November: Thanksgiving Special Bundle Offer

Hey, so have you been reading the blog?

You already know that today’s the DAY- the Thanksgiving special bundle offer goes LIVE. In fact it already has.

So, whether you are celebrating Diwali or Thanksgiving this month- be nice to someone, help someone out, give somebody a chance.

And that’s precisely why I have kept the price the same for the book and this month instead of just the book, you get a bunch of cool stuff all for the same money! Check out the entire details on the cool stuff by clicking here.

If you are new to project management: this bundle offer is a perfect setting for you to know and learn not only about project management but also at the same time meet the project managers from UK, US, India, Netherlands etc. Learn about how they made it, what’s their schedule, how do they focus, what are the 3 things you need to have to be successful and their failures and fears. Get access to awesome webinar by the industry experts and listen in with your own login.

If you already are into project management, take time this weekend to go through the webinars and get the PDU’s and forward the book/s to your mentee.

Like what you read and would like to contribute to the #PMOT community- send me an email and let’s set up a time for an interview. Be an inspiration this holiday season.

(Pic Courtesy: Google Images)

The Project Manager- Does your location matter?

Anything you can do, I can do it better and cheaper.

The goal has been to save 30 percent of the salary cost. Hence outsourced.

Forrester says jobs moving off US shores will rise to 472, 632 by 2012. 

However, they key work never travels and most authors say it has to do with the quality of resources. Like understanding business as a whole can be the requirement of jobs in US , however when it comes to the offshore crew- it’s all about maintaining the hierarchy, not questioning your boss because he is always right (I think women encourage more questions than men), keeping your head down and just get your piece of work done, you can talk about ideas but they are rarely taken action upon unless of course the same idea comes from onsite- then it’s considered brilliant.

For example most IT companies (especially the big names) in India, screen potential candidates based on their grades (a certain percentage to qualify) and even the slightest of gap in your resume is considered grave enough reason to take the candidate off the potential job interview.

So, No you can’t absolutely take the time to travel the world, can’t start your own business (a big NO in resumes), and cannot freelance because which means you are not putting your entire self to work. You should not be a risk taker, an entrepreneurial spirit or question decisions – everything that is encouraged in the States. And yet, you are expected to work for clients and gel well with them, when clearly the work culture and mode of hiring is way different than their offshore counterparts.

So, who is to blame?

I know there are lots of project managers in US, who don’t want to hire offshore resources just because of the culture difference - it’s not about baseball scores, it’s a bigger issue of not having a real conversation. the inability to communicate and the fact that risks are not communicated. No wants to be the bearer of bad news for the fear of the local management. So, the option is always cover up and save your job.

The offshore industry is drilled with its inherent culture from day one so strongly that is becomes more natural with time. You stop seeing it as a weird trait really. If you want to keep your job, you learn to shed your individualism.

So, more than often you will have employees complaining of long hours, boring jobs and rarely a scope to learn more. Most of them trying to look for better opportunities go for an MBA, Masters in US or move with jobsto US and never come back. The same resource then happily becomes individuals- the person they are and strong contributors to their teams (where they are heard).  

I have spent hours over it, read researches done on offshore teams (still doing it) and have always wondered why is that the all project management jobs in India comes with a backlog of list of languages you have to know (more the merrier), more than 10 years of experience and in most cases is aligned for resources who have climbed the ladder from being a junior developer to a project manager over the years.

In the hiring process I think lays the answer; it’s all about being billable. One person perhaps has to do the work for more than one resource and having multiple skills is a simple way to keep the cost down. Plus, the skilled strategist or the thinker is employed onsite and the offshore office team is created really to get the work done. 

If the price wasn’t cheap enough, jobs wouldn’t come as well, right? Unless, the industry is a game changer and thinker in its own way.

So, there’s a huge difference in being a project manager based on where you are.....a project manager in US is way different from the project manager in India- agree? So, how should you train? How will you know the skills you need to acquire? 

