a business case. They are:
What is the problem you are trying to solve? What are the gaps between where you are and where you want to go? What are the assumptions? What will it cost?
What is the ROI (Return on Investment) and how long will it take to recoup the investment?
When did the problem first appear? How long has it been happening? What is it costing you?
Where is the problem occurring?
Who is impacted?
Why is there a problem? What is causing the problem and what is the effect? Why is it needed now? How big is the problem?
How will solving or minimizing the problem save money or add value? How will you measure the value?
Are the business case’s benefits worth it? Are they realistic?
There are many more questions to be answered when developing a business case, however answering the questions above will get you off to a great start. Also, there are templates available in the Project Management community that can help your organization put together a business case that makes sense for your needs and requirements.
Friday, June 06, 2008
Refreshing Break?
Ok, I’m trying to make the blog a little more fun from time to time. Check out the video below.
How To Build A Mentos And Diet Coke Booby Trap
Does your boss drink Coke?
How To Build A Mentos And Diet Coke Booby Trap
Does your boss drink Coke?
Sunday, June 01, 2008
Listening and Respect
I used to work for a guy that spent most of his time checking his e-mail during meetings with his staff, and during one-on-one conversations. He never really cared what others were saying because his responses to questions and his off-hand comments would always deflect to what he wanted to discuss and rarely would he address the other person's ideas or inquiries. I still think of him as one of the most disrespectful and arrogant people I have known.
Looking back, I think he is insecure and uncomfortable communicating face-to-face, which would explain why 98% of his communications to his staff and peers is via e-mail. His poor listening and communication skills hurt his credibility with others, and cause many of of his ideas to be rejected or considered to have little merit. You see when you tend not to respect and listen to others, they tend not to respect or listen to you. It is a shame people like him hold powerful "leadership" positions. Great leaders must be incredible communicators, and must be respectful of others at all times.
Watch this very short video of Tom Peters explain how we can ensure we are showing proper respect to others.
Remember, give people the time they deserve and really listen to them. To be honest, I am guilty of not listening well all the time, but I'm aware of it and I'm trying continuously to improve these skills.
Looking back, I think he is insecure and uncomfortable communicating face-to-face, which would explain why 98% of his communications to his staff and peers is via e-mail. His poor listening and communication skills hurt his credibility with others, and cause many of of his ideas to be rejected or considered to have little merit. You see when you tend not to respect and listen to others, they tend not to respect or listen to you. It is a shame people like him hold powerful "leadership" positions. Great leaders must be incredible communicators, and must be respectful of others at all times.
Watch this very short video of Tom Peters explain how we can ensure we are showing proper respect to others.
Remember, give people the time they deserve and really listen to them. To be honest, I am guilty of not listening well all the time, but I'm aware of it and I'm trying continuously to improve these skills.
Saturday, May 31, 2008
You can now follow me on Twitter
If you are a “Twitter” fan, you can follow me by creating an account with Twitter, or you can just view my “tweets” by coming to this page. My Twitter ID is sfseay.
What is Twitter you say?
As taken from Wikipedia, “Twitter is a free social networking and micro-blogging service that allows users to send "updates" (or "tweets"; text-based posts, up to 140 characters long) to the Twitter website, via the Twitter website, short message service (SMS), instant messaging, or a third-party application such as Twitterrific or Facebook.
Updates are displayed on the user's profile page and instantly delivered to other users who have signed up to receive them. The sender can restrict delivery to those in his or her circle of friends (delivery to everyone is the default). Users can receive updates via the Twitter website, instant messaging, SMS, RSS, email or through an application. For SMS, four gateway numbers are currently available: short codes for the United States, Canada, and India, as well as a United Kingdom number for international use. Several third parties offer posting and receiving updates via email.
What is Twitter you say?
As taken from Wikipedia, “Twitter is a free social networking and micro-blogging service that allows users to send "updates" (or "tweets"; text-based posts, up to 140 characters long) to the Twitter website, via the Twitter website, short message service (SMS), instant messaging, or a third-party application such as Twitterrific or Facebook.
Updates are displayed on the user's profile page and instantly delivered to other users who have signed up to receive them. The sender can restrict delivery to those in his or her circle of friends (delivery to everyone is the default). Users can receive updates via the Twitter website, instant messaging, SMS, RSS, email or through an application. For SMS, four gateway numbers are currently available: short codes for the United States, Canada, and India, as well as a United Kingdom number for international use. Several third parties offer posting and receiving updates via email.
Monday, May 26, 2008
Thoughts from a Child
WHEN YOU THOUGHT I WASN‘T LOOKING
(Written by a former child)
When you thought I wasn‘t looking, I saw you hang my first painting on the refrigerator, and I immediately wanted to paint another one.
When you thought I wasn‘t looking I saw you feed a stray cat, and I learned that it was good to be kind to animals.
When you thought I wasn‘t looking, I saw you make my favorite cake for me and I learned that the little things can be the special things in life.
When you thought I wasn‘t looking I heard you say a prayer, and I knew there is a God I could always talk to and I learned to trust in God.
When you thought I wasn‘t looking, I saw you make a meal and take it to a friend who was sick, and I learned that we all have to help take care of each other.
When you thought I wasn‘t looking, I saw you give of your time and money to help people who had nothing and I learned that those who have something should give to those who don‘t.
When you thought I wasn‘t looking, I saw you take care of our house and everyone in it and I learned we have to take care of what we are given.
When you thought I wasn‘t looking, I saw how you handled your responsibilities, even when you didn‘t feel good and I learned that I would have to be responsible when I grow up.
When you thought I wasn‘t looking, I saw tears come from your eyes and I learned that sometimes things hurt, but it‘s all right to cry.
When you thought I wasn‘t looking, I saw that you cared and I wanted to be everything that I could be.
When you thought I wasn‘t looking, I learned most of life‘s lessons that I need to know to be a good and productive person when I grow up.
When you thought I wasn‘t looking, I looked at you and wanted to say, "Thanks for all the things I saw when you thought I wasn‘t looking."
(Written by a former child)
When you thought I wasn‘t looking, I saw you hang my first painting on the refrigerator, and I immediately wanted to paint another one.
When you thought I wasn‘t looking I saw you feed a stray cat, and I learned that it was good to be kind to animals.
