Summer Break

Apr 16, 2010 | 0 comments |
I'm taking a summer break till April and will return in May.

Enjoy!

Negative influence- get rid of it

Apr 9, 2010 | | 1 comments |
if you like who you are and want to get more from life, your job, tip a little more and get the moon- what is one thing you should completely discard from your life?

Simple- negative influence!

Even if you cant be super-positive about anything, try getting rid of the negativity and you are already feeling better.

Here's what to get rid of to feel better:
  • all the people who pretend to be your friends and question you every move- you are worth more than this.
  • your peers who will ell you to drop the certifications plans, because how much it is worth it- really?
  • relatives who tell you to that you can relax now because what will working so hard get you- you never know, till you try!
  • your boss when downplays your ability- don't let it get to you, he just doesn't want to qualify you by another raise.
  • when you think its time to give up- call your mentor, your best friend, your mom or anyone who believes you more than you believe yourself.
What are you so scared off? Walk past those that don't believe in you and show them what you are made off.

To read more on how to get rid of negative influence:


PM Community over the web

If you have wondered where to look at to find all the project management sites and blogs, look no further- PPM Community is here.

It has the entire list of blogs available in the web and a great way to learn all you can for free. If you like what you see, just vote for the blogs.

To follow them on twitter, click here.

It's that simple! Enjoy.


Interview with Bill Thom

Apr 2, 2010 | | 0 comments |
We interview Bill Thom, who is a former engineer from the hydraulics industry. Since then Bill has obtained his PMP certification and a Masters Degree in Information Systems Management. He is also a Contributor and Reviewer of the PMBOK Fourth Edition.

Though Project Management and Information Systems Management is the focus of his vocation, he can be found traveling with camera in hand to capture an image to share with others.What an amazing project manager, who brings in the following interview what project management is all about.


Why did you decide to be a project manager?

I decided to become a project manager when I noticed that many of the projects I was working on as a developer seemed to be in a constant state of flux. Having had a history in the military, there was a discipline developed in me that told me there has got to be a better way to do things. Even though technology was advancing and applications were in development, I saw this need to wrap a logical process around what is being done. That’s where project management steps in and guided me in a direction that made sense.


Do you think the "blame game" is a big part when a project fails? Have you ever encountered it?

I do not necessarily feel that the “blame game” is part of project failure. I feel that the “blame game” becomes part of finding out why a project is failing. I have encountered the “blame game” in my history of being a project manager and I have also witnessed the ‘blame game” by others. An important thing to remember is that failure is an event not a person, as my friend Zig Ziglar has pointed out to me.


How do you think people should handle themselves when they are being blamed for failure of projects?

Pointing blame may not get you the desired results which is project success. As a project manager instead of blame let’s re-frame this into a lessons learned scenario. The blame may be found to be a lack of knowledge or a lack of a PM procedure. Take the opportunity to try to make the next project run smoother. Make each team member feel that the focus is on getting the job done and making improvements going forward.


What should newbies when thinking of joining project management know about it?

We are all familiar with check lists, to do lists, or whatever you want to call them. Though these are good for task at hand management, they do not take into account the PM process groups or knowledge areas. If Project Managers did nothing more than manage checklists, our value to organizations and our credentials would be worthless. Project Managers need to add value and be aware of the organizations big picture. I have written a couple of articles that may shed some more light in this. Another here.

BTW: The PMI accepted all of my articles for PDU’s … Every PM should take this into consideration.


Tell us something abut your blog- why did you start blogging?

There are a couple of reasons I started a blog. In 2009 I felt that I had knowledge and expertise to share with the project management community and I felt a blog was good for that. I had also published some PM articles and I wanted to provide my site visitors with links to them.

You are also very active in Twitter, do you think social media is bringing in a new communication style for project managers to network among themselves and perhaps with their team?

I feel that Blogs, Twitter, LinkedIn and Facebook intertwine and assist PM’s with a variety of methods to learn, grow,share information and network. I have had LinkedIn requests from others who have read my blog or articles and want to keep in touch. I consider @JohnEstrella (on Twitter) a mentor. His thoughts, vision and use of Twitter has been quite impressive. I feel that not only have I shared my ideas on the topic of Project Management with others, I have learned from others in the field and incorporated their knowledge into my PM style. For project teams Twitter may not be the best way to communicate. This may be due to the confidentiality of projects and information to be retained within the walls of the organization.


One thing you shouldn't do, if you want to end up as a project manager?

In September of 2009 @corneliusficht posted … "Everyone asks for a strong project manager - when they get him/her they don't want him/her." As we become older, wiser and more experienced project managers we can read that post again and see a whole new meaning. Some businesses want PM’s to come in like a bull in a china shop and whip it into shape. Others want projects managed successfully without knocking people around in the process. Some businesses want project management processes and then feel it’s too much effort. Then there are businesses that want a PM and do not have a clue what project management is about. I could go on but I think you get the picture.

To answer the question … Never stop learning, never become complacent. Businesses today are looking to improve processes and react quickly to the economic climate. Ask yourself what you can do in your organization to improve project management processes that will be advantageous and streamline deliveries.

