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    <title>The WHY Code </title>
    
    <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/" />
    <id>tag:typepad.com,2003:weblog-1584672</id>
    <updated>2011-12-17T17:23:00+01:00</updated>
    <subtitle>The WHY Organization blog discusses business orchestration and information overload - the WHY Code can become the very DNA of an organization</subtitle>
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    <atom10:link xmlns:atom10="http://www.w3.org/2005/Atom" rel="self" type="application/atom+xml" href="http://feeds.feedburner.com/knowledgegenes/augq" /><feedburner:info xmlns:feedburner="http://rssnamespace.org/feedburner/ext/1.0" uri="knowledgegenes/augq" /><atom10:link xmlns:atom10="http://www.w3.org/2005/Atom" rel="hub" href="http://pubsubhubbub.appspot.com/" /><entry>
        <title>WHY Warren Buffett invested in IBM despite a decade of 'flat revenues' and 'financial sleight of hand'. </title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2011/12/why-warren-buffett-invested-in-ibm-despite-a-decade-of-flat-revenues-and-financial-sleight-of-hand-.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2011/12/why-warren-buffett-invested-in-ibm-despite-a-decade-of-flat-revenues-and-financial-sleight-of-hand-.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c87798834015438626309970c</id>
        <published>2011-12-17T17:23:00+01:00</published>
        <updated>2012-10-30T11:14:47+01:00</updated>
        <summary>This interactive WHY Map provides a quick and clear insight into WHAT he did, HOW he did it, and most importantly WHY.  

</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        
        <category scheme="http://sixapart.com/ns/types#tag" term="Buffett IBM Value Investing" />
        
<content type="html" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;Suddenly in November, Buffett announced that his Berkshire Hathaway Inc. has taken a 5.4% stake in IBM with an investment of around $11 billion. This was despite largely ‘flat revenues’ over a ten year period and earnings per share growth that one commentator called ‘financial sleight of hand’.&lt;/p&gt;
&lt;p&gt;This interactive WHY Map provides a quick and clear insight into WHAT he did, HOW he did it, and most importantly WHY. &amp;nbsp;&lt;/p&gt;

&lt;iframe src="http://embed.knowledgegenes.com/mapviewlite.aspx?kgid=21304" height="300" width="100%" scrolling="no" frameborder="0" allowtransparency="true"&gt;&lt;/iframe&gt;

&lt;p&gt;&lt;a href="http://www.whyorg.com/Warren-Buffett-Invests-IBM.aspx"&gt;http://www.whyorg.com/Warren-Buffett-Invests-IBM.aspx&lt;/a&gt;&lt;/p&gt;
&lt;p&gt;&amp;nbsp;&lt;/p&gt;&lt;/div&gt;
</content>



    </entry>
    <entry>
        <title>Eurozone crisis -  George Soros has the solution</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2011/12/eurozone-crisis-george-soros-has-the-solution.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2011/12/eurozone-crisis-george-soros-has-the-solution.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401539440dd6a970b</id>
        <published>2011-12-09T19:41:23+01:00</published>
        <updated>2011-12-17T19:03:35+01:00</updated>
        <summary>George Soros' suggestion to Eurozone leaders presented in the WHY Code</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        
        <category scheme="http://sixapart.com/ns/types#tag" term="business orchestration" />
        <category scheme="http://sixapart.com/ns/types#tag" term="Eurozone" />
        <category scheme="http://sixapart.com/ns/types#tag" term="information overload" />
        <category scheme="http://sixapart.com/ns/types#tag" term="knowledge" />
        <category scheme="http://sixapart.com/ns/types#tag" term="simplicity and clarity" />
        <category scheme="http://sixapart.com/ns/types#tag" term="Soros" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p><span style="font-size: 11pt;"><span style="font-family: Calibri;">George Soros made his fortune as an investor and currency speculator. He has been dubbed "the man who broke the Bank of England" for short selling $10 billion in UK pounds, triggering the UK's exit from the European Exchange Rate mechanism.</span></span></p>
<p><span style="font-size: 11pt;"><span style="font-family: Calibri;">He warns that Eurozone Leaders must fundamentally change strategy else we face "a meltdown of the global financial system because we are so interconnected.” Whilst others dither, Soros calls on his experience to prescribe the exact actions to be taken:</span></span></p>
<p><span style="font-size: 11pt;"><span style="font-family: Calibri;">1 - Eurozone leaders need to address the Eurozone’s fundamental economic flaw – it has a single currency but no lender of last resort – it must create a common treasury.</span></span></p>
<p><span style="font-size: 11pt;"><span style="font-family: Calibri;">2 – Meantime, Eurozone leaders need to create a powerful weapon to resolve the immediate crisis – a “bazooka”!</span></span></p>
<p><a href="http://www.knowledgegenes.com/george-soros-eurozone-bazooka.aspx" target="_self" title="Click here for the George Soros Solution" /> <a href="http://www.knowledgegenes.com/george-soros-eurozone-bazooka.aspx" target="_self">Click here for the George Soros Eurozone solution</a><a href="http://www.knowledgegenes.com/george-soros-eurozone-bazooka.aspx" target="_self" title="Click here for the George Soros WHY Code" /></p></div>
</content>



    </entry>
    <entry>
        <title>UML. A Stake in the Heart for Stakeholders</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2011/12/uml-a-stake-in-the-heart-for-stakeholders.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2011/12/uml-a-stake-in-the-heart-for-stakeholders.html" thr:count="4" thr:updated="2010-11-04T18:06:55+01:00" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340133f5290a1b970b</id>
        <published>2011-12-06T16:16:00+01:00</published>
        <updated>2011-12-09T19:47:18+01:00</updated>
        <summary>I remember my first encounter with UML, it was during the first term of an Electronics Systems Design degree. I distinctly remember being handed a Use-Case diagram of a programmable washing machine. It was intended as an 'easy example' of the Use-Case model, and in fairness it was quite simple. Yet, the first thing to go through my head was... "WHY!? Just WHY?"</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="communication" />
        <category scheme="http://sixapart.com/ns/types#tag" term="diagrams" />
        <category scheme="http://sixapart.com/ns/types#tag" term="stakeholders" />
        <category scheme="http://sixapart.com/ns/types#tag" term="UML" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>I remember my first encounter with UML, it was during the first term of an Electronics Systems Design degree. I distinctly remember being handed a Use-Case diagram of a programmable washing machine. It was intended as an 'easy example' of the Use-Case model, and in fairness it was quite simple. Yet, the first thing to go through my mind was... "<span style="color: #ff0000;"><strong>WHY!?</strong></span> <span style="text-decoration: underline;">Just</span> <span style="color: #ff0000;"><strong>WHY</strong><strong>?</strong></span>"</p>
<p>Now, don't get me wrong. I'm not sitting here questioning the need for such models, or the need for UML in design and analysis. But, in this first exposure I was looking at the diagram just like a non-technical stakeholder would. I was questioning why this diagram was the best way to communicate this knowledge and understanding to me! <span style="color: #ff0000;"><strong>WHY </strong></span>was it that I had to learn a new language <strong><span style="text-decoration: underline;">BEFORE I EVEN HAD ACCESS</span> </strong>to the Knowledge that I required?</p>
<p><a href="http://blogs.knowledgegenes.com/.a/6a00e5506c87798834013488492d97970c-pi" style="display: inline;"><img alt="UMLSmall" border="0" class="asset  asset-image at-xid-6a00e5506c87798834013488492d97970c" src="http://blogs.knowledgegenes.com/.a/6a00e5506c87798834013488492d97970c-800wi" title="UMLSmall" /></a> <br /><br /></p>
<p>When communicating with stakeholders, remember that many of them are super busy. Assume you are on borrowed time and the information you pass to them <span style="text-decoration: underline;"><strong>MUST</strong></span> be in a language that they already understand.</p>
<p>If you use the <em><strong><span style="color: #00bf00;">W</span><span style="color: #6000bf;">H</span><span style="color: #c00000;">Y</span></strong> Code</em>, you can convey <span style="color: #00bf00;"><strong>WHAT </strong></span>you need to tell them - <span style="color: #0000bf;"><strong>HOW </strong></span>you plan to do it and <strong><span style="color: #ff0000;">WHY </span></strong>you're doing it in the first place! I'd also recommend attaching images and interface designs to your <em><strong><span style="color: #00bf00;">W</span><span style="color: #6000bf;">H</span><span style="color: #c00000;">Y</span></strong> Maps</em> to offer them a visual guide to each part of the task. You can also have dialogs with them, in the cloud, by using the discussion tab.</p>
<p><span style="color: #0080ff;"><strong><a href="http://www.knowledgegenes.com" target="_self">Visit The WHY Code website and try it now- for FREE!</a></strong></span></p>
<p>Oh and please... can we stop referring to UML as 'Easy-to-Understand'. If you must use something, go for 'Easy-to-learn' (although I'm not convinced of that either!).</p>
<p>By Oliver McPhee</p></div>
</content>



    </entry>
    <entry>
        <title>The Importance of Understanding...</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2011/02/the-importance-of-understanding.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2011/02/the-importance-of-understanding.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340147e2b8c2dc970b</id>
        <published>2011-02-21T15:52:17+01:00</published>
        <updated>2011-02-21T16:01:43+01:00</updated>
        <summary>A man in a hot air balloon is lost. He sees a man on the ground and reduces height to speak to him...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        
        <category scheme="http://sixapart.com/ns/types#tag" term="business" />
        <category scheme="http://sixapart.com/ns/types#tag" term="IT" />
        <category scheme="http://sixapart.com/ns/types#tag" term="knowledge" />
        <category scheme="http://sixapart.com/ns/types#tag" term="understanding" />
        <category scheme="http://sixapart.com/ns/types#tag" term="why" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>A man in a hot air balloon is lost. He sees a man on the ground and reduces height to speak to him...</p>
<p>“<em>Excuse me, can you tell me where I am?</em>”</p>
<p>“You’re in a hot air balloon hovering thirty feet above this field,” comes the reply.</p>
<p>“<em>You must work in IT</em>” says the balloonist.</p>
<p>“I do” says the man, “How did you know?”</p>
<p>“<em>Well,</em>” says the balloonist, “<em>Everything you told me is technically correct, but it’s of no use to anyone.</em>”</p>
<p>“You must be in business,” says the man.</p>
<p>“<em>I am,</em>” says the balloonist, “<em>How did you know?</em>”</p>
<p>“Well,” says the man, “You don’t know where you are, you haven't told me where you’re going, but you expect me to be able to help. You’re in the same position you were before we met, but now it’s my fault.”<br /><br />I'm sure that most of us can relate to this comical story (on either side of the divide). This is what happens when you communicate or trade specifications without understanding. In my experience this is a huge contributor to project failure.</p>
<p>If we ensure that our communications and specifications are written in the context of <strong><span style="color: #60bf00;">WHAT </span></strong>we want, <strong><span style="color: #ff0000;">WHY </span></strong>we need it and <strong><span style="color: #4040ff;">HOW </span></strong>it should be done then we deliver a much fuller understanding. Consider the same story when you add understanding to the equation.<br /><br />A man in a hot air balloon is lost. He sees a man on the ground and reduces height to speak to him...</p>
<p>“<em>Excuse me, I am trying to get to London. Can you tell me where I am so I can assure the best route?</em>”</p>
<p>“You’re in a hot air balloon hovering thirty feet above this field in Essex, London is 40 miles due west.” comes the reply.</p>
<p>“<em>Thank you</em>” says the balloonist.<br /><br />Use the <strong><span style="color: #00bf00;">W</span><span style="color: #4040ff;">H</span><span style="color: #ff0000;">Y</span> Code</strong> to understand, communicate and control your Enterprise. Visit <strong><a href="http://www.knowledgegenes.com/" style="color: #40a0ff;" target="_self">Knowledge Genes</a></strong> to start using it for <strong><em>free</em></strong>.</p>
<p>By Oliver McPhee</p></div>
</content>



    </entry>
    <entry>
        <title>"Please Sir, can I have some more Communication?"</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/10/please-sir-can-i-have-some-more-communication.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/10/please-sir-can-i-have-some-more-communication.html" thr:count="5" thr:updated="2010-10-15T14:18:34+02:00" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340134882fe698970c</id>
        <published>2010-10-14T15:18:25+02:00</published>
        <updated>2010-10-14T18:55:10+02:00</updated>
        <summary>For a long time now it has been common knowledge that if only we talked more, communicated more, collaborated more! then we'd be able to produce better products, better results and less mistakes. It seems that now, atlast, that the industry is listening...
</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="bpm" />
        <category scheme="http://sixapart.com/ns/types#tag" term="communication" />
        <category scheme="http://sixapart.com/ns/types#tag" term="organizational communication" />
        <category scheme="http://sixapart.com/ns/types#tag" term="social bpm" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>For a long time now it has been common knowledge that if we talked more, communicated more, collaborated more! then we'd be able to produce better products, better results and less mistakes. It seems that now, at last, the industry is listening...</p>
<p>We are entering an era where almost every product in every industry is aiming to help maximize communication and collaboration - from social media for the business (eg Jive, salesforce chatter) to the now popular "Social BPM". This is, in some large way, due to the popularity of social software outside the business. The success of websites such as Facebook &amp; Twitter has really helped to push this trend forward.</p>
<p>BUT, I can't help but wonder whether we're pushing this forward too quickly. Like any trends, companies are anxious to be at the forefront and are jumping in without a thought for WHY we need to communicate more.</p>
<p>It's as if we're now starting to communicate for the sake of communicating. It won't be long before 98% of the day is spent communicating and 2% of it is spent actually executing the work. Hardly the increased results and productivity we're looking for!</p>
<p><a href="http://blogs.knowledgegenes.com/.a/6a00e5506c877988340133f5100411970b-pi" style="display: inline;"><img alt="Talk" border="0" class="asset  asset-image at-xid-6a00e5506c877988340133f5100411970b" src="http://blogs.knowledgegenes.com/.a/6a00e5506c877988340133f5100411970b-800wi" title="Talk" /></a> <br /><br /></p>
<p>I'd just like to caution that before you jump on this bandwagon (and jump on it you should), have a think about what makes great communication.</p>
<p>Is it about increasing the amount? or is it the focus and direction?</p>
<p>Are the best meetings the ones where everyone can talk at once, about multiple goals, to anyone who cares to listen?</p>
<p>Or are they the ones with a clear goal or focus, and the relevant people are actively engaged in understanding one another?</p>
<p>You can use Knowledge Genes to map out any subject, project or knowledge in terms of the key questions - <strong><span style="color: #00bf00;">WHAT</span></strong>, <strong><span style="color: #0000bf;">HOW </span></strong>and <strong><span style="color: #c00000;">WHY</span></strong>. These Knowledge Genes then provide you with a communications platform that directs and focuses communication around <strong><span style="color: #00bf00;">WHAT </span></strong>is important, <strong><span style="color: #0000bf;">HOW </span></strong>to do it and <span style="color: #c00000;"><strong>WHY.</strong></span></p>
<p><span style="color: #111111;"><strong>Follow that old adage... "Quality over Quantity!"</strong></span></p>
<p><span style="color: #40a0ff;"><strong><a href="http://www.knowledgegenes.com/organizationalcommunication.aspx " target="_self" title="Knowledge Genes - Organizational Communication">Knowledge Genes - Organizational Communication</a></strong></span></p>
<p><span style="color: #111111;">By Oliver McPhee</span></p></div>
</content>



    </entry>
    <entry>
        <title>How to Perform a Gap Analysis</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/07/how-to-perform-a-gap-analysis.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/07/how-to-perform-a-gap-analysis.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c87798834013485c58770970c</id>
        <published>2010-07-28T13:26:51+02:00</published>
        <updated>2010-07-28T13:26:51+02:00</updated>
        <summary>Gap analysis consists of defining the present state, the desired state and therefore the gap between them. In competitive intelligence, we study gaps because we want to know and explain what our competitors are doing to create a significant advantage...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Gap analysis consists of defining the present state, the desired state and therefore the gap between them. </p>
<p>In competitive intelligence, we study gaps because we want to know and explain what our competitors are doing to create a significant advantage for themselves. </p>
<p>It's important to note however that Gap analysis alone is not adequate for all problem situations because goals may evolve and some problems have many alternative solutions. </p>
<p>Check this out clear map of <a href="http://www.knowledgegenes.com/home.aspx?kgid=12373&amp;t=communities"><span style="FONT-FAMILY: ; COLOR: #0080ff"><strong>How to Perform a Gap Analysis</strong></span> </a></p></div>
</content>



    </entry>
    <entry>
        <title>How to Face your Critics</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/07/how-to-face-your-critics.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/07/how-to-face-your-critics.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340134856d67e2970c</id>
        <published>2010-07-14T17:54:13+02:00</published>
        <updated>2010-07-14T18:15:47+02:00</updated>
        <summary>'Show up. Let your critics see you for the leader who you are. Adopting a "hide in the bunker" attitude only plays to them...' - that's what John Baldoni says in his blog over at HBR - read his blog...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="How to Face your Critics" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p><em><strong>'Show up.</strong> Let your critics see you for the leader who you are. Adopting a "hide in the bunker" attitude only plays to them...</em>' - that's what John Baldoni says in his blog over at HBR - <a href="http://blogs.hbr.org/baldoni/2010/02/how_to_own_up_to_criticism_in.html?loomia_ow=t0:s0:a38:g26:r14:c0.004890:b33745610:z6">read his blog here</a>.</p>
<p><strong><span style="text-decoration: none">6 other good things to do in facing your critics</span></strong></p>
<p><strong>Be open.</strong> Invite others, perhaps even the media; you can shoot video of your meeting and broadcast it over a controlled-access website. In doing so, you demonstrate transparency and show your willingness to engage those who disagree with you. Videotaping also challenges people to be on their best behavior because they are being recorded.</p>
<p><strong>Be cool.</strong> When people criticize you to your face, breathe deeply. As an opponent's voice rises, lower yours. Speak deliberately and with a sense of calm. The more control you have of your emotions, the stronger you will appear.</p>
<p><strong>Acknowledge your shortcomings.</strong> Standing up to criticism is an opportunity to admit your own failings. Do it with a sense of earnestness, that is, demonstrate through words and passion that you have done what you think is best. At the same time, do not be defensive. Act with honest confidence, even when you admit mistakes.</p>
<p><strong>Criticize gently.</strong> The spotlight may be on you, but the heat is also on your critics. Give as good as you get, but do it with a sense of diplomacy. A good-natured jibe here or there is good for you as well as others. It reveals your humanity.</p>
<p><strong>Smile frequently.</strong> Lighten things up by relaxing your facial muscles. This demonstrates that you are in control. Smile when appropriate, but never smirk. Don't let them see you sweat, either. Smiling keeps you on a more even keel.</p>
<p><strong>Leave them wanting more.</strong> Know when to close the engagement. You can ruin a good thing by hanging around on stage. It may be appropriate to meet and mingle off stage, in fact that's a great idea, but know when to get off the stage and let others talk.</p>
<p>When the heat is on, showing your face to your sharpest critics is a great way to demonstrate that you are in control of yourself as well as your message. Standing up to those who oppose you is a strong measure of demonstrating that you have what it takes to lead.</p>
<p><strong>PEOPLE WHO READ THIS ALSO READ:</strong></p>
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<p><span style="COLOR: #ff0000"><a href="http://www.knowledgegenes.com/home.aspx?kgid=11994&amp;t=moretext">How to Manage Like Warren Buffett</a></span></p>
<p><span style="COLOR: #ff0000"><a href="http://www.knowledgegenes.com/home.aspx?kgid=12181&amp;t=moretext">Stop the Blame Game</a></span></p>
<p><span style="COLOR: #ff0000"><a href="http://www.knowledgegenes.com/home.aspx?kgid=11956&amp;t=moretext">Best Practices in Crisis Communications</a></span></p></blockquote></div>
</content>



    </entry>
    <entry>
        <title>Leading Change? 5 Tactics to get Buy-In</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/07/leading-change-5-tactics-to-get-buyin.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/07/leading-change-5-tactics-to-get-buyin.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401348565b263970c</id>
        <published>2010-07-13T12:05:59+02:00</published>
        <updated>2010-07-13T12:17:32+02:00</updated>
        <summary>Stewart Friedman, over at the hbr blog, looks at the effective leadership of change. He has extracted 5 steps to focus on, using Barrack Obama quotes to emphasize his points... 1. Focus on small wins: "Above all, I will ask...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="change" />
        <category scheme="http://sixapart.com/ns/types#tag" term="harvard" />
        <category scheme="http://sixapart.com/ns/types#tag" term="steps" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Stewart Friedman, over at the <a href="http://blogs.hbr.org/friedman/2008/11/leading-change-these-5-obamaap.html" target="_blank">hbr blog</a>, looks at the effective leadership of change. He has extracted 5 steps to focus on, using Barrack Obama quotes to emphasize his points...</p><p><strong>1. Focus on small wins: </strong></p><p><em>"Above all, I will ask you to join in the work of remaking this nation, the only way its been done in America for 221 years: block by block, brick by brick, calloused hand by calloused hand."</em></p><p>The simple idea here is that, as a leader of change, you don't conquer a big mountain in a single leap but, rather, in small steps, with that momentous goal always clearly in mind. </p><p><strong>2. Depict a realistic yet hopeful view of what lies before us: </strong></p><p><em>"The road ahead will be long. Our climb will be steep...There will be setbacks and false starts."</em> </p><p><em>"We will get there. I promise you, we as a people will get there."</em></p><p>Obama's words give everyone a realistic appraisal of the difficulties of today and tomorrow while, at the same time, renouncing the prophets of gloom and bringing our collective attention to what's possible when we all commit to a common goal.</p><p><strong>3. Recognize that sustainable change comes from the bottom up:</strong></p><p><em>"I will never forget who this victory truly belongs to--it belongs to you...This is your victory!" </em></p><p>The successful leader of change must give full voice and credit to those whose lives are affected.</p><p><strong>4. Issue a call to action:</strong></p><p><em>"This victory is the chance to change. It cannot happen without you. Each of us must resolve to work harder...We rise and fall as one nation, as one people."</em></p><p>No vision statement is complete unless it has embedded in it a direct implication for action among all those who are part of it.</p><p><strong>5. Remind us who we are and what we stand for:</strong></p><p><em>"The true genius of America is that we can change."</em></p><p>Our President-Elect reminds Americans, and the world, that our nation remains a beacon of hope because our system self-corrects without violence -- a lesson underlined by the very fact of his election.</p><p /><p><strong><span style="text-decoration: underline;">People who read this also liked...</span></strong></p><p><a href="http://www.knowledgegenes.com/home.aspx?kgid=11956&amp;t=moretext"><span style="color: #0080ff; ">Best Practices in Crisis Communication</span></a></p><p><a href="http://www.knowledgegenes.com/home.aspx?kgid=11929&amp;t=moretext"><span style="color: #0080ff; ">The Art of Persuasion</span></a></p><p><a href="http://www.knowledgegenes.com/home.aspx?kgid=11957&amp;t=moretext"><span style="color: #0080ff; ">Avoid Confusion when Introducing New Technology</span></a></p><p>Can you think of any other steps? Feel free to comment &amp; start a discussion.</p><p>By Oliver McPhee</p></div>
</content>



    </entry>
    <entry>
        <title>Six Simple Steps to Much Better Powerpoint Presentations</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/07/six-simple-steps-to-much-better-powerpoint-presentations.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/07/six-simple-steps-to-much-better-powerpoint-presentations.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340133f223b9de970b</id>
        <published>2010-07-08T11:10:48+02:00</published>
        <updated>2010-07-14T12:08:09+02:00</updated>
        <summary>Seth Godin reminds us that the purpose of a Powerpoint presentation is to sell your big idea to your audience. He's written a couple of useful blogs on the subject that I really recommend you read. Also, for a unique format on this, please also check out the Knowledge Gene... 