When you thought I wasn‘t looking, I saw you make my favorite cake for me and I learned that the little things can be the special things in life.
When you thought I wasn‘t looking I heard you say a prayer, and I knew there is a God I could always talk to and I learned to trust in God.
When you thought I wasn‘t looking, I saw you make a meal and take it to a friend who was sick, and I learned that we all have to help take care of each other.
When you thought I wasn‘t looking, I saw you give of your time and money to help people who had nothing and I learned that those who have something should give to those who don‘t.
When you thought I wasn‘t looking, I saw you take care of our house and everyone in it and I learned we have to take care of what we are given.
When you thought I wasn‘t looking, I saw how you handled your responsibilities, even when you didn‘t feel good and I learned that I would have to be responsible when I grow up.
When you thought I wasn‘t looking, I saw tears come from your eyes and I learned that sometimes things hurt, but it‘s all right to cry.
When you thought I wasn‘t looking, I saw that you cared and I wanted to be everything that I could be.
When you thought I wasn‘t looking, I learned most of life‘s lessons that I need to know to be a good and productive person when I grow up.
When you thought I wasn‘t looking, I looked at you and wanted to say, "Thanks for all the things I saw when you thought I wasn‘t looking."
Tuesday, May 20, 2008
Project Management and IBM Pulse08
I was fortunate to speak again this year at IBM’s Pulse Conference (Maximo World last year). My presentation for this year’s event was entitled “A Project Management Approach to Implementing Maximo”. As described by IBM, the Pulse conference, held in Orlando, FL (USA) brings together an audience of more than 4000 Tivoli®, Maximo® and Tivoli Netcool® users with IBM partners, industry analysts, and IBM technical experts for one spectacular global event dedicated to the latest technology and best practices in service management.
One of the highlights of the conference so far was listening to one of the keynote speakers, Lance Armstrong. Lance has a passion for his foundation - LiveStrong - and his story regarding his battle with cancer and seven Tour De France victories was compelling and inspirational.
In closing, while my presentation focused on our organization’s Maximo IT project, I believe the presentation would be beneficial to any project manager whether they are managing an IT initiative or some other kind of project. If you would like a copy of the presentation drop me an e-mail.
One of the highlights of the conference so far was listening to one of the keynote speakers, Lance Armstrong. Lance has a passion for his foundation - LiveStrong - and his story regarding his battle with cancer and seven Tour De France victories was compelling and inspirational.
In closing, while my presentation focused on our organization’s Maximo IT project, I believe the presentation would be beneficial to any project manager whether they are managing an IT initiative or some other kind of project. If you would like a copy of the presentation drop me an e-mail.
Tuesday, May 13, 2008
End of Project Review/Audit Questions
Here is an excerpt of a document I found in my project document library (you have one don't you?). I don't have the author's name, but will be will be happy to credit him/her if somebody knows the source.
Project Audit Questions
The project audit questions are broken into four topic categories: project management practice, critical incidents, project results and suggestions for the future. These questions cover the major categories of importance for most projects. However, if for a particular project an important category is missed, additional questions can be proposed by team members.
Individuals should first answer all the questions in this section, and then analyze those with a "No" answer.
A) Project Management Practice
Was the project goal clear?
Was a core team established?
If yes, did it remain together for the entire project?
Was a detailed project plan developed?
If yes, did the core team participate in developing it?
Did the plan cover the entire process from concept to customer?
Was the project deadline truly negotiated with the project sponsors?
Were core team members made aware of the benefits of the project for themselves?
for the organization?
Were core team members continually aware of what was expected of them?
and when it was expected?
Did the top management support the project throughout its duration?
Was the customer or end user (or customer representative group) involved early in the project?
Was the customer always fully informed of project progress?
project changes?
project setbacks or failures?
project delays?
Were customer expectations
solicited?
included?
met?
exceeded?
Was project communication sufficient?
Were meetings held regularly?
Was timely project information readily available?
Did team members know who to contact if there was a delay or other problem?
Did the core team meet regularly with
top management?
customer(s)?
contributing department managers?
other interested parties?
Did the project have a detailed budget?
Was it a help during the project?
Now review those questions with a "No" answer. What problems do you think may have been generated by the lack of that factor? What could you, or did you, do to rectify those problems?
What changes or procedures would you recommend for future projects?
B) Critical incidents
Were there things on the project that seemed to go wrong due to a variety of outside forces? Describe these critical incidents. What could have been done (e.g. what signal heeded, data tallied or meetings held) to avoid or minimize these incidents? What do you recommend for future projects?
C) Project results
How well do project results relate to the original plan?
What were the major deviations from the original plan?
Of the major deviations listed, which ones were caused by:
-lack of planning or planning technique skill.
-lack of foresight, not seeing entire project process.
-change in technology.
-change in customer specification or expectation.
-"random" events.
What suggestions would you make to help minimize deviations? What suggestion would you make to help discover necessary product changes faster, more in the beginning of the project when making changes is much cheaper?
Project Audit Questions
The project audit questions are broken into four topic categories: project management practice, critical incidents, project results and suggestions for the future. These questions cover the major categories of importance for most projects. However, if for a particular project an important category is missed, additional questions can be proposed by team members.
Individuals should first answer all the questions in this section, and then analyze those with a "No" answer.
A) Project Management Practice
Was the project goal clear?
Was a core team established?
If yes, did it remain together for the entire project?
Was a detailed project plan developed?
If yes, did the core team participate in developing it?
Did the plan cover the entire process from concept to customer?
Was the project deadline truly negotiated with the project sponsors?
Were core team members made aware of the benefits of the project for themselves?
for the organization?
Were core team members continually aware of what was expected of them?
and when it was expected?
Did the top management support the project throughout its duration?
Was the customer or end user (or customer representative group) involved early in the project?
Was the customer always fully informed of project progress?
project changes?
project setbacks or failures?
project delays?
Were customer expectations
solicited?
included?
met?
exceeded?
Was project communication sufficient?
Were meetings held regularly?
Was timely project information readily available?
Did team members know who to contact if there was a delay or other problem?
Did the core team meet regularly with
top management?
customer(s)?
contributing department managers?
other interested parties?