If you would like to connect with Bill and continue with the conversation, you can find him in linkedin, twitter and facebook.

Understanding people- 7 rules you should know

Mar 29, 2010 | | 1 comments |
If you are a project manager thats because you understand people well. If you are not one and would like to be on, follow the rules taken from here.

Rule One: Never blame malice for what can easily be explained by conceit.
Rule Two: Few Social Behaviors are Explicit
Rule Three: Behavior is Largely Dictated by Selfish Altruism
Rule Four: People Have Poor Memories
Rule Five: Everyone is Emotional
Rule Six: People are Lonely
Rule Seven: Did I Mention People Are Self-Absorbed?

You can read the details here, the source for the article.

New certification for Project Managers working with NGO

If you are a project manager who likes to help and build something for humanity, be there and work within the system- I have news for you.

There's a new certification in town for project managers- check it out here.

"The idea behind the qualification is to help project managers and teams use their resources effectively. A working group to establish the new certification, comprising twelve international NGOs, found that between them, just a 1% improvement in effectiveness would yield an additional $47m to spend on projects! APMG has been working with pm4ngos on this exciting project and will launch the qualification in April"- Kate Winter, PR Manager, APM group.

Get ready now, another certification to add in your resume.


Need a new job? Keep reading

Mar 22, 2010 | | 1 comments |
If you like your job or think its boring, here are some amazing reads that will at least get you thinking.

If you think after you read these articles, chances are you will try to evaluate them and perhaps even implement at work or home. If you are looking for a change, you want to keep these handy and may be even pass it on.

Now, that you are listening here's the list:

Project Management implemented

Project Management mostly is seen as such a closed circle that it amazes me. It is one thing that can be implemented in lots of ways and in various situations.

So, when Keller School of Management started a discussion around entrepreneurship and project management, it had to be known.

PMIEF has been doing a lot to spread it among students to develop leadership and communication.

When put to use with right mind set, this is one thing that with proper planning and understanding, most of the impossible can be done.

Project Management Toolkit for Youth

What are you doing to spread the word?

Interview with Geoff Crane

Geoff is fun personified.

Project Managers are stressed, looking for the next problem and it shows. It different with Geoff, he seems relaxed, having fun and can make you smile.

He had his share of stress and decided to take it easy and have fun. He talks about his journey and what a great person to talk to.

How did you get into project management?
It happened sort of by accident. I had been managing projects in a small way for some time, although I hadn’t really considered myself a project manager. I wouldn’t actually hear that term for a few years yet. I was just a kid working for a global bank that closed its Toronto office (where I’d been working). In recompense, they offered me a job in the Far East, to build a trading floor. I had no idea what to do, but I figured, well, if it’s a total disaster, at least I got to go Asia.

I hit the ground running and just started “dealing”. People threw problems at me that I had no skill in managing, so I did the only thing I knew how to do. I started making connections: “this person over here should do that, do you know so-and-so? That person over there is the right guy to get that job done”. I adopted a strategy of keeping the communication flowing and never fully letting go of any pieces. And I worked hard.

The bank was happy with my work and offered for me to stay for “a year”. Right, so ten years later, I finally left. By that time I’d taken hundreds of projects on, so I guess somewhere in there was where it happened.

Any incident you might want to share from your very first day in your role as the project manager?
I’m not really sure exactly where I became “the project manager”. It happened by degrees. But I’ll tell you of an early project where I agreed to build a trading portal for high net worth clients in Asia. From scratch. In three months. Sheesh.

My plane touched down, and I showed up for the first meeting. Senior executives started lambasting me with questions…right there…on the first day. “What’s the plan for security?” “Who is the customer base?” “What’s the marketing plan?” “Why don’t you know?” They all just bombarded me. Some of the questions I didn’t even have the base vocabulary to understand, and my legs weren’t firmly under me yet. After a few moments of this, I stared back at them and said the first thing I could think of. It was something like, “you’re asking me all these questions about what I want, but have you decided what you want yet?”

That sparked a crazy debate where they all stopped looking at me and gave me a chance for my armpits to stop sweating from the scrutiny. I learned a ton of important lessons on that particular project; but on that day, I learned to deflect pressure away from myself so I could give myself space to think clearly.

What, according to you, are the pre-requisites to become a project manager?
If you’re asking me if there’s a silver bullet credential out there for a project manager to get and be successful, I don’t believe there is. There’s the PMP and other similar types of certifications you can get, but all they do is teach project theory. Don’t get me wrong; theory has its place, but it can’t prepare you for the realities waiting for you on the ground.

From my perspective, a project manager needs a big set of ears, resilience and a ton of guts. If he or she comes to a project with those three things, they have what it takes in my opinion.

Sadly I’ve watched a lot of project managers with a lot of letters after their names flounder over the years. It’s easy for new project managers to get overwhelmed by all the moving parts, the irate stakeholders, and the fact that once a project gets underway, it becomes an unstoppable whirlwind that’s very easy to lose control of.

Active listening, fast and direct communication, and the ability to both roll with the punches and stand up for what they believe in are tools every project manager must possess.