</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="Six Simple Steps to Much Better Powerpoint Presentations" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Seth Godin has a real thing about Powerpoint - mostly focused at how badly it gets used.</p>
<p>He's written a couple of useful blogs on the subject that you can read here <a href="http://sethgodin.typepad.com/seths_blog/2007/01/really_bad_powe.html" target="_blank"><font color="#810081">Really Bad Powerpoint</font></a>, <a href="http://sethgodin.typepad.com/seths_blog/2008/10/nine-steps-to-p.html" target="_blank"><font color="#810081">Nine steps to Powerpoint magic</font></a>. For a unique format on this, also see the <a href="http://www.knowledgegenes.com/home.aspx?kgid=12065&amp;t=moretext">Knolwedge Gene</a>. </p>
<p>The purpose of your Powerpoint presentation is to 'make the sale', to sell your <em>big idea</em> to your audience. And if by the end of the presentation you haven't achieved this, your presentation has failed - plain and simple. </p>
<p>Here's a round-up of the key points to creating better presentations: </p>
<ul>
<li><strong>Use FEWER words</strong> - never more than 2 words per bullet (and preferably only 1) and never more than six words per slide. "There is no presentation so complex that this rule needs to be broken." - Seth Godin </li>
<li><strong>No 'cheesy images </strong>- use professional stock photos. And use images that back up your ideas with emotional proof. Seth Godin uses an example - "Talking about pollution in Houston? Instead of giving me four bullet points of EPA data, why not read me the stats but show me a photo of a bunch of dead birds, some smog and even a diseased lung..."</li>
<li><strong>No dissolves, spins or other transitions</strong></li>
<li><strong>Never use sound effects that are built in to the program - </strong>rip sound &amp; music from CDs</li>
<li><strong>Don't hand out print-outs of your slides</strong></li>
<li><strong>Use your own font - </strong>visit Smashing Magazine to buy or get a free ponsor font</li>
<li><strong>Tell the truth</strong> - be exetremely direct in what you are trying to sell your audience. Don't leave without a 'yes' or at least get a commitment to a date or future deliverables</li>
</ul>
<p>Mark Ridgwell</p></div>
</content>



    </entry>
    <entry>
        <title>Communication Mistakes Managers Make</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/communication-mistakes-managers-make.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/communication-mistakes-managers-make.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340133f1c64c8a970b</id>
        <published>2010-06-25T18:11:58+02:00</published>
        <updated>2010-07-14T12:07:44+02:00</updated>
        <summary>Stever Robbins recently wrote a useful blog over at HBR - 7 Communication Mistakes Managers Make There's a Knowledge Gene on this too if you prefer - click here to see it In summary, the mistakes are: 1. Announcing controversial...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="Communication Mistakes Managers Make" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Stever Robbins recently wrote a useful blog over at HBR - <a href="http://blogs.hbr.org/hmu/2009/03/seven-communication-mistakes-m.html"><span style="COLOR: #0080ff">7 Communication Mistakes Managers Make</span></a> </p>
<p>There's a Knowledge Gene on this too if you prefer - <a href="http://www.knowledgegenes.com/home.aspx?kgid=11730&amp;t=moretext"><span style="COLOR: #0080ff">click here to see it</span></a></p>
<p>In summary, the mistakes are:</p>
<p><strong>1. Announcing controversial things without first doing the groundwork</strong></p>
<p>Prep people one on one, learn who will object and why.</p>
<p><strong>2. Lying</strong></p>
<p>Certain things must remain confidential while they're under discussion, but be careful how you keep secrets. If people know you've lied, you will lose their trust forever. Rather than lie, train yourself to respond, "I'm not free to comment" or "I can't answer that fully right now," when asked about confidential or sensitive topics. </p>
<p><strong>3. Ignoring the realities of power</strong>  </p>
<p>The more power you have, the less you'll hear about problems. Problems are filtered and softened as they ascend the corporate hierarchy. If you want an honest assessment of a problem, seek out bad news. Welcome it. And when it comes, show your appreciation.</p>
<p><strong>4. Underestimating your audience's intelligence</strong> </p>
<p>Many managers like to gloss over problems when motivating their teams. But if things aren't going well, those teams are probably well aware of the problems. In fact, they've probably known about them longer than you have. Rather than avoiding the situation, enlist their skills in finding solutions</p>
<p><strong>5. Using inappropriate form of communication</strong></p>
<p>E-mail is great for conveying information, but don't use it for emotional issues and phone calls and face-to-face meetings are inefficient ways to disseminate information, but great for discussing nuanced issues. </p>
<p>Furthermore, some people are listeners, while others are readers. Listeners won't focus on written memos but are great in conversation. Readers write great memos and are also glad to read them, but conversation sometimes fails to fully engage them. </p>
<p><strong>6. Ignoring acts of omission</strong></p>
<p>What you don't say may be sending as loud a message as what you do say. If you don't give praise, people get the message they're unappreciated. If you don't explain the rationale behind decisions, the message is that you don't trust them. And if you don't tell people where the company wants to go, they don't know how to help it get there.</p>
<p>Mark Ridgwell</p></div>
</content>



    </entry>
    <entry>
        <title>7 Simple, Effective Ways to be Happier at Work</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/7-simple-effective-ways-to-be-happier-at-work.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/7-simple-effective-ways-to-be-happier-at-work.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340133f1c6348b970b</id>
        <published>2010-06-25T17:50:36+02:00</published>
        <updated>2010-06-25T17:51:57+02:00</updated>
        <summary>People are busier and more stressed in their work than ever. Borrowing ideas from Stephen Covey, the Dalai Lama and from my own experiences as a manager over the last ten years, allow me to suggest some simple things you...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="7 Simple" />
        <category scheme="http://sixapart.com/ns/types#tag" term="Effective Ways to be Happier at Work" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>People are busier and more stressed in their work than ever. </p>
<p>Borrowing ideas from Stephen Covey, the Dalai Lama and from my own experiences as a manager over the last ten years, allow me to suggest some simple things you can start doing today to be <a href="http://www.knowledgegenes.com/home.aspx?kgid=11852&amp;t=moretext"><span style="COLOR: #0080ff">Happier at Work</span></a>:</p>
<p><strong>1. Smile More</strong></p>
<p>Smiling kills negativity. Try smiling and try to think of something negative at the same time. </p>
<p><strong>2. Stop worrying so much</strong></p>
<p>Why worry about stuff that's completely out of your control. It won't do your body or mind any favors and it won't influence the stuff you're worrying about. There are plenty of other things for you to 'worry' about that are in your control - focus your energy on those things instead. </p>
<p><strong>3. Focus on the important stuff</strong></p>
<p>Know that not everything is critically important and not doing everything that comes your way is OK. Recount your job purpose and the necessary actions to get you there, by answering three fundamental questions:</p>
<p>WHAT is your job objective? WHY is this important? HOW will you achieve this?</p>
<p dir="ltr">Try creating a simple mind map in <a href="http://www.knowgenes.com/" target="_blank"><span style="COLOR: #0080ff">Knowledge Genes</span></a> to help you think this through.</p>
<p dir="ltr"><strong>4. Motivate and stimulate your employees</strong></p>
<p dir="ltr">Give your people more responsibility and autonomy in their jobs. Tell them what's really going on in the business and how their jobs contribute to the business goals.</p>
<p dir="ltr"><strong>5. Be brave - delegate </strong></p>
<p>Some people are afraid to delegate for the fear that doing so will make them obsolete. People that this way are already obsolete!</p>
<p><strong>6. Use more breaks </strong></p>
<p>All work and no 'play' will make you dull and less effective. Whipping yourself or your team to higher performance doesn't work. In fact it's counter-productive.</p>
<p><strong>7. Avoid boredom</strong></p>
<p>Boredom is a real happiness killer. You're bored doing the same things over and over again because you're not challenging yourself. Go out of your way to take on new responsibilities. Try stuff that stretches you and you'll be bored no longer and become more valuable to the business.</p>
<p>~ Mark Ridgwell</p></div>
</content>



    </entry>
    <entry>
        <title>8 Marketing Lessons From Seth Godin</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/8-marketing-lessons-from-seth-godin.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/8-marketing-lessons-from-seth-godin.html" thr:count="1" thr:updated="2010-07-14T12:14:19+02:00" />
        <id>tag:typepad.com,2003:post-6a00e5506c87798834013484df478d970c</id>
        <published>2010-06-25T12:26:18+02:00</published>
        <updated>2010-06-25T12:26:18+02:00</updated>
        <summary>Recently, Seth Godin took to the stage at John Hancock Hall in Boston as part of a promotional tour for his new book "Linchpin". A good blog from over at 21WebIR.com details 8 marketing lessons taken from Seth's presentation...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="marketing" />
        <category scheme="http://sixapart.com/ns/types#tag" term="seth godin" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><span style="font-family: Arial, Helvetica, sans-serif; line-height: 22px; font-size: 12px; color: #696969; "><h2><font color="#111111" size="3"><span style="font-size: 12px;"><span style="font-weight: normal;">Recently, Seth Godin took to the stage at John Hancock Hall in Boston as part of a promotional tour for his new book "Linchpin". A good blog from over at <a href="http://www.21webir.com/blog/8-transformational-leadership-lessons-from-seth-godin/" target="_blank">21WebIR.com</a> details 8 marketing lessons taken from Seth's presentation...</span></span></font></h2><h2><span style="font-weight: normal; font-size: 12px; "><strong><span style="color: #111111; ">1. Spamming People Doesn’t Work Like it Used To</span></strong><span style="color: #111111; "> – People who spam others have determined that it doesn’t pay for itself like it used to. If you look at companies that are growing (e.g. Zappos), they don’t do a lot of advertising.  They do just a little bit of advertising to keep their investors happy, but have realized that personalized messages will always do better than spam.</span></span></h2><h2><span style="color: #111111; "><span style="font-weight: normal; font-size: 12px; " /></span><span style="font-weight: normal; font-size: 12px; "><strong><span style="color: #111111; ">2. People Like Doing What Other People Are Doing</span></strong><span style="color: #111111; "> – We like to be like each other. People strive to fit in and find their own groups, so marketers who facilitate this will win.</span></span></h2><h2><span style="color: #111111; "><span style="font-weight: normal; font-size: 12px; " /></span><span style="font-weight: normal; font-size: 12px; "><strong><span style="color: #111111; ">3. Ideas That Spread Win, and Free Ideas Spread Best</span></strong><span style="color: #111111; "> – Godin explained that he made more money by giving away his book, </span><em><a href="http://www.sethgodin.com/ideavirus/" style="text-decoration: none; font-weight: bold; color: #000000; " title="Idea Virus"><span style="color: #111111; ">Idea Virus</span></a></em><span style="color: #111111; ">, than he made on his previous </span><em><span style="color: #111111; ">New York Times </span></em><span style="color: #111111; ">best-seller. Free ideas create demand, and demand can always be monetized.</span></span></h2><h2><span style="color: #111111; "><span style="font-weight: normal; font-size: 12px; " /></span><span style="font-weight: normal; font-size: 12px; "><strong><span style="color: #111111; ">4. Remarks Make Something Remarkable</span></strong><span style="color: #111111; "> – When people comment on something, then it is remarkable. The old model, which focuses on companies making average products for average people, is not remarkable. Companies that aren’t remarkable can’t grow quickly.  By making products worth talking about, then companies can become remarkable.</span></span></h2><h2><span style="color: #111111; "><span style="font-weight: normal; font-size: 12px; " /></span><span style="font-weight: normal; font-size: 12px; "><strong><span style="color: #111111; ">5. What We Make and How We Make It Has Changed</span></strong><span style="color: #111111; "> – In today’s economy, people are buying experiences and conversations. Godin provided the example of </span><a href="http://www.littlemissmatched.com/" style="text-decoration: none; font-weight: bold; color: #000000; " title="Little Miss Matched"><span style="color: #111111; ">LittleMissMatched</span></a><span style="color: #111111; ">, a company that sells unmatched socks that provide a point of interest and conversation for young girls.</span></span></h2><h2><span style="color: #111111; "><span style="font-weight: normal; font-size: 12px; " /></span><span style="font-weight: normal; font-size: 12px; "><strong><span style="color: #111111; ">6. You Have the Opportunity to Lead a Tribe</span></strong><span style="color: #111111; "> – Tribes exist today, and they’re looking for leaders. You don’t have to have charisma to be a leader. Leading gives leaders charisma. The internet is the ultimate extension of communication to help organize tribes. Don’t waste time trying to convert non-fans; instead, work to strengthen existing tribes.</span></span></h2><h2><span style="color: #111111; "><span style="font-weight: normal; font-size: 12px; " /></span><span style="font-weight: normal; font-size: 12px; "><strong><span style="color: #111111; ">7. Lots of Alternatives Exist</span></strong><span style="color: #111111; "> – Choices are now rampant, so people or companies that are perceived as the best or the leaders are more successful. People have been trained to be good at a lot of things, but not to be the best at one niche skill. Difficult opportunities are the ones worth doing.</span></span></h2><h2><span style="color: #111111; "><span style="font-weight: normal; font-size: 12px; " /></span><span style="font-weight: normal; font-size: 12px; "><strong><span style="color: #111111; ">8. Don’t Be Afraid to Be </span></strong><span style="color: #111111; "><strong>Indispensable</strong> – Lots of opportunities exist to be a linchpin, but most people and companies are scared of being great and indispensible because it’s hard and scary. By overcoming this fear, marketers can become critical to business success.</span></span></h2>

<p><span style="font-weight: normal; font-size: 12px; "><span style="color: #111111; "><em><strong>Do you agree</strong></em> with Seth Godin's lessons on this subject? If you do, or indeed if you don't, we'd love to hear your opinions. Just drop a comment at the bottom of the page.</span></span></p>

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<p style="line-height: 14px;"><font color="#111111"><span style="color: #0080ff; "><a href="http://www.knowledgegenes.com/home.aspx?kgid=10925&amp;t=moretext" target="_blank" /></span><a href="http://www.knowledgegenes.com/home.aspx?kgid=11129&amp;t=moretext" target="_blank"><span style="color: #0080ff; ">How to Build a Loyal Team</span></a></font></p>

<p style="line-height: 14px;"><a href="http://www.knowgenes.com/home.aspx?kgid=11126&amp;t=moretext" target="_blank"><span style="color: #0080ff; ">The Rookie Manager's Guide to Office Politics</span></a> </p>

<p><font color="#111111">By Oliver McPhee</font></p></span></div>
</content>



    </entry>
    <entry>
        <title>Seven useful hints for selling ideas that you can start using today...</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/no-matter-how-good-an-idea-is-it-wont-sell-itself-.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/no-matter-how-good-an-idea-is-it-wont-sell-itself-.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340133f1b85a59970b</id>
        <published>2010-06-24T11:03:23+02:00</published>
        <updated>2010-06-25T17:19:05+02:00</updated>
        <summary>No matter how fabulously good your idea is, it won't sell itself. I often follow Rosabeth Moss Kanter's blog at HBR. She's widely quoted as one of the world's most influential business thinkers and she writes in a very pragmatic,...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="seven useful hints from selling ideas" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p><strong><em>No matter how fabulously good your idea is, it won't sell itself.</em></strong></p>
<p>I often follow Rosabeth Moss Kanter's blog at HBR. She's widely quoted as one of the world's most influential business thinkers and she writes in a very pragmatic, can-use-today kind of way which appeals to me. The seven points below is what she suggests about how to effectively sell ideas. See her original blog <a href="http://blogs.hbr.org/kanter/2010/05/seven-hints-for-selling-ideas.html"><span style="COLOR: #0080ff">here</span></a>: </p>
<p>"1. <strong>Seek many inputs</strong> - Listen actively to many points of view. Then incorporate aspects of each of them into the project plan, so that you can show people exactly where their perspectives or suggestions appear.</p>
<p>2. <strong>Do your homework</strong> - Be thoroughly prepared for meetings and individual discussions. Gather as much hard data as possibly to have command of the full facts, and speak knowledgeably from a broad information base. Know the interests of those to whom you're speaking, and customize the message for them.</p>
<p>3. <strong>Make the rounds</strong> - Meet with people one-on-one to make the first introduction of your idea. It's always a good idea to touch base with people individually before any key meetings, and to give them advance warning of what you and others are planning to say at the meeting. Then they can be prepared (and coached) in your point of view. And you know theirs, so you can modify your proposal accordingly.</p>
<p>4. <strong>See critics in private and hear them out - </strong>One-on-one meetings are especially important when you expect opposition or criticism. Groups can easily turn into mobs. Avoid situations in which critics can gang up on you, or when a group of people leaning positive turn negative because the listen to a few loud voices. Never gather all of your potential critics in one room hoping to hold one meeting to brief everyone all at once. This kind of event mainly helps them discover each other and their common concerns, so they coalesce as a group united in opposition to the idea.</p>
<p>5. <strong>Make the benefits clear</strong> - Arm supporters with arguments. You might rehearse them for meetings in which questions about your project will come up. Stress the value that the idea will produce for them and other groups. Remember that selling ideas is at least a two-step process. You sell one set of people so they can sell others. You convince them to back you because you reduce the risk to them by giving them the tools for selling their own boards or constituencies.</p>
<p>6. <strong>Be specific</strong> - Make your requests concrete, even while connecting your idea to unassailable larger principles. Wait to approach high-level people until your have tested the idea elsewhere and refined your vague notions. The higher the official, the more valuable and scarce his or her time, and thus the more focused your meeting must be. Use peers for initial broad discussions, then ask top executives for one simple action.</p>
<p>7. <strong>Show that you can deliver</strong> - People want to back winners. Early in the process, provide evidence, even guarantees, that the project will work. Later, prove that you can deliver by meeting deadlines and doing what you promised."</p>
<blockquote dir="ltr">
<p><strong><em>People who viewed this also read:</em></strong></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=11737&amp;t=moretext"><span style="COLOR: #0080ff">Seven Practical Ways to Sell Ideas - that Work</span></a></p>
<p><a href="http://www.knowledgegenes.com//home.aspx?kgid=10566"><span style="COLOR: #0080ff">How to Successfully Lead Change</span></a></p>
<p><a href="http://www.knowgenes.com/home.aspx?kgid=1181&amp;t=moretext"><span style="COLOR: #0080ff">The Pyramid Principle - Logic in Writing &amp; Thinking</span></a></p></blockquote>
<p><br />Mark Ridgwell</p></div>
</content>



    </entry>
    <entry>
        <title>Seven Steps to Stop Finger-Pointing in a Crisis</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/7-steps-to-stop-fingerpointing-in-a-crisis.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/7-steps-to-stop-fingerpointing-in-a-crisis.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340133f1a4e46d970b</id>
        <published>2010-06-23T19:21:10+02:00</published>
        <updated>2010-06-23T19:24:23+02:00</updated>
        <summary>There has been a lot of high profile 'finger pointing' recently (whether it be the oil spill disaster or mistakes made during the world cup) so I decided to go on the hunt for a good article about trying to prevent this blame culture...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="blame" />
        <category scheme="http://sixapart.com/ns/types#tag" term="finger pointing" />
        <category scheme="http://sixapart.com/ns/types#tag" term="management" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><span style="WORD-SPACING: 0px; FONT: medium 'Times New Roman'; TEXT-TRANSFORM: none; COLOR: #000000; TEXT-INDENT: 0px; WHITE-SPACE: normal; LETTER-SPACING: normal; BORDER-COLLAPSE: separate; orphans: 2; widows: 2; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px"><span style="FONT-SIZE: 13px; LINE-HEIGHT: 18px; FONT-FAMILY: Helvetica, Arial, sans-serif">
<p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 15px; LINE-HEIGHT: 22px; PADDING-TOP: 0px">There has been a lot of high profile 'finger pointing' recently (whether it be the oil spill disaster or mistakes made during the world cup) so I decided to go on the hunt for a good article about trying to prevent this blame culture.</p><p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 15px; LINE-HEIGHT: 22px; PADDING-TOP: 0px">I have come across this fantastic article by Marshall Goldsmith that i've found from over at the <a href="http://blogs.hbr.org/goldsmith/2008/10/7_steps_to_stop_finger_pointin.html" target="_blank">hbr blog</a>. It has 7 steps to follow to help people stay objective &amp; constructive in these times of crisis.</p>
<p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 15px; LINE-HEIGHT: 22px; PADDING-TOP: 0px"><strong>1. Encourage everyone on your team to remember four words</strong><span class="Apple-converted-space"> </span>that can help all of you get though your crisis in the best way possible: help more, judge less. Reflect upon these four words. Aside from work, how many of us have friends and family members at home who might be happy if we 'helped' a little more - and 'judged' a little less?</p>
<p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 15px; LINE-HEIGHT: 22px; PADDING-TOP: 0px"><strong>2. Try to get team members to focus on a future that they can impact</strong>, not a past that they cannot change anyway. Have you ever made a fool of yourself in front of important people before? It was bad enough when it happened. Having others make you relive this 'fool making' experience is usually not that helpful.</p>
<p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 15px; LINE-HEIGHT: 22px; PADDING-TOP: 0px"><strong>3. Try to get people to take responsibility for their own behavior.</strong><span class="Apple-converted-space"> </span>Sometimes it is easier to see our own mistakes in other people than in the mirror. We may not be able to change what other people have done, but we can certainly change ourselves.</p>
<p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 15px; LINE-HEIGHT: 22px; PADDING-TOP: 0px"><strong>4. Ask each person to reflect on the question, "<a href="http://www.knowledgegenes.com/home.aspx?kgid=10295&amp;t=moretext" target="_blank"><span style="color: #0080ff; ">What can I learn from this crisis?</span></a>"</strong><span class="Apple-converted-space"><span style="color: #0080ff; "> </span></span>Anyone can provide leadership when times are easy. Great leaders - and great teams - step up when times are tough. Rather than get lost in whining, have each team member focus on how he or she can grow from this experience. </p>
<p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 15px; LINE-HEIGHT: 22px; PADDING-TOP: 0px"><strong>5. Ask everyone on your team to reflect on the question, "What can<span class="Apple-converted-space"> </span><em>we<span class="Apple-converted-space"> </span></em>learn from this crisis?"<span class="Apple-converted-space"> </span></strong>After each person's individual reflection, encourage your team to engage in collection reflection. Find ways to improve cross-team communication and build teamwork.</p>
<p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 15px; LINE-HEIGHT: 22px; PADDING-TOP: 0px"><strong>6. Encourage each team member to avoid speaking when angry or out of control.</strong><span class="Apple-converted-space"> </span>We all get angry. That is natural and completely appropriate. We just don't have to talk until we settle down and can collect our thoughts. Plenty of research has shown how our 'angry mind' can lead to irrational behavior that we later regret.</p>
<p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 15px; LINE-HEIGHT: 22px; PADDING-TOP: 0px"><strong>7. Before speaking don't just ask, "Am I correct?" - ask "Will this help?"</strong>Just because we believe that something is true, we don't have to say it. If our comment may be hurtful to individuals or destructive to teamwork, it can sometimes just be left unsaid.</p><p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 15px; LINE-HEIGHT: 22px; PADDING-TOP: 0px">How do you feel about finger-pointing? Do you think it has a place once the situation has been handled?</p><p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 15px; LINE-HEIGHT: 22px; PADDING-TOP: 0px">Please feel free to leave us any comments below...</p><p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 5px; LINE-HEIGHT: 18px; PADDING-TOP: 0px"><strong>Related articles:</strong></p><p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 5px; LINE-HEIGHT: 16px; PADDING-TOP: 0px"><a href="http://www.knowledgegenes.com/home.aspx?kgid=11129&amp;t=moretext" target="_blank"><span style="color: #0080ff; "><strong>How to Create a Loyal Team</strong></span></a></p><p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 5px; LINE-HEIGHT: 16px; PADDING-TOP: 0px"><a href="http://www.knowledgegenes.com/home.aspx?kgid=11166&amp;t=moretext" target="_blank"><span style="color: #0080ff; "><strong>How to Manage Overachievers</strong></span></a></p><p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 5px; LINE-HEIGHT: 16px; PADDING-TOP: 0px"><span style="color: #0080ff; "><a href="http://www.knowledgegenes.com/home.aspx?kgid=11195&amp;t=moretext" target="_blank"><span style="color: #0080ff; "><strong>Why People Waste Time at Work</strong></span></a></span></p><p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 15px; LINE-HEIGHT: 22px; PADDING-TOP: 0px" /><p style="PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: 0px 0px 15px; LINE-HEIGHT: 22px; PADDING-TOP: 0px">By Oliver McPhee</p></span></span></div>
</content>



    </entry>
    <entry>
        <title>12 Things the Best Bosses Believe </title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/12-things-the-best-bosses-believe-.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/12-things-the-best-bosses-believe-.html" thr:count="4" thr:updated="2010-07-05T17:21:09+02:00" />
        <id>tag:typepad.com,2003:post-6a00e5506c87798834013484cc352c970c</id>
        <published>2010-06-23T10:26:32+02:00</published>
        <updated>2010-06-23T10:27:06+02:00</updated>
        <summary>Pure gold - the 12 things below are what Robert Sutton (MIT professor and author) in a recent HBR blog believes are the key beliefs that are held by the best bosses...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="12 Things the Best Bosses Believe " />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Pure gold - the 12 things below are what Robert Sutton (MIT professor and author) in a <a href="http://blogs.hbr.org/cs/2010/05/12_things_that_good_bosses_bel.html"><span style="COLOR: #0080ff">recent HBR blog</span></a> believes are the key beliefs that are held by the best bosses:</p>
<p><strong><em>See related articles:</em></strong></p>
<p>&gt;  <a href="http://www.knowledgegenes.com/home.aspx?kgid=11730&amp;t=moretext"><span style="COLOR: #0080ff">Communication Mistakes that Managers Make</span></a></p>
<p>&gt;  <a href="http://blogs.knowledgegenes.com/home/2010/03/eight-things-your-employees-want-from-you.html"><span style="COLOR: #0080ff">Eight Things your Employees Want from You</span></a></p>
<ol>
<li>I have a flawed and incomplete understanding of what it feels like to work for me.</li>
<li>My success and that of my people depends largely on being the master of obvious and mundane things, not on magical, obscure, or breakthrough ideas or methods. </li>
<li>Having ambitious and well defined goals is important, but it is useless to think about them much. My job is to focus on the small wins that enable my people to make a little progress every day. </li>
<li>One of the most important, and most difficult, parts of my job is to strike the delicate balance between being too assertive and not assertive enough. </li>
<li>My job is to serve as a human shield, to protect my people from external intrusions, distractions, and idiocy of every stripe — and to avoid imposing my own idiocy on them as well. </li>
<li>I strive to be confident enough to convince people that I am in charge, but humble enough to realize that I am often going to be wrong.</li>
<li>I aim to fight as if I am right, and listen as if I am wrong — and to teach my people to do the same thing.</li>
<li>One of the best tests of my leadership — and my organization — is "what happens after people make a mistake?"</li>
<li>Innovation is crucial to every team and organization. So my job is to encourage my people to generate and test all kinds of new ideas. But it is also my job to help them kill off all the bad ideas we generate, and most of the good ideas, too. </li>
<li>Bad is stronger than good. It is more important to eliminate the negative than to accentuate the positive. </li>
<li><em>How </em>I do things is as important as what I do. </li>
<li>Because I wield power over others, I am at great risk of acting like an insensitive jerk — and not realizing it. </li>
</ol>
<p>Any more you'd like to see added to this list?</p>
<p><strong>Related articles:</strong></p>
<p>&gt;  <a href="http://www.knowledgegenes.com/home.aspx?kgid=11730&amp;t=moretext"><span style="COLOR: #0080ff">Seven Communication Mistakes that Managers Make</span></a></p>
<p>&gt;  <a href="http://blogs.knowledgegenes.com/home/2010/03/eight-things-your-employees-want-from-you.html"><span style="COLOR: #0080ff">Eight Things your Employees Want from You</span></a>  </p></div>
</content>