Did the project have a detailed budget?
Was it a help during the project?
Now review those questions with a "No" answer. What problems do you think may have been generated by the lack of that factor? What could you, or did you, do to rectify those problems?
What changes or procedures would you recommend for future projects?
B) Critical incidents
Were there things on the project that seemed to go wrong due to a variety of outside forces? Describe these critical incidents. What could have been done (e.g. what signal heeded, data tallied or meetings held) to avoid or minimize these incidents? What do you recommend for future projects?
C) Project results
How well do project results relate to the original plan?
What were the major deviations from the original plan?
Of the major deviations listed, which ones were caused by:
-lack of planning or planning technique skill.
-lack of foresight, not seeing entire project process.
-change in technology.
-change in customer specification or expectation.
-"random" events.
What suggestions would you make to help minimize deviations? What suggestion would you make to help discover necessary product changes faster, more in the beginning of the project when making changes is much cheaper?
Wednesday, April 30, 2008
Be On Time!
Being late to meetings, family outings, or any other event is unacceptable. In preparing my presentation for this year's IBM Pulse08 Conference in Orlando, FL I used a quote in one of my slides from Tom Peters that says, "Don’t over-schedule - Running late is inexcusable at any level of seniority; it is the ultimate mark of self-importance mixed with contempt."
Being consistently late for meetings is unacceptable, rude, and tells others that you are more important than them. If you don't have time to attend all the meetings you are invited to then decline them. Don't accept a meeting invitation and show up late.
You are never too important or too busy to be on time. You own your schedule and it is your job to manage it properly.
DON'T BE LATE!
Sunday, April 20, 2008
Are We Getting Dumber?
The article below amazed me. I think a lot of the people this airline agent has spoken to over the years have worked on my projects.
Reservations of an Airline Agent
(After Surviving 130,000 Calls from the Traveling Public)
by Jonathan Lee -- The Washington Post
I work in a central reservation office of an airline. After more than 130,000 conversations — all ending with “Have a nice day and thanks for calling” — I think it’s fair to say that I’m a survivor.
I’ve made it through all the calls from adults who didn’t know the difference between a.m. and p.m., from mothers of military recruits who didn’t trust their little soldiers to get it right, from the woman who called to get advice on how to handle her teenage daughter, from the man who wanted to ride inside the kennel with his dog so he wouldn’t have to pay for a seat, from the woman who wanted to know why she had to change clothes on our flight between Chicago and Washington (she was told she’d have to make a change between the two cities) and from the man who asked if I’d like to discuss the existential humanism that emanates from the soul of Habeeb.
In five years, I’ve received more than a boot camp education regarding the astonishing lack of awareness of our American citizenry. This lack of awareness encompasses every region of the country, economic status, ethnic background, and level of education. My battles have included everything from a man not knowing how to spell the name of the town he was from, to another not recognizing the name as “Iowa” as being a state, to another who thought he had to apply for a foreign passport to fly to West Virginia. They are the enemy and they are everywhere.
In the history of the world there has never been as much communication and new things to learn as today. Yet, after I asked a woman from New York what city she wanted to go to in Arizona, she asked, “Oh… is it a big place?”
I talked to a woman in Denver who had never heard of Cincinnati, a man in Minneapolis who didn't know there was more than one city in the South ("wherever the South is"), a woman in Nashville who asked, "Instead of paying for your ticket, can I just donate the money to the National Cancer Society?", and a man in Dallas who tried to pay for his ticket by sticking quarters in the pay phone he was calling from.
I knew a full invasion was on the way when, shortly after signing on, a man asked if we flew to exit 35 on the New Jersey Turnpike. Then a woman asked if we flew to area code 304. And I knew I had been shipped off to the front when I was asked, "When an airplane comes in, does that mean it's arriving or departing?"
I remembered the strict training we had received -- four weeks of regimented classes on airline codes, computer technology, and telephone behavior -- and it allowed for no means of retaliation. "Troops," we were told, "it's real hell out there and ya got no defense. You're going to hear things so silly you can't even make 'em up. You'll try to explain things to your friends that you don't even believe yourself, and just when you think you've heard it all, someone will ask if they can get a free round-trip ticket to Europe by reciting 'Mary Had a Little Lamb.'"
Well, Sarge was right. It wasn't long before I suffered a direct hit from a woman who wanted to fly to Hippopotamus, NY. After I assured her that there was no such city, she became irate and said it was a big city with a big airport. I asked if Hippopotamus was near Albany or Syracuse. It wasn't. Then I asked if it was near Buffalo. "Buffalo!" she said. "I knew it was a big animal!"
Then I crawled out of my bunker long enough to be confronted by a man who tried to catch our flight in Maconga. I told him I'd never heard of Maconga and we certainly didn't fly to it. But he insisted we did and to prove it he showed me his ticket: Macon, GA. I've done nothing during my conversational confrontations to indicate that I couldn't understand English. But after quoting the round-trip fare the passenger just asked for he'll always ask: "...Is that round trip?" After quoting the one-way fare the passenger just asked for he'll always, always ask: "...Is that one-way?" I never understood why they always question if what I just gave them is what they just asked for. Then I realized it was part of the hell Sarge told us about.
But I've survived to direct the lost, correct the wrong, comfort the wary, teach U.S. geography and give tutoring in the spelling and pronunciation of American cities. I have been told things like: "I can't go stand-by for your flight because I'm in a wheelchair." I've been asked such questions as: "I have a connecting flight to Knoxville. Does that mean the plane sticks to something?" And once a man wanted to go to Illinois. When I asked what city he wanted to go to in Illinois, he said, "Cleveland, Ohio."
After 130,000 little wars of varying degrees, I'm a wise old veteran of the communication conflict and can anticipate with accuracy what the next move by "them" will be. Seventy-five percent won't have anything to write on. Half will not have thought about when they're returning. A third won't know where they're going; 10 percent won't care where they're going. A few won't care if they get back. And James will be the first name of half the men who call.
But even if James doesn't care if he gets to the city he never heard of; even if he thinks he has to change clothes on our plane that may stick to something; even if he can't spell, pronounce, or remember what city he's returning to, he'll get there because I've worked very hard to make sure that he can. Then with a click in the phone, he'll become a part of my past and I'll be hoping the next caller at least knows what day it is.
