Project Management Blogs

Microsoft Project on Steroids II

jalme — Sun, 29 Mar 2009 14:06:00 +0000

4. CV (EVM) is EV (EVM) – AC (EVM) (You can use CV if you used BCWP in point 3). For summary tasks, we use the formula (but you could do a rollup-sum):

5. SV (EVM) is EV (EVM) – PV (EVM) (You can use SV if you used BCWP in point 3). For summary tasks, we use the formula (but you could do a rollup-sum):

6. CPI (EVM):

The thresholds used here are only an example. These values can be changed to reflect what you consider good, average, warning, and bad values.

7. SPI (EVM):

The thresholds used here are only an example. These values could be changed to reflect what you consider good, average, warning, and bad values.

Microsoft Project on Steroids

jalme — Fri, 03 Oct 2008 11:25:00 +0000

Microsoft Project is a great tool to track project performance using Earned Value, but you must adapt it a little bit to have more knowledge inserted. Therefore, the following section will describe modifications made to the Microsoft Project Template and the rationale behind each one.

These are the fields that were customized in the template:

1. AC (EVM) is simply ACWP. For summary tasks, we do a rollup-sum:

2. PV (EVM) is BCWS:

3. EV (EVM) is [Baseline Cost]*[Physical % Complete]/100 (You can use BCWP if you are careful enough to change Tools->Options->Calculation->Earned Value->Default Task Earned Value Method to Physical % Complete and then create all your project tasks, or for each task change the Earned Value method to Physical % Complete). For summary tasks, we do a rollup-sum:

Next week we will continue with this subject.

Regards,

Earned Value and Microsoft Project

jalme — Mon, 25 Aug 2008 14:37:00 +0000

Microsoft Project help describes Earned Value analysis as “a method for measuring project performance.” It indicates how much of the budget should have been spent in relation to the amount of work done so far and the baseline costs for the tasks, assignments, or resources.

At the root of Earned Value analysis are three key values:

The budgeted cost of individual tasks as they are scheduled in the project plan based on the costs of resources assigned to those tasks plus any fixed costs associated with the tasks. This is the budgeted cost of work scheduled (BCWS). BCWS is the baseline cost up to the status date you choose. Budgeted cost values are stored in the baseline fields, or, if you've saved multiple baselines, in Baseline1 through Baseline10 fields.
The actual cost required to complete all or some portion of the tasks up to the status date. This is the actual cost of work performed (ACWP). Normally, Microsoft Project correlates actual costs with actual work. Only if you enter actual costs independent of actual work or change resource pay rates will the actual cost be out of step with the scheduled cost.
The value of the work performed by the status date measured in currency. This is literally the value earned by the work performed, and is called the budgeted cost of work performed (BCWP). This value is calculated for each individual task, but is analyzed at an aggregate level (typically at the project level).

Earned Value analysis is always specific to a status date you choose. This may be the current date or any date before the current date.

Microsoft Project gives us out-of-the-box AC, PV, EV, CV, SV, SPI, and CPI, among others. However, the key to using Earned Value is the way we interpret the values. So when EV>0 and PV=0 what should be the result of SPI? For anomalous situations, SPI calculated by Microsoft Project is always 0. This will difficult the analyses of eventual insertion errors.

If PV>EV>0 and PV=Task Baseline Cost (this means that the task in the initial plan should be finished but due to a delay is still progressing), what should be the result of SPI? For Microsoft Project, it’s EV/PV, but in this case we have a task that is recovering and PV will stay constant with an increasing EV, so SPI is going to improve until the task is finished. This will present us with some misinterpretations since at this time it is better to have SPI with a value that enables us to identify recovering tasks.

Next week we'll talk about customizing Microsoft Project to provide more valuable information.

I'm back

jalme — Mon, 25 Aug 2008 00:54:00 +0000

Well one year after my previous post and I'm back with more ideas to share with everybody. Keep tuned for this week post.

Regards,
J

Introduction to EVM - The Cherry on Top of the Cake

jalme — Fri, 04 Aug 2006 15:54:00 +0000

As an added bonus, Earned Value enables us to predict future project performance based on the CPI and SPI.

To predict future project cost we can calculate two indicators:

Estimated Cost At Completion Optimistic (ECAC Optimistic): Planned Cost/CPI. This assumes that the resources productivity will be constant.
Estimated Cost At Completion Likely (ECAC Likely): AC+(Planned Cost-EV)/(CPI*SPI) if SPI between 0 and 1. This assumes that if a task is late than the productivity will be affected and is equal to CPI*SPI for the remaining work (Planned Cost-EV). Otherwise ECAC Likely=ECAC Optimistic.

To predict future project duration the indicator is Estimated Duration At Completion (EDAC) and is equal to Planned Duration/SPI.

As a rule of thumb, you should only use the predictions if the task progress is at least 15% or 20%.

Because SPI and CPI at the leaf task level, don’t present much information due to short duration and different resources assigned to different tasks predictions should be done at an intermediary level, usually at the phase level. It’s not common to use prediction at the project level since the CPI and SPI vary from phase to phase (the productivity of a test phase usually is not related the productivity of a envisioning phase).

See you all next week.

Introduction to EVM - The Toppings

jalme — Tue, 11 Apr 2006 18:01:00 +0000

Until now, we have been talking about the key values related to a task. But what about work packages? Let us assume the following example:

Since no resources are assigned to the Work Package, we can’t calculate AC, EV and PV directly. You can think of it this way, since the work performed on a work package is the same as the sum of all the work performed so far on the leaf tasks, AC, EV and PV is the sum of all the AC, EV and PV of the tasks that are contained by the work package.

In the case of CV and SV we can either calculate it by using the rollup sum of AC, EV and PV or we can rollup sum CV and SV of the leaf tasks of the work package.

For CPI and SPI we have to calculate it by using AC, EV and PV of the work package. We cannot rollup sum the task indexes.

Until now, we have assumed that the work actually done (EV) is the same as planned. But in some cases it might be different. The way EV is calculated is the planned budget of the task times the physical percent complete. The physical percent complete is an estimation of the resources working on a task and must be given when inserting the work hours in the timesheet.

Introduction to EVM - The Frosting

jalme — Sun, 20 Nov 2005 15:26:00 +0000

The example of last week presents us with some good and bad news. But how much more productive were we and how much behind schedule are we? The EV technique presents us with the results by calculating:

Cost Variance (CV): CV=EV-AC;
Schedule Variance (SV): SV=EV-PV;

So in our case we saved 440€ in work (CV) and we are 880€ behind schedule (SV; and since we are one day late this actually is correct since it represents the value of a day work of the two resources). If we calculate only the Accounting Variance (AV) we would report 1360€ (PV-AC). What is the meaning of this value regarding project performance? Would it be better if we where less productive therefore decreasing AV? If you know please e-mail me because I don’t.