    </entry>
    <entry>
        <title>Best Practices for Stakeholder Engagement</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/best-practices-for-stakeholder-engagement.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/best-practices-for-stakeholder-engagement.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c87798834013484af2786970c</id>
        <published>2010-06-21T12:57:14+02:00</published>
        <updated>2010-06-21T16:55:25+02:00</updated>
        <summary>Stakeholder Engagement helps manage the politics that can often come with projects. It helps you win support for your projects and eliminates a major source of project and work stress...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="best practice" />
        <category scheme="http://sixapart.com/ns/types#tag" term="roadmap" />
        <category scheme="http://sixapart.com/ns/types#tag" term="stakeholder management" />
        
<content type="html" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;P&gt;&lt;span style=""&gt;I have recently come across some best practices for stakeholder engagement from Edinburgh University by Mark Ritchie / Naresh Chappidi (&lt;A href="http://www.projects.ed.ac.uk/methodologies/Standards/StakeholderEngagement.doc" target=_blank&gt;located here&lt;/A&gt;).&lt;br&gt;&lt;/span&gt;&lt;/P&gt;
&lt;P&gt;&lt;span style=""&gt;There are many challenges&amp;nbsp;to successfully engaging with project stakeholders, but they are small in&lt;/span&gt;&lt;span style=""&gt;&amp;nbsp;comparison to the risks of failing to engage in a timely and strategic manner. The following summary&lt;/span&gt;&lt;span style=""&gt;&amp;nbsp;principles for stakeholder engagement are based on industry best practice:&lt;/span&gt;&lt;/P&gt;
&lt;P&gt;&lt;/P&gt;
&lt;ul&gt;
&lt;li&gt;&lt;span&gt;&lt;strong&gt;Engage in issues that matter&lt;/strong&gt;&amp;nbsp;- focus on clear objectives that require action. Stakeholders have limited time and will prefer to engage on really important project concerns.&lt;/span&gt;&lt;/li&gt;
&lt;li&gt;&lt;span&gt;&lt;strong&gt;Be ready to act - &lt;/strong&gt;&lt;/span&gt;&lt;span style="FONT-FAMILY: Arial; FONT-SIZE: 10pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;use engagement to drive decisions, not as public relations exercise.&lt;/span&gt;&lt;/li&gt;
&lt;li&gt;&lt;span&gt;&lt;strong&gt;Engage the right stakeholders &lt;/strong&gt;-&lt;strong&gt;&amp;nbsp;&lt;span style="FONT-FAMILY: Arial; FONT-SIZE: 10pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;span style="font-weight: normal"&gt;identify the right stakeholders. Ensure the process is inclusive and diverse. Consider stakeholders’ expertise, level of influence and willingness to engage.&lt;/span&gt;&lt;/span&gt;&lt;br&gt;&lt;/strong&gt;&lt;/span&gt;&lt;/li&gt;
&lt;li&gt;&lt;span&gt;&lt;strong&gt;Engage empowered representatives&lt;span style="font-weight: normal"&gt;&amp;nbsp;-&amp;nbsp;&lt;/span&gt;&lt;span style="FONT-FAMILY: Arial; FONT-SIZE: 10pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;span style="font-weight: normal"&gt;engage stakeholder representatives who are empowered to take decisions for their constituents&lt;/span&gt;&lt;/span&gt;&lt;br&gt;&lt;/strong&gt;&lt;/span&gt;&lt;/li&gt;
&lt;li&gt;&lt;span style=""&gt;&lt;strong&gt;Seek shared value -&amp;nbsp;&lt;span style="FONT-FAMILY: Arial; FONT-SIZE: 10pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;span style="font-weight: normal"&gt;ensure that each stakeholder benefits directly from engagement and understands how project decisions will impact on other stakeholders&lt;/span&gt;&lt;/span&gt;&lt;br&gt;&lt;/strong&gt;&lt;/span&gt;&lt;/li&gt;
&lt;li&gt;&lt;span style=""&gt;&lt;strong&gt;Agree rules of engagement -&amp;nbsp;&lt;span style="FONT-FAMILY: Arial; FONT-SIZE: 10pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;span style="font-weight: normal"&gt;Establish the scope, objectives, roles, rules and risks of engagement at the beginning. Agree the process of decision-making, conflict resolution and evaluation&lt;/span&gt;&lt;/span&gt;&lt;br&gt;&lt;/strong&gt;&lt;/span&gt;&lt;/li&gt;
&lt;li&gt;&lt;span style=""&gt;&lt;strong&gt;Manage exceptions -&amp;nbsp;&lt;span style="FONT-FAMILY: Arial; FONT-SIZE: 10pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;span style="font-weight: normal"&gt;make certain that all parties have realistic ambitions and agree on clear outcomes of the engagement&lt;/span&gt;&lt;/span&gt;&lt;br&gt;&lt;/strong&gt;&lt;/span&gt;&lt;/li&gt;
&lt;li&gt;&lt;span style=""&gt;&lt;strong&gt;Provide adequate resources -&amp;nbsp;&lt;span style="FONT-FAMILY: Arial; FONT-SIZE: 10pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;span style="font-weight: normal"&gt;devote adequate resources (time, money and people) to ensure success&lt;/span&gt;&lt;/span&gt;&lt;br&gt;&lt;/strong&gt;&lt;/span&gt;&lt;/li&gt;
&lt;li&gt;&lt;span style=""&gt;&lt;strong&gt;Choose the right formats -&amp;nbsp;&lt;span style="FONT-FAMILY: Arial; FONT-SIZE: 10pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;span style="font-weight: normal"&gt;Choose the appropriate format (e.g. private meeting, roundtable discussions, stakeholder panels, etc) to achieve the objective of the each engagement&lt;/span&gt;&lt;/span&gt;&lt;br&gt;&lt;/strong&gt;&lt;/span&gt;&lt;/li&gt;
&lt;li&gt;&lt;span style=""&gt;&lt;strong&gt;Act fairly -&amp;nbsp;&lt;span style="FONT-FAMILY: Arial; FONT-SIZE: 10pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;span style="font-weight: normal"&gt;be sensitive to perceived or actual power differences and facilitate the process to allow fair participation&lt;/span&gt;&lt;/span&gt;&lt;br&gt;&lt;/strong&gt;&lt;/span&gt;&lt;/li&gt;
&lt;li&gt;&lt;span style=""&gt;&lt;strong&gt;Listen to (critical) stakeholder views -&amp;nbsp;&lt;span style="FONT-FAMILY: Arial; FONT-SIZE: 10pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;span style="font-weight: normal"&gt;ensure engagement is a dialogue and not a one-way information feed. Allow stakeholders to voice their views&lt;/span&gt;&lt;/span&gt;&lt;br&gt;&lt;/strong&gt;&lt;/span&gt;&lt;/li&gt;
&lt;li&gt;&lt;span style=""&gt;&lt;strong&gt;Build trust -&amp;nbsp;&lt;span style="FONT-FAMILY: Arial; FONT-SIZE: 10pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;span style="font-weight: normal"&gt;take time to build trust based on the personal chemistry of the individuals and the common values of the organizations involved. Commit to long term relationships with stakeholders&lt;/span&gt;&lt;/span&gt;&lt;br&gt;&lt;/strong&gt;&lt;/span&gt;&lt;/li&gt;
&lt;li&gt;&lt;span style=""&gt;&lt;strong&gt;Be open -&amp;nbsp;&lt;span style="FONT-FAMILY: Arial; FONT-SIZE: 10pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;span style="font-weight: normal"&gt;be responsive, consistent and timely in communications. Communicate well in advance, document the engagement rationale and processes and allow for stakeholder feedback&lt;/span&gt;&lt;/span&gt;&lt;br&gt;&lt;/strong&gt;&lt;/span&gt;&lt;/li&gt;
&lt;li&gt;&lt;span style=""&gt;&lt;strong&gt;Be accountable -&lt;span style="font-weight: normal"&gt;&amp;nbsp;&lt;/span&gt;&lt;span style="FONT-FAMILY: Arial; FONT-SIZE: 10pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;span style="font-weight: normal"&gt;link the engagement process to project decision making and governance&lt;/span&gt;&lt;/span&gt;&lt;br&gt;&lt;/strong&gt;&lt;/span&gt;&lt;/li&gt;
&lt;li&gt;&lt;span style=""&gt;&lt;strong&gt;Look beyond the engagement -&amp;nbsp;&lt;/strong&gt;&lt;/span&gt;&lt;span style=""&gt;&lt;span style="FONT-FAMILY: Arial; FONT-SIZE: 10pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;learn from the engagement. Involve stakeholders to assess the success of the engagement as well as the project outcome. Examine whether any next steps are required&lt;/span&gt;&lt;br&gt;&lt;/span&gt;&lt;/li&gt;
&lt;/ul&gt;
&lt;P&gt;&lt;span style=""&gt;Stakeholder Engagement helps manage the politics that can often come with projects. It helps you win&amp;nbsp;&lt;/span&gt;&lt;span style=""&gt;support for your projects and eliminates a major source of project and work stress.&lt;/span&gt;&lt;/P&gt;
&lt;P&gt;&lt;span style=""&gt;Do you agree with these best practices, or can you add anymore of value? Please feel free to comment below.&lt;/span&gt;&lt;/P&gt;
&lt;P&gt;&lt;span style=""&gt;&lt;strong&gt;&lt;span style="text-decoration: underline"&gt;Related articles:&lt;/span&gt;&lt;/strong&gt;&lt;/span&gt;&lt;/P&gt;
&lt;P&gt;&lt;span style="LINE-HEIGHT: 16px"&gt;&lt;A href="http://www.knowledgegenes.com/home.aspx?kgid=11702&amp;t=moretext" target=_blank&gt;&lt;span style="COLOR: #0080ff"&gt;How to Engage Project Stakeholders&lt;/span&gt;&lt;/A&gt;&lt;span style="COLOR: #0080ff"&gt; &lt;/span&gt;&lt;br&gt;&lt;/span&gt;&lt;/P&gt;
&lt;P&gt;&lt;span style="LINE-HEIGHT: 16px"&gt;&lt;span style="COLOR: #0080ff"&gt;&lt;span style="COLOR: #0080ff"&gt;&lt;A href="http://"&gt;&lt;span style="COLOR: #0080ff"&gt;&lt;/span&gt;&lt;/A&gt;&lt;A href="http://www.knowledgegenes.com/home.aspx?kgid=11518&amp;t=moretext" target=_blank&gt;&lt;span style="COLOR: #0080ff"&gt;How to Create a Project Roadmap&lt;/span&gt;&lt;/A&gt;&lt;/span&gt;&lt;/span&gt;&lt;br&gt;&lt;/span&gt;&lt;/P&gt;
&lt;P&gt;&lt;span style="LINE-HEIGHT: 16px"&gt;&lt;span style="COLOR: #0080ff"&gt;&lt;A href="http://www.knowledgegenes.com/home.aspx?kgid=11626&amp;t=moretext" target=_blank&gt;&lt;span style="COLOR: #0080ff"&gt;Create and Share Enterprise Best Practices&lt;/span&gt;&lt;/A&gt;&lt;span style="COLOR: #0080ff"&gt; &lt;/span&gt;&lt;br&gt;&lt;/span&gt;&lt;/span&gt;&lt;/P&gt;
&lt;P&gt;&lt;span style="LINE-HEIGHT: 16px"&gt;By Oliver McPhee&lt;/span&gt;&lt;/P&gt;
&lt;P&gt;&lt;/P&gt;&lt;/div&gt;
</content>



    </entry>
    <entry>
        <title>How to capture &amp; share best practice maps across the business</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/how-to-capture-share-best-practice-maps-across-the-business.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/how-to-capture-share-best-practice-maps-across-the-business.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340134847023d0970c</id>
        <published>2010-06-16T16:56:19+02:00</published>
        <updated>2010-06-16T16:57:16+02:00</updated>
        <summary>If your business is like most others, the best knowledge in your organization is probably locked away inside one person's head - ring any bells? This is clearly a very risky and inefficient strategy - what happens if that person...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="How to capture &amp; share best practice maps across the business" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p><img src="http://79.125.23.216/20071220-NLP/LinkDoc/KG_ID_11613/634121207095361195.png" /><br /><br />If your business is like most others, the best knowledge in your organization is probably locked away inside one person's head - ring any bells?  </p>
<p>This is clearly a very risky and inefficient strategy - what happens if that person suddenly leaves the organization? And imagine the performance improvement if that knowledge was instantly available for anyone to use...</p>
<p>Easy to say, difficult to fix. Not really.</p>
<p>Get your best performers involved, focus first on the business areas that add the highest business value, think in terms of actionable what, how &amp; why steps and you can create an executable knowledge map that anyone can use, in an hour or two.</p>
<p><strong>&gt;&gt; Click here to see how:</strong></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=11626&amp;t=moretexthttp://"><span style="FONT-FAMILY: ; COLOR: #0080ff"><strong>How to effectively capture &amp; share your best knowledge across the organization</strong></span></a>  </p></div>
</content>



    </entry>
    <entry>
        <title>There is a fundamental Code of Knowledge. It will help you...</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/weve-discovered-there-is-a-fundamental-code-of-knowledge-it-will-help-you.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/06/weve-discovered-there-is-a-fundamental-code-of-knowledge-it-will-help-you.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c87798834013483b5967c970c</id>
        <published>2010-06-10T10:25:02+02:00</published>
        <updated>2010-06-10T10:32:46+02:00</updated>
        <summary>We've discovered there is a fundamental Code of Knowledge - we call it Knowledge Genes It will help you achieve perfect understand, communicate with perfect clarity and get more done. It's a big idea because it can really help people,...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="Code of Knowledge" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p><span style="FONT-FAMILY: ; COLOR: #111111">We've discovered there is a </span><a href="http://www.knowgenes.com/codeofknowledge.aspx"><span style="FONT-FAMILY: ; COLOR: #111111"><span style="FONT-FAMILY: ; COLOR: #0080ff">fundamental Code of Knowledge</span></span></a> - we call it <a href="http://www.knowgenes.com/"><span style="FONT-FAMILY: ; COLOR: #0080ff">Knowledge Genes</span></a></p>
<p><span style="FONT-FAMILY: ; COLOR: #111111">It will help you achieve perfect understand, communicate with perfect clarity and get more done. </span></p>
<p><span style="FONT-FAMILY: ; COLOR: #111111">It's a big idea because it can really help people, anyone, to understand and control what really needs to be done and to eliminate the unimportant things.</span></p>
<p><span style="FONT-FAMILY: ; COLOR: #111111">This seems all important in our world today of attention scarcity, communication overload, verbosity and ambiguity.</span></p>
<p><strong><font color="#34648c"><span style="FONT-FAMILY: ; COLOR: #111111"><font size="3">The Code of Knowledge</font><sup><font size="1">TM</font></sup><font size="3"> is made up of two dimensions</font></span></font></strong></p>
<p><span style="FONT-FAMILY: Arial; FONT-SIZE: 9px"><span style="FONT-FAMILY: Arial; FONT-SIZE: 10px"><span style="FONT-FAMILY: Arial; FONT-SIZE: 11px"><span style="FONT-FAMILY: Arial; FONT-SIZE: 12px"><span style="FONT-FAMILY: Arial; FONT-SIZE: 13px"><strong>1. The horizontal dimension is used to map behavior</strong></span></span></span></span></span></p>
<p><span style="FONT-FAMILY: Arial; FONT-SIZE: 9px"><span style="FONT-FAMILY: Arial; FONT-SIZE: 10px"><span style="FONT-FAMILY: Arial; FONT-SIZE: 11px"><span style="FONT-FAMILY: Arial; FONT-SIZE: 12px"><span style="FONT-FAMILY: Arial; FONT-SIZE: 13px"><span style="FONT-FAMILY: Arial; COLOR: #111111; FONT-SIZE: 10pt">It is made up of the answers to the fundamental questions <span class="staticWHY"><span style="FONT-FAMILY: Arial; COLOR: #ff0000; FONT-SIZE: 10pt"><strong>WHY</strong></span></span> and <span class="staticHOW"><span style="FONT-FAMILY: Arial; COLOR: #0000bf; FONT-SIZE: 10pt"><strong>HOW</strong></span></span> - these questions are opposites of each other.</span></span></span></span></span></span></p>
<p><font color="#34648c" size="3"><span align="left" style="TEXT-ALIGN: center; FONT-FAMILY: Verdana; COLOR: #4f4f4f; FONT-SIZE: 10pt" valign="top"><a href="http://blogs.knowledgegenes.com/.a/6a00e5506c87798834013483b587c6970c-pi" style="DISPLAY: inline"><font face="Arial"><img alt="Image3" border="0" class="asset asset-image at-xid-6a00e5506c87798834013483b587c6970c " src="http://blogs.knowledgegenes.com/.a/6a00e5506c87798834013483b587c6970c-800wi" title="Image3" /></font></a><font face="Arial"> <br /></font></span></font><font color="#34648c" size="3"><span align="left" style="TEXT-ALIGN: center; FONT-FAMILY: Verdana; COLOR: #4f4f4f; FONT-SIZE: 10pt" valign="top"><span style="FONT-FAMILY: Arial; COLOR: #111111; FONT-SIZE: 10pt"><strong>2. The vertical dimension is used to classify actions of the same type into a hierarchy</strong></span></span></font></p>
<p><font color="#34648c" size="3"><span align="left" style="TEXT-ALIGN: center; FONT-FAMILY: Verdana; COLOR: #4f4f4f; FONT-SIZE: 10pt" valign="top"><span style="FONT-FAMILY: Arial; COLOR: #111111; FONT-SIZE: 10pt"><span align="left" style="TEXT-ALIGN: center; FONT-FAMILY: Verdana; COLOR: #4f4f4f; FONT-SIZE: 10pt" valign="top"><span style="FONT-FAMILY: Arial; COLOR: #4f4f4f; FONT-SIZE: 11px"><span style="FONT-FAMILY: Arial; COLOR: #4f4f4f; FONT-SIZE: 12px"><span style="FONT-FAMILY: Arial; COLOR: #4f4f4f; FONT-SIZE: 13px"><span style="FONT-FAMILY: Arial; COLOR: #111111; FONT-SIZE: 13px">It is made up of the answers to the question <span class="staticWHAT"><strong><span style="FONT-FAMILY: Arial; COLOR: #407f00; FONT-SIZE: 13px">WHAT</span></strong></span> and its opposite <span class="staticWHATIS"><strong><span style="FONT-FAMILY: ; COLOR: #ff7f00">WHAT IS</span></strong></span>. Behavior is inherited down this hierarchy.</span></span></span></span></span></span></span></font></p>
<p><font color="#34648c" size="3"><span align="left" style="TEXT-ALIGN: center; FONT-FAMILY: Verdana; COLOR: #4f4f4f; FONT-SIZE: 10pt" valign="top"><span style="FONT-FAMILY: Arial; COLOR: #111111; FONT-SIZE: 10pt"><a href="http://blogs.knowledgegenes.com/.a/6a00e5506c877988340133f08bf1a3970b-pi" style="DISPLAY: inline"><strong><img alt="Image2" border="0" class="asset asset-image at-xid-6a00e5506c877988340133f08bf1a3970b " src="http://blogs.knowledgegenes.com/.a/6a00e5506c877988340133f08bf1a3970b-800wi" title="Image2" /></strong></a><strong> </strong></span></span></font></p>
<p><font color="#34648c" size="3"><span align="left" style="TEXT-ALIGN: center; FONT-FAMILY: Verdana; COLOR: #4f4f4f; FONT-SIZE: 10pt" valign="top"><span style="FONT-FAMILY: Arial; COLOR: #111111; FONT-SIZE: 10pt"><strong><span style="FONT-FAMILY: Arial; COLOR: #111111; FONT-SIZE: 10pt">At the center is a Knowde</span></strong><font size="2"><font color="#34648c"><strong><span style="FONT-FAMILY: Arial; COLOR: #111111; FONT-SIZE: 10pt">- a human action or an action of nature</span></strong></font></font></span></span></font></p>
<p><font color="#34648c" size="3"><span align="left" style="TEXT-ALIGN: center; FONT-FAMILY: Verdana; COLOR: #4f4f4f; FONT-SIZE: 10pt" valign="top"><span style="FONT-FAMILY: Arial; COLOR: #111111; FONT-SIZE: 10pt"><font size="2"><font color="#34648c"><strong><span style="FONT-FAMILY: Arial; COLOR: #111111; FONT-SIZE: 10pt" /></strong></font>The basic building block is an action - anything we do in our lives or at work OR any action in a naturally occurring process. </font></span></span></font></p>
<p><font color="#34648c" size="3"><span align="left" style="TEXT-ALIGN: center; FONT-FAMILY: Verdana; COLOR: #4f4f4f; FONT-SIZE: 10pt" valign="top"><span style="FONT-FAMILY: Arial; COLOR: #111111; FONT-SIZE: 10pt"><font size="2"><a href="http://blogs.knowledgegenes.com/.a/6a00e5506c877988340133f08bf594970b-pi" style="DISPLAY: inline"><img alt="Image5" border="0" class="asset asset-image at-xid-6a00e5506c877988340133f08bf594970b " src="http://blogs.knowledgegenes.com/.a/6a00e5506c877988340133f08bf594970b-800wi" title="Image5" /></a> <br /></font></span></span></font><font color="#34648c" size="3"><span align="left" style="TEXT-ALIGN: center; FONT-FAMILY: Verdana; COLOR: #4f4f4f; FONT-SIZE: 10pt" valign="top"><span style="FONT-FAMILY: Arial; COLOR: #111111; FONT-SIZE: 10pt"><font size="2">Everything in life is made up of process - the tangible things we see around us are simply the result of process actions and mapping our world this way improves understanding. </font></span></span></font></p>
<p><font color="#34648c" size="3"><span align="left" style="TEXT-ALIGN: center; FONT-FAMILY: Verdana; COLOR: #4f4f4f; FONT-SIZE: 10pt" valign="top"><span style="FONT-FAMILY: Arial; COLOR: #111111; FONT-SIZE: 10pt"><font size="2">It is to these actions that <span style="COLOR: #ff0000"><strong>WHY</strong></span>, <span class="staticHOW"><strong><span style="COLOR: #0000bf">HOW</span></strong></span>, <span class="staticWHAT"><strong><span style="COLOR: #407f00">WHAT</span></strong></span> and <span class="staticWHATIS"><strong><span style="COLOR: #ff7f00">WHAT IS</span></strong></span> are connected. </font></span></span></font></p>
<p><font color="#34648c" size="3"><span align="left" style="TEXT-ALIGN: center; FONT-FAMILY: Verdana; COLOR: #4f4f4f; FONT-SIZE: 10pt" valign="top"><span style="FONT-FAMILY: Arial; COLOR: #111111; FONT-SIZE: 10pt"><font size="2">For more information on the Code of Knowledge, check out this page - <a href="http://www.knowgenes.com/codeofknowledge.aspx"><span style="FONT-FAMILY: ; COLOR: #0080ff">The Code of Knowledge</span></a></font></span></span></font></p>
<table>
<tbody>
<tr>
<td width="120"> </td>
<td width="650"><span align="left" style="TEXT-ALIGN: center; FONT-FAMILY: Verdana; COLOR: #4f4f4f; FONT-SIZE: 10pt" valign="top" /></td></tr></tbody></table></div>
</content>



    </entry>
    <entry>
        <title>4 Attributes of the Ideal Agile Pilot Project</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/05/4-attributes-of-the-ideal-agile-pilot-project.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/05/4-attributes-of-the-ideal-agile-pilot-project.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310f393399970c</id>
        <published>2010-05-14T11:12:00+02:00</published>
        <updated>2010-03-05T17:30:50+01:00</updated>
        <summary>Successful Agile Adoption in an organization essentially boils down to whether senior management buy-in to it. One of the most important factors influencing this buy-in are the lessons learned from applying Agile to a pilot project. Careful selection of the...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="agile pilot project attributes" />
        <category scheme="http://sixapart.com/ns/types#tag" term="IT pilot project" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Successful Agile Adoption in an organization essentially boils down to whether senior management buy-in to it. One of the most important factors influencing this buy-in are the lessons learned from applying Agile to a pilot project. Careful selection of the right pilot project is therefore a critical success factor in the successful adoption of Agile in the enterprise.  </p>
<p>Mike Cohn asserts 4 critical factors which affect the selection of a pilot project</p>
<p><font color="#0b59b2"><span style="COLOR: #0080ff"><a href="http://en.wikipedia.org/wiki/Mike_Cohn"><span style="COLOR: #0080ff">Mike Cohn</span></a></span> </font>suggested the <font color="#0b59b2"><a href="http://blog.mountaingoatsoftware.com/four-attributes-of-the-ideal-pilot-project"><span style="COLOR: #0080ff">four attributes of the ideal pilot project</span></a> <span style="COLOR: #111111">are:</span></font></p>
<p><strong>I. Duration</strong> – A short project would help skeptics to say that Agile works for small projects. If the project is too large then people would have to wait too long to gauge the status of adoption. Mike suggested that the ideal project length would be somewhere near the middle of what is the average for the organization.</p>
<p><strong>II. Size </strong>– The pilot project should be small enough to be done by one team. This abstracts the multi team and cross communication challenges, thus allowing the team to concentrate on the agile process.</p>
<p><strong>III. Importance</strong> – Start with a project which is critical to the organization. This would give incentive to the team to work well with the process to ensure the success of the project. A low-importance, low risk project usually becomes just a learning project.</p>
<p><strong>IV. Business sponsor engagement</strong> - An engaged business sponsor can help the team if it needs to push against entrenched business processes, departments, or individuals. The time and energy of a business sponsor are critical to the success of the project.</p>
<p>Mike added that all these factors become meaningful with a strong team. Hence, choosing the right team is a precursor to all the above factors. </p>
<p><strong>You might also be interested in these related articles:</strong></p>
<p><strong><a href="http://www.knowledgegenes.com/Home.aspx?kgid=10128&amp;t=moretext"><span style="COLOR: #0080ff">How to Implement Agile (including Scrum example)</span></a></strong></p>
<p><strong><a href="http://www.knowledgegenes.com/Home.aspx?kgid=10673&amp;t=moretext"><span style="COLOR: #0080ff">4 Steps to Agile Transformation</span></a></strong></p>
<p><strong><a href="http://www.knowledgegenes.com/Home.aspx?kgid=10483"><span style="COLOR: #0080ff">How to Successfully Engage Project Stakeholders</span></a></strong></p>
<p><strong><a href="http://www.knowledgegenes.com/Home.aspx?kgid=10481"><span style="COLOR: #0080ff">How to Deal with Agile Project Constraints</span></a></strong></p>
<p><strong><a href="http://www.knowledgegenes.com/Home.aspx?kgid=9934"><span style="COLOR: #0080ff">5 Scrum Transition Anti-Patterns</span></a></strong></p>
<p><strong><a href="http://blogs.knowledgegenes.com/home/2010/02/scrum-project-governance-working-together-with-a-few-compromises-either-side.html"><span style="COLOR: #0080ff">How to Successfully Combine Agility with Project Governance Oversight</span></a></strong></p></div>
</content>