Reservations of an Airline Agent
(After Surviving 130,000 Calls from the Traveling Public)
by Jonathan Lee -- The Washington Post
I work in a central reservation office of an airline. After more than 130,000 conversations — all ending with “Have a nice day and thanks for calling” — I think it’s fair to say that I’m a survivor.
I’ve made it through all the calls from adults who didn’t know the difference between a.m. and p.m., from mothers of military recruits who didn’t trust their little soldiers to get it right, from the woman who called to get advice on how to handle her teenage daughter, from the man who wanted to ride inside the kennel with his dog so he wouldn’t have to pay for a seat, from the woman who wanted to know why she had to change clothes on our flight between Chicago and Washington (she was told she’d have to make a change between the two cities) and from the man who asked if I’d like to discuss the existential humanism that emanates from the soul of Habeeb.
In five years, I’ve received more than a boot camp education regarding the astonishing lack of awareness of our American citizenry. This lack of awareness encompasses every region of the country, economic status, ethnic background, and level of education. My battles have included everything from a man not knowing how to spell the name of the town he was from, to another not recognizing the name as “Iowa” as being a state, to another who thought he had to apply for a foreign passport to fly to West Virginia. They are the enemy and they are everywhere.
In the history of the world there has never been as much communication and new things to learn as today. Yet, after I asked a woman from New York what city she wanted to go to in Arizona, she asked, “Oh… is it a big place?”
I talked to a woman in Denver who had never heard of Cincinnati, a man in Minneapolis who didn't know there was more than one city in the South ("wherever the South is"), a woman in Nashville who asked, "Instead of paying for your ticket, can I just donate the money to the National Cancer Society?", and a man in Dallas who tried to pay for his ticket by sticking quarters in the pay phone he was calling from.
I knew a full invasion was on the way when, shortly after signing on, a man asked if we flew to exit 35 on the New Jersey Turnpike. Then a woman asked if we flew to area code 304. And I knew I had been shipped off to the front when I was asked, "When an airplane comes in, does that mean it's arriving or departing?"
I remembered the strict training we had received -- four weeks of regimented classes on airline codes, computer technology, and telephone behavior -- and it allowed for no means of retaliation. "Troops," we were told, "it's real hell out there and ya got no defense. You're going to hear things so silly you can't even make 'em up. You'll try to explain things to your friends that you don't even believe yourself, and just when you think you've heard it all, someone will ask if they can get a free round-trip ticket to Europe by reciting 'Mary Had a Little Lamb.'"
Well, Sarge was right. It wasn't long before I suffered a direct hit from a woman who wanted to fly to Hippopotamus, NY. After I assured her that there was no such city, she became irate and said it was a big city with a big airport. I asked if Hippopotamus was near Albany or Syracuse. It wasn't. Then I asked if it was near Buffalo. "Buffalo!" she said. "I knew it was a big animal!"
Then I crawled out of my bunker long enough to be confronted by a man who tried to catch our flight in Maconga. I told him I'd never heard of Maconga and we certainly didn't fly to it. But he insisted we did and to prove it he showed me his ticket: Macon, GA. I've done nothing during my conversational confrontations to indicate that I couldn't understand English. But after quoting the round-trip fare the passenger just asked for he'll always ask: "...Is that round trip?" After quoting the one-way fare the passenger just asked for he'll always, always ask: "...Is that one-way?" I never understood why they always question if what I just gave them is what they just asked for. Then I realized it was part of the hell Sarge told us about.
But I've survived to direct the lost, correct the wrong, comfort the wary, teach U.S. geography and give tutoring in the spelling and pronunciation of American cities. I have been told things like: "I can't go stand-by for your flight because I'm in a wheelchair." I've been asked such questions as: "I have a connecting flight to Knoxville. Does that mean the plane sticks to something?" And once a man wanted to go to Illinois. When I asked what city he wanted to go to in Illinois, he said, "Cleveland, Ohio."
After 130,000 little wars of varying degrees, I'm a wise old veteran of the communication conflict and can anticipate with accuracy what the next move by "them" will be. Seventy-five percent won't have anything to write on. Half will not have thought about when they're returning. A third won't know where they're going; 10 percent won't care where they're going. A few won't care if they get back. And James will be the first name of half the men who call.
But even if James doesn't care if he gets to the city he never heard of; even if he thinks he has to change clothes on our plane that may stick to something; even if he can't spell, pronounce, or remember what city he's returning to, he'll get there because I've worked very hard to make sure that he can. Then with a click in the phone, he'll become a part of my past and I'll be hoping the next caller at least knows what day it is.
Saturday, April 12, 2008
Goober on Paper
I don’t claim to be a good writer. While I wish I were, some things are just not meant to be. Having said that, I came across the following article that may be of use to someone. Project managers write a lot, and any tips that we can get to make our communications concise and more effective can only make our projects better.
WRITING TIPS
1. Cut the boring parts
I try to leave out the parts that people skip. ~Elmore Leonard
Unless you’re writing for personal reasons alone, you need to consider the attention of your readers. There’s no point is publishing content that isn’t useful, interesting, or both.
2. Eliminate unnecessary words
Substitute “damn” every time you’re inclined to write “very;” your editor will delete it and the writing will be just as it should be. ~Mark Twain
I used to feel that using words like “really”, “actually”, or “extremely” made writing more forceful. It doesn’t. They only get in the way. Cut them and never look back.
3. Write with passion
Fill your paper with the breathings of your heart. ~William Wordsworth
It’s not hard to realize that unless you’re excited about your writing no one else will be.
4. Paint a picture
Don’t tell me the moon is shining; show me the glint of light on broken glass. ~Anton Chekhov
Simply stating something is fine, but when you need to capture attention, using similes, metaphors, and vivid imagery to paint a picture creates a powerful emotional response.
5. Keep it simple
Vigorous writing is concise. ~William Strunk Jr.
Maybe it was all those late nights, struggling to fill out mandatory 10 page papers, but many people seem to think that worthwhile writing is long and drawn out. It’s more difficult (and effective) to express yourself in the simplest possible manner.
