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.
Wednesday, June 11, 2008
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?