    </entry>
    <entry>
        <title>How to Successfully Closeout a Project</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/05/how-to-successfully-closeout-a-project.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/05/how-to-successfully-closeout-a-project.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a7fd90a9970b</id>
        <published>2010-05-10T17:53:00+02:00</published>
        <updated>2010-05-10T18:09:23+02:00</updated>
        <summary>Successful closeout is such an important project step, yet for one reason or another, it's the step that's most commonly missed. This blog will step you through the right way to closeout a project. To see the Knowledge Gene on...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="closing projects" />
        <category scheme="http://sixapart.com/ns/types#tag" term="how to successfully close a project" />
        <category scheme="http://sixapart.com/ns/types#tag" term="how to successfully closeout a project" />
        <category scheme="http://sixapart.com/ns/types#tag" term="project closeout" />
        <category scheme="http://sixapart.com/ns/types#tag" term="project management" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Successful closeout is such an important project step, yet for one reason or another, it's the step that's most commonly missed. This blog will step you through the right way to closeout a project.</p>
<p>To see the Knowledge Gene on this topic and for more information, click here - <a href="http://www.knowledgegenes.com/home.aspx?kgid=10423&amp;t=moretext">How to Closeout a Project</a></p>
<p>The benefits of good closeout include better success for future projects, better employee motivation, better customer relations, improved attractiveness to repeat and new business. Compelling reasons for doing it right?</p>
<p><strong>The process goes like this:</strong></p>
<p><strong>1. Verify Scope:</strong></p>
<div style="MARGIN-LEFT: 10px">
<p>- Review all test data against the approved specification<br />- Identify &amp; resolve any discrepancies<br />- Validate all supporting documents<br />- Verify all deliverables are available<br />- Assess customer satisfaction</p></div>
<p><strong>2. Closeout Contracts</strong></p>
<p>- Ensure that all open issues are resolved with the customer<br />- Return or destroy all customer's proprietary documents at the customers' direction<br />- Help the customer conduct an audit of completed scope<br />- When the customer is happy, receive final payments</p>
<p><strong>3. Closeout Administration</strong></p>
<p>- Return all personnel loaned to project<br />- Complete personnel performance evaluations</p>
<p><strong>4. Conduct a Lessons Learned Review</strong></p>
<p>- Conduct a survey<br />- Hold the lessons learned meeting</p>
<p><strong>5. Build a Project History File</strong></p>
<p>- Document planned &amp; actual schedule duration and include data on past similar completed projects<br />- Document planned &amp; actual labor costs and include past data<br />- Document all approved changes to PM plan<br />- Document all meetings minutes<br />- Document all problems<br />- Document subcontractor performance records<br />- Document customer satisfaction records<br />- Document project reviews</p>
<p><strong>6. Create the Final Project report</strong></p>
<p>- Describe the overall success of the project<br />- Describe organization on the project<br />- Describe recommended changes for other similar projects<br />- Describe techniques used to get results<br />- Describe project strengths &amp; weaknesses<br />- Describe project team recommendations</p>
<p><strong>7. Celebrate Success</strong></p>
<p>- Involve everyone on the project<br />- Gather outside the working environment<br />- Recognize outstanding performers<br />- Express appreciation to all project participants</p>
<p>For more information and a quick-to-absorb roadmap on this, please click below:</p>
<p><a href="http://www.knowledgegenes.com//home.aspx?kgid=10273">How to Successfully Closeout a Project </a></p></div>
</content>



    </entry>
    <entry>
        <title>How to Ask for a Reference Letter</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/04/how-to-ask-for-a-reference-letter.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/04/how-to-ask-for-a-reference-letter.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401347fbc3a4b970c</id>
        <published>2010-04-08T17:48:30+02:00</published>
        <updated>2010-04-08T17:51:29+02:00</updated>
        <summary>The importance of getting a glowing reference from your former boss cannot be understated. It can be the difference between landing that job and not landing that job. But getting a great reference letter is often harder than it sounds...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="Reference Letter" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>The importance of getting a glowing reference from your former boss cannot be understated. It can be the difference between landing that job and not landing that job. But getting a great reference letter is often harder than it sounds and can be a source of considerable anxiety for some. </p>
<p>The good news is that it's totally within your control and by following a simple process; it doesn't have to be a painful or anxious experience. I found a great article on this "<a href="http://blogs.hbr.org/cs/2010/04/how_to_ask_for_a_reference_let.html">How to Ask for a Reference Letter</a>" over at HBR which I want share:</p>
<blockquote dir="ltr">
<p dir="ltr" style="MARGIN-RIGHT: 0px"><strong><em>See related articles:</em></strong></p>
<p dir="ltr" style="MARGIN-RIGHT: 0px"><a href="http://www.knowledgegenes.com/home.aspx?kgid=10563">Laid Off? How to Make a Graceful Exit</a></p>
<p dir="ltr" style="MARGIN-RIGHT: 0px"><a href="http://www.knowledgegenes.com//home.aspx?kgid=10976&amp;t=moretext">How to Make a Great First Interview Impression</a></p>
<p dir="ltr" style="MARGIN-RIGHT: 0px"><a href="http://www.knowledgegenes.com/home.aspx?kgid=11024&amp;t=moretext">7 Habits of Highly Successful Job Seekers</a></p></blockquote>
<p><strong>"1.  Highlight their Qualifications</strong></p>
<p>When reaching out to ask for a letter of reference, explain up front and center why it is that you value that person's opinion and respect their professional expertise enough so that you chose them (of all people) to vouch for you in your next professional endeavor. </p>
<p>Beyond mere flattery, show why you think that person is uniquely qualified to accurately assess and communicate your personal contribution to your future organization. Why did you enjoy working for them, and why do you value their opinion? Why do you look up to them? How do the qualities match your own, or speak to the authority you want your recommendation to convey?</p>
<p><strong>2.  Provide a Template</strong></p>
<p>It's almost impossible to get a good reference letter from someone if you don't provide the tools necessary for them to actually write a good letter. It's also terribly inconsiderate not to give ample guidance. The last thing anyone wants to do is spend hours or days thinking about and drafting a letter which you yourself could have composed far better and more readily in about half the time. </p>
<p>Providing a template, therefore — an outline, bullet points, or even a fully-baked draft — of what you'd like the reference letter to say is the most effective (not to mention generous and thoughtful) approach to asking for a letter of reference. The goal isn't to put words into your former colleague's mouth or to co-opt her into vouching for you in an untrue or disingenuous manner; it's simply to do some of the work for her and provide all of the pertinent data points that you'd like included in the letter. Moreover, as boastful, bragging or full of yourself you may feel writing your own referral, often people will be even more generous than you will when talking about your skills and contribution to an organization. So go ahead and toot your own horn. </p>
<p><strong>3.  "No Questions Asked"</strong></p>
<p>Finally, once you provide your reviewer with a useful template and make it clear that your intention is to make this process as painless as possible for her, then it's time to hand over the reins and offer a "no questions asked" policy. First, give your colleague an easy "out" to decline your request for any or no reason. Then, assuming she agrees, give her ample leeway to change, modify or edit your letter as she sees fit. You want to convey a sense of trust in her and give her an opportunity to write a letter she is entirely comfortable with.</p>
<p>Let's take a look at what this request might actually look like: </p>
<p><strong>Highlight their Qualifications</strong></p>
<blockquote>
<p>Dear John,</p>
<p>Hello, I hope you are well. I am writing to ask a huge favor — I'm applying for a senior marketing position with Merck and I was hoping you'd consider writing a letter of recommendation on my behalf. I always appreciated your perspective and judgment while working together. You have so much credibility within the product development space that I thought you'd be a perfect person to act as a reference. </p></blockquote>
<p><strong>Provide a Template</strong></p>
<blockquote>
<p>I have included a list of bullet points along with a draft letter you might consider using as a template. I'd like to make the process as easy as possible on you and I know it's hard to recall details about the many different projects we worked on together in 2007 and 2008.</p></blockquote>
<p><strong>"No Questions Asked"</strong></p>
<blockquote>
<p>If for any reason you don't feel comfortable writing a letter on my behalf, I completely understand. If you are willing to do so, however, please feel free to take the attached sample letter and use it as a template however you see fit. I have tried to address my core strengths as a strategic thinker and team player and I have highlighted several marketing campaigns I'm particularly proud of. To the extent that you'd like to make any changes or modifications to the letter, please go ahead and do so. I trust that you'll include only those topics you feel comfortable commenting upon.</p>
<p>Further, I would welcome the opportunity to see a copy of the letter, but I of course understand your position if you'd like to keep it confidential.</p></blockquote>
<p>Finally, finish your request with all the grace and charm you can muster — thank the other person profusely for their time and help and offer to make yourself available for any further questions he may have." - <a href="http://blogs.hbr.org/cs/2010/04/how_to_ask_for_a_reference_let.html">How to Ask for a Reference Letter</a> </p>
<blockquote dir="ltr">
<p dir="ltr" style="MARGIN-RIGHT: 0px"><strong><em>See related articles:</em></strong></p>
<p dir="ltr" style="MARGIN-RIGHT: 0px"><a href="http://www.knowledgegenes.com/home.aspx?kgid=10563">Laid Off? How to Make a Graceful Exit</a></p>
<p dir="ltr" style="MARGIN-RIGHT: 0px"><a href="http://www.knowledgegenes.com//home.aspx?kgid=10976&amp;t=moretext">How to Make a Great First Interview Impression</a></p>
<p dir="ltr" style="MARGIN-RIGHT: 0px"><a href="http://www.knowledgegenes.com/home.aspx?kgid=11024&amp;t=moretext">7 Habits of Highly Successful Job Seekers</a></p></blockquote></div>
</content>



    </entry>
    <entry>
        <title>Seven Resume Don'ts</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/7-deadly-resume-sins.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/7-deadly-resume-sins.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310ffb8b1b970c</id>
        <published>2010-03-30T17:30:00+02:00</published>
        <updated>2010-03-30T17:41:44+02:00</updated>
        <summary>We've all done it, but if you're in the market for a new job and you commit any of these mistakes, your hard-grafted resume could be heading fast for the round file on the floor (the bin): See related articles:...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="7 Deadly Resume Sins" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>We've all done it, but if you're in the market for a new job and you commit any of these mistakes, your hard-grafted resume could be heading fast for the round file on the floor (the bin):</p>
<blockquote dir="ltr">
<p><strong><em>See related articles:</em></strong></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=11024&amp;t=moretext">7 Habits of Highly Successful Job Seekers</a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10888&amp;t=moretext">The Best Way to Close a Job Interview</a></p>
<p><a href="http://www.knowledgegenes.com//home.aspx?kgid=10731">7 Smarter Ways to Use LinkedIn to Find a Job</a></p>
<p><a href="http://blogs.knowledgegenes.com/home/2010/01/5-words-that-will-ruin-your-resume.html">5 Words that will ruin your Resume</a></p></blockquote>
<p><strong>1. Don’t write a book</strong></p>
<p>Keep your resume to one page or two at most if you must. This isn't your autobiography. Trust me, if a hiring manager doesn’t like your first page, they won't be going on to read the other pages.</p>
<p><span><strong>2. Follow instructions</strong></span></p>
<p><span>If a job description tells you to submit a brief cover letter and to submit your resume in PDF format, do exactly that. And, make sure you submit your application before the listed closing date. Imagine the message that you are sending if you can't follow simple instructions at this stage. </span></p>
<p><span><strong>3. Your dodgy email address</strong></span></p>
<p><span>I'm sure you cherish your comical email address, but don't use <a href="mailto:sexykitten@gmail.com">sexykitten@gmail.com</a> and such like on your resume or any other application material.</span></p>
<p><span><strong>4. 'References available on request' </strong></span></p>
<p><span>Don't write 'references available upon request' - it's a waste of space (see point 1) and is implied anyway. And, never list specific references. After meeting a prospect employer, you might not want to work there. Keep your references private and safe, ready to give (when asked) to an employer who you're really keen on working for. </span><span> </span></p>
<p><span><strong>5. Don't be a designer</strong></span></p>
<p><span>Are you a professional designer? If not, stick to simple, clear layout and white space. Else, your 'snazzy' design with its mix of colors, font styles, sizes and background image will look a mess and distract from the core messages your resume needs to convey.</span></p>
<p><span><strong>6. Don't use resume templates</strong></span></p>
<p><span>Templates, like Microsoft Word ones, are as common as muck and easily spotted by hiring managers. Fine, use them as a starting point, but make some tweaks here and there to give your layout some originality.</span></p>
<p><span><strong>7. Don't get personal</strong>  </span></p><span>
<p>Leave off your marital status, age, race and gender. Apart from the fact that most people are not in the slightest bit interested, listing personal details like these can encourage discrimination.</p>
<blockquote dir="ltr">
<p><strong><em>People who viewed this also viewed:</em></strong></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=11024&amp;t=moretext">7 Habits of Highly Successful Job Seekers</a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10888&amp;t=moretext">The Best Way to Close a Job Interview</a></p>
<p><a href="http://www.knowledgegenes.com//home.aspx?kgid=10731">7 Smarter Ways to Use LinkedIn to Find a Job</a></p>
<p><a href="http://blogs.knowledgegenes.com/home/2010/01/5-words-that-will-ruin-your-resume.html">5 Words that will ruin your Resume</a></p></blockquote></span>
<p><span /><span /><span /> </p></div>
</content>



    </entry>
    <entry>
        <title>10 Dimensions of Great Customer Service</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/10-dimensions-of-great-customer-service.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/10-dimensions-of-great-customer-service.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310fdcbec4970c</id>
        <published>2010-03-25T16:08:58+01:00</published>
        <updated>2010-03-25T16:08:58+01:00</updated>
        <summary>Most executives talk about the importance of customer service, but far fewer are able to succinctly describe what they mean. It can easily become an empty cliché rather than a strategy for growth. Stuart Cross at BNet has written 10...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="customer" />
        <category scheme="http://sixapart.com/ns/types#tag" term="customer relations" />
        <category scheme="http://sixapart.com/ns/types#tag" term="customer service" />
        <category scheme="http://sixapart.com/ns/types#tag" term="feedback" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p /><p><a href="http://blogs.knowledgegenes.com/.a/6a00e5506c8779883401310fdcbdca970c-pi" style="display: inline;"><img alt="Customer" border="0" class="asset asset-image at-xid-6a00e5506c8779883401310fdcbdca970c " src="http://blogs.knowledgegenes.com/.a/6a00e5506c8779883401310fdcbdca970c-800wi" title="Customer" /></a> <br />Most executives talk about the importance of customer service, but far fewer are able to succinctly describe what they mean. It can easily become an empty cliché rather than a strategy for growth.</p><p /><p>Stuart Cross at BNet has written 10 dimensions of great customer service (<a href="http://blogs.bnet.com/customer-service/?p=587&amp;tag=col1;post-587" target="_blank">see original article</a>). He asserts that you should focus on these dimensions to drive loyalty, profitability and growth for your business.</p><p /><ol>
<li><strong>Convenience and accessibility.</strong> Dell doesn’t sell through retail stores, but you can buy custom-made computers online or over the phone 24-hours a day, which are then delivered direct to your door.</li>
<li><strong>Environment.</strong> As a result of their selective distribution agreements, premium cosmetic and fragrance companies such as Clinique and Estee Lauder only supply retailers that deliver a high-quality retail environment to support their products.</li>
<li><strong>Self-help tools and support.</strong> Supermarkets provide shoppers with a range of trolleys and baskets, and Nike has developed online support tools for runners to set themselves training goals and track times and distances.</li>
<li><strong>Product and service availability.</strong> One retailer I spoke with recently believes that improving the availability of key product lines has contributed over three per cent to its sales growth in the past year.</li>
<li><strong>Attitude and friendliness.</strong> A key aspect of Southwest Airline’s success in the US has been its ability to deliver a friendly service alongside its low fares.</li>
<li><strong>Competence and expertise.</strong> NetJets (pictured), the fractional aircraft-ownership service, is currently advertising how it spends more on training and safety than the major airlines.</li>
<li><strong>Speed and responsiveness.</strong> Tesco stole a march on competitors when it introduced its “one in front” policy, where it opens a new till when shoppers, queuing to pay, have more than one other shopper in front of them.</li>
<li><strong>Personal(ised) attention.</strong> Nordstrom, the US department store, places customer service as its #1 strategic objective. As part of this objective, the store provides all its sales people with access to a “Personal Book”, allowing them to record and refer to individual customer preferences through their till systems.</li>
<li><strong>Community.</strong> When a balding, middle-aged banker buys a Harley-Davidson, he is buying into a concept of youth and vigour. Harley supports this relationship with its brand by establishing communities of Harley bikers, known as the Harley Owners Group.</li>
<li><strong>Links to related suppliers.</strong> Apple has created a whole new industry of apps providers for their iPhones. Apple hasn’t sought to provide the applications themselves, but, through its App Store has created the links for application developers and users to do business.</li>
</ol>
<p>Please feel free to leave your views as a comment below.</p><p><strong>&gt;&gt; See related articles:</strong></p><p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10813&amp;t=moretext"><span style="color: #0080ff; ">How to Reach out to Top Bloggers</span></a></p><p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10745&amp;t=moretext"><span style="color: #0080ff; ">Master the Art of Schmoozing</span></a></p><p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10037&amp;t=moretext"><span style="color: #0080ff; ">Effective User Interfaces</span></a></p><p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10737&amp;t=moretext"><span style="color: #0080ff; ">Google Buzz ~ Tips and Tricks</span></a></p><p>By Oliver McPhee</p><p /></div>
</content>



    </entry>
    <entry>
        <title>8 Things Your Employees Want From You</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/eight-things-your-employees-want-from-you.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/eight-things-your-employees-want-from-you.html" thr:count="2" thr:updated="2010-03-25T13:18:30+01:00" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310fcfc489970c</id>
        <published>2010-03-23T13:27:00+01:00</published>
        <updated>2010-03-23T14:20:49+01:00</updated>
        <summary>I recently read an excellent post by Melissa Raffoni over at Harvard Business Review - Eight Things Your Employees want from you. In my view, anyone with a responsibility for managing people should be practicing these things: &gt;&gt; See also:...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="Eight Things Your Employees Want From You" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p><a href="http://blogs.knowledgegenes.com/.a/6a00e5506c877988340120a968c76e970b-pi" style="DISPLAY: inline"><img alt="Image1" border="0" class="asset asset-image at-xid-6a00e5506c877988340120a968c76e970b " src="http://blogs.knowledgegenes.com/.a/6a00e5506c877988340120a968c76e970b-800wi" title="Image1" /></a> <br />I recently read an excellent post by Melissa Raffoni over at Harvard Business Review - <a href="http://blogs.hbr.org/cs/2010/03/important_reminders_for_anyone.html">Eight Things Your Employees want from you</a>. In my view, anyone with a responsibility for managing people should be practicing these things:</p>
<p><em><strong>&gt;&gt; See also:</strong></em></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=11061&amp;t=moretext"><span style="COLOR: #0080ff">How to be a Better Facilitator</span></a></p><span style="COLOR: #0080ff">
<p><a href="http://www.knowledgegenes.com//home.aspx?kgid=10535"><span style="COLOR: #0080ff">Become an Active Listener - simple, effective things you can do today</span></a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10880&amp;t=moretext"><span style="COLOR: #0080ff">Master the Art of Body Language</span></a></p></span>
<p><strong>1. Tell me my role, tell me what to do, and give me the rules.</strong> </p>
<p>Micromanaging? No, it's called clear direction. Give them parameters so they can work within broad outlines.</p>
<p><strong>2. Discipline my coworker who is out of line.</strong> </p>
<p>Time and time again, I hear, "I wish my boss would tell Nancy that this is just unacceptable." Hold people accountable in a way that is fair but makes everyone cognizant of what is and isn't acceptable. </p>
<p><strong>3. Get me excited.</strong> </p>
<p>About the company, about the product, about the job, about a project. Just get them excited.</p>
<p><strong>4. Don't forget to praise me.</strong> </p>
<p>Motivate employees by leveraging their strengths, not harping on their weaknesses.</p>
<p><strong>5. Don't scare me.</strong> </p>
<p>They really don't need to know about everything that worries you. They respect that you trust them, but you are the boss. And don't lose your temper at meetings because they didn't meet your expectations. It's often not productive. Fairness and consistency are important mainstays.</p>
<p><strong>6. Impress me.</strong> </p>
<p>Strong leaders impress their staffs in a variety of ways. Yes, some are great examples of management, but others are bold and courageous, and still others are creative and smart. Strong leaders bring strength to an organization by providing a characteristic that others don't have and the company sorely needs. </p>
<p><strong>7. Give me some autonomy.</strong> </p>
<p>Give them something interesting to work on. Trust them with opportunity. </p>
<p><strong>8. Set me up to win.</strong> </p>
<p>Nobody wants to fail. Indecisive leaders who keep people in the wrong roles, set unrealistic goals, keep unproductive team members, or change direction unfairly just frustrate everybody and make people feel defeated. </p>
<p><strong><em>&gt;&gt; Related articles</em></strong></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=11061&amp;t=moretext"><span style="COLOR: #0080ff">How to be a Better Facilitator</span></a></p>
<p><a href="http://www.knowledgegenes.com//home.aspx?kgid=11136&amp;t=moretext"><a href="http://www.knowledgegenes.com/home.aspx?kgid=11129&amp;t=moretext"><span style="COLOR: #0080ff" /></a><span style="COLOR: #0080ff"><a href="http://www.knowledgegenes.com/home.aspx?kgid=11129&amp;t=moretext"><span style="COLOR: #0080ff">How to Build a Loyal Team</span></a></span></a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=11166&amp;t=moretext"><span style="COLOR: #0080ff">How to Manage Overachievers</span></a></p>
<p><a href="http://www.knowledgegenes.com//home.aspx?kgid=10535"><span style="COLOR: #0080ff">Become an Active Listener - simple, effective things you can do today</span></a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10880&amp;t=moretext"><span style="COLOR: #0080ff">Master the Art of Body Language</span></a></p>
<p>~ Mark Ridgwell</p></div>
</content>



    </entry>
    <entry>
        <title>8 Golden Rules of Organizational Strategy</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/8-golden-rules-of-organizational-strategy.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/8-golden-rules-of-organizational-strategy.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a9545d3a970b</id>
        <published>2010-03-19T12:49:02+01:00</published>
        <updated>2010-03-19T12:49:02+01:00</updated>
        <summary>Developing a Strategy is the process of specifying the organizations mission, vision and objectives.

Stuart Cross has written these 8 golden rules (see original article) for strategy development, agreed by a director's forum for some of the UK's leading companies.</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="business" />
        <category scheme="http://sixapart.com/ns/types#tag" term="directors" />
        <category scheme="http://sixapart.com/ns/types#tag" term="strategy" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Developing a Strategy is the process of specifying the organizations mission, vision and objectives.</p><p>Stuart Cross has written these 8 golden rules (<a href="http://blogs.bnet.co.uk/sterling-performance/2010/03/16/eight-simple-rules-of-strategy/" target="_blank">see original article</a>) for strategy development, agreed by a director's forum for some of the UK's leading companies.</p><p /><p /><ol>
<li><strong>Keep it simple.</strong> A simple solution is easier to understand, easier to explain and easier to deliver. Look at Tesco’s strategy. It may look simple, but the key is that the executive team have relentlessly and persistently pursued its delivery.</li>
<li><strong>Be bold.</strong> Companies gain a strategic advantage when they are the first to profitably exploit a new opportunity in their market. You don’t always need to be first, but you need to be the first to succeed and this requires boldness and the willingness to take prudent risks.</li>
<li><strong>A good strategist is a good storyteller.</strong> You need to tell a compelling story over and over again. This requires passion, clarity as well as real anecdotes and illustrations. People remember and relate to stories that exemplify your strategy far more than they do to the facts and figures that underpin them.</li>
<li><strong>Challenge assumptions and conventional wisdoms.</strong> Sky has transformed TV viewing in the UK by challenging the assumption that people will only watch free-to-air services. Even during the current recession, Sky has been able to trade their customers up to added value services such as HD TV.</li>
<li><strong>Strategy = informed choice + timely action.</strong> Strategy is about choices and trade-offs, which require useful data rather than ungrounded opinions. Action is the essence of strategy and its timing is crucial. For example, many companies who perform best coming out of a recession are those that were able and willing to invest in marketing, R&amp;D and acquisitions during the downturn (see here and here).</li>
<li><strong>Focus.</strong> It’s easier to succeed if you focus on a few key areas of the business. How many is too many? The forum’s view was that three priorities at any one time were probably enough for most executive teams. Dabbling in too many things will drive failure.</li>
<li><strong>Ideas are the currency of strategy.</strong> Spend freely. Be a big spender and share your ideas. Measure your success by the number of other people in your organisation that present back to you your ideas as their own.</li>
<li><strong>Don’t confuse strategy with planning.</strong> In a McKinsey survey a few years ago, less than 25 percent of senior executives agreed that they made big strategic decisions during their strategic planning process. Why? My view is that the reason is that in most organisations the emphasis is on planning not strategy, and therefore only incremental improvements to performance are delivered.</li>
</ol>
<p>Do you agree to Stuarts golden rules? Or could you add any of your own? Please leave your thoughts in a comment below.</p><p><strong><span style="text-decoration: underline;">&gt;&gt; See these related articles:</span></strong></p><p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10437&amp;t=moretext"><span style="color: #0080ff; ">How to Cost Effectively Communicate Company Strategy</span></a></p><p><a href="http://blogs.knowledgegenes.com/home/2010/03/the-art-of-the-executive-summary.html"><span style="color: #0080ff; ">The Art of a Great Executive Summary</span></a></p><p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10598&amp;t=moretext"><span style="color: #0080ff; ">Create a Unique Selling Point</span></a></p><p /><a href="http://www.knowledgegenes.com/home.aspx?kgid=11062&amp;t=moretext"><span style="color: #0080ff; ">TOGAF
 Phase A ~ The Architecture Vision Phase Outputs</span></a><p /><p>By Oliver McPhee</p><p /><p /></div>
</content>



    </entry>
    <entry>
        <title>Gartner Reveals Five Business Process Management Predictions</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/gartner-reveals-five-business-process-management-predictions.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/gartner-reveals-five-business-process-management-predictions.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310fa968d1970c</id>
        <published>2010-03-16T16:56:34+01:00</published>
        <updated>2010-03-19T13:06:31+01:00</updated>
        <summary>Business Process Management (BPM) is a management discipline that treats processes as assets that directly contribute to organisational performance.