6. Do it for love
Write without pay until somebody offers to pay. ~Mark Twain
When you’re just starting out it’s hard to decide where to begin. So don’t. Just start writing. A blog is a good place to start. The most valuable benefit is the feedback.
7. Learn to thrive on criticism
You have to know how to accept rejection and reject acceptance. ~Ray Bradbury
Writing means putting yourself at the mercy of anonymous hecklers and shameless sycophants. Learn to make the most of the insults and distrust the praise.
8. Write all the time
Quantity produces quality. If you only write a few things, you’re doomed. ~Ray Bradbury
The way you define yourself as a writer is that you write every time you have a free minute. If you didn’t behave that way you would never do anything. ~John Irving
9. Write what you know … or what you want to know
If any man wish to write in a clear style, let him be first clear in his thoughts; and if any would write in a noble style, let him first possess a noble soul. ~Johann Wolfgang von Goethe
Learn as much by writing as by reading. ~Lord Acton
Successful writing is all about trust and authority. It makes sense to write about your area of expertise. If you don’t have an expertise, reading and writing is the best way to develop one and put it on display.
10. Be unique and unpredictable
I owe my success to having listened respectfully to the very best advice, and then going away and doing the exact opposite. ~G.K. Chesterton
Consistency is the last refuge of the unimaginative. ~Oscar Wilde
Zest. Gusto. How rarely one hears these words used. How rarely do we see people living, or for that matter, creating by them. Yet if I were asked to name the most important items in a writer’s make-up, the things that shape his material and rush him along the road to where he wants to go, I could only warn him to look to his zest, see to his gusto. ~Ray Bradbury
Following what works will only get you so far. Experiment with new styles, even if it means taking criticism. Without moving forward, you’ll be left behind.
WRITING TIPS
1. Cut the boring parts
I try to leave out the parts that people skip. ~Elmore Leonard
Unless you’re writing for personal reasons alone, you need to consider the attention of your readers. There’s no point is publishing content that isn’t useful, interesting, or both.
2. Eliminate unnecessary words
Substitute “damn” every time you’re inclined to write “very;” your editor will delete it and the writing will be just as it should be. ~Mark Twain
I used to feel that using words like “really”, “actually”, or “extremely” made writing more forceful. It doesn’t. They only get in the way. Cut them and never look back.
3. Write with passion
Fill your paper with the breathings of your heart. ~William Wordsworth
It’s not hard to realize that unless you’re excited about your writing no one else will be.
4. Paint a picture
Don’t tell me the moon is shining; show me the glint of light on broken glass. ~Anton Chekhov
Simply stating something is fine, but when you need to capture attention, using similes, metaphors, and vivid imagery to paint a picture creates a powerful emotional response.
5. Keep it simple
Vigorous writing is concise. ~William Strunk Jr.
Maybe it was all those late nights, struggling to fill out mandatory 10 page papers, but many people seem to think that worthwhile writing is long and drawn out. It’s more difficult (and effective) to express yourself in the simplest possible manner.
6. Do it for love
Write without pay until somebody offers to pay. ~Mark Twain
When you’re just starting out it’s hard to decide where to begin. So don’t. Just start writing. A blog is a good place to start. The most valuable benefit is the feedback.
7. Learn to thrive on criticism
You have to know how to accept rejection and reject acceptance. ~Ray Bradbury
Writing means putting yourself at the mercy of anonymous hecklers and shameless sycophants. Learn to make the most of the insults and distrust the praise.
8. Write all the time
Quantity produces quality. If you only write a few things, you’re doomed. ~Ray Bradbury
The way you define yourself as a writer is that you write every time you have a free minute. If you didn’t behave that way you would never do anything. ~John Irving
9. Write what you know … or what you want to know
If any man wish to write in a clear style, let him be first clear in his thoughts; and if any would write in a noble style, let him first possess a noble soul. ~Johann Wolfgang von Goethe
Learn as much by writing as by reading. ~Lord Acton
Successful writing is all about trust and authority. It makes sense to write about your area of expertise. If you don’t have an expertise, reading and writing is the best way to develop one and put it on display.
10. Be unique and unpredictable
I owe my success to having listened respectfully to the very best advice, and then going away and doing the exact opposite. ~G.K. Chesterton
Consistency is the last refuge of the unimaginative. ~Oscar Wilde
Zest. Gusto. How rarely one hears these words used. How rarely do we see people living, or for that matter, creating by them. Yet if I were asked to name the most important items in a writer’s make-up, the things that shape his material and rush him along the road to where he wants to go, I could only warn him to look to his zest, see to his gusto. ~Ray Bradbury
Following what works will only get you so far. Experiment with new styles, even if it means taking criticism. Without moving forward, you’ll be left behind.
Friday, March 21, 2008
Leadership Assessment Questions - How would others rate you?