Therefore, we can draw the following conclusions:

CV greater than 0; This means EV greater then AC representing a better productivity than planned (if you prefer it can be interpreted as greater speed of work);
CV=0; This means EV=AC representing the planned productivity;
CV lesser then 0; This means EV lesser than AC representing a worst productivity than planned (if you prefer it can be interpreted as lesser speed of work);
SV greater than 0; This means EV greater than PV representing more work done than initial planned;
SV=0; This means EV=PV representing that same work done as initially planned;
SV lesser than 0;This means EV lesser than PV representing less work done than initial planned.

The Earned Value technique calculates also two indexes:

CPI (Cost Performance Index)=EV/AC; Represents the level of productivity or speed of the work;
SPI (Schedule Performance Index)=EV/PV; Represents the speed of evolution of the schedule;

From the usage of these indexes, we can draw the following conclusion:

CPI greater than 1; productivity is greater than expected;
CPI=1; productivity is the same as expected;
CPI lesser than 1; productivity is lesser than expected;
SPI greater than 1; schedule speed is greater than expected (ahead of schedule);
SPI=1; schedule speed is equal to what was expected (on schedule);
SPI lesser than 1; schedule speed is lesser than expected (behind of schedule).

Next week: Introduction to EVM - The Toppings

Introduction to EVM - The Cake

jalme — Sun, 13 Nov 2005 17:36:00 +0000

Financial Pitfalls

Never wonder why each week the project is always on budget but the project always finishes costing more or finishing latter?

Imagine that you have a three-day project with one task done by one resource. You plan accordingly and at day 1 you plan 8 hours, at day 2 you plan another 8 and at day 3 another 8.

On day 1 the resource reports 10 hours. That’s great you are ahead of schedule! The other day it reports another 10 hours. At this time you are ecstatic you have done the project and saved half a day (life could not be better). At day 3 the resource reports another 10 hours. Wow… What happened? You go talk to your team member and he tells you that the project was sub estimated and the work instead of taking 8 hours to finish each day it took 10. This is bad news. How could you have seen this coming? Always busy with so many projects and the accounting numbers never reflect what’s happening on the field.

This happens when analysing only the accounting variance (work planned minus work performed). However, there is a better way.

What is the Earned Value Technique?

The Cake

The Earned Value technique is broadly used as a performance measurement method for projects of any size. It enables a project manager to assess if there are variances from the base project plan that require some sort of corrective action.

This method presents an overview of the health of the schedule, cost and scope of a project and reflects the actual performance of the project. This is accomplished by calculating three main values for each task on the project plan:

1. Planned Value (PV): also known as Budgeted Cost of Work Scheduled (BCWS) is the value of the cost (calculated at the initial planned cost) of the work planned to have been done so far;

2. Actual Cost (AC): also known as Actual Cost of Work Performed (ACWP) is the value of the cost (calculated at the actual cost) of the work done so far;

3. Earned Value (EV): also known as Budgeted Cost of Work Performed (BCWP) is the value of the cost (calculated at the initial planned cost) of the work actually done so far. Some people like to think of it as the “physical progress of the work”.

The following figure illustrates the concepts based on our three days project:

Let us assume that our resource costs 100/h. The grey bar represents the initial plan. The key values are:

1. PV at day 1 is 100*8; at day 2 it’s equal to PV at day 1 plus 100*8; at day 3 it’s equal to PV at day 3 plus 100*8;

2. AC at day 1 is 100*10; at day 2 it’s equal to AC at day 1 plus 100*10; at day 3 it’s equal to AC at day 2 plus 100*10;

3. EV at day 1 is 100*8; at day 2 it’s equal at EV at day 1 plus 100*8; at day 3 it’s equal to EV at day 2 plus 100*8.

The figure bellow displays in a graph the three key EV values:

So lets see what would be our conclusions each day. Since AC is greater than EV this would tell us that our resource is doing more work to get the same results. At day 2 that situation maintains and at day 3 the same result. So you could have act since day 1 to try to solve the situation. Another curious conclusion is that if we look closer at the results EV and PV are always the same. This tell us that we are actually on schedule and the project is going to finish at the planned date since the work actually done is always the same as the work planned. Great, now we can get a clear picture of the current project status instead of just hopping for the best.

Lets look at one more example.

Resource 1 costs 100€/h while Resource 2 costs 10€/h. As we can see, we are currently one day late and the current date is Day 3. Instead of starting working at Day 1 the resources only started at Day 2 and reported only 4 hours each instead of 8. The figure bellow displays in a graph the three key EV values:

So PV at day 1 is equal 100*8+10*8. PV at day 2 is equal to PV at day 1 plus 100*8+10*8. EV for day 1 is zero since no work was done. At day 2 EV is EV at day 1 plus 100*8+10*8. AC at day 1 is zero, at day 2 is AC at day 1 plus 100*4+10*4.

These values represent two things:

1. Since the work actually done (EV) is greater at day 2 than the work reported (AC) then we are more productive than expected;Since the work planned (PV) at day 2 is greater than the work reported as finished (EV) then we are behind schedule.

2. Since the work planned (PV) at day 2 is greater than the work reported as finished (EV) then we are behind schedule.

Next week article: Introduction to EVM - The Frosting.

Earned Value Management Applied to Small Projects Case Study

jalme — Fri, 04 Nov 2005 22:34:00 +0000

The project where the previously described EVM model was applied was in a IT project with the goal of deploying a business supporting infra-structure for a company in the financial market. The project FTE is 1.4 (FTE Max 3.5) with a total of 1135 hours.Illustrated bellow is the project lice-cycle and main deliverables.

The project plan consisted of a total of 34 tasks and 4 people composed the team.

Each Friday the timesheets were submitted so the project progress could be assessed using EVM at Monday morning. The indexes were analyzed at the phase level and predictions were generated.

For illustration only purposes we present bellow the progress of the EVM indexes at the top project level and the main responses.

The actual analysis was done at the phase level but this figure is a good example on how to act based on the CPI and SPI thresholds.

In this project the most important variable to control was cost and the project predictions were mainly cost estimates. The estimates were calculated at the phase level and added to get the total cost estimate. The evolution of the cost estimates are depicted in the graph bellow.

From the graph I would like to emphasize the following facts:

After 50% of the work the predictions were within a 10% interval;
The highlighted section of the graph depicts a zone that predicted a big cost overrun if we didn't do anything. Due to the actions undertaken by close risk monitoring and control the final cost was well on target.

Next we will analyze the error rate of the predictions by looking at the accumulated frequency. The green line represents the frequency of the predictions with a specific error, and the red line the accumulated frequency of the predictions with an error inferior to a specific value.

The graph shows that 80% of the predictions had and error inferior to 10% when compared with the final cost.

Conclusion

The usage of EVM in small projects is most valuable since, was we could see in our case study, the oscillations in cost and schedule in small projects can happen very quickly, demanding very close monitoring and control.

EVM provides powerful early warnings that used in conjunction with a good risk management process enables project managers to detect deviations from the targets and act accordingly.

Based on the concepts of EVM the project manager can calculate predictions of cost and schedule that can be very accurate.