Your persona over twitter seems very fun and yet at the same time you mention you are stressed managing projects and want to spend more time with family. So talk to me more about how stressful it really gets.
I think I said, “I’m tired of the stress” of big projects. And yes, it does wear on you after awhile. Age does some great things for you in terms of putting things in perspective, and helping you find paths of least resistance. You need that because age also sometimes makes you fall asleep after lunch drooling at your desk (with the younger office staff pointing and giggling at you through the glass). When a project gets particularly hairy, it can be tough finding the energy to keep things moving if you’re not super efficient.

In my later career, I had the pleasure (?) of managing a portion of a spectacularly complex program. This beast ate people up and spat them out. It was a joke that a senior partner at the firm I was working for started to include “not for the faint of heart” on resource requisitions.

I was responsible for nine parallel software releases on antiquated hardware from the 1960s and 1970s, each of which interfaced with every major national bank. Each bank had no less than 50 separate interfaces, and a dearth of testing environments. The program included resources from competing vendors all of whom were jockeying to be “the vendor who really knew how to do things properly,” and so would regularly put people down in very public daily status meetings with dozens of people. Add to that: mechanical failures, regression, a ridiculous number of development environments, and layer upon layer of management to plug holes, and you can kiss your budget goodbye. I would dream at night about huge columns of red numbers toppling over and burying me.

In a case like this, you can do a very thorough job of planning everything out, but the plan becomes something reviewed each and every day. You look at the issues du jour and reprioritize on the fly, throwing process out the window in favour of just making a tiny bit of progress before a week is through. The important thing to remember is to just keep going. No matter what happens, don’t stop. If you make progress, celebrate it for what it is, even if, in the grand scheme of things, the progress seems infinitesimal.

Don’t be shy about raising issues either. Be loud and be heard above everyone else. Stakeholders and executive management may not like what you have to say, but they can’t fault you for withholding information.

So, what are you focusing more on now? Tell us about your website.

At this point I guess I’ve tried to reinvent myself a little to change with the times. These are much leaner years and I want to position myself to continue doing what I always loved as part of my job as project manager, which is guiding people. I’ve hung up my hat as a PM, and am now taking up the mantle of project coach.

Papercut is about making sure project managers have the right resources at their disposal to enable them to do their jobs. I provide free collaboration tools for clients to manage their engagements, and an expert eye to watch out for the constant pitfalls that plague all project managers. When my clients run into problems, I pull from my own library of tools I’ve built over the years and teach them how to use them. This way I can provide client organizations with my expertise, at a fraction of the cost had they hired me outright. And when I’m done, the organization has a project manager who’s learned on the job without as much pain.

What’s the secret of being a sane project manager? :)
It’s very easy to let a project consume you. You can create vicious little circles where you spend so much time on the project that your non-work life suffers. That creates more stress in the long run, which then spills over into the workday, causing you to work even harder on the project to compensate for your reduced attention.

At the end of the day, a burned-out project manager is a wasted resource. Know your limits going into the project and plan it out such that your limits don’t have to be tested. The project needs you to see it all the way through to the end.

If it all goes south despite your best efforts, remember, it’s just another project. A comet is not about to come crashing into the earth because it didn’t go well, and the seas are not going to rise up and swallow you whole. The project will get corrected or cancelled, and another one will take its place.

Care about your project; just don’t care so much you become a liability.

The most difficult thing of being a project manager that no one really talks about.
There’s loads of literature on analytics and best practices and the like but what I don’t hear enough about managing expectations. When you say you’re going to do something, no matter how flip, no matter in what context, it’s absolutely vital that you follow through. Basically, if you say you’re going to do something, do it.

Maybe because that’s such a simple concept to grasp, people think it’s easy. Let me tell you that follow-through is one of the most difficult parts of managing any project. With all the stakeholders, vendors and team members you have to work with, from one meeting to the next, you find yourself making more and more promises—even small ones that seem easy. It doesn’t take long before you find yourself overwhelmed with promises you have to make good on. The people you’ve made them to won’t care that you inadvertently bit off more than you could chew and forgot about what you said—a promise is a promise.

It only takes one broken promise made to the wrong person. As soon as that happens you start a domino effect through the people on your project because, of course, they talk amongst themselves. You don’t get a chance to defend yourself against gossip. It’s very easy to damage your reputation on a project given the breadth of communications you’re responsible for as a project manager.

So take great pains to manage yourself and your capacity before you blurt out a promise to someone you don’t actually know that you can handle.

I have really enjoyed this interview and to know more or connect with him, click here.

Letter from Chennai

Mar 14, 2010 | | 0 comments |
I have been getting lots of emails like most bloggers do that request me to write about their product, website etc. Most of the time, I am either running late in responding or have to deny. I only write about products or websites related to project management, if it gets my attention and I like it.

It was a surprise when I got this email in my inbox and thought it was really interesting. Mr.Subramanium started this academy "to train PM and people skills to budding managers in and around Chennai".

Project Management in India is not as popular as in some countries and is primarily considered only in IT. So, the fact that he was spreading the word out is a good thing.

Congratulations on the effort and to see his list of workshops click here.