RATING SCALE - 1 – Strongly Disagree, 2 – Disagree, 3 – Neither Agree or Disagree
4 – Agree, 5 – Strongly Agree
1. Effectively engages others to improve service delivery and follow-through on problem resolution. (Service Delivery)
2. Positively influences the team to translate customer needs into valued deliverables (i.e. work products and services. (Action Focus)
3. Ensures that agreed-upon commitments to internal and external customers are fulfilled. (Customer commitment)
4. Develops strong partnerships throughout the enterprise that foster positive customer relationships. (Organizational Relationships)
5. Stays calm and even-tempered when handling crises, stressful situations, or unexpected developments; does not become cynical, moody, or hostile when times are tough. (Composure)
6. Brings conflict into the open by encouraging constructive two-way communication, focusing on solutions and maintaining positive working relationship with those who disagree. (Conflict Resolution)
7. Builds effective teams by modeling open communication, providing constructive feedback, and encouraging different viewpoints. (Building Effective Teams)
8. Effectively facilitates group discussion by helping groups to define objectives, staying on task, soliciting diverse input, summarizing accomplishments and outlining next steps. (Group Facilitation)
9. Encourages a sense of job ownership by routinely soliciting input from team members, incorporating ideas into actions and holding the team accountable for results. (Empowering Teams)
10. Listens attentively and actively to both what is said and to non-verbal cues; has the patience to hear people out; accurately restates the opinions of others even when he/she disagrees. (Listening)
11. Demonstrates integrity in difficult situations by maintaining a balance between constructively identifying concerns, being upfront and honest, and maintaining respectful work relations. (Acting with Integrity)
12. Consistently acts in line with the best interest of the organization as well as in accordance with organizational policies during both good and tough times. (Ethics)
13. Builds and maintains trusting work relationships by being candid and upfront in a respectful and helpful manner, keeping confidences, following through on commitments, and practicing what is preached. (Building Trust)
14. Listens to complaints, suggestions, concerns, or requests; demonstrates consistency, impartiality, and even-handedness in making decisions. (Fairness)
15. Seeks opportunities to learn and actively works to continuously improve him/herself. Stays up-to-date on current practices and trends in his/her field. (Self Development)
16. Regularly solicits feedback on opportunities to improve oneself or delivery of products and services; implements ideas and suggestions to improve results. (Continual improvement)
17. Manages projects by breaking the work into process steps, establishing appropriate project teams, measuring performance against goals, and evaluating results. (Project Management)
18. Builds individual capacity by providing stretch tasks and assignments. Encourages others to learn and grow. Developing Others)
19. Creates focus by establishing priorities based on business needs; quickly zeros in on the critical few. (Prioritizing)
20. Seeks out and optimizes all available resources to achieve the best results efficiently, consistent with organization objectives. Knows who to involve and when. (Resourcefulness)
21. Effectively aligns fiscal resources to support strategic and business plans. (Fiscal Planning)
22. Effectively aligns technology resources to support strategic and business plans. (Technological planning)
23. Originates new and unique ideas; moves beyond the status quo and looks for better ways of doing things. (Innovation/Creativity)
24. Identifies obstacles and generates potential solutions to achieve challenges. (Problem-Solving)
25. Willing to try unconventional methods and/or to take personal risks to achieve desired outcomes that are consistent with organization objectives. (Risk Taking)
26. Accurately anticipates future trends and consequences. Sees the long-range implications of tactical decisions made today. Has broad knowledge and perspective. Can create competitive and breakthrough strategies and plans. (Strategic Thinking)
27. Considers various resources, obstacles, risks, perspectives, adverse reactions and financial impact when making recommendations and committing to action. (Critical Thinking)
28. Addresses performance issues by providing current, direct, complete, actionable, and developmental feedback to others; lets people know where they stand and supports others with ideas for continual improvement. (Coaching)
29. Takes responsibility and tackles difficult situations without passing them off to someone else; after making a mistake, admits it and either personally makes corrections or seeks assistance from others. (Ownership)
30. Drives for results; pushes ahead and maintains focus when confronted with obstacles. (Results Oriented)
4 – Agree, 5 – Strongly Agree
1. Effectively engages others to improve service delivery and follow-through on problem resolution. (Service Delivery)
2. Positively influences the team to translate customer needs into valued deliverables (i.e. work products and services. (Action Focus)
3. Ensures that agreed-upon commitments to internal and external customers are fulfilled. (Customer commitment)
4. Develops strong partnerships throughout the enterprise that foster positive customer relationships. (Organizational Relationships)
5. Stays calm and even-tempered when handling crises, stressful situations, or unexpected developments; does not become cynical, moody, or hostile when times are tough. (Composure)
6. Brings conflict into the open by encouraging constructive two-way communication, focusing on solutions and maintaining positive working relationship with those who disagree. (Conflict Resolution)
7. Builds effective teams by modeling open communication, providing constructive feedback, and encouraging different viewpoints. (Building Effective Teams)
8. Effectively facilitates group discussion by helping groups to define objectives, staying on task, soliciting diverse input, summarizing accomplishments and outlining next steps. (Group Facilitation)
9. Encourages a sense of job ownership by routinely soliciting input from team members, incorporating ideas into actions and holding the team accountable for results. (Empowering Teams)
10. Listens attentively and actively to both what is said and to non-verbal cues; has the patience to hear people out; accurately restates the opinions of others even when he/she disagrees. (Listening)
11. Demonstrates integrity in difficult situations by maintaining a balance between constructively identifying concerns, being upfront and honest, and maintaining respectful work relations. (Acting with Integrity)
12. Consistently acts in line with the best interest of the organization as well as in accordance with organizational policies during both good and tough times. (Ethics)
13. Builds and maintains trusting work relationships by being candid and upfront in a respectful and helpful manner, keeping confidences, following through on commitments, and practicing what is preached. (Building Trust)
14. Listens to complaints, suggestions, concerns, or requests; demonstrates consistency, impartiality, and even-handedness in making decisions. (Fairness)
15. Seeks opportunities to learn and actively works to continuously improve him/herself. Stays up-to-date on current practices and trends in his/her field. (Self Development)
16. Regularly solicits feedback on opportunities to improve oneself or delivery of products and services; implements ideas and suggestions to improve results. (Continual improvement)
17. Manages projects by breaking the work into process steps, establishing appropriate project teams, measuring performance against goals, and evaluating results. (Project Management)
18. Builds individual capacity by providing stretch tasks and assignments. Encourages others to learn and grow. Developing Others)
19. Creates focus by establishing priorities based on business needs; quickly zeros in on the critical few. (Prioritizing)
20. Seeks out and optimizes all available resources to achieve the best results efficiently, consistent with organization objectives. Knows who to involve and when. (Resourcefulness)
21. Effectively aligns fiscal resources to support strategic and business plans. (Fiscal Planning)
22. Effectively aligns technology resources to support strategic and business plans. (Technological planning)
23. Originates new and unique ideas; moves beyond the status quo and looks for better ways of doing things. (Innovation/Creativity)
24. Identifies obstacles and generates potential solutions to achieve challenges. (Problem-Solving)
25. Willing to try unconventional methods and/or to take personal risks to achieve desired outcomes that are consistent with organization objectives. (Risk Taking)
26. Accurately anticipates future trends and consequences. Sees the long-range implications of tactical decisions made today. Has broad knowledge and perspective. Can create competitive and breakthrough strategies and plans. (Strategic Thinking)
27. Considers various resources, obstacles, risks, perspectives, adverse reactions and financial impact when making recommendations and committing to action. (Critical Thinking)
28. Addresses performance issues by providing current, direct, complete, actionable, and developmental feedback to others; lets people know where they stand and supports others with ideas for continual improvement. (Coaching)
29. Takes responsibility and tackles difficult situations without passing them off to someone else; after making a mistake, admits it and either personally makes corrections or seeks assistance from others. (Ownership)
30. Drives for results; pushes ahead and maintains focus when confronted with obstacles. (Results Oriented)
Monday, March 03, 2008
Thoughts on Politics and Projects
My thoughts today are partially inspired by Tom Peters whom I have written about in the past.