Gartner has made 5 predictions on the advancement of BPM for 2010 and beyond.</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="BPM Gartner Predictions Operations Business Process" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Business Process Management (BPM) is a management discipline that treats processes as assets that directly contribute to organisational performance.</p>
<p>Gartner has made <strong>5 predictions on the advancement of BPM</strong> for 2010 and beyond (<a href="http://www.gartner.com/it/page.jsp?id=1278415" target="_blank">see original article</a>).</p>
<p><em>“As organisations continue to embrace BPM to improve business performance during challenging times, this quest is pushing BPM beyond its traditional focus on routine, predictable, sequential processes towards broader, cross-boundary processes that include more unstructured work. Knowledge work is especially complex and unstructured,”</em> said Janelle Hill, research vice president at Gartner. <em>“New BPM technologies will enable the management of unstructured and dynamic processes to deliver greater knowledge worker productivity and competitive advantage.”</em></p>
<ol>
<li id=""><strong>By 2012</strong>, 20 per cent of customer-facing processes will be knowledge-adaptable and assembled just in time to meet the demands and preferences of each customer, assisted by BPM technologies. 
</li>
<li><strong>By 2013</strong>, dynamic BPM will be an imperative for companies seeking process efficiencies in increasingly chaotic environments. 
</li>
<li><strong>Through 2014</strong>, the act of composition will be a stronger opportunity to deliver value from software than the act of development. 
</li>
<li><strong>By 2014</strong>, business process networks (BPNs) will underpin 35 per cent of new multienterprise integration projects. 
</li>
<li><strong>By 2014</strong>, 40 per cent of business managers and knowledge workers in Global 2000 enterprises will use comprehensive business process models to support their daily work, up from 6 per cent in 2009. </li>
</ol>
<p>How accurate do you think these predictions are? Care to make any of your own? Please leave your thoughts in a comment below.</p>
<p><strong>&gt;&gt; Read related articles:</strong></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10338&amp;t=moretext"><span style="COLOR: #0080ff; FONT-FAMILY: ">3 BPM Worst Practices &amp; How to Avoid Them</span></a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10060&amp;t=moretext"><span style="COLOR: #0080ff; FONT-FAMILY: ">Achieving BPM Governance</span></a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10531"><span style="COLOR: #0080ff; FONT-FAMILY: ">7 Steps to Delivering Process Mastery</span></a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10312&amp;t=moretext"><span style="COLOR: #0080ff; FONT-FAMILY: ">How to Select the Right Tools for your BPM Initiative</span></a></p>
<p>By Oliver McPhee</p></div>
</content>



    </entry>
    <entry>
        <title>7 Deadly Interview Sins - Guaranteed to get you Rejected</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/7-deadly-interview-sins-guaranteed-to-get-you-rejected.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/7-deadly-interview-sins-guaranteed-to-get-you-rejected.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a93bb43f970b</id>
        <published>2010-03-15T17:49:19+01:00</published>
        <updated>2010-03-15T17:49:19+01:00</updated>
        <summary>Let's face it, there's plenty that can go wrong in your interview so don't make it harder for yourself than it needs to be. Ask any hiring manager about their top pet-hates and they'll list the seven points below. These...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="7 Deadly Interview Sins - Guaranteed to Get you Rejected" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p><a href="http://blogs.knowledgegenes.com/.a/6a00e5506c877988340120a93ba3f2970b-pi" style="DISPLAY: inline"><img alt="Interview blunders" border="0" class="asset asset-image at-xid-6a00e5506c877988340120a93ba3f2970b " src="http://blogs.knowledgegenes.com/.a/6a00e5506c877988340120a93ba3f2970b-800wi" title="Interview blunders" /></a>  </p>
<p>Let's face it, there's plenty that can go wrong in your interview so don't make it harder for yourself than it needs to be. Ask any hiring manager about their top pet-hates and they'll list the seven points below. These 'sins' are pretty guaranteed to get you rejected:  </p>
<p><strong>1.	Showing up late</strong>		</p>
<p>You don't want to be late, not even by 1 minute, else you'll project an image of someone who's unorganized and doesn't really care too much. Make sure you leave early to get there on time. If the interview is a considerable distance to travel, travel down the night before and get a room nearby. If you do get delay, call your interviewer as soon as possible before the scheduled interview time and explain why you will be late. </p>
<p><span style="FONT-FAMILY: ; COLOR: #0080ff"><span style="FONT-FAMILY: ; COLOR: #111111"><strong>&gt;&gt; Also see:</strong></span> </span><a href="http://www.knowledgegenes.com/home.aspx?kgid=10976&amp;t=moretext"><span style="FONT-FAMILY: ; COLOR: #0080ff"><strong>How to Make a Great 1st Impression</strong></span></a></p>
<p><strong>2.	Dressing inappropriately</strong> </p>
<p>The proper dress for a job interview is a suit for men and a suit (or slacks or a skirt) for women. If you're uncertain about the dress code of a company your default should be a suit. This is true even for jobs that don't require one daily.</p>
<p><strong>&gt;&gt; Also see:</strong> <span style="FONT-FAMILY: ; COLOR: #0080ff"><strong><a href="http://www.knowledgegenes.com/home.aspx?kgid=10880&amp;t=moretext"><span style="FONT-FAMILY: ; COLOR: #0080ff">Master the Art of Body Language</span></a></strong></span> </p>
<p><strong>3.	Lying</strong></p>
<p>Tell the truth about your experience in person and on your résumé. Else, you might get found out and you'll certainly create an awkward environment for yourself, having to keep covering over on your lies. </p>
<p><strong>4.	Bringing a friend or parent with you</strong></p>
<p>You might snigger, but I've seen this on more than one occasion and it's not a good look. Do not allow parents or friends to contact the company or join you on your interview. Otherwise, you'll look like a child who can't make decisions. </p>
<p><strong>5.	Not knowing your <span style="text-decoration: underline;">own</span> history</strong></p>
<p>One of the main things an interviewer will look for is how well you skills and experience will contribute towards the company objectives. Get well prepared in advance on this, and be ready to talk enthusiastically about your past experience and successes and how those will benefit the company.  </p>
<p><strong>6.	Cell phones beeping / buzzing</strong></p>
<p>Shut them or better still, leave them at home. It never ceases to amaze me how often this happens.  </p>
<p><strong>7.	Not asking any questions</strong></p>
<p>When asked - "Do you have any questions?" Don't say "No, I think you've covered everything". You'll probably spend most of your waking life in this job, ask some meaningful questions. </p>
<p><span style="FONT-FAMILY: ; COLOR: #0080ff"><strong><span style="FONT-FAMILY: ; COLOR: #111111">&gt;&gt; Also see:</span> </strong></span><a href="http://www.knowledgegenes.com/home.aspx?kgid=10888&amp;t=moretext"><span style="FONT-FAMILY: ; COLOR: #0080ff"><strong>The Best Way to Close an Interview</strong></span></a></p>
<p>----------------------------------------------------------------------------</p>
<p><strong>People who read this, also viewed:</strong></p>
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<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10998&amp;t=moretext"><span style="FONT-FAMILY: ; COLOR: #0080ff"><strong>How to Get Yourself Headhunted</strong></span></a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10563&amp;t=moretext"><span style="FONT-FAMILY: ; COLOR: #0080ff"><strong>Laid-off? How to Make a Graceful Exit</strong></span></a></p></div>
</content>



    </entry>
    <entry>
        <title>The Best Questions for Interviewing Stakeholders</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/the-best-questions-for-interviewing-stakeholders.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/the-best-questions-for-interviewing-stakeholders.html" thr:count="1" thr:updated="2010-03-18T14:18:04+01:00" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310f8cbae5970c</id>
        <published>2010-03-11T12:48:43+01:00</published>
        <updated>2010-03-11T12:58:18+01:00</updated>
        <summary>The key to any successful elicitation is asking the right questions. Based on an incredibly useful article I found by Mark Monteleone, this list of questions will help you successfully start any elicitation, regardless of scope. Related articles: How to...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="Best Questions for Interviewing Stakeholders" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><strong />
<p><span style="FONT-SIZE: small">The key to any successful elicitation is asking the <strong>right questions</strong>. Based on an incredibly useful <a href="http://www.modernanalyst.com/Resources/Articles/tabid/115/articleType/ArticleView/articleId/1087/Generic-Questions-for-Interviewing-Stakeholders.aspx">article</a> I found by Mark Monteleone, this list of questions will help you successfully start any elicitation, regardless of scope.</span></p>
<p><span style="FONT-SIZE: small"><strong>Related articles:</strong></span></p>
<p><span style="FONT-SIZE: small"><a href="http://www.knowledgegenes.com/home.aspx?kgid=10219"><span style="COLOR: #0080ff">How to Successfully Conduct Stakeholder Interviews</span></a></span></p>
<p><span style="FONT-SIZE: small" /><span style="FONT-SIZE: small"><a href="http://www.knowledgegenes.com/home.aspx?kgid=10246"><span style="COLOR: #0080ff">How to Become More Confident in Requirements Elicitation</span></a></span></p>
<p><strong>Key stakeholder questions</strong></p>
<p>Capture business requirements that trace back to the stated business needs in the project vision and scope<span style="FONT-SIZE: small"><strong>.</strong></span> </p>
<ul>
<li><span style="FONT-SIZE: small">Describe how your organization fits into the company? </span>
<li><span style="FONT-SIZE: small">How does your organization contribute to the strategic plan of your company? </span>
<li><span style="FONT-SIZE: small">Where are your organization’s locations? </span>
<li><span style="FONT-SIZE: small">What is your management organization structure? </span>
<li><span style="FONT-SIZE: small">What are the processes of your organization? What business decisions (business rules) are made in your processes? Who owns the processes? What process measurements are used? What regulations are abided by? </span>
<li><span style="FONT-SIZE: small">Who are your suppliers and what do they provide your organization? Who are your customers (internal/external) and what does your organization provide them? </span>
<li><span style="FONT-SIZE: small">How does the organization measure its success? </span>
<li><span style="FONT-SIZE: small">How does the organization obtain feedback from its customers? </span>
<li><span style="FONT-SIZE: small">Are there any significant organization events during the year? </span>
<li><span style="FONT-SIZE: small">What is the single item which will make this organization more successful? </span>
<li><span style="FONT-SIZE: small">What is the single item which will make this organization less successful? </span>
<li><span style="FONT-SIZE: small">On a scale of 1 to 10 (10 being highest) where would you put this organization regarding the risk to the company and why? </span>
<li><span style="FONT-SIZE: small">What doesn't get enough (or gets too much) attention in the organization?</span></li>
</li>
</li>
</li>
</li>
</li>
</li>
</li>
</li>
</li>
</li>
</li>
</li>
</ul>
<p><span style="FONT-SIZE: small"><strong>User questions</strong></span></p>
<p><span style="FONT-SIZE: small">Capture user requirements for later analysis</span><span style="FONT-SIZE: small" /></p>
<ul>
<li><span style="FONT-SIZE: small">Descibe your role in the organization? </span>
<li><span style="FONT-SIZE: small">What are your major responsibilities? What business decisions (business rules) do you make in your job? </span>
<li><span style="FONT-SIZE: small">With whom do you interact to carry out your responsibilities? </span>
<li><span style="FONT-SIZE: small">What information do you use in your job? What forms do you use? </span>
<li><span style="FONT-SIZE: small">What computer systems do you use in your job? Are there any events for which the system provides alerts? Are there any new alerts needed? </span>
<li><span style="FONT-SIZE: small">How do you measure success in your job? </span>
<li><span style="FONT-SIZE: small">What is occurring that is helping/inhibiting you to do your job? </span>
<li><span style="FONT-SIZE: small">What skills are needed in your present job? </span>
<li><span style="FONT-SIZE: small">What training did you receive for your present job? </span>
<li><span style="FONT-SIZE: small">What would you change about the way you carry out your responsibilities? </span>
<li><span style="FONT-SIZE: small">What do you see as the major critical issues facing the organization? </span>
<li><span style="FONT-SIZE: small">What areas for improvement have you observed?</span></li>
</li>
</li>
</li>
</li>
</li>
</li>
</li>
</li>
</li>
</li>
</li>
</ul>
<p><span style="FONT-SIZE: small"><strong>Condition questions</strong></span></p>
<p><span style="FONT-SIZE: small"><span style="FONT-SIZE: small">Capture the environmental conditions that are needed along with the capabilities of the system.</span></span><span style="FONT-SIZE: small"><span style="FONT-SIZE: small" /></span></p>
<ul>
<li>How quick do you need the system to respond?</li>
<li><span style="FONT-SIZE: small">How many users will use the system at the same time? What is the user growth expected? </span>
<li><span style="FONT-SIZE: small">When does the system need to be available? </span>
<li><span style="FONT-SIZE: small">Are there any environmental considerations for the system (weather, heat, cold, sunlight, humidity, power, etc.)? </span>
<li><span style="FONT-SIZE: small">What type of on-line help is needed for novices? What short-cuts are needed for power users? </span>
<li><span style="FONT-SIZE: small">What formal system training is needed? What formal system documentation is needed? </span>
<li><span style="FONT-SIZE: small">What frequency of backups is needed? How long do transactions need to be retained? For extensive outages, what disaster backup and recovery are needed? </span>
<li><span style="FONT-SIZE: small">What level of security is needed? What audit requirements are needed?</span></li>
</li>
</li>
</li>
</li>
</li>
</li>
</ul>
<p><span style="FONT-SIZE: small"><strong>Legacy questions</strong></span></p>
<p><span style="FONT-SIZE: small"><span style="FONT-SIZE: small">Capture system transition requirements needed for a smooth <em>system</em> implementation. </span></span></p><span style="FONT-SIZE: small"><span style="FONT-SIZE: small">
<ul>
<li>Does a legacy system need to continue for a period of time after the new system is implemented?</li>
<li>Do any data files or business rules need to be conveyed upon implementation of the new system?</li>
</ul>
<p><strong>Sponsor questions</strong></p>
<p>Capture feedback on how change needs to be managed. </p>
<ul>
<li><span style="FONT-SIZE: small">In your opinion what are the project risks? What are the chances of success vs. failure? Why? </span>
<li><span style="FONT-SIZE: small">How will you measure the success of the project? How will you measure the success of the business impact of the project? </span>
<li><span style="FONT-SIZE: small">If you received additional funding for this project, what would you do with it? </span>
<li><span style="FONT-SIZE: small">If you received additional time for the project, what would you do? </span>
<li><span style="FONT-SIZE: small">What items could be discarded from the project plan and no one would notice or care? </span>
<li><span style="FONT-SIZE: small">If you could have anyone in the world work on this project, who would it be and why would you want that person? </span>
<li><span style="FONT-SIZE: small">What information do you want to keep abreast concerning this project? </span>
<li><span style="FONT-SIZE: small">How often and by what means would you prefer to be informed about the project?</span></li>
</li>
</li>
</li>
</li>
</li>
</li>
</li>
</ul>
<p><span style="FONT-SIZE: small"><strong>Other related articles</strong></span></p>
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<p><span style="FONT-SIZE: small"><a href="http://www.knowledgegenes.com/home.aspx?kgid=10219"><span style="COLOR: #0080ff; FONT-SIZE: small">How to Successfully Conduct Stakeholder Interviews</span></a></span></p>
<p><span style="FONT-SIZE: small"><a href="http://www.knowledgegenes.com/home.aspx?kgid=10246"><span style="COLOR: #0080ff; FONT-SIZE: small">How to Become More Confident in Requirements Elicitation</span></a></span></p>
<p><span style="FONT-SIZE: small"><a href="http://www.knowledgegenes.com//home.aspx?kgid=9744"><span style="COLOR: #0080ff; FONT-SIZE: small">Best Practices for Stakeholder Engagement</span></a></span></p>
<p><span style="FONT-SIZE: small" /> </p>
<p><span style="FONT-SIZE: small">- Mark Ridgwell</span></p></span></span>
<ul>
</ul>
</span><span style="FONT-SIZE: small" /></div>
</content>



    </entry>
    <entry>
        <title>10 Top Tips to Protect Sensitive Data from Malicious Insiders</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/10-top-tips-to-protect-sensitive-data-from-malicious-insiders.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/10-top-tips-to-protect-sensitive-data-from-malicious-insiders.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310f86812f970c</id>
        <published>2010-03-10T13:54:57+01:00</published>
        <updated>2010-03-10T13:54:57+01:00</updated>
        <summary>Last year Microsoft warned organizations to expect an increase in "insider" security attacks by disgruntled, laid-off workers. This seems to be a sensible warning, considering the current struggling economy. Most organizations would agree that some of their most valuable assets...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="10 Top Tips to Protect Sensitive Data from Malicious Insiders" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Last year Microsoft warned organizations to expect an increase in "insider" security attacks by disgruntled, laid-off workers. This seems to be a sensible warning, considering the current struggling economy. Most organizations would agree that some of their most valuable assets reside within applications and databases. Most would probably also agree that these are areas that have the weakest levels of security.</p>
<p>Based on an <a href="http://www.prwire.com.au/pr/16405/top-10-guide-for-protecting-sensitive-data-from-malicious-insiders">article</a> by Brian Contos, Chief Security Strategist, Imperva, this is a list of the top ten ways of protecting sensitive data from the very people who need access to it:</p>
<p><strong>1	To secure it you have to know about It</strong></p>
<p>Organizations may not know where sensitive information is in order to protect it. Once the databases and related data stores have been identified, it’s vital to classify the sensitive data and identify the objects contained. </p>
<p><strong>2	Don’t trust native database tools</strong></p>
<p>If a malicious insider has access to the database and can possibly manipulate the native database audit logs, then these logs are useless. Capturing database audit logs should be done independently of the database tools, thus enforcing separation of duties.</p>
<p><strong>3	Monitoring the good and the privileged</strong></p>
<p>Insider threat is more about detection than prevention. That means monitoring how ALL users are interacting with your sensitive data. </p>
<p><strong>4	Profiling isn’t just for the FBI any more</strong></p>
<p>It is important to profile application and database interactions. This enables better protection against simple attacks like SQL injections and helps identify more subtle attacks such as those that target business logic flaws. </p>
<p><strong>5	You can’t arrest an IP address</strong></p>
<p>The reconciliation of Web application and database activity should be done outside of the Web application and database and be independent of vendor, version, etc. Tracking user sessions in this way allows for greater control of session tracking without putting additional resource strain on the Web and database applications themselves. </p>
<p><strong>6	Augmenting machine-based analytics with human intuition</strong></p>
<p>Because IT security may not have the ‘big picture’ for every person in every organization, it’s important for the reports to be reviewed by various stakeholders such as non-technical managers, HR, and legal. This combination of real world analysis supported by detailed application and database evidence can yield more accurate results.</p>
<p><strong>7	Forensic crime scene investigations through audit logs</strong></p>
<p>In most insider threat investigations, once signs of malicious activity are identified, three questions are asked:  what else has the insider done, how long has this been going on, and who else might be involved in similar activities. Leveraging visual analytics to investigate attacks can result in flagging malicious activity in minutes.</p>
<p><strong>8	Sensitive data resides in databases </strong></p>
<p>Two solutions that work well for the needs of DBAs and IT security are Database Firewalls (DBFW) and Database Activity Monitoring (DAM) solutions. Together these provide a combined solution for database protection, monitoring, and auditing that is completely independent from users.</p>
<p><strong>9	Users get to databases through web applications </strong></p>
<p>While sensitive data resides within the database, most users access that database through a Web application. Many organisations use a Web Application Firewall (WAF), modern WAFs are able to protect against technical attacks, business logic attacks, and provide a number of correlation, profiling, and adaptive capabilities needed to address today’s complex attacks. <strong>See also - </strong><a href="http://www.knowgenes.com/home.aspx?kgid=2562&amp;t=moretext"><span style="FONT-FAMILY: ; COLOR: #0080ff">How to Create a Secure Public Website</span></a></p>
<p><strong>10	Needles hiding in stacks of needles</strong></p>
<p>Insider threat analysis benefits from multiple sources of data-centric information because a single source might not provide the complete story. Discovery and classification should be used to identify critical assets and the information they contain. WAFs should be leveraged to protect applications, DBFWs to protect databases, and DAMs to provide database auditing. </p>
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<p><strong><em><a href="http://www.knowgenes.com/home.aspx?kgid=2562&amp;t=moretext"><span style="FONT-FAMILY: ; COLOR: #0080ff">How to Create a Secure Public Website</span></a></em></strong></p>
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</content>