EVM can be applied to small projects by using methods that with little effort can provide the full power of EVM. These methods are:

Top-level EVM analysis done at the project life-cycle phases;50/50 rule or similar for progress report;
Using index thresholds triggers linked with a risk management process;
Use adjusted SPI instead of SPI.

Earned Value Management Applied to Small Projects Basic Model (Part 2)

jalme — Sun, 30 Oct 2005 13:24:00 +0000

When a task is recovering (a task is recovering when it was supposed to have finished but it is still being executed) EV is going to progress towards PV and PV is always the same causing the progression of SPI towards 1 (the baseline is extending until the task finishes). The following figure illustrates the idea:

The SPI value is expressed in percentage in the right Y axe.

This example illustrates one of the biggest concerns in EVM since SPI in this cases moves way from the real trend of the schedule and if we want to predict future performance based on the classic SPI the predictions will each time be better since SPI is always approaching 1 (that is perfect schedule performance).

In this case we propose that SPI is calculated using the classical way for all the cases except this one. During the recovery period we want to calculate an “Adjusted SPI” that provides a correct prediction therefore: EDAC=Baseline Duration/Adjustedt SPI

Considering that the SPI for a task that is finished is:SPI=Baseline Duration/Actual Duration

In the case of a recovering task our best estimate for the Actual Duration is EDAC and instead of using Baseline Duration we must use (Actual Date-Baseline Start) so SPI does not maintain the same behaviour of approaching 1. Therefore: SPI=(Actual Date-Baseline Start)/EDAC

Replacing EDAC we get: Adjusted SPI=(Baseline Duration/(Actual Date-Baseline Start))*SPI

The next graph compares the evolution of SPI with adjusted SPI.

With the Adjusted SPI we can now calculate with confidence the future project performance and get a clear view of the status of the project. This approach has the advantage of being very easy to calculate using any of the project management software packages or the simplest spreadsheet.

J

Earned Value Management Applied to Small Projects Basic Model (Part 1)

jalme — Sun, 23 Oct 2005 16:14:00 +0000

Commonly EVM has seen a very good acceptance in projects of very big dimension (usually called multi-million dollar projects) and unfortunately it’s also been a general practice to disregard the use of EVM in small projects (up to 4 Full Time Equivalent in a 6 to 12 month period) due to the benefit perceived of using it doesn’t compensate the effort/cost associated. This is particularly true in the IT area.

The aim of this article is to demonstrate that the usage of EVM for small projects is feasible and the benefit provided by EVM largely compensates the effort/cost of applying it when using a practical approach. This paper will describe the usage of EVM in those situations and will finish with a case study.

Proposed Approach

Project Life-Cycle

The project life-cycle for small project is of great importance, since it enables the analysis of the EVM values at a higher level providing more meaningful information and more stable indicators. Because the project life-cycle phases groups’ tasks of the same nature, this provides a very good basis for considering each phase the best level in the WBS to perform analysis of the indicators and generating cost and schedule predictions.

Progress Report

To track progress I use the 50/50 rule. This is a fast and easy way of tracking progress if the tasks don’t exceed a reporting period (usually one week). The advantage of this method is that team members only have to report hours and task closure (the start of the task is implied by entering the first set of ours) not interfering in the quick pace of small projects.

If the task does exceed several reporting periods than I recommend using an apportioned relationship to other discrete work packages or a combination of percent-complete estimates with milestones used as gates.

Decision Making

For small projects or big ones one of the main issues is that when looking only at the accounting variance (PV-AC) this doesn’t reflect the health of the project and problems are not identified early, forcing the project team to develop workaround plans to handle situations that could have been avoided.

So the main question is how to identify potential problems and when to act.

When analyzing the EVM indexes one might acknowledge degradation on the performance of the project or maybe a trend that could lead to a decrease of the performance of the project. But the main question remains: is it time to act? If so what to do?

The model that I use associates activation limits to the EVM indexes. For example if CPI or SPI:

For better control graphical markers were assigned to the specific index thresholds (bright green, green, yellow and red).

In each review period (usually one week) the indexes at the phase level must be analyzed and eventual problems should be looked at following a couple of rules:

If this deviation is a risk trigger or expected as part of a response to a risk activate the proper response (could be do nothing)
If the deviation is not explained by the identified risks than search for the cause (In small teams this is usually done quite fast due to the reduced number of communication channels therefore lower complexity – analysing CV and SV of the lower level tasks) and identify the risks that could happen due to the identified cause. Next plan for a proper response.

Risk Identification and Response

As much as possible during risk identification the risk thresholds should use the EVM indexes to enable association of actions to specific values of the indexes.

Predicting Future Project Outcome

To predict future project performance Estimated Cost At Completion was calculated in it’s optimistic form, ECAC Likely and EDAC were also used (If the progress is bigger than 15% otherwise the previsions should be equal to the baseline):

Estimated Cost At Completion Optimistic (ECAC Optimistic): Planned Cost/CPI. This assumes that the resources productivity will be constant.
Estimated Cost At Completion Likely (ECAC Likely): AC+(Total Planned Cost - EV)/(CPIxSPI). If SPI between 0 and 1. This assumes that if a task is late than the productivity will be affected and is equal to CPI x SPI for the remaining work (Planned Cost-EV). Otherwise ECAC Likely=ECAC Optimistic.
To predict future project duration Estimated Duration At Completion (EDAC) as used and is equal to Planned Duration/SPI.

SOX and EVM

jalme — Sat, 22 Oct 2005 13:55:00 +0000

Hi,

Want to know what is the relationship between the Sarbanes-Oxley Act of 2002 (SOX) and Earned Value? There is a great article about it at http://www.line56.com/articles/default.asp?articleID=6099&TopicID=3

Now that more and more European companies worry about SOX implementation this should provide a good understanding about the usage of EVM to increase transparency of the organization results.

J

Human Resources Management

jalme — Wed, 12 Oct 2005 21:08:00 +0000

Hi,

The art/science of managing people on a project environment is one of the most important aspects of project management. The project team quality is as good as the quality of the actions of the individual team members, in the sense that if you have low quality team members you'll never accomplish a high performance team but if you have it than it's easier to build a good team (but not guaranteed).

This leads me to the topic of individual motivation and behaviour. The individual behaviour of each team member is crucial for having good team dynamics. A thing that I call work ethics is central to the concept of individual improvement and team building.

I define work ethics as the basic behaviours that you are counting on that each individual will use to help him to produce the results that are expected. I'll count behaviours like "if you can do it now don't leave it for later" (proactive), "if you can't comply warn the appropriate team members", "ask for clarification whenever you feel you needed", “if you have something in your mind tell it”…

These behaviours are not trained in schools (at least not in Portugal) and usually only more senior personal is capable of presenting this kind of behaviour consistently.

In this environments the project team but especial the organization must play a key role in shaping and helping to adapt the team members to the organizations work ethics to sustain a good work environment while increasing its efficiency.

What is your opinion? Post your comments.