A great/WOW project always changes (Has to be for the better) the way organizations work.
Tom Peters says – “WOW Projects = Changing the Rules”
He also says, “Changing the Rules = Pissing off members of the Establishment”.
If your project is pushing massive change through your organization there will be people that are going to be upset, and some of them might try to derail your project. These small thinkers will be envious, jealous, might feel you are invading their turf, or are just afraid of change. Sometimes you will have to use your political skills to go around them, go through them, or better yet find ways to get them on your side. All three approaches can take time, energy, and patience.
Quick Rules and Thoughts
Project management politics can be brutal. When big changes occur big guns come out.
Politics is life; however politics can and must be managed if your project is going to be successful.
Don’t let the status quo kill your great ideas or derail your project. Be flexible, but firm when it comes to implementing your project's deliverables, but don’t ignore the political realities.
Politics is the art of getting things done. As Tom Peters says “No Politics=No Implementation”.
Develop powerful allies in your organization to help you get your project implemented. Be sure to show appreciation to all those people that help you along the way.
Don’t implement anything in your project that can’t be verified (verifiable milestones).
A great/WOW project always changes (Has to be for the better) the way organizations work.
Tom Peters says – “WOW Projects = Changing the Rules”
He also says, “Changing the Rules = Pissing off members of the Establishment”.
If your project is pushing massive change through your organization there will be people that are going to be upset, and some of them might try to derail your project. These small thinkers will be envious, jealous, might feel you are invading their turf, or are just afraid of change. Sometimes you will have to use your political skills to go around them, go through them, or better yet find ways to get them on your side. All three approaches can take time, energy, and patience.
Quick Rules and Thoughts
Project management politics can be brutal. When big changes occur big guns come out.
Politics is life; however politics can and must be managed if your project is going to be successful.
Don’t let the status quo kill your great ideas or derail your project. Be flexible, but firm when it comes to implementing your project's deliverables, but don’t ignore the political realities.
Politics is the art of getting things done. As Tom Peters says “No Politics=No Implementation”.
Develop powerful allies in your organization to help you get your project implemented. Be sure to show appreciation to all those people that help you along the way.
Don’t implement anything in your project that can’t be verified (verifiable milestones).
Monday, February 04, 2008
Organizational Project Management Dysfunction
Studies have shown there are lots of out of control projects in organizations. One of the contributing factors to this fact is the lack of qualified project management professionals. Many organizations tag people and assign them to run projects even though they have little to no experience and/or training in project management. Even with training, we know that training alone does not make a project manager. It takes years of experience to build project management competence.
Project management is a discipline, and as such requires people with self-discipline, and project management knowledge and experience to be successful. Too many times organizations look at a person’s technical and/or functional skills and make the assumption they can train them in the project management basics. They also wrongly assume these individuals will make a quick, smooth transition and be effective, capable project managers. You aren’t effective at anything if you aren’t measured against your performance. Most “accidental” project managers fail miserably because they don’t have the experience, or aren’t interested in doing the job.
Immature organizations tend to add project management to people’s job function rather than recognizing that project management is a profession. Organizations won’t be successful entrusting large complex projects to accidental project managers.
Organizations can help themselves by realizing that project management competence is measurable, and project management results are what matters. If you don’t measure it, you can’t manage it. Inconsistent project results are many times the result of having the wrong people planning the wrong things in the wrong order, and using the wrong resources at the wrong times while following the wrong (or no) process while looking for the wrong results.
Competency at anything requires training, knowledge, and experience. Providing project management training without the benefit of ongoing mentoring is just asking for poor project results and dissatisfied customers.
Project management is a profession. Training alone doesn’t build professionalism. It takes lots of time and varied experiences, and even then some people never become professional project managers. I have said it before and believe the statement that “knowledge plus experience equals wisdom”. Without wise project managers an organization stands little chance of consistently delivering successful project results.
Project management is a discipline, and as such requires people with self-discipline, and project management knowledge and experience to be successful. Too many times organizations look at a person’s technical and/or functional skills and make the assumption they can train them in the project management basics. They also wrongly assume these individuals will make a quick, smooth transition and be effective, capable project managers. You aren’t effective at anything if you aren’t measured against your performance. Most “accidental” project managers fail miserably because they don’t have the experience, or aren’t interested in doing the job.
Immature organizations tend to add project management to people’s job function rather than recognizing that project management is a profession. Organizations won’t be successful entrusting large complex projects to accidental project managers.
Organizations can help themselves by realizing that project management competence is measurable, and project management results are what matters. If you don’t measure it, you can’t manage it. Inconsistent project results are many times the result of having the wrong people planning the wrong things in the wrong order, and using the wrong resources at the wrong times while following the wrong (or no) process while looking for the wrong results.
Competency at anything requires training, knowledge, and experience. Providing project management training without the benefit of ongoing mentoring is just asking for poor project results and dissatisfied customers.
Project management is a profession. Training alone doesn’t build professionalism. It takes lots of time and varied experiences, and even then some people never become professional project managers. I have said it before and believe the statement that “knowledge plus experience equals wisdom”. Without wise project managers an organization stands little chance of consistently delivering successful project results.
Tuesday, January 15, 2008
Attributes of Great People
What common behaviors or attributes turn ordinary people into great people? Here are a few I have assembled from various sources, including Tom Peter’s book "Reinventing Work, The Project 50" .
Great people almost always have had some of the traits below.