    </entry>
    <entry>
        <title>10 Most Influential Software Development books of the Past 10 Years</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/10-most-influential-software-development-books-of-the-past-10-years.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/10-most-influential-software-development-books-of-the-past-10-years.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310f863029970c</id>
        <published>2010-03-10T12:23:45+01:00</published>
        <updated>2010-03-10T12:31:17+01:00</updated>
        <summary>Larry O'Brien at Knowing.net has put together a list of the 10 most influential software development books of the decade (Published between 2000 ~ 2010). (See Larrys list here) Lean Software Development: An Agile Toolkit Practices of an Agile Developer:...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Larry O'Brien at Knowing.net has put together a list of the 10 most influential software development books of the decade (Published between 2000 ~ 2010). (<a href="http://www.knowing.net/index.php/2010/03/04/10-most-influential-software-development-books-of-the-past-10-years/" target="_blank">See Larrys list here</a>)</p>
<p><span style="LINE-HEIGHT: normal; FONT-FAMILY: Arial, sans-serif; COLOR: #444444; FONT-SIZE: 10px" /></p>
<ul style="FONT-FAMILY: Arial">
<li style="TEXT-ALIGN: justify; LINE-HEIGHT: 1.5em; MARGIN-TOP: 0px; FONT-SIZE: 1.2em"><a href="http://www.amazon.com/gp/product/0321150783?ie=UTF8&amp;tag=thinkinginnet-20&amp;link_code=as3&amp;camp=211189&amp;creative=373489&amp;creativeASIN=0321150783" onclick="javascript:pageTracker._trackPageview('/outbound/article/www.amazon.com');" style="BORDER-BOTTOM: #dddddd 1px solid; COLOR: #225588; text-decoration: none" target="_blank"><span style="FONT-SIZE: 12px">Lean Software Development: An Agile Toolkit</span></a><span style="FONT-SIZE: 12px"><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=thinkinginnet-20&amp;l=as2&amp;o=1&amp;a=0321150783" style="BORDER-BOTTOM: 0px; BORDER-LEFT: 0px; MARGIN: 0px; BORDER-TOP: 0px; BORDER-RIGHT: 0px" width="1" /></span></li>
<li style="TEXT-ALIGN: justify; LINE-HEIGHT: 1.5em; MARGIN-TOP: 0px; FONT-SIZE: 1.2em"><a href="http://www.amazon.com/gp/product/097451408X?ie=UTF8&amp;tag=thinkinginnet-20&amp;link_code=as3&amp;camp=211189&amp;creative=373489&amp;creativeASIN=097451408X" onclick="javascript:pageTracker._trackPageview('/outbound/article/www.amazon.com');" style="BORDER-BOTTOM: #dddddd 1px solid; COLOR: #225588; text-decoration: none" target="_blank"><span style="FONT-SIZE: 12px">Practices of an Agile Developer: Working in the Real World</span></a></li>
<li style="TEXT-ALIGN: justify; LINE-HEIGHT: 1.5em; MARGIN-TOP: 0px; FONT-SIZE: 1.2em"><a href="http://www.amazon.com/gp/product/0596008678?ie=UTF8&amp;tag=thinkinginnet-20&amp;link_code=as3&amp;camp=211189&amp;creative=373489&amp;creativeASIN=0596008678" onclick="javascript:pageTracker._trackPageview('/outbound/article/www.amazon.com');" style="BORDER-BOTTOM: #dddddd 1px solid; COLOR: #225588; text-decoration: none" target="_blank"><span style="FONT-SIZE: 12px">Head First Object-Oriented Analysis and Design</span></a><span style="FONT-SIZE: 12px"><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=thinkinginnet-20&amp;l=as2&amp;o=1&amp;a=0596008678" style="BORDER-BOTTOM: 0px; BORDER-LEFT: 0px; MARGIN: 0px; BORDER-TOP: 0px; BORDER-RIGHT: 0px" width="1" /></span></li>
<li style="TEXT-ALIGN: justify; LINE-HEIGHT: 1.5em; MARGIN-TOP: 0px; FONT-SIZE: 1.2em"><a href="http://www.amazon.com/gp/product/0596510047?ie=UTF8&amp;tag=thinkinginnet-20&amp;link_code=as3&amp;camp=211189&amp;creative=373489&amp;creativeASIN=0596510047" onclick="javascript:pageTracker._trackPageview('/outbound/article/www.amazon.com');" style="BORDER-BOTTOM: #dddddd 1px solid; COLOR: #225588; text-decoration: none" target="_blank"><span style="FONT-SIZE: 12px">Beautiful Code: Leading Programmers Explain How They Think</span></a></li>
<li style="TEXT-ALIGN: justify; LINE-HEIGHT: 1.5em; MARGIN-TOP: 0px; FONT-SIZE: 1.2em"><a href="http://www.amazon.com/gp/product/0735619670?ie=UTF8&amp;tag=thinkinginnet-20&amp;link_code=as3&amp;camp=211189&amp;creative=373489&amp;creativeASIN=0735619670" onclick="javascript:pageTracker._trackPageview('/outbound/article/www.amazon.com');" style="BORDER-BOTTOM: #dddddd 1px solid; COLOR: #225588; text-decoration: none" target="_blank"><span style="FONT-SIZE: 12px">Code Complete: A Practical Handbook of Software Construction</span></a><span style="FONT-SIZE: 12px"><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=thinkinginnet-20&amp;l=as2&amp;o=1&amp;a=0735619670" style="BORDER-BOTTOM: 0px; BORDER-LEFT: 0px; MARGIN: 0px; BORDER-TOP: 0px; BORDER-RIGHT: 0px" width="1" /></span></li>
<li style="TEXT-ALIGN: justify; LINE-HEIGHT: 1.5em; MARGIN-TOP: 0px; FONT-SIZE: 1.2em"><a href="http://www.amazon.com/gp/product/1934356085?ie=UTF8&amp;tag=thinkinginnet-20&amp;link_code=as3&amp;camp=211189&amp;creative=373489&amp;creativeASIN=1934356085" onclick="javascript:pageTracker._trackPageview('/outbound/article/www.amazon.com');" style="BORDER-BOTTOM: #dddddd 1px solid; COLOR: #225588; text-decoration: none" target="_blank"><span style="FONT-SIZE: 12px">Programming Ruby 1.9: The Pragmatic Programmers’ Guide (Facets of Ruby)</span></a><span style="FONT-SIZE: 12px"><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=thinkinginnet-20&amp;l=as2&amp;o=1&amp;a=1934356085" style="BORDER-BOTTOM: 0px; BORDER-LEFT: 0px; MARGIN: 0px; BORDER-TOP: 0px; BORDER-RIGHT: 0px" width="1" /></span></li>
<li style="TEXT-ALIGN: justify; LINE-HEIGHT: 1.5em; MARGIN-TOP: 0px; FONT-SIZE: 1.2em"><a href="http://www.amazon.com/gp/product/0321356683?ie=UTF8&amp;tag=thinkinginnet-20&amp;link_code=as3&amp;camp=211189&amp;creative=373489&amp;creativeASIN=0321356683" onclick="javascript:pageTracker._trackPageview('/outbound/article/www.amazon.com');" style="BORDER-BOTTOM: #dddddd 1px solid; COLOR: #225588; text-decoration: none" target="_blank"><span style="FONT-SIZE: 12px">Effective Java (2nd Edition)</span></a><span style="FONT-SIZE: 12px"><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=thinkinginnet-20&amp;l=as2&amp;o=1&amp;a=0321356683" style="BORDER-BOTTOM: 0px; BORDER-LEFT: 0px; MARGIN: 0px; BORDER-TOP: 0px; BORDER-RIGHT: 0px" width="1" /></span></li>
<li style="TEXT-ALIGN: justify; LINE-HEIGHT: 1.5em; MARGIN-TOP: 0px; FONT-SIZE: 1.2em"><a href="http://www.amazon.com/gp/product/032143482X?ie=UTF8&amp;tag=thinkinginnet-20&amp;link_code=as3&amp;camp=211189&amp;creative=373489&amp;creativeASIN=032143482X" onclick="javascript:pageTracker._trackPageview('/outbound/article/www.amazon.com');" style="BORDER-BOTTOM: #dddddd 1px solid; COLOR: #225588; text-decoration: none" target="_blank"><span style="FONT-SIZE: 12px">Concurrent Programming on Windows</span></a><span style="FONT-SIZE: 12px"><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=thinkinginnet-20&amp;l=as2&amp;o=1&amp;a=032143482X" style="BORDER-BOTTOM: 0px; BORDER-LEFT: 0px; MARGIN: 0px; BORDER-TOP: 0px; BORDER-RIGHT: 0px" width="1" /></span></li>
<li style="TEXT-ALIGN: justify; LINE-HEIGHT: 1.5em; MARGIN-TOP: 0px; FONT-SIZE: 1.2em"><a href="http://www.amazon.com/gp/product/0321349601?ie=UTF8&amp;tag=thinkinginnet-20&amp;link_code=as3&amp;camp=211189&amp;creative=373489&amp;creativeASIN=0321349601" onclick="javascript:pageTracker._trackPageview('/outbound/article/www.amazon.com');" style="BORDER-BOTTOM: #dddddd 1px solid; COLOR: #225588; text-decoration: none" target="_blank"><span style="FONT-SIZE: 12px">Java Concurrency in Practice</span></a><span style="FONT-SIZE: 12px"><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=thinkinginnet-20&amp;l=as2&amp;o=1&amp;a=0321349601" style="BORDER-BOTTOM: 0px; BORDER-LEFT: 0px; MARGIN: 0px; BORDER-TOP: 0px; BORDER-RIGHT: 0px" width="1" /></span></li>
<li style="TEXT-ALIGN: justify; LINE-HEIGHT: 1.5em; MARGIN-TOP: 0px; FONT-SIZE: 1.2em"><a href="http://www.amazon.com/gp/product/0596007590?ie=UTF8&amp;tag=thinkinginnet-20&amp;link_code=as3&amp;camp=211189&amp;creative=373489&amp;creativeASIN=0596007590" onclick="javascript:pageTracker._trackPageview('/outbound/article/www.amazon.com');" style="BORDER-BOTTOM: #dddddd 1px solid; COLOR: #225588; text-decoration: none" target="_blank"><span style="FONT-SIZE: 12px">Producing Open Source Software: How to Run a Successful Free Software Project</span></a><span style="FONT-SIZE: 12px"><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=thinkinginnet-20&amp;l=as2&amp;o=1&amp;a=0596007590" style="BORDER-BOTTOM: 0px; BORDER-LEFT: 0px; MARGIN: 0px; BORDER-TOP: 0px; BORDER-RIGHT: 0px" width="1" /></span></li>
</ul>
<p />
<p>We all have our own opinions on this very subjective topic, so I thought I'd ask our readers what books (if any) they would add to their list?</p>
<p>See other related articles:</p><a href="http://www.knowledgegenes.com/home.aspx?kgid=11034&amp;t=moretext"><span style="COLOR: #0080ff">The Principles of Object-Oriented Class Design</span></a> <br /><a href="http://www.knowledgegenes.com/home.aspx?kgid=11039&amp;t=moretext"><span style="COLOR: #0080ff">7 Habits of Highly Effective Programmers</span></a> <br /><a href="http://www.knowledgegenes.com/home.aspx?kgid=10929&amp;t=moretext"><span style="COLOR: #0080ff">5 Tips to Help you Improve your Design Skills</span></a> <br /><a href="http://www.knowledgegenes.com/home.aspx?kgid=10933&amp;t=moretext"><span style="COLOR: #0080ff">Ensure a Structurally Harmonic Design</span></a> <br /><a href="http://www.knowgenes.com/home.aspx?kgid=10776&amp;t=moretext"><span style="COLOR: #0080ff">Improve Website Performance</span></a> <br /><br /><span style="COLOR: #111111">By Oliver McPhee</span></div>
</content>



    </entry>
    <entry>
        <title>The Art of the Executive Summary</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/the-art-of-the-executive-summary.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/the-art-of-the-executive-summary.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310f69beb7970c</id>
        <published>2010-03-08T12:08:00+01:00</published>
        <updated>2010-03-09T10:39:52+01:00</updated>
        <summary>The executive summary is often your initial face to a potential investor or project sponsor, so it is critically important that you create the right first impression. It is wise to remember that first impressions are far easier to make...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="executive" />
        <category scheme="http://sixapart.com/ns/types#tag" term="investor" />
        <category scheme="http://sixapart.com/ns/types#tag" term="pitch" />
        <category scheme="http://sixapart.com/ns/types#tag" term="summary" />
        <category scheme="http://sixapart.com/ns/types#tag" term="USP" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><span style="LINE-HEIGHT: 18px; FONT-FAMILY: 'Lucida Grande', Arial, Helvetica, Verdana, sans-serif; COLOR: #656565; FONT-SIZE: 12px">
<p>The executive summary is often your initial face to a potential investor or project sponsor, so it is critically important that you create the right first impression. It is wise to remember that first impressions are far easier to make than they are to break ~ so if you fail to impress the first time round, the likelihood of an investor hearing your proposition again is very unlikely.</p>
<p>Due to the obvious importance of a great Executive Summary, I have recently been scouring the internet and reading many blogs on the subject when I came across a real gem by Bill Reichert at Garage. He gives a solid 9 point guide that I have listed below. (<a href="http://www.garage.com/resources/writingexecsum.shtml" target="_blank">See Bills original article here</a>)</p>
<p><strong>1. The Grab</strong></p>
<p>You should lead with the most compelling statement of why you have a really big idea. This sentence (or two) sets the tone for the rest of the executive summary. Usually, this is a concise statement of the unique solution you have developed to a big problem. It should be direct and specific, not abstract and conceptual. If you can drop some impressive names in the first paragraph you should—world-class advisors, companies you are already working with, a brand name founding investor. Don’t expect an investor to discover that you have two Nobel laureates on your advisory board six paragraphs later. He or she may never get that far.</p>
<p>See related article: </p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10947&amp;t=moretext"><span style="FONT-FAMILY: 'Lucida Grande', Arial, Helvetica, Verdana, sans-serif; COLOR: #0080ff; FONT-SIZE: 12px">How to Pitch to Prospective Investors</span></a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10976&amp;t=moretext"><span style="FONT-FAMILY: 'Lucida Grande', Arial, Helvetica, Verdana, sans-serif; COLOR: #0080ff; FONT-SIZE: 12px">7 Steps to a Great First Impression</span></a></p>
<p />
<p><strong>2. The Problem</strong></p>
<p>You need to make it clear that there is a big, important problem (current or emerging) that you are going to solve, or opportunity you are going to exploit. In this context you are establishing your Value Proposition—there is enormous pain and opportunity out there, and you are going to increase revenues, reduce costs, increase speed, expand reach, eliminate inefficiency, increase effectiveness, whatever. Don’t confuse your statement of the problem with the size of the opportunity (see below).</p>
<p><strong>3. The Solution</strong></p>
<p>What specifically are you offering to whom? Software, hardware, service, combination? Use commonly used terms to state concretely what you have, or what you do, that solves the problem you’ve identified. Avoid acronyms and don’t try to use these precious few words to create and trademark a bunch of terms that won’t mean anything to most people. You might need to clarify where you fit in the value chain or distribution channels—who do you work with in the ecosystem of your sector, and why will they be eager to work with you. If you have customers and revenues, make it clear. If not, tell the investor when you will.</p>
<p><strong>4. The Opportunity</strong></p>
<p>Spend a few more sentences providing the basic market segmentation, size, growth and dynamics—how many people or companies, how many dollars, how fast the growth, and what is driving the segment. You will be better off targeting a meaningful percentage of a smaller, well-defined, growing market than claiming a microscopic percentage of a huge, heterogeneous, mature market. Don’t claim you are addressing the $24 billion widget market, when you are really addressing the $85 million market for specialized arc-widgets used in the emerging wocket sector.</p>
<p><strong>5. Your Competitive Advantage</strong></p>
<p>No matter what you might think, you have competition. At a minimum, you compete with the current way of doing business. Most likely, there is a near competitor, or a direct competitor that is about to emerge (are you sufficiently paranoid yet??). So, understand what your real, sustainable competitive advantage is, and state it clearly. Do not try to convince investors that your key competitive asset is your “first mover advantage.” Here is where you can articulate your unique benefits and advantages. Believe it or not, in most cases, you should be able to make this point in one or two sentences.</p>
<p>See related article: <span class="Apple-tab-span" style="WHITE-SPACE: pre">	</span></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10943&amp;t=moretext" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important"><span style="COLOR: #0080ff">How to Perform a Gap Analysis</span></a></p>
<p><strong>6. The Model</strong></p>
<p>How specifically are you going to generate revenues, and from whom? Why is your model leverageable and scaleable? Why will it be capital efficient? What are the critical metrics on which you will be evaluated—customers, licenses, units, revenues, margin? Whatever it is, what impressive levels will you reach within three to five years?</p>
<p><strong>7. The Team</strong></p>
<p>Why is your team uniquely qualified to win? Don’t tell us you have 48 combined years of expertise in widget development; tell us your CTO was the lead widget developer for Intel, and she was on the original IEEE standards committee for arc-widgets. Don’t just regurgitate a shortened form of each founder’s resume; explain why the background of each team member fits. If you can, state the names of brand name companies your team has worked for. Don’t drop a name if it’s an unknown name, and don’t drop a name if you aren’t happy to give the contact as a reference at a later date.</p>
<p><strong>8. The Promise</strong></p>
<p>When you are pitching to investors, your fundamental promise is that you are going to make them a boatload of money. The only way you can do that is if you can achieve a level of success that far exceeds the capital required to do that. Your Summary Financial Projections should clearly show that. But if they are not believable, then all of your work is for naught. You should show five years of revenues, expenses, losses/profits, cash and headcount. You should also show a key driver or two, such as number of customers and units shipped each year.</p>
<p>See related article: <span class="Apple-tab-span" style="WHITE-SPACE: pre">	</span></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10598" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important"><span style="COLOR: #0080ff">6 Steps to Creating a Unique Selling Proposition</span></a></p>
<p><strong>9. The Ask</strong></p>
<p>This is the amount of funding you are asking for now. This should generally be the minimum amount of equity you need to reach the next major milestone. You can always take more if investors are willing to make more available, but it is hard to take less. If you expect to be raising another round of financing later, make that clear, and state the expected amount.</p>
<p />
<p>If you've any more advice on the Subject, i'd love to hear it... Just pile in with comments below.</p>
<p>See related articles: <span class="Apple-tab-span" style="WHITE-SPACE: pre">	</span></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10598" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important"><span style="FONT-FAMILY: 'Lucida Grande', Arial, Helvetica, Verdana, sans-serif; COLOR: #0080ff; FONT-SIZE: 12px">6 Steps to Creating a Unique Selling Proposition</span></a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10943&amp;t=moretext" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important"><span style="FONT-FAMILY: 'Lucida Grande', Arial, Helvetica, Verdana, sans-serif; COLOR: #0080ff; FONT-SIZE: 12px">How to Perform a Gap Analysis</span></a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10976&amp;t=moretext" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important"><span style="FONT-FAMILY: 'Lucida Grande', Arial, Helvetica, Verdana, sans-serif; COLOR: #0080ff; FONT-SIZE: 12px">7 Steps to a Great First Impression</span></a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10947&amp;t=moretext" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important"><span style="FONT-FAMILY: 'Lucida Grande', Arial, Helvetica, Verdana, sans-serif; COLOR: #0080ff; FONT-SIZE: 12px">How to Pitch to Prospective Investors</span></a></p><br />
<p>By Oliver McPhee</p></span></div>
</content>



    </entry>
    <entry>
        <title>Reflecting back on Gartner's 'Agile Workplace' Trend Predictions</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/gartners-mits-agile-workplace-trend-predictions-a-retrospective.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/gartners-mits-agile-workplace-trend-predictions-a-retrospective.html" thr:count="1" thr:updated="2010-03-16T15:43:27+01:00" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a8fa679e970b</id>
        <published>2010-03-04T16:48:22+01:00</published>
        <updated>2010-03-10T17:35:50+01:00</updated>
        <summary>Back in July 2000, a team of analysts and researchers from Gartner and MIT's School of Architecture and Planning launched a one-year project to study the "agile workplace industry". In the excerpt below they stated 12 emerging practices that were...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="agile" />
        <category scheme="http://sixapart.com/ns/types#tag" term="gartner" />
        <category scheme="http://sixapart.com/ns/types#tag" term="trends" />
        <category scheme="http://sixapart.com/ns/types#tag" term="workplace" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Back in July 2000, a team of analysts and researchers from Gartner and MIT's School of Architecture and Planning launched a one-year project to study the "agile workplace industry". </p>
<p>In the excerpt below they stated 12 emerging practices that were likely to enter the mainstream of infrastructure management within 5 years. (<a href="http://rte.gartner.com/1_researchanalysis/focus_areas/special/agile_workplace/agile.jsp" target="_blank">See original excerpt here</a>).</p>
<p>10 years later, I thought it would be interesting to reflect back on these trends to see how accurate Gartner's crystal ball actually was:</p>
<p><strong>1. Say goodbye to the corner office.</strong><br />Traditional notions of the workplace as a fixed workstation in a fixed office, at a fixed address, will be transcended. Work will move to wherever it can best be accomplished, regardless of who "owns" the space or its supporting infrastructure. The ability to work in cyber- and physical space will be critical to successful work.</p>
<p><strong>2. Workplace infrastructure must be agile.</strong><br />Workplace agility will be the highest priority of infrastructure design. Design will aim for workplaces that are capable of responding quickly to mission changes, external and internal events, and organizational learning.  <a href="http://www.knowledgegenes.com/home.aspx?kgid=9903&amp;t=moretext"><span style="COLOR: #0080ff">&gt;&gt; see the Agile Manifesto Model</span></a></p>
<p><strong>3. People centric workplaces.</strong><br />Workplace-making will move beyond an alignment with business strategy and become intertwined with the continuous improvement of work. Work and the workplace will be co-invented with the goal of accommodating the diverse needs of individuals and teams. </p>
<p><strong>4. The network is the workplace.</strong><br />The workplace portfolio will transform itself from a collection of properties to a network of places and electronic connections. Organizations will draw on an increasing range of funding and servicing options as they acquire, manage and service their real estate. </p>
<p><strong>5. Total cost of ownership.</strong><br />Corporations will take a holistic view of the total cost of occupancy (or ownership). They will rely on total cost calculations to reveal the true cost of provisioning workers — irrespective of funding source — and to make space, technology and outsourcing decisions.  </p>
<p><strong>6. Collaborative infrastructure design.</strong><br />Infrastructure design and management will become the responsibility of multidisciplinary groups. Separate areas of expertise will continue to exist, but they will be drawn out of their silos and harnessed to collaborative efforts. </p>
<p><strong>7. Outsourcing.</strong><br />A growing number of transactional and tactical functions will be outsourced, freeing infrastructure managers to direct their energies toward workplace strategies. Partnerships and alliances based on transparent service levels will become the norm as partners work together to innovate and add value based features.  </p>
<p><strong>8. Best-in-class workplace suppliers.</strong><br />Enterprises will work with a handful of preferred workplace suppliers, each representing best-in-class service in particular categories. Corporate clients will expect these chosen vendors to collaborate and share information. Facilities management, asset management and IT services will be packaged by corporate clients or service providers. </p>
<p><strong>9. Risk management and the workplace.</strong><br />Decisions regarding workplace portfolio structure and outsourcing service arrangements will be based on an analysis of financial, property and business risks. Sophisticated tools and processes will be used to determine which risks should be transferred and which can best be managed by the organization itself.  </p>
<p><strong>10. The Web meets ERP.</strong><br />Web-based tools that integrate HR, IT, facilities management and asset management will mesh with enterprise resource planning, customer relationship management and supply chain management systems. These tools will be used by enterprises to manage information flow between groups, and will underpin service provider and corporate activities. </p>
<p><strong>11. Service providers will drive change.</strong><br />Service providers will help drive improvements in corporate infrastructure capabilities and strategy. New workplace products will help enterprises merge cyber- and physical spaces in ways that enable work to move seamlessly between different domains. Many of these products will become as commonplace as the Web and cell phones.  </p>
<p><strong>12. Leaders will harness the power of the workplace.</strong><br />Corporate leaders will recognize the power of an infrastructure strategy to enable continuous work improvement. They will work with infrastructure managers to review and re-balance their portfolios to meet changing business needs and to address issues of capital allocation and risk management. </p>
<p>Did these trends occur in your workplace? Any thoughts or musings on the subject are most welcome; just add to the comments below.</p>
<p><strong>You may also be interested in these articles:</strong> </p>
<p><span style="WIDOWS: 2; TEXT-TRANSFORM: none; TEXT-INDENT: 0px; BORDER-COLLAPSE: separate; FONT: medium 'Times New Roman'; WHITE-SPACE: normal; ORPHANS: 2; LETTER-SPACING: normal; COLOR: #000000; WORD-SPACING: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px"><span style="TEXT-ALIGN: left; LINE-HEIGHT: 26px; FONT-FAMILY: Arial, sans-serif; COLOR: #333333; FONT-SIZE: small"><span style="WIDOWS: 2; TEXT-TRANSFORM: none; TEXT-INDENT: 0px; BORDER-COLLAPSE: separate; FONT: medium 'Times New Roman'; WHITE-SPACE: normal; ORPHANS: 2; LETTER-SPACING: normal; COLOR: #000000; WORD-SPACING: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px"><span style="TEXT-ALIGN: left; LINE-HEIGHT: 26px; FONT-FAMILY: Arial, sans-serif; COLOR: #333333; FONT-SIZE: small"><strong><a href="http://www.knowledgegenes.com/Home.aspx?kgid=10128&amp;t=moretext" style="COLOR: #003366; text-decoration: underline"><span style="COLOR: #0080ff">How to Implement Agile (including Scrum example)</span></a></strong></span></span></span></span></p>
<p><span style="WIDOWS: 2; TEXT-TRANSFORM: none; TEXT-INDENT: 0px; BORDER-COLLAPSE: separate; FONT: medium 'Times New Roman'; WHITE-SPACE: normal; ORPHANS: 2; LETTER-SPACING: normal; COLOR: #000000; WORD-SPACING: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px"><span style="TEXT-ALIGN: left; LINE-HEIGHT: 26px; FONT-FAMILY: Arial, sans-serif; COLOR: #333333; FONT-SIZE: small"><span style="WIDOWS: 2; TEXT-TRANSFORM: none; TEXT-INDENT: 0px; BORDER-COLLAPSE: separate; FONT: medium 'Times New Roman'; WHITE-SPACE: normal; ORPHANS: 2; LETTER-SPACING: normal; COLOR: #000000; WORD-SPACING: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px"><span style="TEXT-ALIGN: left; LINE-HEIGHT: 26px; FONT-FAMILY: Arial, sans-serif; COLOR: #333333; FONT-SIZE: small" /></span></span></span><span style="WIDOWS: 2; TEXT-TRANSFORM: none; TEXT-INDENT: 0px; BORDER-COLLAPSE: separate; FONT: medium 'Times New Roman'; WHITE-SPACE: normal; ORPHANS: 2; LETTER-SPACING: normal; COLOR: #000000; WORD-SPACING: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px"><span style="TEXT-ALIGN: left; LINE-HEIGHT: 26px; FONT-FAMILY: Arial, sans-serif; COLOR: #333333; FONT-SIZE: small"><span style="WIDOWS: 2; TEXT-TRANSFORM: none; TEXT-INDENT: 0px; BORDER-COLLAPSE: separate; FONT: medium 'Times New Roman'; WHITE-SPACE: normal; ORPHANS: 2; LETTER-SPACING: normal; COLOR: #000000; WORD-SPACING: 0px; -webkit-border-horizontal-spacing: 0px; -webkit-border-vertical-spacing: 0px; -webkit-text-decorations-in-effect: none; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px"><span style="TEXT-ALIGN: left; LINE-HEIGHT: 26px; FONT-FAMILY: Arial, sans-serif; COLOR: #333333; FONT-SIZE: small"><strong><a href="http://www.knowledgegenes.com/Home.aspx?kgid=10673&amp;t=moretext" style="COLOR: #003366; text-decoration: underline"><span style="COLOR: #0080ff">4 Steps to Agile Transformation</span></a></strong></span></span></span></span></p>
<p><strong><a href="http://www.knowledgegenes.com/Home.aspx?kgid=10483" style="COLOR: #003366; text-decoration: underline"><span style="COLOR: #0080ff">How to Successfully Engage Project Stakeholders</span></a></strong><strong /></p>
<p><strong><a href="http://www.knowledgegenes.com/Home.aspx?kgid=10481" style="COLOR: #003366; text-decoration: underline"><span style="COLOR: #0080ff">How to Deal with Agile Project Constraints</span></a></strong></p>
<p><strong><a href="http://www.knowledgegenes.com/Home.aspx?kgid=9934" style="COLOR: #003366; text-decoration: underline"><span style="COLOR: #0080ff">5 Scrum Transition Anti-Patterns</span></a></strong></p>
<p><strong><span style="COLOR: #0080ff"><a href="http://blogs.knowledgegenes.com/home/2010/02/scrum-project-governance-working-together-with-a-few-compromises-either-side.html" style="COLOR: #003366; text-decoration: underline"><span style="color: #0080ff; ">How to Successfully Combine Agility with Project Governance Oversight</span></a></span></strong></p><p>By Oliver McPhee</p></div>
</content>