So, while you think on this and comment here (would love to hear from you)or on twitter , here's a special discount offered when you take a Prince 2 course here. All you have to do is use the code for a 10% discount "steppingintopmgift"

(Pic Courtesy)

Fight it out- To achieve your goal

In all the work that spills into our busy days, we forget what our team members can expect from us. Or for that matter what you expect from your manager.

There are times works pushed down the alley because no one wants to do it, you can’t say no or linger on with the last hope that if I take this project, I will have access to the good one next time.

I hope the strategy works out for you, but sometimes in the midst of all this and the effort you put in - it doesn’t. In those trying times, try fighting it out- with yourself first.

Sometimes its so easy to convince yourself that they are right- after all they are the ones with more experience or control/authority. I think it has to do more with the imposter syndrome where we are so convinced with self- doubt that we take it for reality.

It’s a pity that so much talent is wasted because of the failure to be recognized, nurtured and sponsored . I remember being in a meeting where a new director had walked in and told us how one of his craziest decision turned out to be the most profitable. He interviewed someone for a position in one his companies before where skills didn’t match but he liked the fire he saw in the girl to make it. She needed the job, had lost her husband and the job is all she wanted. He hired her inspite of the mismatch- a gamble he took based on his intuition. And never regretted, turns out she learned the ropes and was the best employee in a year and stayed with the company.

Lesson- never assume about someone before you give them a chance.

Be sure about your goals and if you are side tracked, don’t blame others for thinking that you are not serious about it. Fight it out- for the chance you deserve with yourself, your team or your boss. Don’t allow anyone to second guess your abilities. 

When it comes to you- give someone a chance. Help them be who they are and what they want from their work. If you can’t be the mentor or give them a job or a project, at least help them find one. Refer to friends and colleagues, sources of information and allow their dreams come true.

If nothing else, its good Karma!

Interview with a Project Manager & his Tea Business

Tony Gebely works in IT- thats how I met him. He also has been working with small tea farmers in China, Japan, India, Nepal, and New Zealand to secure the best hand-crafted teas possible at fair prices for the Chicago Tea Garden.

He's great guy (yes, I know him) and love the tea (I have ordered from his company while in Chicago. Tea is awesome, so is the story that comes with it).

He has been sucessfull (click here for reviews/press coverage) , is running his business and who better to interview than someone who has been doing 2 things successfully. A project Manager in tea business!

To read more about the company and know him, see his blog.



You worked in IT and then you decided to start your business- why?
I wanted to be on a path where I could one day be my own boss and make my own hours. Also, being in the tea industry, I’d be able to travel to tea origins, so I gave it a go.

Why Tea?
I fell in love with tea while backpacking through Asia in 2005 and again in 2008, I started Chicago Tea Garden in 2010. I found that there is a huge lack of respect for tea in American culture, and I wanted to help forge an understanding of tea and it’s roots.

You are one of those very few people who still have a regular full time job and are successful in the business? How do you split and manage your time between the two?
This is very difficult, I have a full time job, I’m writing a book, and I’m running  the business. The weeks for me are very busy I usually have 12-14 hour working days from Monday – Friday, every now and then I’ll spend a weekend day working or holding a tea tasting, but for the most part I relax on the weekends.

Has your experience in IT or project management really helped you in your business? Do you plan through everything?
Yes, my experience in IT has helped tons, it’s a web-based business so I treated the entire build-out like a project and still do. I’m working on version 2 of the website right now. Early on, I realized that since I’m a one-man team, every single thing I do has to be well planned out and be 100% effective if I’m going to compete with tea companies that have entire teams of people working for them.

3 things you wished you knew when you started your business.
1.There is no such thing as free time unless your mind is also clear during your free time.
2.How long it takes to become profitable.
3.All about the mess that is business tax law. Ugh.

How is running a business different from running a project?
It isn’t really. A business is just a collection of small projects. When one is done, another starts, and there can be many going on at once. I use Asana (used to use basecamp) just to keep track of all fronts of the business.

Thanks Tony. 

(Pic Courtesy)

PMOT Author 3- Peter Taylor

The PMOT author series continues and this time we have Peter Taylor.

Turns out, all you have to do is get the first one published and the rest follows. Peter has another coming out in 2012- watch this space. 