J

Pragmatic view of Project management

jalme — Sat, 24 Sep 2005 14:36:00 +0000

Does a project charter need to be constructed for every project that is small and usually executed by the organization?

Although a project is a unique endeavour there are in some organizations certain project types that are always executed (for example in a telecommunication industry the expansion of capacity of communication nodes is always seen as a good business opportunity and the proposal work is always done).

The charter in this case is a pretty standard document stating the business opportunity and the usual constraints that the project must take into consideration. Only a certain level of review needs to be done by the sponsor to acknowledge that the unique characteristics of this project are stated in the charter. This is a very quick task but with a very high return since at this phase the sponsor can alert the project manager for risks that must be accounted for during the planning phase.

As we all know as soon as a potential problem is uncovered more likely is that the cost of treating it will be lower. In the software industry the cost at the early phases can be from 10 to 5 times less the cost of handling a problem when it is too late.

J

Process oriented project team

jalme — Sat, 11 Jun 2005 16:13:00 +0000

This week I was discussing the need for milestone visibility. Strange topic to be discussing, but it happened! The conversation begun as I was making a point to allow the PM tool (in this case MS Project) to calculate the milestone date based on the tasks dependencies and how easy it was to have this information available and updated. My audience questioned why should the project team need milestones!

Better to have questioned why do we need to breath.

Milestone visibility to the project team was view as a side issue. The team needs to focus on the technical work and not on the management issues like budget and dates!!!

This out-dated view of the world is still alive.

Currently not to have any kind of process (like milestone updates) on a project so the project team can have as much time as possible to make the technical work can lead only to one outcome. Soon or later the time spend on the correction of error/quality problems is going to increase due to errors made early on the project making the project end-date to be missed.

Imagine this, only the project end-date is set. The team starts to work and it actually releases the product on time but with many problems due to low quality control so the end date can be reached. Because no intermediate control points where established no prediction of this situation was made.

As we all know errors are easier and cheaper to correct early on the project than later, for this reason processes as milestone control can help visualize schedule variances and make the team more accountable for there performance early on the project.

Compare the no process approach with a team that early in the project establishes a set of milestones and control it early. The team will follow up any variances and take any corrective action so the target dates are accomplished not only the end date. This will in the long run increase quality and project visibility to the outside stakeholders.

J

PMBOK Third Edition Released

jalme — Tue, 02 Nov 2004 23:17:00 +0000

The Project Management Body of Knowledge - Third Edition was released. Go get it!

J

Ford cancels Everest

jalme — Tue, 02 Nov 2004 08:27:00 +0000

Ford canceled the $200 million Everest project (Web purchasing project).

The article of ADMag lists several causes for the failure including end-user expectations, integration issues. In the project management side several questions arise. Was there any early warning indicators that could have helped Ford detect the slippage and cancel or correct the project? Did the strategic decision to implement the system made sense now that the old one is considered to go on.

Great article!

J

Irish Government with Project Management in mind

jalme — Fri, 29 Oct 2004 20:55:00 +0000

This week the Irish Minister for Transport acknowledged that project management is essencial for improving the productivity of the state.

J

Project Management Pitfalls

jalme — Sun, 24 Oct 2004 16:06:00 +0000

Project Magazine published a PCI study that tries to assess project success and failure rates both within corporations and across Project Management Institute chapters.

The main focus of the study is on "Do Senior Managers and Corporate Culture Support, Obstruct or Ignore Project Work?"
J

Agile Software Development

jalme — Fri, 22 Oct 2004 15:44:00 +0000

AgileAlliance published in 2001 a manifesto with the principles that all software development projects should use.

In the meantime a current is emerging that states that PMI principles and the agile Project Management are in some way incompatible.

What the author doesn't seem to understand is that the PMBOK presents the tools and techniques that a PM can use for his/her project but ultimately is up to the PM to decide how to do the work (communicate with the team verbally or written, build iteratively or in one big bang approach).

There is also a miss conception of what is the project management process and the project life cycle. The last is the set of specific phases that constitute a project to improve management and this is dictated by the specific application area (in this case software dev). The first one must adapt to help attain the project goals.

J

Project Management

jalme — Sat, 16 Oct 2004 22:47:00 +0000

Hi all,

This is the first post of a blog with the goal of discussing and exchange ideas about this very broad topic.

Hope you enjoy,
J

Some Business Questions for 2015

Thu, 25 Dec 2014 21:10:43 +0000

1. Does globalization mean that we can no longer create local economy? Is globalization actually an unstoppable force? Will globalization in fact cause the rise of the hyper-local economy?

2. What else could we have done with the three to four trillion dollars spent by US citizens on the "war on terror?" What could 3

The Myth of Net Neutrality

Mon, 10 Nov 2014 17:45:33 +0000

The president has weighed in today on net neutrality: “I believe the FCC should create a new set of rules protecting net neutrality and ensuring that neither the cable company nor the phone company will be able to act as a gatekeeper,” the statement reads.

There's been a lot of back and forth about the so-called issue known as "net n

Use Case Break Down

Fri, 27 Jun 2014 14:23:05 +0000

So, what exactly is a Use Case? Do you need to get a definitive answer? Has someone asked you to create a Use Case? Do what we all do: do a search on the web. Click on some links. Read what's there.

Right. You'll get so many contradictory answers that you will only learn once again that you are all alone in the world.

Here's my take on "what is a Use Case?" It's a vehicle for you to connect your work to a

Don't Think About Solutions!

Wed, 25 Jun 2014 15:24:34 +0000

When working on a Use Case, we usually try to stay away from thinking about solutions. Why do we try to avoid solutions? We want answers and we want action, right? We do NOT want more problems.

Well, we try to avoid thinking about soutions during Use Case definition because we need time to "admire the problem." We need to wipe clean the proverbial slate. By focusing on the problems within the Use Case, perhaps we get to see the situation freshly.

Communication NOT Collaboration

Mon, 23 Jun 2014 14:17:42 +0000

When we talk about “collaboration” at Bluescape, we are also talking about communication. In our view, “collaboration” is a part of the broader topic of communication. Collaboration is essential to how we work, but effective communication remains the overarching goal. We want to be able to separate the signal from the noise.

Power and Group Capability

Sun, 02 Feb 2014 17:44:39 +0000

I've been thinking lately about group dynamics. In particular, I've been thinking about the question of power and how power can impact the functional dynamics of a group.

More specifically, I'm interested in groups that have been assembled to develop new, creative ideas, ideas that can be turned into effective technologies.

A Collection of Sayings

Fri, 08 Nov 2013 14:40:53 +0000

I've started collecting phrases lately. To be more accurate, I've been recalling phrases, or sayings, that have stuck with me. Some of them were mine and some of them were from other folks.

Each one of them probably deserves it's own deeper treatment, but for how here's the list:

1. "Never love your code." This one if from the rocking 90s and it came out of a meeting where we started doing serious walk-throughs with the engineers, and some f

Generation 3 SaaS

Thu, 19 Sep 2013 14:57:13 +0000

I propose that we are entering the third generation of Software as a Service (SaaS).