    </entry>
    <entry>
        <title>8 Shortcomings of Agile / Scrum</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/8-shortcomings-of-agile-scrum.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/8-shortcomings-of-agile-scrum.html" thr:count="8" thr:updated="2010-03-12T10:12:26+01:00" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a8e5d875970b</id>
        <published>2010-03-01T14:30:04+01:00</published>
        <updated>2010-03-05T17:28:45+01:00</updated>
        <summary>Scrum, like most things, has its short-comings (although the pros far outweigh the cons in our view). These 8 theses, according to Robert Martin, are some serious problems with Scrum out of the box: No Technical Practices: Scrum is a...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Scrum, like most things, has its short-comings (although the pros far outweigh the cons in our view). These <a href="http://groups.yahoo.com/group/scrumdevelopment/message/44851">8 theses</a>, according to <a href="http://www.objectmentor.com/omTeam/martin_r.html" target="_blank"><font color="#0b59b2">Robert Martin</font></a>, are some serious problems with Scrum out of the box:</p>
<ul>
<li><strong>No Technical Practices</strong>: Scrum is a project management framework and doesn’t make any technical recommendations. Bob suggests that teams “need to borrow technical practices from some other method like XP. The suite of technical practices that should be added probably include: TDD, Continuous Integration, Acceptance Testing, Pair Programming, Refactoring.” 
<li><strong>30 Day Sprints are too long</strong> – most trainers now recommend 1-2 week sprints and the majority of teams settle at 2 weeks. 
<li><strong>Scrum Master sometimes turns into Project Manager</strong>: Some Scrum Masters use Scrum as a form of micro management and control. “This is not a problem with Scrum out of the box so much as it is a problem with the way scrum sometimes evolves. Perhaps it is related to the unfortunate use of the word "master".” 
<li><strong>Certification in CSM</strong>: The Certificate that a Scrum Master, a trained CSM, holds means that on many teams only that person plays the role. Bob prefers the XP approach of rotating the Coach among members of the team. 
<li><strong>Insufficient Guidance Regarding the Product Backlog</strong>: “We've learned, over the years, that backlogs are hierarchical entities consisting of epics, themes, stories, etc. We've learned how to estimate them statistically. We've learned how and when to break the higher level entities down into lower level entities. Epics-&gt;Themes-&gt;Stories-&gt;Tasks.” 
<li><strong>Scrum carries an anti-management undercurrent</strong>: “Scrum over-emphasizes the role of the team as self-managing. Self-organizing<br />and self-managing teams are a good thing. But there is a limit … Scrum does not describe this with enough balance.” 
<li><strong>Automated Testing</strong>: without high quality automated tests it is difficult to work in short cycles and know that stories are really done. 
<li><strong>Multiple Teams</strong>: Scrum and generic Agile have little to say about how to scale, many practitioners have ideas but there doesn’t seem to be broad consensus yet. </li>
</li>
</li>
</li>
</li>
</li>
</li>
</li>
</ul>
<p><strong><span style="COLOR: #0080ff"><em>Other related articles</em></span></strong></p>
<p><strong><span style="COLOR: #0080ff"><a href="http://www.knowledgegenes.com/home.aspx?kgid=9934"><span style="COLOR: #0080ff">5 Scrum Transition Anti-Patterns</span></a></span></strong></p>
<p><strong><span style="COLOR: #0080ff"><a href="http://blogs.knowledgegenes.com/home/2010/02/when-the-scrum-product-owner-has-to-say-no-.html"><span style="COLOR: #0080ff">When the Scrum Product Owner has to say 'No'</span></a></span></strong></p>
<p><strong><span style="COLOR: #0080ff"><a href="http://www.knowledgegenes.com/home.aspx?kgid=10484"><span style="COLOR: #0080ff">How to Implement Scrum</span></a></span></strong></p>
<p><strong><span style="COLOR: #0080ff"><a href="http://blogs.knowledgegenes.com/home/2010/02/scrum-project-governance-working-together-with-a-few-compromises-either-side.html"><span style="COLOR: #0080ff">How to Successfully Combine Scrum and Project Governance</span></a></span></strong></p></div>
</content>



    </entry>
    <entry>
        <title>10 Attributes of a World-Class Recruiter</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/10-attributes-of-worldclass-recruiters-how-do-you-stackup.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/10-attributes-of-worldclass-recruiters-how-do-you-stackup.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310fe265fb970c</id>
        <published>2010-03-01T14:12:00+01:00</published>
        <updated>2010-03-29T15:47:31+02:00</updated>
        <summary>Having been a successful recruiter and agency owner many moons ago, I like to keep in-touch with the industry, and I've seen some dramatic changes. Back then, jobs were plenty and there were far fewer agencies around - good times....</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="10 Attributes of World-Class Recruiters" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><li>Having been a successful recruiter and agency owner many moons ago, I like to keep in-touch with the industry, and I've seen some dramatic changes. Back then, jobs were plenty and there were far fewer agencies around - good times. Today's market, in contrast, is a crowded place, with frayed attitudes and far too many people 'fighting' over the slim pickings available. Things probably need a shake-up and these tough times will remove the wheat from the chaff, leaving the real stars to shine through: </li>
<blockquote dir="ltr">
<p><span><strong><em>Related articles: </em></strong></span></p>
<p><span /><span><em><span><em><span style="COLOR: #0080ff">&gt;</span> <a href="http://blogs.knowledgegenes.com/home/2010/01/5-words-that-will-ruin-your-resume.html"><span style="COLOR: #0080ff">5 Words that make your Resume Suck</span></a></em></span></em></span></p>
<p><span><em><span style="COLOR: #0080ff">&gt; </span><a href="http://blogs.knowledgegenes.com/home/2010/02/how-to-write-a-perfect-resume-cover-letter-with-examples.html"><span style="COLOR: #0080ff">How to Write a Winning Cover Letter</span></a></em></span></p>
<p><span><em><span style="COLOR: #0080ff">&gt; </span><a href="http://www.knowledgegenes.com/home.aspx?kgid=10888&amp;t=moretext"><span style="COLOR: #0080ff">The Best Way to Close an Interview</span></a></em></span></p><span>
<p><span><span style="COLOR: #0080ff">&gt; </span><a href="http://blogs.knowledgegenes.com/home/2010/02/7-questions-you-must-ask-in-a-job-interview.html"><span style="COLOR: #0080ff">7 Questions you need to ask in a Job Interview</span></a></span></p></span></blockquote>
<p><span>According to a <a href="http://www.ere.net/2003/04/23/10-success-attributes-of-world-class-recruiters/"><a href="http://www.ere.net/2003/04/23/10-success-attributes-of-world-class-recruiters/">David Szary </a></a><a>article</a> (which I totally agree with), these attributes make a world-class Recruiter:</span></p>
<ol>
<li><strong>World-class recruiters respond to ongoing change and rejection well.</strong> Recruiting can be a thankless business. You fill 10 reqs; you get 10 more. You source out five candidates for a position; it goes on hold. You think you have the perfect candidate; they change the specifications. For many recruiters I talk to, these are all catastrophic tragedies. For world-class recruiters, this is just part of the job.</li>
<li><strong>World-class recruiters are resourceful.</strong> World-class recruiters don’t need a big budget, expensive sourcing tools, or technology gadgets to get the job done. Many of the best recruiters I know (to this day) do not have big budgets for sourcing tools. They don’t use a Palm Pilot; they do not have (or use) an ATS. But they still manage to out-produce their peers while maintaining the highest customer satisfaction ratings. They are resourceful and get the job done regardless.</li>
<li><strong>World-class recruiters are savvy investigators.</strong> While technology has provided us with the ability to access millions of applicants quickly, it often leads us into a false sense of security, lulling us into thinking that these are actually quality candidates! Recruiters who have grown up in this new technology age often do not possess the investigative (or networking) skills necessary to generate new candidate leads from unqualified candidates. In the old days (and I am not that old), you viewed every resume (since they were hard to come by) and every phone call as a chance to investigate. The mentality was, “Everybody knows somebody.” If the person you were talking to wasn’t right, the goal was to extract out names (or at least clues) that would lead you to the right person. World-class recruiters excel at this! They are savvy investigators. They know what questions to ask to generate leads to fill a position, and when to ask them.</li>
<li><strong>World-class recruiters are competitive.</strong> I’ve found that most people who can handle change and rejection are also very competitive. They play the game to win. And when you play the game to win, you often lose. In recruiting, as we all know, you are either the hero or the goat. You’re only as good as your last placement. Competitive people rise to the occasion, don’t sweat the small stuff, and play to win!</li>
<li><strong>World-class recruiters have the discipline to try new things.</strong> How many times have you sat in a meeting to brainstorm new ways to find candidates or new ideas to improve the hiring process? World-class recruiters actually leave those meetings with the discipline to <em>implement</em> the ideas discussed. Since they are competitive and handle rejection well, they don’t consider it a tragedy if the new ideas don’t work. They just move on to the next.</li>
<li><strong>World-class recruiters are likable within the circles they recruit for.</strong> This doesn’t mean you were voted “most popular” in school, that you were the homecoming queen, or that you are the life of the party. All it means is that you have an excellent rapport with your clients (candidates, hiring managers, employees, etc.). This attribute is tough to explain, but it is easy to spot. A “likable” world-class recruiter gets gifts from candidates and employees, gets a ton of quality referrals without asking, and often gets employee lists from former employers and alumni rosters from candidates without much effort. People like them. This is a key to their success!</li>
<li><strong>World-class recruiters are proud to be recruiters and view recruiting as a profession.</strong> Unfortunately, many recruiters view recruiting as a “stepping stone” to bigger and better things. If you work for a staffing company, your goal is to get into sales or to get your own accounts. If you work within a corporation, you goal is to get your HR certification and become an HR director. While I have worked with many good recruiters who thought this way, the majority of world-class recruiters view recruiting as their chosen profession.</li>
<li><strong>Work and life are seamless for world-class recruiters.</strong> Get in a room full of world-class recruiters and start talking “shop,” and you’ll see that they have a seamless work/life balance. This doesn’t mean they work 14 hours a day, seven days a week. On the contrary, they are efficient, productive, and work the hours necessary to get the job done. They think nothing of doing a phone screen in the evening, contacting a candidate on the weekend before they start their new job, responding to emails when the kids go to bed, or sourcing candidates off the Internet at 6:00 am to beat their competition to the quality candidates. World-class recruiters recognize that recruiting is not a nine-to-five job. They measure themselves by results ó quickly filling positions with quality people ó not hours worked.</li>
<li><strong>World-class recruiters are self-motivated and enjoy the recruiting game.</strong> For some people, recruiting becomes a laborious, repetitive job. To world-class recruiters, it’s always about playing and winning the game. They see the challenge in filling an orientation session with 20 new customer services reps (not 18). They see the challenge in coming up with candidates for a senior vice president position. They see the challenge in filling 10 requisitions no one else can fill. Day in and day out, they view this laborious, repetitive job as one big game ó and in a sick, twisted way, they enjoy it! They are self-motivated and need minimal direction because they are focused on winning the game.</li>
<li><strong>World-class recruiters believe they provide people with better opportunities.</strong> Why don’t many recruiters cold call passive candidates? Walk up to a group of people to talk about their job opportunities? Recruit at family events? They don’t do these things either because they think they are bugging other people or because they fear being rejected ó and they fear they will be rejected because they think they are bugging people. World-class recruiters see things in a whole different light. I’ve always said that recruiting is the best sales job in the world. Unlike a traditional sales position, recruiters are not selling anything, they are offering something ó potentially a better position than the one a candidate is currently in.</li>
</ol>
<p><strong>How do you stack up? </strong></p>
<p><strong>Any others attributes you think should be on this list?</strong></p>
<blockquote dir="ltr">
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<p /></div>
</content>



    </entry>
    <entry>
        <title>The Shared Hallmarks of Agile Methodologies</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/the-shared-hallmarks-of-agile-methodologies.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/03/the-shared-hallmarks-of-agile-methodologies.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a8d77afe970b</id>
        <published>2010-03-01T10:01:40+01:00</published>
        <updated>2010-03-10T17:37:58+01:00</updated>
        <summary>The people at VersionOne have collated a list of agile hallmarks that are shared across the different methodologies Click for the full original article. Summarized below are several of the key characteristics that successful Agile projects seem to share. For...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="Agile" />
        <category scheme="http://sixapart.com/ns/types#tag" term="DSDM" />
        <category scheme="http://sixapart.com/ns/types#tag" term="Extreme" />
        <category scheme="http://sixapart.com/ns/types#tag" term="Methodologies" />
        <category scheme="http://sixapart.com/ns/types#tag" term="Scrum" />
        <category scheme="http://sixapart.com/ns/types#tag" term="XP" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>The people at <a href="http://www.versionone.com" target="_blank">VersionOne</a> have collated a list of agile hallmarks that are shared across the different methodologies <a href="http://www.versionone.com/Resources/AgileHallmarks.asp" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important" target="_blank">Click for the full original article</a>.</p>
<p>Summarized below are several of the key characteristics that successful Agile projects seem to share. For some methodologies these correspond exactly with individual practices, whereas for other methodologies there is a looser correspondence.</p>
<p><strong>1. Releases and Fixed-Length Iterations</strong></p>
<p>Agile methods have two main units of delivery: releases and iterations. A release consists of several iterations, each of which is like a micro-project of its own. Features, defects, enhancement requests and other work items are organized, estimated and prioritized, then assigned to a release. Within a release, these work items are then assigned by priority to iterations.</p>
<p>The result of each iteration is working, tested, accepted software and associated work items.  </p>
<p />
<p class="bluebold"><strong>2. Running, Tested Software</strong></p>
<p>Running, tested features are an Agile team's primary measure of progress. Working features serve as the basis for enabling and improving team collaboration, customer feedback, and overall project visibility. They provide the evidence that both the system and the project are on track.</p>
<p>Consistently measuring success with actual software gives a project a very different feeling than traditional projects. Programmers, customers, managers, and other stakeholders are focused, engaged, and confident.</p>
<p>See Related article:</p><p><a href="http://www.knowledgegenes.com/home.aspx?kgid=9825" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important"><span style="color: #0080ff; ">How to Effectively Deploy Agile Testing</span></a></p><a name="practice1" />
<p class="bluebold"><strong>3. Value-Driven Development</strong></p>
<p>Agile methods focus rigorously on delivering business value early and continously, as measured by running, tested software. This requires that the team focuses on product features as the main unit of planning, tracking, and delivery. From week to week and from iteration to iteration, the team tracks how many running, tested features they are delivering. They may also require documents and other artifacts, but working features are paramount. This in turn requires that each "feature" is small enough to be delivered in a single iteration. Focusing on business value also requires that features be prioritized, and delivered in priority order.</p>
<p>Different methodologies use different terminology an techniques to describe features, but ultimately they concern the same thing: discrete units of product functionality.</p>
<table align="center" border="0" cellpadding="5">
<tbody>
<tr>
<td class="tableheader"><strong>Methodology </strong></td>
<td class="tableheader"><strong>Feature Terminology </strong></td></tr>
<tr>
<td class="tablecontent">Extreme Programming </td>
<td class="tablecontent">User Stories </td></tr>
<tr>
<td class="tablecontent">Scrum </td>
<td class="tablecontent">Product Backlog </td></tr>
<tr>
<td class="tablecontent">DSDM </td>
<td class="tablecontent">Requirements </td></tr>
<tr>
<td class="tablecontent">Unified Process </td>
<td class="tablecontent">Use Cases &amp; Scenarios </td></tr>
<tr>
<td class="tablecontent">FDD </td>
<td class="tablecontent">Features </td></tr></tbody></table><a name="practice4" />
<p class="bluebold"><strong><span style="font-weight: normal">See Related articles: </span></strong></p><p class="bluebold"><strong><span style="font-weight: normal"><a href="http://www.knowledgegenes.com/home.aspx?kgid=9824" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important"><span style="color: #0080ff; ">How to Implement Scrum in 10 Simple Steps</span></a></span><span style="font-weight: normal"><span style="color: #0080ff; "><br /></span></span></strong></p>
<p class="bluebold"><strong><span style="font-weight: normal"><a href="http://www.knowledgegenes.com/home.aspx?kgid=10887&amp;t=moretext" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important"><span style="color: #0080ff; ">The DSDM Project Life-cycle</span></a></span><span style="color: #0080ff; "><br /></span></strong></p>
<p class="bluebold"><strong><span style="font-weight: normal"><a href="http://www.knowledgegenes.com/home.aspx?kgid=6858" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important"><span style="color: #0080ff; ">How to Utilize eXtreme Programming</span></a></span><br /></strong></p>
<p class="bluebold"><strong>4. Continuous (Adaptive) Planning</strong></p>
<p>It is a myth that Agile methods forbid up-front planning. It is true that Agile methods insist that up-front planning be held accountable for the resources it consumes. Agile planning is also based as much as possible on solid, historical data, not speculation. But most importantly, Agile methods insist that planning continues throughout the project. The plan must continuously demonstrate its accuracy: nobody on an Agile project will take it for granted that the plan is workable.</p>
<p>It turns out that Agile projects typically involve more planning, and much better planning, than waterfall projects. One of the criticisms of "successful" waterfall projects is that they tend to deliver what was originally requested in the requirements document, not what the stakeholders discover they actually need as the project and system unfolds. Waterfall projects, because they can only "work the plan" in its original static state, get married in a shotgun wedding to every flaw in that plan. Agile projects are not bound by these initial flaws. Continuous planning, being based on solid, accurate, recent data, enables Agile projects to allow priorities and exact scope to evolve, within reason, to accommodate the inescapable ways in which business needs continuously evolve. Continuous planning keeps the team and the system honed in on maximum business value by the deadline.</p>
<p><strong><span style="font-weight: normal">See Related article:</span></strong></p><p><strong><span style="font-weight: normal"><a href="http://www.knowledgegenes.com/home.aspx?kgid=9578" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important"><span style="color: #0080ff; ">Exploit "Just-Good-Enough" Artifacts</span></a></span></strong></p><a name="practice5" />
<p class="bluebold"><strong>5. Multi-Level Planning</strong></p>
<p>Continuous planning is much more accurate if it occurs on at least two levels: </p>
<ul>
<li>At the release level, we identify and prioritize the features we must have, would like to have, and can do without by the deadline.</li>
<li>At the iteration level, we pick and plan for the next batch of features to implement, in priority order. If features are too large to be estimated or delivered within a single iteration, we break them down further. </li>
</ul>
<p>As features are prioritized and scheduled for an iteration, they are broken down into their discrete technical tasks.</p>
<p>This just-in-time approach to planning is easier and more accurate than large-scale up-front planning, because it aligns the level of information available with the level of detail necessary at the time. We do not make wild guesses about features far in the future. We don't waste time trying to plan at a level of detail that the data currently available to us does not support. We plan in little bites, instead of trying to swallow the entire cow at once.</p>
<p />
<p><strong>6. Relative Estimation</strong></p>
<p>Many Agile development teams use the practice of relative estimation for features to accelerate planning and remove unnecessary complexity. Instead of estimating features across a spectrum of unit lengths, they select a few (3-5) relative estimation categories, or buckets, and estimate all features in terms of these categories. Examples include:</p>
<p />
<ul>
<li>1-5 days</li>
<li>1, 2, or 3 story points</li>
<li>4, 8, 16, 40, or 80 hours</li>
</ul>
<p />
<p>With relative estimation, estimating categories are approximate multiples of one another. For example, a 3-day feature should take 3 times as long as a 1-day feature, just as a 40-hour feature is approximately 5 times as time-consuming as an 8-hour feature. The concepts of relative estimation and/or predefined estimation buckets prevent the team from wasting time debating whether a particular feature is really 17.5 units or 19 units. While each individual estimate may not be as precise, the benefit of additional precision diminishes tremendously when aggregated across a large group of features. The significant time and effort saved by planning with this type of process often outweighs any costs of imprecise estimates. Just as with everything else in an Agile project, we get better at it as we go along. We refine our estimation successively.</p>
<p>See Related article: </p><p><a href="http://www.knowledgegenes.com/home.aspx?kgid=9862" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important"><span style="color: #0080ff; ">How to play Planning Poker for Agile Estimating</span></a></p>
<p />
<p /><a name="practice6" /><a name="practice7" />
<p class="bluebold"><strong>7. Emergent Feature Discovery</strong></p>
<p>As opposed to spending weeks or months detailing requirements before initiating development, Agile development projects quickly prioritize and estimate features, and then refine details when necessary. As features for an iteration are described in more detail by the customers, testers, and developers working together. Additional features can be identified, but no feature is described in detail untilit is prioritized for an iteration.</p><a name="practice8" />
<p class="bluebold"><strong>8. Continuous Testing</strong></p>
<p>With continuous testing we deterministically measure progress and prevent defects. We crank out the running, tested features. We also reduce the risk of failure late in the project. What could be riskier than postponing all testing till the end of the project? Many waterfall projects have failed when they have discovered, in an endless late-project "test-and-fix" phase, that the architecture is fatally flawed, or the components of the system cannot be integrated, or the features are entirely unusable, or the defects cannot possibly be corrected in time. With continuous testing we more easily avoid both the risk that this will occur, and the constant dread of it.</p><a name="practice9" />
<p class="bluebold"><strong>9. Continuous Improvement</strong></p>
<p>We continuously refine both the system and the project by reflecting on what we have done (using both hard metrics like running, tested features and more subjective measures), and then adjusting our estimates and plans accordingly. But we also use the same mechanism to successively refine and continuously improve the process itself.</p>
<p>See Related article: </p><p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10295"><span style="color: #0080ff; ">How to Revive your Sprint Retrospectives</span></a></p><a name="practice10" />
<p class="bluebold"><strong>10. Small, Cross-functional Teams</strong></p>
<p>Smaller teams have been proven to be much more productive than larger teams, with the ideal ranging from five to ten people. If you have to scale a project up to more people, make every effort to keep individual teams as small as possible and coordinate efforts across the teams. Scrum-based organizations of up to 800 have successfully employed a "Scrum of Scrums" approach to project planning and coordination.</p>
<p>See Related articles: </p><p><a href="http://www.knowledgegenes.com/home.aspx?kgid=9932" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important"><span style="color: #0080ff; ">Avoid 5 Scrum Transition Anti-patterns</span></a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10258" style="COLOR: blue !important; CURSOR: text !important; text-decoration: underline !important"><span style="color: #0000ff; "><span style="color: #0080ff; ">A Best Practice Roadmap for Paired Programming</span></span></a></p><p>By Oliver McPhee</p>
<p /></div>
</content>



    </entry>
    <entry>
        <title>The Six Twitter Types - What Type of User are you? </title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/the-six-twitter-types-what-type-of-user-are-you-.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/the-six-twitter-types-what-type-of-user-are-you-.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310fd13023970c</id>
        <published>2010-02-26T18:10:00+01:00</published>
        <updated>2010-02-26T18:10:00+01:00</updated>
        <summary>Did you know there are six different types of Twitter users, each with a different agenda? You needed to know that didn't you? Well, if you're serious about making Twitter work for you, getting to grips with the Twitter user...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="The Six Twitter Types - What Type of User are You? " />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Did you know there are six different types of Twitter users, each with a different agenda? You needed to know that didn't you? Well, if you're serious about making Twitter work for you, getting to grips with the Twitter user types might help inform your best approach to each of them. Guy Kawasaki inspired this post, having just read one of his posts over at OPEN Forum - <a href="http://www.openforum.com/idea-hub/topics/the-world/article/the-six-twitter-types-guy-kawasaki"><strong>The Six Twitter Types</strong></a>. </p>
<p><strong><em>See related article:</em></strong></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10925&amp;t=moretext"><strong>5 Steps to Making your Twitter Viral</strong></a></p>
<p>Below are Guy's 6 Twitter types and a recommended approach to each of them:</p>
<p>•<strong>The Newbie</strong>. “What am I doing?” The Newbie signed up for Twitter less than three months ago and thinks it’s all about lifestreaming: “Watching my cat roll over.” These people quickly progress to a different type of use or abandon Twitter when no one pays attention to them. Motivation: curiosity about Twitter. Recommended approach: understand.</p>
<p>•<strong>The Brand</strong>. “What can I get away with?” The Brand balances the tension between using Twitter as a marketing tool and socially engaging people so as not to appear to be using Twitter as a marketing tool. Motivation: greater brand awareness. Recommended approach: observe.</p>
<p>•<strong>The Smore</strong>. “What’s in it for me?” The Smore (social media whore) sees Twitter primarily as a self-promotion tool to get something from people although a transparent Smore (“Bubbles”) is often a delightful person. The delusional ones are the pains. Motivations: making a buck off and gaining followers. Recommended approach: tolerate.</p>
<p>•<strong>The Bitch</strong>. “What can I complain about?” Despite deriving this name from female dogs, this is usually an angry man who envies people who generate content. They can be briefly amusing in a “shock jock” kind of way, but their bark is greater than their bite, and their bite is greater than their insight. Motivation: generating angry reactions. Recommended approach: block.</p>
<p>•<strong>The Maven.</strong> “What’s interesting in my niche?” The Maven is an expert in a field such as recruiting, marketing, or web design. If you’re interested in their field, following them is a rich, rewarding, and time-saving experience. Motivation: getting retweeted and recognized as an expert. Recommended approach: follow.</p>
<p>•<strong>The Mensch</strong>. “How can I help?” Mensches are few and far between. They lurk in the background until people need help and then they either know, or know how to find, the answer. They are seldom well-known or highly followed, but they save you tons of time and effort when you want to know something like the ideal dimensions of a profile background. Motivation: helping others. Recommended approach: adore.</p>
<p>What kind of Twitter user are you? According to Guy, to be successful with Twitter, you need to be a Brand, Maven, or Mensch. And to master Twitter, you need to be able to adopt the roles of Brand, Maven, Mensch, and a touch of the Smore.</p>
<p><strong><em>Related article</em></strong></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10925&amp;t=moretext"><strong>5 Steps to Making your Twitter Viral</strong></a></p></div>
</content>