It’s a big milestone to be an author- why did you decide to be one?

Having my first book The Lazy Project Manager published by Infinite Ideas changed my professional life. I had long wanted to write but never seemed to get the right idea but then I started speaking at various conferences and after a while I had ambitions to widen my audience and to get on to the international speaking circuit. It was only once I had a book to support and promote me that I began to be noticed.

A book lends gravitas and authority to its author (assuming it's a good book and all the evidence suggests that ‘The Lazy Project Manager’ is indeed a good book!) It can set agendas. It receives reviews in trade media that raise the author's profile.

The book has helped me internationally, too. ‘The Lazy Project Manager’ has been a bestseller on the Amazon Kindle store in the USA and I've had a huge number of enquiries for speaking gigs and consultancy as a result (I have presented in New Zealand, Brazil, USA, Germany, Poland, France, Romania, Sweden, Hungary, Netherlands and many more).

Honestly a book written by you to sell (or give) to clients is the best piece of marketing collateral you can own.

What are your published works and where can we find them?

• The Lazy Project Manager (Infinite Ideas)
• The Lazy Winner (Infinite Ideas)
• Leading Successful PMOs (Gower)
• The Art of Laziness (Infinite Ideas)- eBook only

And in 2012 there will be Project Branding (Gower) and a new ‘Lazy’ book as well.

All books are available on Amazon and through my own website 

How long did it take you to write your last published book?

Well there is the writing then there is the editing cycle and all of my books have taken a varied time but, as an example, my current book ‘Project Branding’ has taken about 9 months to put together – mainly as this is case study based and this requires time to secure case studies, support and encourage contributors, and in editing the case studies before weaving them in to a coherent book. As a comparison ‘The Lazy Project Manager’ was written much faster with the writing and editing process concluding in less than 3 months.

What was your schedule like while working full time and writing it?

Again the two books were very different. For ‘The Lazy Project Manager’ I took time off work and wrote solidly for about 9 days to write the first draft. For ‘Project Branding’ is has been a low level effort in writing for a much longer period and this will be concluded with a few days ‘tidying up’ over the holiday season to complete this one.

How different is authoring a book from blogging?

Well I have to say that when I do write I often look again at my blogs and often there are some ideas or material that can be re-used, in an expanded form of course. But really for a book I like to ‘architect’ the major themes and chapters and then look at the way this flows and connects in a logical and concise way. Once I have that then I write and, often, things change as you progress through the writing period but generally the high level structure is fairly stable. Blogs can, in comparison, be short, sharp and specific and the next blog can be (in the words of Monty Python) ‘something completely different.

Three things every #PMOT author should know?

Well three pieces of advice I would say to any aspiring author is:

·         Don’t wait until you have written the book to try and find a publisher. Do your research on suitable publishers and check out their requirements for submissions, and start applying.

·         Use your network to get advice and make connections.

·         Blog – and blog some more. It is great practice and a wonderful source of ideas.

Is it difficult finding a publisher?

It can be. I have spoken to many people about this since I released my first book and a lot have not been as lucky as I was. Actually for this very reason I have collaborated with the publishers of ‘The Lazy Project Manager’ and ‘The Lazy Winner’ and I now have a website that offers some advice (text, videos and a free eBook on ‘Getting Published) to help would-be authors around the world.

No guarantees of a deal but my publishers have offered to at least have a chat with anyone who has a reasonable idea for a book.

And, of course, there are increasing ways to self-publish these days.

Name a book/incident/person that inspired you to become an author.

There are many books that I have enjoyed, and still enjoy, that I could say were inspirations to me but if I have to pick one author it would be Brian Tracy and if I have to pick one of his books it would have to be ‘Eat that Frog’.

I like Brian’s books because they are short, easy to read and to the point, and I like ‘Eat that Frog’ because it deals with a problem that we all face.

Peter is a dynamic and commercially astute professional who has achieved notable success in Project Management. He is also an accomplished communicator and is a professional speaker as well as the author of ‘The Lazy Project Manager’ (Infinite Ideas) and ‘Leading Successful PMOs’ (Gower) and ‘The Lazy Winner’ (Infinite Ideas).