If you prefer, you can use the term "Cloud" rather than SaaS, but to me "Cloud" implies other things such as web infrastructure.

Here's the idea:

Generation 1 was the first move to put existing software on the web. Much of this was either a web layer on top of existing software, or the port of an existing architecture

What is a Big Project?

Tue, 10 Sep 2013 13:47:21 +0000

Looking out the window today at 2nd and Mission in downtown San Francisco, this view is hard to miss: down into the bowels of the new transbay terminal.

At this stage, it's a huge rectangular hole in the ground. No, I mean a really big hole in the ground:

Those of us in the software world have a different id

Are You Roadmap Driven or Customer Driven?

Wed, 31 Jul 2013 14:28:32 +0000

Seems like a fairly straightforward question. No?

If you are Roadmap Driven, you probably have an internally defined set of requirments for features and functions that you follow to a schedule that is driven by the available resources. You hit some milestones, you miss some. You deliver to that roadmap accordingly and to the best of your ability. In the extreme, you have your own internal vision of "what the market needs" and then you execute to

The Priority Axiom

Tue, 02 Apr 2013 11:56:53 +0000

One fairly simple axiom has been helpful to me from time to time, especially when trying to develop some consensus on the top priorities.

Here it is: "the only meaningful expression of priority is the allocation of resources."

I may have written about it before, but I can't seem to find ths axiom anywhere.

The key point is to close the gap between talking about what the priorities are, and doing something as a result of the

Supply versus Demand : updated graphic

Tue, 19 Mar 2013 00:01:11 +0000

I recently revisited a graphic that I created a few years back. I created this graphic to illustrate the flow of inbound demand on a limited pool of developers.

The problem with the previous graphic was that the nomenclature didn't quite work for commercial software projects. It was more oriented towards internal IT projects.

Here's the updated graphic:

More on Hiring - forgot someone

Mon, 04 Mar 2013 13:06:32 +0000

I was thinking yesterday about my previous write-up on hiriing practices. The idea was simply to poke holes in the throw-away idea of "hire the best" as the key to success. In short, it doesn't quite instruct as much as we would like it to.

What I forgot to mention in that dispatch is that there's one person who can be surprisingly difficult to manage. No, it's not your boss, nor is it your boss's boss. It could very well be you, or in my own particula

Hiring Practice: words of wisdom often aren't

Wed, 27 Feb 2013 12:16:05 +0000

I've read (and heard) all too many times so-and-so successful leader or entrepreneur explain how important it is to hire "the best people." The advice seems to suggest that if you "hire the best" then you will succeed.

Or perhaps it's more charitable to say that your odds of success will increase if you "hire the best."

Okay. That's fine. But it's not exactly penetrating nor insightful guidance. What might the alternative talent

Multi-Tenancy Revisited

Sun, 27 Jan 2013 13:54:01 +0000

Whether you consider your software application to be SaaS or Cloud or PaaS, the question of multi-tenancy continues to bubble and simmer.

There's been no shortage debate about multi-tenancy over the last decade. Much of the debate has been technical. Many of the combatants in the debate have drawn lines in the sand. If you're not doing X, then you're not doing it correctly.

Here's just a sample of the various positions and debates; ref

Imagine a visit to where they 'get' strategy execution

Thu, 07 Aug 2008 12:55:35 +0000

Good morning Mr. Getzit, I appreciate the opportunity to interview for this position. Hi Larry glad you could come in. Please have a seat and let me give you a little background on our company and the position you are interviewing for.

Human Resources Role in Strategy Execution

Sun, 06 Jul 2008 20:37:38 +0000

Seems a new buzz word in the field of Human Resources is talent management. I asked a few HR buddies of mine what talent management means. Basically they said itâ??s for Human Resources to make sure that the company has the talent needed to carry out its strategy.

'TIS THE PLANNING SEASON, with a New Year's resolution that needs to focus on execution

Fri, 21 Dec 2007 10:32:56 +0000

At this time of the year people start thinking about resolutions for the New Year. Get off the couch and exercise to lose a few pounds. Realistic plans in December but how effective was the implementation after the snow melts? There are a lot of empty fitness centers in March. Organizations are going through the same New Year resolution process right now by preparing and presenting business plans for 2

Organizational Obesity - Companies need to go on a project diet

Mon, 19 Nov 2007 11:49:53 +0000

As the holiday season approaches many of us think about watching our weight, but probably do little to actually maintain it. As an alternative this year I would suggest we turn our attention to the project weight of organizations across our global landscape. When I was a kid my parents told me that most things done in excess are not healthy and therefore thought me constraint, moderation and discipline. Having recently visited a few organizations and spoken to various executives and employees

Project Definition - Why, What, Who, When and How?

Thu, 15 Nov 2007 12:09:09 +0000

I was recently contacted by an organization to conduct an assessment of a major project that was going south. I was told the project started seven months ago and consistently missed planned milestone dates since its inception. While the outcome of my assessment was a recovery plan to get the project on track the major component missing from this project was clear definition of the project. The project definition phase lays the groundwork for obtaining information about the project and provide

What Makes a Project Management Office (PMO) Effective?

Thu, 29 Mar 2007 21:09:25 +0000

The Project Management Office has been around for quite some time, but to be effective an emerging trend is developing indicating that the PMO needs to influence and impact the strategic, developmental and tactical levels of an organization's integrated project management process.

Change Management - a missing link

Sun, 04 Mar 2007 15:56:31 +0000

When I manage a project or provide project management training or mentoring I often refer to The Project Management Institute's Body of Knowledge (PMBOK) nine process groups (Integration, Scope, Time, Quality, Risk, Procurement, Human Resources, Communications, Cost and Quality) for guidance which is extremely helpful. But there is a missing link so I have added another process group to the toolkit called change management.

Project Team Blending

Fri, 05 Jan 2007 16:29:38 +0000

As project manager's we need to have a knack for rallying teams toward a common goal rather quickly. Over the years I have used the following key principles and activities to blend teams and provide the folks I coach and mentor with guidance to blend the teams they are leading.

Find the Hot Button

Wed, 15 Jun 2005 19:47:47 +0000

Currently I am mentoring three project managers who work in a project management office for a financial services company. The PMO has a meeting every two weeks with the executive team to review strategic investments. One major problem that the PMO team has is poor attendance by the executive team at the steering committee meetings. The chief operations officer, chief information officer and vice president of quality attend most of the time. The chief executive officer and chief financial officer

Take Control, Control Changes

Sat, 21 May 2005 11:54:54 +0000

I just finished a project assessment at the request of a client who said her top project was the implementation of a new system. The project was approximately 18 weeks behind schedule when I was asked to conduct the assessment. Although there were about five major problems with the project's health such as lack of executive sponsorship and poor allocation of resources, the most critical issue that needed to be addressed was project control.