They are Risk Takers
They often don’t appear rational
They are obsessed with success (success is clearly defined up front)
Their ideas are often ahead of their time
They can be peculiar, creative, off-the-wall
They are often described as irreverent
They have a burning passion to make their dreams come true
They are determined to make a difference
They have little tolerance for the “the way it has always been done” crowd
They have thick skin
They have charisma
They thrive on chaos and often love to generate chaos
They are great at what they do
They hate J.A.M.S – Just Another Mediocre Success (Tom Peters)
They have a positive influence on the lives of others (not everyone, all the time)
They make lots of mistakes and are quick to admit they made them
They often ask forgiveness vs. permission
They hate, hate, hate politics and petty people. (They will occasionally play the “political” game to get what they want, but they know most career politicians are disingenuous, self-centered, and are only interested in furthering their own careers.)
They are great at marketing
They are often (not always) great listeners
They are masters of the little (important) things
They know how to sell
They hate whiners, complainers, and corporate Dilberts
They aspire to something higher than themselves
They are concerned with doing the “right” thing
They often make lots of people mad (usually the politicians and career procrastinators)
They know how to laugh
They call others out for a lack of commitment or disingenuous behavior
They know that most of the “suits” are empty
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Should project managers adopt some/all of these behaviors? The great ones already have.
Thursday, January 03, 2008
Your Project Sponsor is a Risk
Enterprise IT applications are supposed to help organizations with collaboration and cost reduction. Additionally, they should assist in gaining personnel efficiencies by helping to provide access to information required to make timely management decisions. As every project manager knows these enterprise applications can be difficult to implement, and often don’t deliver on their promises. Why is this? I believe the number one reason for enterprise software implementation project failure is the lack of a strong, engaged, focused, and available executive sponsor.
IT customers are demanding more from their software and want results that help them reduce their bottom line, gain efficiencies, and do more with less. Line managers have a justified fear of giving up control of their legacy applications because of past IT miscues and screw-ups (YES, ALL IT DEAPARTMENTS ARE GUILTY OF MISCUES AND SCREW-UPS). A project manager’s job is to help integrate departmental business processes across the enterprise to help ensure the software meets the customer’s needs. A project manager can’t accomplish this task on his or her own. Implementing an enterprise software application can be a daunting task and requires the skills and talents of many people. When these projects fail responsibility is shared by all stakeholders, but the blame falls equally between the project manager and the project sponsor.
PM FOR DUMMIES 101 - In order to successfully implement enterprise IT applications organizations first need to create the culture and climate that ensures investments in information technology contribute to a desired future outcome rather than continuing past practices.
Project Manager Tip – PLAN then DO Quickly. The just “do it” culture is usually a culture fraught with project failures and ruined careers. Run from a job that requires that the project manager follow the failed mantra that says “Ready, Fire, Aim”!
Many departments in today’s organizations feel they are locked into their legacy applications and are resistant or refuse to change. This legacy thinking is the main impediment to change (i.e. your project). Some people refer to these legacy applications as “code museums”. The people holding on to these legacy applications don’t have the vision of the enterprise. For this reason it is important to have a senior executive as a project sponsor when implementing an enterprise application. The sponsor articulates the vision and drives the change to the culture, PERIOD. NEVER forget this fact.
Finally, the executive sponsor must understand the technology being implemented, the culture where the change is taking place, and the benefits of implementing the desired solution. He or she must be willing to “kick some ass” to get the solution implemented in a timely fashion, and ensure the solution provides the required benefits to the organization.
Remember: An invisible project sponsor is your project’s biggest risk.
IT customers are demanding more from their software and want results that help them reduce their bottom line, gain efficiencies, and do more with less. Line managers have a justified fear of giving up control of their legacy applications because of past IT miscues and screw-ups (YES, ALL IT DEAPARTMENTS ARE GUILTY OF MISCUES AND SCREW-UPS). A project manager’s job is to help integrate departmental business processes across the enterprise to help ensure the software meets the customer’s needs. A project manager can’t accomplish this task on his or her own. Implementing an enterprise software application can be a daunting task and requires the skills and talents of many people. When these projects fail responsibility is shared by all stakeholders, but the blame falls equally between the project manager and the project sponsor.
PM FOR DUMMIES 101 - In order to successfully implement enterprise IT applications organizations first need to create the culture and climate that ensures investments in information technology contribute to a desired future outcome rather than continuing past practices.
Project Manager Tip – PLAN then DO Quickly. The just “do it” culture is usually a culture fraught with project failures and ruined careers. Run from a job that requires that the project manager follow the failed mantra that says “Ready, Fire, Aim”!
Many departments in today’s organizations feel they are locked into their legacy applications and are resistant or refuse to change. This legacy thinking is the main impediment to change (i.e. your project). Some people refer to these legacy applications as “code museums”. The people holding on to these legacy applications don’t have the vision of the enterprise. For this reason it is important to have a senior executive as a project sponsor when implementing an enterprise application. The sponsor articulates the vision and drives the change to the culture, PERIOD. NEVER forget this fact.
Finally, the executive sponsor must understand the technology being implemented, the culture where the change is taking place, and the benefits of implementing the desired solution. He or she must be willing to “kick some ass” to get the solution implemented in a timely fashion, and ensure the solution provides the required benefits to the organization.
Remember: An invisible project sponsor is your project’s biggest risk.
Friday, December 07, 2007
Trust and the Project Manager (revised repost)
In my career I have found that the ability to work well with others, show empathy towards their needs, and being trustworthy have done more to help me be successful than being overly reliant on tools such as pert charts, resource loaded histograms, and quantitative risk analysis documents.
When managing any size project the project manager needs to focus on what is most important to that project's success. Only you, your sponsor, and stakeholders can answer the question of what is most important. Is the most important thing getting the project done on time, coming in at or under budget, delivering at a high level of quality, or having a big WOW factor? (See Tom Peter's – “The Project 50” book for more on the WOW factor). You must decide what the Project “Driver” is before you begin your planning.
Remember, don't get caught in the trap of believing that if you meet your Time, Cost, and Scope objectives your project is a success. If your users and/or sponsor aren't satisfied with the project's results YOUR PROJECT IS A FAILURE! Every project needs a project sponsor, charter, a budget, a realistic agreed upon schedule, competent resources, a list of valid assumptions, a list of the project’s constraints, dependencies, and people assigned to your team that are dedicated and personally committed to seeing the project succeed. However, you as the project manager must have the trust of all stakeholders and demonstrate that your are committed to doing your best and delivering on your promises.
Without the trust of your peers, management, and customers your project management career is doomed to failure.