More information can be found at www.thelazyprojectmanager.com  and www.thelazywinner.com and www.leadingsuccessfulpmos.com – and through his free podcasts in iTunes.

(Pic Courtesy: Google Images)

Team Building- Pt1

Have a team?  Have trouble communicating them. Feel you are always on the wrong side?

And you want to win them over?

Here are some theories:

•Maslow’s Team Building Theory- his pyramid had 5 levels and you have to complete one to move on to the next. From the bottom:

• Survival/basic needs
• security/safety Needs
• Social
• Ego status/Esteem Needs
• Self-actualization

So, identify your team members level, make them comfortable and let them move forward to the next.

•Theory X and Theory Y-Developed by Douglas McGregor, he described 2 opposing views of style that will influence management style.

Theory X- is the tradional view of direction and style
Theory Y- a self directed workforce that takes an interest in the goals of their organisation and integrates some of their own goals into these.

Theory X assumes:
•The average person dislikes work and will avoid it unless directly supervised.
•Employees must be coerced, controlled and directed to ensure that organisational objectives are met.
•The threat of punishment must exist within an organisation.
•In fact people prefer to be managed in this way so that they avoid responsibility.
•Theory X assumes that people are relatively un-ambitious and their prime driving force is the desire for security.

Theory Y effectively takes the opposite view.

It assumes:
•Employees are ambitious, keen to accept greater responsibility and exercise both self-control and direction.
•Employees will, in the right conditions, work toward organisational objectives and that commitment will in itself be a reward for so doing.
•Employees will exercise their imagination and creativity in their jobs if given the chance and this will give an opportunity for greater productivity.
•Theory Y assumes that the average human being will, under the right conditions, not only accept responsibility but also seek more.
•Lack of ambition and the qualities of Theory X are not inherent human characteristics but learned in working environments that suffocate or do not promote Theory Y behaviours.

•The color Works- Team Building Theory- The Colour Works uses a psychological model of behaviours that helps teams to understand similarities and differences in order to become more effective.

A 25-frame online evaluator measures our preferences for the use of all 4 colour energies.We will all have a dominant, a secondary, a tertiary and a least preferred energy.This detailed questionnaire is designed to measure these levels as it uses a sliding scale of responses rather than a simple YES or NO.The resulting profile is comprehensive - a minimum of 24 pages covering amongst other things strengths, weaknesses, stress points, blind spots, management style, preferred environment, communication needs, value to the team - often scarily insightful and unique to the profilee.

The order and intensity of your colour preferences places you on a 72-type wheel, made up of 8 archetypes, as follows:

THE DIRECTOR
Has the ability to focus on results. They decide what it is they want from life and set a strategy to achieve it. Their natural assertiveness means they will push both themselves and others to achieve goals.  They are not put off by setbacks.

THE MOTIVATOR
Has enormous enthusiasm that he spreads to those around them.  Their drive to succeed gives them a high level of motivation to achieve their dreams.  They are not easily put off and find it easy to think positively about every situation.

THE INSPIRER
Has well-developed people skills and has a constant need to enjoy interactions with others. They are persuasiveand their quick minds produce creative solutions to others' problems.

THE HELPER
Has a genuine desire to help others and put their needs first. This makes them flexible and adaptable with a natural ability to share ideas and knowledge.

THE SUPPORTER
 Has a true team approach.  Their expert listening skills can uncover others' true needs and they are loyal to both their colleagues and their organisation.

THE CO-ORDINATOR
Can pull all the loose ends together to organise themselves and others in a structured approach.  Their planningand time management skills make them thorough and reliable.

THE OBSERVER
 Can write the book on product knowledge required for their job.  When others need the facts to make a decision, they know them.  They set the standards for others and analyse and collect the data.

THE REFORMER  
Has a natural desire to monitor and judge performance.  Their own approach is disciplined and logical and they back this up with a determination to succeed.

What are you using to effectively work with your team?