Professional Sports Teams Get Lessons Learned

Fri, 13 May 2005 08:30:30 +0000

Last week I distributed a lessons learned document to my project sponsor, project team and end users. The project kicked off about four months ago and we have converted two of eight warehouses from one warehouse management system to another in that time frame. The organization I am engaged with does not have a project management process in place so lessons learned is a new concept to them, however at a recent project status meeting one team member asked, "Don't you do lessons learned at the en

Play Ball

Fri, 15 Apr 2005 08:01:01 +0000

Yesterday I was teaching a class on project management and used a baseball analogy to explain the role of the project manager and that the project manager is just one of many team members that must perform their job in order for the project (team) to succeed.

No Time to be Efficient

Thu, 24 Mar 2005 18:18:18 +0000

Last week I was facilitating a meeting that consisted of an organization's leadership team to develop a more efficient pricing model.

It's a Quadrangle not a Triangle

Fri, 04 Feb 2005 18:29:51 +0000

When I first got involved in project management the mantra was to manage the triangle of cost, schedule and quality. If you could manage those pieces you were well on your way to a successful project. Boy has times changed.

Technology is not Always the Right Fix

Sun, 26 Dec 2004 11:27:12 +0000

Awhile back I discussed this initiative I was working on and mentioned that this organization 'bought the car without taking it for a test drive." Initially I asked about rhe return on investment and expected benefits but was told not to worry about it so at the outset of this initiative my goal was to put a project plan in place to give the team a roadmap and activities to work on and give the organization a tool to track and monitor progress. In other words what do we need to do to get the pro

How can you choose the most appropriate job title when wearing many ‘hats’ in your company?

Tue, 18 Aug 2015 17:53:57 +0000

Hello, this is Laura Lee Rose. I am a speaker and author. I am an expert in time and project management.

I help busy professionals and entrepreneurs create effective systems so that they can comfortably delegate to others, be more profitable and have time to enjoy life even if they don’t have time to learn new technology or train their staff. I have a knack for turning big ideas into on time and profitable projects.

At the end of the day, I transform the way you run your business into a business you love to run.

Today’s comment came from a busy business owner:

As a very new small business, anyone I bring on to my team is going to be responsible for more than one area of expertise. How can I name or define their positions when they are going to be doing much more than one thing?

Regardless of the title – you should have a full job description and even a Personal Business Commitment (PC) Plan for each of your employees (SMART Goals for the coming year). Their PBC’s should be based off your PBC’s and shows specifically how their role and responsibilities will help you achieve your PBC’s or SMART Business Goals for the coming year. Then during your quarterly performance reviews, you can easily measure their performance against their yearly goals – and give the appropriate tweaks and encouragement. Explicitly spelling out their roles and responsibilities is slightly different that giving their position a title. If you need help creating PBC’s, lets chat.

When giving titles, I recommend select a title that best supports or helps achieve their business goals. Consider the end-user of their business cards. For example – if you have a employee that is a developer, but he also goes on the road with the Sales Staff to setup the demos and man the trade-show booths; I would give him the title of Subject Matter Expert or Technical Sales Engineer. Something – when given to the customer assures the customer that he is knowledgeable about the client’s use of the product as well as encouraging the client to call them about making the sale.

What if your project manager also does the accounting and bookkeeping for your small business? This person also answers the phones and fills in as the receptionist. Although this person wears many hats, the title on their business card should be Project Manager, because affluent clients receiving that business card are more apt to carry on business dealings and conversations with the Project Manager over a book keeper or receptionist.

If you only have one sales person on your team and they also man the tech support line, their title on their business card should be Sales Manager – because an affluent client feels more important talking to the Sales Manager – than either sales person or a technical support person. They feel that the Sales Manager can actually get something done in the company.

Think about your business goals – and which title (from their many hats) is going to support bringing in the money.

Also – there is nothing wrong with creating multiple business cards with the different job titles. Then you give out the appropriate card at the right occasion. I don’t recommend doing 1 business cards with all the titles like: Project Manager/Developer/Tester. You want to present clarity, confidence and expertise to your potential client. Showing them that you are a jack of all and master of none will defeat the purpose.

[contact-form]

How can you bounce back in entrepreneurship after closing down your business?

Sat, 18 Jul 2015 17:46:41 +0000

Hello, this is Laura Lee Rose. I am a speaker and author. I am an expert in time and project management.

At the end of the day, I transform the way you run your business into a business you love to run.

Today’s comment came from a busy business owner:

I’ve been in the wedding / event planning industry for a few years until very recently when we closed down our business. I’m not sure I want to be out of the hospitality and event planning industry forever or if I am ready for a career change. Either way, how can I bounce back from shutting down a business and begin to start over?

There are always lessons learned and self-assessments you can make on your past business. But I would also add getting some outside expert advice. There are some things you don’t know. And because you don’t know them – it’s hard to properly assess them. Take a look at S.C.O.R.E. for some expert advise and hire a business coach. Another tip is to business network with someone that has already succeeded in the industry that you want to excel. And learn from them. If you knew all the answers already – then your business would not be closed.

Some answers your mentors can help you with are:

1) Personally- Write out

a. What you feel didn’t work?
b. What emotional aspects could of effected the business?
c. What emotional aspects could still be carrying through to your next business that needs to be resolved?

2) Technically -

a. Why didn’t your last business work?
b. What systems were in your business that worked?
c. What systems were in your business that failed?
d. How was your marketing?
e. How was your customer service?
f. How was your revenue and financial systems?

3) Once you do a review and learn from what happened in your last business you can plan out your next business opportunity.
4) Make sure you strategize how to build your next business, plan your strategy, test it out to measurable results, and the evaluate what is working. This way you can slowly growing your business and make sure it works with keeping your costs low.

They can also help you with your business plans.

I know your situation is different. Why don’t we schedule an appointment, where I get to know more about your unique situation? And then I will be happy to make recommendations on what your best steps are moving forward. To schedule an appointment, book it HERE.

With enough notice, it would be my honor to guest-speak at no cost to your group organization.

I have a monthly presentation on “how to say YES to everything but on your own terms”. To sign up for the complimentary course, go to www.lauraleerose.com/Say-Yes

[contact-form]

Is it best practice to get valued clients a gift?

Thu, 18 Jun 2015 17:43:10 +0000

Hello, this is Laura Lee Rose. I am a speaker and author. I am an expert in time and project management.

At the end of the day, I transform the way you run your business into a business you love to run.

Today’s comment came from a busy business owner

From my experience in the hospitality/tourism industry, I see this pretty regularly at either the beginning or end of our high peak season. If you agree, what’s an appropriate or reasonable gift for the valued clients?

It’s good business to show your appreciation for their business. Retaining a valued clients is less expensive than acquiring a new client. Therefore, focusing on loyalty and referral programs is a good business expense.