(Content courtesy) 
(Image Courtesy: Google images)

Newbie?

Just because you are an intern and newbie:

•Observe your boss to imitate them as much as you can and want to- you will get a feel of what they like.
•Be you, it matters even among the more experienced crowd.
•Ask questions, see document libraries, gather as much information you can from meeting, conversations etc.
•Don’t back out during all conversations and fault findings. Hold your own.
•Don’t let others tell you how much you are worth, you know better than that.
•No one has the right to make you feel inferior without your permission. Dont let that happen.
•When nothing seems to be working out, don’t loose hope. It happens, instead focus on things you can do. Get a certification, see the requirement, ensure your work is around fulfilling those requirements.
•Be careful about what you say in the office. And your social networking sites.
•Even if you feel nothing is working out, stay. Stay for 4-6 months to let everything fall in its place.
•Quitting is good, but not without a plan.
•Amidst all the chaos, try finding a mentor. She/he will guide you to navigate the mess.
•Try to keep a happy face, makes you look friendlier.

Here are some awesome links that might be interesting:
Best agile Books
More on Kanban 
No such Thing As Bad Decision

CPR Technique

This post has been taken from http://www.dhavalpanchal.com

The software world has misused so many terms from the medical profession that one more would not hurt.

CPR – Categorize, Prioritize, Resolve.
This is simple mnemonic that aids me to be methodical in my approach towards uncovering and resolving impediments.

Categorize:
How do you view your world?
To me lack of impediments is like moving in a frictionless environment. This state exists when
a. No work is being done
b. It is an ideal theoretical context

To challenge myself and my teams to look beyond business as usual, I look to creating a categorization mechanism that people can relate to. Lean concepts of load, flow and waste are very simple to understand and use.

There are other categorizing perspectives such as
1. process, tools, technology, culture
2. Not enough time, Takes a lot of time
3. Personal, Team, Organizational
4. Stop, Stall, Go!
5. One off, Always, Sometimes
There are no limits to how you may slice your world of work, expose perspectives and uncover impediments that were hidden.

Prioritize:
The purpose of prioritizing is two fold:
1. Identify impediments that have most negative impact on having ‘fun’ at work
2. Select a handful of impediments that should be worked through resolution.
For impact assessment, ‘dot-voting’ could be a technique to bubble up impediments that sap most energy from your team. (As has been done on the picture above)
Many impediments get treated as ‘Business as usual’  - often times because people are not sure how to influence or act towards resolution. Impediments that get ignored or not addressed fall through the cracks and ignored and accepted as norms for team/organization culture.
Recognizing where the team can take action, where they can influence and what is ‘the soup’ is very important to focus on what can be done over what should be done.

As a self directed exercise, the team members move impediment stickies to into an appropriate zone. Items that they feel they can act upon and attempt to resolve within the team fall into the ‘me’ circle. Items that can be influenced and require assistance from managers, organizationals, other teams etc fall into the influence zone. Items that can’t be acted upon or resolved via influence are in the soup. Many organizational scale impediments tend to fall into the soup.

Resolve:
Take action on resolving impediments that are in the ‘me’ zone. Act towards influencing others in your organization to assit with impediments in the ‘influence’ zone. Expose impediments that are in the soup to senior management, as they are best positioned to address these.

Identifying problems have a negative impact while resolving problems have a positive impact.

Scrum

Details on Scrum and everything you need to know.

CSM (Scrum Certified Master) 

Requirements include:

·         Familiarize with scrum basics

·         Attend CSM course

·         Asses your progress through online evaluation.

CSP (Scrum Certified Professional) 

                Requirements include:

·         Download the application  and illustrate hands on experience

·         Send the complete application for review and approval to the Review committee.

·         On approval you pay $250  for certification fee

CST (Scrum Certified Trainer) 

Requirements include:

• Have a solid understanding of the Scrum framework, a deep understanding of the principles and values that are the foundations of Scrum, and a clarity on what belongs to Scrum and what is an extension or complement;
• Have extensive experience of implementing and/or coaching Scrum inside organizations;
• Be active in the wider Scrum community, through actual and virtual interaction with other Scrum and Agile thinkers and practitioners;
• Have training experience beyond just Scrum, be willing to explore new ways of working and be committed to continuous improvement.

SCC (Scrum Certified Coach) 

 experts in Scrum, both in theory and in practice. They have an in-depth understanding of the practices and principles of Scrum and have real experience on actual Scrum projects.

• Does your ScrumMaster need a mentor?
• Does your Product Owner need help learning how to work with a product backlog?
• Are you having trouble breaking sprint backlog items into task lists?
• Are your sprints consistently ending with unfinished work? 
• Is estimating so hard that your sprint planning lasts beyond its timebox?
• Does your management underestimate the scope of organizational change necessary for Scrum to be successful?
• Are you facing challenges with multi-team Scrum projects?
• Is your organization having difficulty implementing the Scrum framework in conjunction with other methodologies?
• Is the team encountering obstacles with organizational impediments?
• Does your organization need coaching and guidance on scaling Scrum?

And there are more, you can also be a Certified Product Owner or developer.

More on Kanban. 

A Peek into the Fabulous Life of Project Managers (e-book)

The much awaited E-book is finally ready and you can download it.

It's free.

The E-book has contributions from:

• Andreas Splett
• Deepa Koshy
• Elizabeth Harrin
• Geoff Crane
• Josh Nankivel
• Peter Taylor
• Raj Menon
• Robert Kelly
• Samad Aidane

The e-book takes you through the fantastic journey of all these project managers and their stepping into it. From their inspiration to their regular routine the book covers all you have ever wanted to know about being a Project Manager.

If you like what you read, share it and drop a line or tweet to the lovely contributors (you will find their contact info in the e-book). What an honor to have them all together.

For download, click here.

Steve Jobs and his brilliant Presentation Skills

Direction- leads your team

As simple as it sounds- clear direction is a key component of any project.

I have seen organizations where everyone assumes the other person knows everything and can move ahead. This doesn’t make sense.

So if you are a new project manager, do your team a favor and make sure they have what they need to get the work done.

Don’t assume:

• New member of your team know their role like the oldies do. They don’t, so tell them what you need from them .
• Any given work, should come with direction of deadline, limitations, what needs to be done, where the information is stored, whom can they communicate with etc. 
• By sharing information and giving directions you save time and your project by clearing off complications and wasting time.
• If you have written documents, share them. If you don’t email with bullet points, so the job role is defined.
• If you haven’t done any of the above, don’t barge in one day and tell your team that they have been lousy and not done their job on time.

Practice what you preach.

(pic:Google images)

Dear Sr. Project Managers/PMO Directors

Dear Senior Project Managers/PMO Directors,
I have built my own door for someone to come knocking (Hint: If opportunity doesn’t knock, build a door -Milton Berle). And I need your help. 

I know you are busy- with meetings, stakeholder communications, more charts and graphs, keeping up with your coffee addiction and running PMO’s. 

I’ll cut it short and say- I am looking for my next job/project/assignment. I'm diligent, smart and have positive review of my projects and client handling, it led to clients coming back for other projects as well.

So, I know what I am doing and where I want to go after I finish building the door. I like challenges, learning new skills, techniques and just when you think it is impossible- I will change your mind. 

I take risks and listen to my inner voice. I deal with clients and team members as other human beings and love what I do so much that I don’t want to give it up. 

I’m looking for an organization/PMO preferably in and around Chicago but don’t mind relocating within States or outside as long as I get to do what I love- more projects.

If you don’t have an empty chair in sight, feel free to forward this to someone else who might.

If you would like to know more click here or I can connect with you on Linkedin. 

If you really want to know how I work, feel free to contact my co-workers or fellow bloggers independently who have known me for years now, that way you don’t have to worry about me taking them out to expensive lunches to make sure they give good reviews.  They know me well enough to talk about my work, ideas, implementation skills, teamwork, independent thinking capability, decision making and completion of sucessful projects.

If you need an updated resume email me (steppingintopm@gmail.com)please.


Yours sincerely,
Soma Bhattacharya.