Before considering the conventional gifts and plaques that are a one-time thing, consider what the client will value the most. Since my clients are business owners, I find creative ways to bring business their way. For example, if your client owns a restaurant, make it a point to introduce your other clients and co-workers to their restaurant. You get a 2 for 1, when you show appreciation to one set of valued clients by bringing your groups and clients to that other client’s restaurant. Or provide gift certificates from one client business to other valued clients. Or setup warm introductions between complimentary clients so that they can do bigger business together. Be an opportunity agent for your clients’ business. It will be an appreciation gift that will keeps on giving. When your clients succeed, you will succeed. When your clients make money, they can easily pay for your services.
Learn what your clients’ value the most – then find a way to go even a step above.

With enough notice, it would be my honor to guest-speak at no cost to your group organization.

I have a monthly presentation on “how to say YES to everything but on your own terms”. To sign up for the complimentary course, go to www.lauraleerose.com/Say-Yes

[contact-form]

How to be Productive When Your Boss is Not

Mon, 18 May 2015 17:40:29 +0000

Hello, this is Laura Lee Rose. I am a speaker and author. I am an expert in time and project management.

At the end of the day, I transform the way you run your business into a business you love to run.

Today’s comment came from a busy business owner

What can be done to stay productive when your boss is a negative influence? How do you overcome an unhelpful and/or bullying management style so you come out still looking good?

You are making the assumption that your definition of “productive” is the same as your boss.
That adage “happy wife, happy life” – works well in the workplace as well. So – the first step it to make sure you are on the same page with your boss’ goals. If you understand your boss’ goals and motives, you can better anticipate his/her needs.

Most managers and supervisors want to succeed; and when they succeed – you succeed. So – instead of expecting your boss to be helpful to you — see your job is to be helpful to him/her. Show him/her that you are on his side.

With enough notice, it would be my honor to guest-speak at no cost to your group organization.

I have a monthly presentation on “how to say YES to everything but on your own terms”. To sign up for the complimentary course, go to www.lauraleerose.com/Say-Yes

[contact-form]

Are you are indispensable to your company?

Fri, 01 May 2015 17:20:36 +0000

Are you sure you are indispensable?

Hello, this is Laura Lee Rose. I am a speaker and author. I am an expert in time and project management.

At the end of the day, I transform the way you run your business into a business you love to run.

I recently watched the episode of Grey’s Anatomy in which Dr. McDreamy Shepard gets killed. Patrick Demsey (the actor who plays this character) has been a staple of that show for 11 years. The show’s first episode started with Dr. Sheppard and Merideth Grey meet. The entire 11 years centered on their relationship.

Now he is gone and the “show goes on”.

So- if a character so prevalent in the fabric of this huge franchise can be removed so easily – how about you? Are you so indispensible to your organization that they would fold up shop without you?

Of course the answer is “No”. And that is the way it should be. So – acknowledging this truth should be liberating to you. You still want to be valuable to your team, your manager, your company. But you still want to continue to move forward. Patrick Demsey has two movies in the works, and he plans to do more professional racing. What are you putting in place?

Do you have a Professional and Career Development Plan?
Do you have a Career Press Kit in place (which illustrates your past achievements, quantifies your performance as it relates to increased company revenue and client satisfaction, and updated resume)?
Do you regularly meet with mentors, business coaches and your management hierarchy?
Do you have a positive working relationship with both co-workers and sibling departments?
Do you have clear advancement opportunities at this company?
Do you have business relationships with people from other companies that are aligned with your career goals?
Do you have a business network of the right people that will support your advancement?

How are you making yourself valuable (not indispensible)?

Are you focusing on the company’s mission, vision, and business commitment goals?
Are you a valuable contributor to the company’s bottom line (how much money are you brining in or saving)?
Are you volunteering your services to sibling departments, to make sure other groups understand your contributions?
Are your keeping your skills up-to-date and aligned with the next generation technology to stay relevant?
Are you aware of the national salary range for your current role and skill level, to make sure you are not bumping up against the salary range?
Are you training and preparing yourself to take that next promotion or career challenge?

Bottom Line: You may be totally satisfied with your current role and responsibilities. You may have no desire to be promote or change jobs. You may want to continue to do exactly what you are doing for the next 5 to 10 years. Even so – that doesn’t guarantee that the company has the same plans. The company may choose to merge with another company; dissolve your division; or upgrade to a new technology that makes your skill set obsolete. Even if you have no desire for a change; change is inevitable.

With enough notice, it would be my honor to guest-speak at no cost to your group organization.

I have a presentation on “3 Keys to saying YES to everything but on your own terms”. To sign up for the complimentary course, go to www.lauraleerose.com/Say-Yes

How Introverts Can Successfully Network

Wed, 15 Apr 2015 17:34:13 +0000

Hello, this is Laura Lee Rose. I am a speaker and author. I am an expert in time and project management.

At the end of the day, I transform the way you run your business into a business you love to run.

Today’s comment came from a busy business owner

How can introverts successfully network for business? What are ways that introverts can step out of their comfort zone and meet with business contacts socially and be successful at it?

Most shy people are nervous when the spotlight is on “them”. So – reverse the networking process and put the spotlight on the other person. Get interested in finding out about them, what they do, what their goals are, what kind of people that the other person wants to meet. Then step into the “how can I serve you” mentality. Introduce them to the people that they want to meeting, etc.

Another good method is to interview them for a radio show, video or article. You will naturally share the spotlight when you put the spotlight on someone else.

With enough notice, it would be my honor to guest-speak at no cost to your group organization.

I have a monthly presentation on “how to say YES to everything but on your own terms”. To sign up for the complimentary course, go to www.lauraleerose.com/Say-Yes

[contact-form]

How can I transition out of this micromanaging role without any slack off?

Mon, 30 Mar 2015 17:30:23 +0000

Hello, this is Laura Lee Rose. I am a speaker and author. I am an expert in time and project management.

At the end of the day, I transform the way you run your business into a business you love to run.

Today’s comment came from a busy business owner

I have printed out tasks lists for each employee and agendas for our meetings to keep them short and on point. However, eventually I don’t want to be micromanaging every little task of my employees. How can I transition out of this micromanaging role without any slack off?

The language that you are using “transition out of micromanaging role without any slack off” – seems to suggest that you do not trust your employees to do their work on their own. Find out why you distrust them. Is it that they are not well trained enough? Then make it a priority to document all the processes and implement some training/mentoring programs. Do you not value their expertise and talent? Do you feel that if you are not involved – they won’t do it “right”. Is it that you feel they are not creative or innovative enough? Then give them the space and permission to find their own solutions – by being clear on the goal an allowing them the space to define their own answer. Simply take the time to figure out why you feel you need to micromanage. Once you understand why you feel the need to micromanage your talented staff. — it will be easier to transition out of your micromanaging mindset.

I have a monthly presentation on “how to say YES to everything but on your own terms”. To sign up for the complimentary course, go to www.lauraleerose.com/Say-Yes

[contact-form]

How to handle uncomfortable business networking events

Mon, 03 Nov 2014 08:55:49 +0000

Hello, this is Laura Lee Rose. I am a speaker and author. I am an expert in time and project management.

At the end of the day, I give people peace of mind.
Today’s question came from a busy professional interested in freeing some time and space to advance in his career.

We all understand the importance and value of business networking. How do we handle networking events in a proper and professional manner?

One of the best ways to break the ice at a networking event is to pretend or put on the persona of a host. Focus your attention on “your guests”. Put the spotlight onto them. Allow them to shine and talk about themselves. Most people are there to talk about themselves, anyway – why to against the flow?

Ask them questions about “What brought them here tonight?” “What are they hoping to gain or what are their goals for this meeting?”
If they share that they are looking for referrals on XYZ or people that they can work with on ABC – connect them to someone that you just met at the same meeting that shares those goals.
Don’t stay too long with any one person. Like a host, make sure you mingle. You can say “I know you want to meet more people, and I want to respect your time. I would love to stay in contact, why don’t we exchange contact information and make plans to call each other on Thursday. How does that sound?”

If you really want to stay in contact, take out your calendar and then move on.

But what if you are shy or is an introvert? Are there any other special tips for us?

Normally what makes shy people uncomfortable is having the spotlight shined on ourselves. So – much like the above advice, shine the spotlight on other people. Instead of worrying about what other people think about you – focus on learning more about the other person. People love to talk about themselves and it takes the pressure off you to carry the entire conversation.

Also, look around to see if anyone is sitting alone or hiding in the corner (make sure it’s not you doing the hiding as well). Then go up and visit them. They may be feeling uncomfortable, so be a good host and go up and introduce them to some other folks.

For additional articles and videos on tips for introverts, check out these artifacts:

With enough notice, it would be my honor to guest-speak at no cost to your group organization.

I have a monthly presentation on “how to say YES to everything but on your own terms”. To sign up for the complimentary course, go to www.lauraleerose.com/Say-Yes

What’s in a job title?

Mon, 27 Oct 2014 08:53:28 +0000

Hello, this is Laura Lee Rose. I am a speaker and author. I am an expert in time and project management.

At the end of the day, I give people peace of mind.
Today’s question came from a busy professional interested in freeing some time and space to advance in his career.

What’s in a job title? How does one pick the appropriate job title? What does a title say about us?

A rose given any other name still smells as sweet. So – what’s in a job title anyway? How important is it?

If you had asked me this question several years ago, my answer would be very different. My answer would probably center on individual prestige or associated with the number of years and experience associated with a particular job role or responsibility. Today, my recommendations lean toward looking at what we are trying to accomplish with that title.

Today, I would go back to the company’s goal or the directive. If – for instance, your job is to influence high-profile, high-paying client – then your job title needs to be prestigious enough to warrant their time and attention.

A high-profile client may schedule time with a Director of Research versus a Software Engineer. But having the owner of the company be the one to install the product at their test lab – may have the opposite effect. It may put unwanted exposure that you are a one-man show versus a long-established company. In that situation, you might want to underscore your founder/owner status and just state that you are here to install their new software.

An unhappy customer may feel better heard if the Customer Advocacy Manager is working with them, versus Tech Support Staff (even though the Tech Support person is handling all the customer advocacy issues).

The audit team might feel better talking to your Division Audit Officer versus your QE Manager (even though the QE Manager is also the one handling all the Audit and Process issues).

Since business cards are inexpensive and you can create your own, having several cards with different titles is useful. To avoid fumbling through which card to give out – have your goal and purpose in mind before the networking event or meeting. Then only bring those cards to the event.

So, in general – my recommendation is to directly associate the job title that will make it easier to achieve the results that you want. Don’t focus on the “years of experience” or “conventional title hierarchy”. Get creative in your job titles – and focus on what you really want to achieve with them.

If your target client values creativity and innovativeness, get creative with your titles. If your target client is more procedural and strategic, then more conventional titles would appeal to them. Focus on the goals and what would attract the target clients.

With enough notice, it would be my honor to guest-speak at no cost to your group organization.

I have a monthly presentation on “how to say YES to everything but on your own terms”. To sign up for the complimentary course, go to www.lauraleerose.com/Say-Yes

Does Lack of Involvement Cause Employees to Behave Unethically?‏

Fri, 24 Oct 2014 08:42:14 +0000

Hello, this is Laura Lee Rose. I am a speaker and author. I am an expert in time and project management.

At the end of the day, I give people peace of mind.
Today’s question came from a busy professional interested in freeing some time and space to advance in his career.

There is a new research from the Univ. of Georgia that shows “what happens when employees feel excluded at work”:
http://phys.org/news/2014-09-cheater-employees-excluded.html

While this article attempts to explain why some workers do unethical things in the workplace, it does not actually highlight the actual internal source. What is your opinion?

In general – it’s easier for employees to rationalize unethical behavior when they feel resentment, unrecognized and under-valued. Although the employee is the only one that can “cause themselves to behave unethically”, there are various circumstances that individuals use to rationalize their own behavior.

1) If they feel they are being overworked.
2) If they feel others in the organization is getting inappropriate bonus, rewards, promotions.
3) If they feel they are not getting the recognition they feel they deserve.

The feeling of “resentment” comes from the “victim” mentality. Or the feeling that someone else is creating these difficult situations around you. But regardless of the external stimulus – you are totally responsible for your own behavior.

There are both ethical and unethical responses to the exact same situations. The company does not “cause” the employee to behave in any certain way. It’s the individual that will and can gravitate in either direction. Since all employees are different, it’s not the company’s responsibility to create environments that increases their chances that all their employee’s will act ethically. The training and development needs to come from within the individual and not external.

My recommendation is not to change the external workplace to “create ethical behavior”.

Since employees today average 4.6 years at any given job, my recommendation is to coach employees on how to positively respond to any situation and environment that they encounter. That is really the way to succeed in any work environment. With the proper professional development, training and coaching, individuals can be made aware of more ethical responses to the current workplace environment. This training will start a chain reaction such that when the executives, managers, and employees start implementing this training; when they are openly executing at a higher level and when they are transparent with their goals and procedures. – the entire work environment culture experiences an ethical transformation.

With enough notice, it would be my honor to guest-speak at no cost to your group organization.

I have a monthly presentation on “how to say YES to everything but on your own terms”. To sign up for the complimentary course, go to www.lauraleerose.com/Say-Yes

Will Group Dialogue Policies It Shoe Tips on how to

Mon, 28 Sep 2015 19:22:05 +0000

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Paired with a pink ribbon all-around the midsection which I removed and included a white bow belt to present a more casual look. Let’s check out it Rhett It looks like it is firming up in there. As a way to tell you about men a real outfit that i want to position the lace around the shorts. The piece that thoughts for varsity undertaking experiments is picked for the legs, may match a set of casual sneakers any individual can, regardless if complimenting the shoes along with the enable of web only. Backlink All appropriate, uh concepts for college project experiments We will publish some images on Instagram and Fb. Oh, I like the truth that guys like their previous set of canvas shoes. But this wasn’t the tip of it.
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