    </entry>
    <entry>
        <title>Handling the "Tell me about your Weaknesses" interview question </title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/how-to-handle-the-tell-me-about-your-weaknesses-interview-question-.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/how-to-handle-the-tell-me-about-your-weaknesses-interview-question-.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a9492206970b</id>
        <published>2010-02-25T15:15:00+01:00</published>
        <updated>2010-03-17T16:59:32+01:00</updated>
        <summary>You'll probably recount a time when you were asked to describe your weaknesses in an interview. Difficult isn't it? This is one of the most common interview questions, that you should count on being asked. Fortunately, with some pre-planning, you...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="How to handle the &quot;Tell Me About Your Weaknesses&quot; interview question " />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>You'll probably recount a time when you were asked to describe your weaknesses in an interview. Difficult isn't it? This is one of the most common interview questions, that you should count on being asked. Fortunately, with some pre-planning, you can easily avoid that uncomfortable, red-in-the face feeling:</p>
<p><strong>1. Get prepared</strong>  </p>
<p>First, understand that you do have weaknesses, just like everyone else in the world. And, recognizing these strengths is actually a significant strength, not a weakness.  </p>
<p><span style="COLOR: #0080ff"><font color="#000000">Make a log of your strengths and your weaknesses. The best way of doing this is to list all the jobs you've had and against each job, list something you did very well and list something you didn't do so well. You'll soon see a pattern from which your weaknesses will emerge. Once you have identified three weaknesses, develop a list of personal corrective actions for each.   </font></span></p>
<p><strong><span style="COLOR: #0080ff">&gt;&gt; See also:</span></strong></p>
<p><span style="COLOR: #0080ff"><a href="http://www.knowledgegenes.com/home.aspx?kgid=11107&amp;t=moretext"><span style="COLOR: #0080ff">How to Build your Resume like a Professional Resume Writer</span></a></span></p>
<p><a href="http://www.knowledgegenes.com//home.aspx?kgid=11107&amp;knowde=335259"><span style="COLOR: #0080ff">How to Build a Personal Skills Inventory (strengths &amp; weaknesses)</span></a> 
<p><strong>2.  Be clear and concise</strong> 
<p>
<li>Don’t overstate things and don't ramble.  </li>
<p />
<p><strong>3. Immediately follow-on with corrective actions</strong></p>
<li>It's great that you recognize your weakness, but you need to explain what you are doing about it. This should be the main focus of your answer. For example - <em>“I sometimes over analyze my work products which can cause me to fall behind in other tasks. <strong>To avoid that, I set aside a specific amount of time for review. When that time is up, I move to the next task on my list of priorities.”</strong></em> That is what the interviewer wants to know.</li>
<p><strong>4. Stop and wait</strong></p>
<p>After you answer the question, stop talking. Wait for the interviewer to speak next. You’ve given them what they asked for so wait for a response. Be prepared for them to ask you if there are any more weaknesses.</p>
<p><strong>5. "Any other weaknesses?"</strong></p>
<p>
<li>Have three weaknesses and compensatory techniques at your fingertips. The interviewer is quite likely to ask you a second time and often a third time. “What else?”, “Any more?” - If you get asked a fourth time there’s a good way to handle that. <em>“When I do this exercise, maybe once a quarter or so, the list might change from time to time. I limit my focus to three current weaknesses so I don’t become overwhelmed. If you ask me again in June, I might have a different answer for you then.”</em> </li>
<p />
<p><strong>6. Follow-up with a strength</strong></p>
<li>Once you’ve gotten feedback and you’ve passed the initial test, be ready to expand the conversation to strengths. For each strength, identify how it benefits you. Knowing that you have strengths is useless unless you know how to use them. </li>
<p><strong>7. Analyze regularly</strong></p>
<li class="steps_li final_li">You should do this exercise on a regular basis to have your latest weaknesses, corrective actions and strengths at hand.</li>
<p class="steps_li final_li"><strong><span style="COLOR: #0080ff">&gt;&gt; People who viewed this, also viewed:</span></strong></p>
<p class="steps_li final_li"><span style="COLOR: #0080ff"><a href="http://www.knowledgegenes.com/home.aspx?kgid=11107&amp;t=moretext"><span style="COLOR: #0080ff">How to Build your Resume like a Professional Resume Writer</span></a></span></p>
<p class="steps_li final_li"><a href="http://www.knowledgegenes.com/home.aspx?kgid=10888&amp;t=moretext"><span style="COLOR: #0080ff">The Best Way to Close an Interview</span></a></p>
<p class="steps_li final_li"><a href="http://blogs.knowledgegenes.com/home/2010/01/7-deadly-interview-sins-guaranteed-to-get-you-rejected.html"><span style="COLOR: #0080ff">The 7 Deadly Interview Sins</span></a></p>
<p class="steps_li final_li"><a href="http://www.knowledgegenes.com//home.aspx?kgid=10535"><span style="COLOR: #0080ff">Master the Art of Active Listening</span></a></p>
<p class="steps_li final_li"><a href="http://www.knowledgegenes.com/home.aspx?kgid=10880&amp;t=moretext"><span style="COLOR: #0080ff">How to use your Body Language more Effectively</span></a> </p>
<p />
<p />
<p />
<p />
<p />
<p />
<p />
<p />
<p />
<p /></p></p></p></p></div>
</content>



    </entry>
    <entry>
        <title>How to Write a Winning Resume Cover Letter</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/how-to-write-a-perfect-resume-cover-letter-with-examples.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/how-to-write-a-perfect-resume-cover-letter-with-examples.html" thr:count="2" thr:updated="2010-10-30T09:33:11+02:00" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a975fcfd970b</id>
        <published>2010-02-25T15:05:00+01:00</published>
        <updated>2010-03-25T16:46:39+01:00</updated>
        <summary>Writing a resume is a challenge enough - How to Write a Great Resume. What about your cover letter though? This is every bit as important (probably) as your resume. It needs to short, simple and relevant - to get...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="How to Write a Perfect Resume Cover Letter" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Writing a resume is a challenge enough - <a href="http://www.knowledgegenes.com/home.aspx?kgid=11107&amp;t=moretext"><span style="COLOR: #0080ff">How to Write a Great Resume</span></a>. What about your cover letter though? This is every bit as important (probably) as your resume. It needs to short, simple and relevant - to get you noticed, fast. This can all be rather daunting I know, but don't fear, help is at hand.</p>
<p>I've found a wonderful <a href="http://www.squawkfox.com/2010/01/22/cover-letter-formats/"><span style="COLOR: #0080ff">article</span></a> by <a href="http://www.squawkfox.com/2010/01/27/cover-letter-examples/"><span style="COLOR: #0080ff">Kerry Taylor</span></a>, which describes two killer cover letter formats:</p>
<p dir="ltr" style="MARGIN-RIGHT: 0px"><em><strong>See these related articles:</strong></em><em><strong><br /></strong></em><span style="COLOR: #0080ff">&gt; </span><a href="http://blogs.knowledgegenes.com/home/2010/02/7-questions-you-must-ask-in-a-job-interview.html"><span style="COLOR: #0080ff">7 Questions you need to ask in a Job Interview</span></a><br /><span style="COLOR: #0080ff">&gt; </span><a href="http://blogs.knowledgegenes.com/home/2010/01/5-words-that-will-ruin-your-resume.html"><span style="COLOR: #0080ff">5 Words that make your resume suck</span></a></p>
<p><strong><span style="FONT-SIZE: 14px">1. The Classic Cover Letter Format</span></strong></p>
<p>This is the most common format and the type most employers expect to see. It resembles a simple business letter. Use this format if you're applying to 'traditional' types or organizations with conservative business practices. Make sure you stick to one page maximum for this. </p>
<p>This is basic format:</p>
<blockquote>
<p><strong>Your Contact Information</strong></p>
<ul>
<li>Name, Address, Phone Number, Email</li>
</ul>
<p><strong>Employer’s Contact Information</strong></p>
<ul>
<li>Name and Title of hiring manager</li>
<li>Organization Name and Address</li>
</ul>
<p><strong>First Paragraph</strong></p>
<ul>
<li>Identify the position</li>
<li>State why you’re right for the job</li>
</ul>
<p><strong>Second Paragraph</strong></p>
<ul>
<li>State why you want to work for the company</li>
<li>Show how you’re a good fit</li>
<li>Use examples that highlight your experience</li>
</ul>
<p><strong>Final Paragraph</strong></p>
<ul>
<li>Request an interview</li>
<li>Thank the hiring manager</li>
</ul>
<p><strong>Closing</strong></p>
<ul>
<li>Sincerely,</li>
<li>Your name</li>
</ul>
</blockquote>
<p dir="ltr" style="MARGIN-RIGHT: 0px"><strong><span style="FONT-SIZE: 14px">Example of a Classic Cover Letter</span></strong></p>
<p><strong>Job Seeker Bio:</strong> Cindy Smyth, Administrative Assistant</p>
<p>In this sample cover letter, job seeker Cindy Smyth is applying for a job as an administrative assistant in the financial industry. She has opted to use the Classic cover letter format since her application is brief and the company she is applying to is fairly traditional. </p>
<p><a href="http://www.squawkfox.com/wp-content/uploads/2010/01/resume-cover-letter-samples-good-cover-letter-example-classic.pdf" target="_blank"><img alt="sample cover letters cover letter examples classic" height="605" src="http://www.squawkfox.com/wp-content/uploads/2010/01/sample-cover-letters-cover-letter-examples-classic.png" style="BORDER-BOTTOM: medium none; BORDER-LEFT: medium none; BORDER-TOP: medium none; BORDER-RIGHT: medium none" title="sample cover letters cover letter examples classic" width="470" /></a></p>
<p><strong><span style="FONT-SIZE: 14px">2. The Contemporary Cover Letter Format</span></strong></p>
<p>The Contemporary cover letter format is a little bit different — it tends to get noticed. And getting noticed amongst a bunch of applicants is how you land a job interview. This format starts with the basics, but instead of singing your praises in paragraphs you just list your skills using simple bullets. </p>
<p>Use his format when you’ve got stellar skills to highlight, your skills match employer requirements and when you want your cover letter to get noticed.  </p>
<p>This is the basic format:</p>
<blockquote dir="ltr">
<p><strong>Your Contact Information</strong></p></blockquote>
<blockquote>
<ul>
<li>Name, Address, Phone Number, Email</li>
</ul>
<p><strong>Employer’s Contact Information</strong></p>
<ul>
<li>Name and Title of hiring manager</li>
<li>Organization Name and Address</li>
</ul>
<p><strong>First Paragraph</strong></p>
<ul>
<li>Identify the position</li>
<li>State why you’re right for the job</li>
</ul>
<p><strong>Second Paragraph</strong><br /><em>Use THREE bullet points to highlight:</em></p>
<ol>
<li>Quantifiable skills that match employer requirements</li>
<li>Your experience</li>
<li>Your accomplishments</li>
</ol>
<p><strong>Final Paragraph</strong></p>
<ul>
<li>Request an interview</li>
<li>Thank the hiring manager</li>
</ul>
<p><strong>Closing</strong></p>
<ul>
<li>Sincerely,</li>
<li>Your name</li>
</ul>
</blockquote>
<p><strong><span style="FONT-SIZE: 14px">Example of a Contemporary Cover Letter</span></strong></p>
<p><span style="FONT-SIZE: 14px" /><strong>Job Seeker Bio</strong>: Jane Smith, Software Developer</p>
<p>In this sample cover letter, job seeker Jane Smith is the perfect candidate for the Contemporary cover letter format.</p>
<p>She has skills that are easily highlighted in bulleted points and her industry is not traditional. Due to the number of applicants in the technical field, I bet her hiring manager would appreciate a scannable cover letter. There you have it! Two cover letter formats to help you write a winning job application, get noticed, and land a job interview. Next I’ll share some sample cover letters and perhaps a cover letter template (or two).</p>
<p><a href="http://www.squawkfox.com/wp-content/uploads/2010/01/sample-cover-letters-cover-letter-examples-contemporary-letter.pdf" target="_blank"><img alt="sample cover letters cover letter examples contemporary letter" height="502" src="http://www.squawkfox.com/wp-content/uploads/2010/01/sample-cover-letters-cover-letter-examples-contemporary-letter.png" style="BORDER-BOTTOM: medium none; BORDER-LEFT: medium none; BORDER-TOP: medium none; BORDER-RIGHT: medium none" title="sample cover letters cover letter examples contemporary letter" width="475" /></a></p>
<p><strong><em>People who viewed this, also viewed:</em></strong></p>
<p>&gt; <a href="http://www.knowledgegenes.com/home.aspx?kgid=11107&amp;t=moretext"><span style="COLOR: #0080ff">How to write a killer resume</span></a></p>
<p>&gt; <a href="http://blogs.knowledgegenes.com/home/2010/02/7-questions-you-must-ask-in-a-job-interview.html"><span style="COLOR: #0080ff">7 Questions you need to ask in a Job Interview</span></a></p>
<p>&gt; <a href="http://blogs.knowledgegenes.com/home/2010/01/5-words-that-will-ruin-your-resume.html"><span style="COLOR: #0080ff">5 Words that make your resume suck</span></a></p>
<p>&gt; <a href="http://www.knowledgegenes.com/home.aspx?kgid=10888&amp;t=moretext"><span style="COLOR: #0080ff">The Best Way to Close a Job Interview</span></a></p></div>
</content>



    </entry>
    <entry>
        <title>"Why are you leaving your job?"</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/why-are-you-leaving-your-job.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/why-are-you-leaving-your-job.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310fca70ca970c</id>
        <published>2010-02-25T14:09:00+01:00</published>
        <updated>2010-03-22T16:23:03+01:00</updated>
        <summary>Many people find this question one of the most challenging to answer in an interview. Everyone has a solid reason for leaving, right? Some want a shorter commute, others are relocating, and many have lost their jobs due to the...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Many people find this question one of the most challenging to answer in an interview. Everyone has a solid reason for leaving, right? Some want a shorter commute, others are relocating, and many have lost their jobs due to the downturn, some might think their boss is a complete 'nightmare' and can't stand working there any more. Whatever your reason, please remember the golden rule: <strong>Never badmouth your employer or boss.</strong></p>
<p>&gt;&gt; Also see these related articles:</p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10888&amp;t=moretext"><span style="COLOR: #0080ff">The Best Way to Close a Job Interview</span></a></p>
<p><a href="http://www.knowledgegenes.com//home.aspx?kgid=10563"><span style="COLOR: #0080ff">Laid-off? 7 Rules for a Graceful Exit</span></a></p>
<p><a href="http://www.knowledgegenes.com//home.aspx?kgid=10731"><span style="COLOR: #0080ff">7 Cleverer ways to use LinkedIn to find a new Job</span></a></p>
<p><strong>Sample answers</strong> <strong>to the "Why are you leaving your job" question</strong> (tailor these to your specific need):</p>
<ul>
<li>This position seemed like an excellent match for my skills and experience and I am not able to fully utilize them in my present job.</li>
<li>To be honest, I'm quite happy and wasn't thinking about a move, although I was intrigued by this position and company. It seems like a great opportunity and match with my skills.</li>
<li>Sadly, the company was cutting back and my job was one of those eliminated. </li>
<li>I've been commuting to the city for a while now and while I enjoy catching-up on my reading, I'd rather be closer to home to spend the extra time more productively.</li>
<li>I'm relocating to this area due to family circumstances and left my previous position in order to make the move. </li>
<li>I'm looking for a bigger challenge and I didn't want to job hunt while working there as it didn't seem ethical to use my former employer's time in that way.</li>
<li>I've decided that it is not the direction I want to go in my career and my current employer has no opportunities in the direction I'd like to head. </li>
<li>Unfortunately, I was laid-off when our department was eliminated due to corporate restructuring. </li>
<li>I left my last position in order to spend more time with my family. Circumstances have changed and I'm more than ready for full-time employment again. </li>
</ul>
<p><strong>Consider these answers if you got fired:</strong></p>
<ul>
<li>To be honest, being cut-loose was a blessing. I now have the opportunity to explore jobs that are better suited to my skills.</li>
<li>Although circumstances caused me to leave my first job, I was very successful at school, always getting along well with students and faculty. Perhaps I didn't understand my boss's expectations or why they released me before I had a chance to prove myself.</li>
<li>After thinking about why I left, I realize I should have done some things differently. That job was a learning experience and I think I'm wiser now. I'd like the chance to prove that to you.  </li>
<li>A new manager came in and cleaned house in order to bring in members of his old team. That was his right but it cleared my head to envision better opportunities elsewhere. 
<li>Certain personal problems, which I now have solved, unfortunately upset my work life. These problems no longer exist and I'm up and running strong to exceed expectations in my new job. </li>
<li>I usually hit it off very well with my bosses, but this case was the exception that proved my rule of good relationships. We just didn't get on well. I'm not sure why. 
<li>My job was offshored to India. That's too bad because people familiar with my work say it is superior and fairly priced. </li>
<li>I outlasted several downsizings but the last one included me. Sign of the times, I guess. 
<li>I was desperate for work and took the wrong job without looking around the corner. I won't make that mistake again. I'd prefer an environment that is congenial, structured and team-oriented, where my best talents can shine and make a substantial</li>
</li>
</li>
</li>
</ul>
<p><strong>&gt;&gt; People who viewed this also read:</strong> </p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10888&amp;t=moretext"><span style="COLOR: #0080ff">The Best Way to Close a Job Interview</span></a></p>
<p><a href="http://www.knowledgegenes.com//home.aspx?kgid=10563"><span style="COLOR: #0080ff">Laid-off? 7 Rules for a Graceful Exit</span></a></p>
<p><a href="http://www.knowledgegenes.com//home.aspx?kgid=10731"><span style="COLOR: #0080ff">7 Cleverer ways to use LinkedIn to find a new Job</span></a></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=11107&amp;t=moretext"><span style="COLOR: #0080ff">How to Build your Resume like a Professional Resume Writer</span></a> 
<p>By Mark Ridgwell</p>
<p /></p></div>
</content>



    </entry>
    <entry>
        <title>5 Fail-Proof Guidelines for Governance, Risk &amp; Compliance</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/5-fail-proof-guidelines-for-governance-risk-compliance.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/5-fail-proof-guidelines-for-governance-risk-compliance.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a8d205a4970b</id>
        <published>2010-02-25T12:14:17+01:00</published>
        <updated>2010-02-25T12:43:59+01:00</updated>
        <summary>In an article which appeared in information-management.com - Five Fail-Proof Guidelines for Governance, Risk &amp; Compliance, Johnnie Konstantas describes GRC as still being a concept that elicits some skepticism and confusion. Simply put, there's too much inconsistent information on how...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="5 Fail-Proof Guidelines for Governance" />
        <category scheme="http://sixapart.com/ns/types#tag" term="Risk &amp; Compliance" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>In an article which appeared in information-management.com - <a href="http://www.information-management.com/infodirect/2009_132/grc_governance_risk_compliance_guidelines_digital_asset-10015839-1.html">Five Fail-Proof Guidelines for Governance, Risk &amp; Compliance</a>, Johnnie Konstantas describes GRC as still being a concept that elicits some skepticism and confusion. Simply put, there's too much inconsistent information on how to achieve GRC imperatives, what tools and products to use and which standards and frameworks to apply. </p>
<p><strong>5 basic guidelines will to help with long-term GRC success:</strong></p>
<p>1. <strong>Inventory all data assets. </strong>The natural place to get started with GRC is to identify all of the places where data or digital assets are stored. This includes in-line and offline storage, databases and endpoint devices. In the case where organizations are particularly large and distributed, locating the largest data aggregation points is key, as is generating an audit of how much and what types of data are stored there, who has access, and what the entitlements and privileges of data users are. Doing this allows GRC strategists to define the scope of the challenge and work. It also takes care of a very time-consuming first step toward establishing the business materiality of the data. </p>
<p>While it is important to create as comprehensive an inventory as possible, those organizations just getting started with GRC will want to consider that according to more than 80 percent of enterprise data takes an unstructured form (i.e. documents, spreadsheets, web pages, image and media files) and 25 to 35 percent of it is security and compliance intensive. Thus, an inventory of network-attached storage and storage area network storage as well as file system contents is a logical starting point.</p>
<p>2.<strong> Identify data business owners. </strong>Business owners have the most context for the data they create, its value and its sensitivity. Giving administrators the means to collaborate with data owners on projects increases their accuracy and expediency. This can save hundreds of hours from storage clean-up projects, data migrations, access control revocations and even domain consolidations. And doing this as part of first steps for GRC planning will also ensure future communication for the purposes of defining data protection and preservation policies. Technologies that maintain detailed statistics on data creation, access and use is essential in terms of providing administrators with the insight necessary to carry out GRC tasks. </p>
<div>3. <strong>Link IT and the business units.</strong> Currently, IT operations and personnel are almost solely responsible for managing where data resides and the security policies, access controls and monitoring facilities that are in place. This means that when it comes to data entitlement and access authorization management, the process is managed by people with no in-depth context for the data or its business materiality. In fact, most decisions about the data are the burden of the technical staff of organizations as opposed to the business units. Plans for GRC initiatives should aim to establish a broad organization-wide management framework for data so that business owners manage access and IT operations remains responsible for maximizing its availability. And in those functional areas where responsibilities overlap, a properly functioning GRC environment enables and enforces collaboration among all data stakeholders. Technologies that can link IT, data business owners, data users and process auditors are key to carrying out this part of the GRC process. Specifically, a product that can broker user requests to data and enforce the decisions of the authorizers is essential.</div>
<div>4.<strong> Delete unwanted data. </strong>GRC projects are challenging in part because of the sheer volume of data they are meant to address. Thus, organizations should focus specifically on data that is valuable, sensitive and business material. For most organizations, deleting stale and orphan data as well as data which falls outside the scope of GRC (music files, personal photos, etc.) will increase the efficiency and expediency of any project to consolidate and manage digital assets. The key to doing this accurately is to ensure that the data to be deleted from company storage is not preservation worthy. This requires some intelligence about data use and access activity, data ownership and data business materiality. Technologies that can track all access activity of data on file systems and NAS and provide statistics on the frequency and types of access is pertinent so organizations can determine which data is stale and can be deleted.</div>
<div>5. <strong>Remove excess access.</strong> Establishing an ongoing process and systems for ensuring that access to data is always warranted is central to a GRC implementation. But while the GRC rollout is in the planning stages, data remains at risk from access controls that are overly permissive and outdated. This risk increases during difficult economic times when data breaches and mishandling significantly rises. <br /></div>
<div><strong><em><span style="COLOR: #0080ff">See related articles:</span></em></strong></div>
<div><strong><em><span style="COLOR: #0080ff" /></em></strong><strong><a href="http://www.knowledgegenes.com/home.aspx?kgid=6942"><span style="COLOR: #0080ff">COSO Framework For Enterprise Risk Management</span></a></strong></div>
<div><strong><a href="http://www.knowledgegenes.com/home.aspx?kgid=6880"><span style="COLOR: #0080ff">IT Governance (COBIT IT Processes)</span></a></strong></div>
<div><strong><a href="http://www.knowledgegenes.com/home.aspx?kgid=10015"><span style="COLOR: #0080ff">Utilize the Management of Risk (MoR) Framework</span></a></strong></div>
<div><strong><a href="http://www.knowledgegenes.com/home.aspx?kgid=10197"><span style="COLOR: #0080ff">Checklist for Creating an Effective Compliance Program</span></a></strong></div>
<div><strong><a href="http://www.knowledgegenes.com/home.aspx?kgid=7210"><span style="COLOR: #0080ff">An Integrated Approach to GRC</span></a></strong></div></div>
</content>



    </entry>
    <entry>
        <title>How to Successfully Combine Agility &amp; Oversight</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/scrum-project-governance-working-together-with-a-few-compromises-either-side.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/scrum-project-governance-working-together-with-a-few-compromises-either-side.html" thr:count="3" thr:updated="2010-06-01T09:04:45+02:00" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a8cd1404970b</id>
        <published>2010-02-24T13:45:48+01:00</published>
        <updated>2010-02-25T11:02:48+01:00</updated>
        <summary>I recently read a very interesting article - 'The Art of Compromise: Scrum and Project Governance' by Mike Cohn. In this article, he asserts that agility (Scrum) and project governance, with a few compromises on either side, combined with the...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="project governance" />
        <category scheme="http://sixapart.com/ns/types#tag" term="scrum" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>I recently read a very interesting article - <a href="http://www.mountaingoatsoftware.com/articles/42-the-art-of-compromise">'The Art of Compromise: Scrum and Project Governance'</a> by Mike Cohn. In this article, he asserts that agility (Scrum) and project governance, with a few compromises on either side, combined with the set of actions below, can lead to a successful combination of agility and oversight:</p>
<p><em><strong><font color="#444444">Negotiate and set expectations up front.</font></strong> Undoubtedly, the first Scrum project to go through the governance process in your company will have challenges. There will almost certainly be some things they cannot do; for example, a Scrum team cannot provide a thorough design before getting permission to start coding, because design and coding will be done concurrently. The only solution to this is for the team to negotiate with the necessary governance groups in advance. The more support a team has for this and the higher up in the organization that this support reaches, the better. The team does not need to solicit a permanent change in governance policies. The change can be pitched as a one-time experiment. </em></p>
<p><em><strong><font color="#444444">Fit your reporting to current expectations.</font></strong> The project review boards or oversight committees that provide project governance have existing expectations for what information each project is to provide at each checkpoint. Don't fight these expectations. If they expect a Gantt chart, provide a Gantt chart. When you can, however, try to slowly shift expectations by providing additional, more agile-friendly information. If burndown charts are suitable to show, do so. Or perhaps you want to include a report showing the number of times the build server kicked off continuously integrated builds and the thousands (or perhaps tens or hundreds of thousands) of test runs that were executed. </em></p>
<p><em><strong><font color="#444444">Invite them into your process.</font></strong> Scrum teams can supplement less-detailed formal governance checkpoints by inviting governance committee members to participate in the regular meetings they will hold. I like to extend the well-known technique of management by walking around into management by standing around. Encourage managers and executives involved in the governance of a project to attend the daily scrums, where they can stand and listen to what is occurring on the project. The same shift from documents to discussions that is created by working with user stories needs to occur with project reporting. Encourage people to visit the team or join its meetings to see for themselves what is being built. </em></p>
<p><em><strong><font color="#444444">Reference a success.</font></strong> Nothing convinces like success. Do whatever you can to get a first project or two through lightened or reduced governance checkpoints. Then point to the success of those projects as evidence that future projects should also be allowed through. </em></p>
<p><em>It's one thing to look at agile software development in a test tube; it's another to experience it in the real world. In the test tube, agile methodologies like Scrum are easily adopted by all members, and the nasty realities of corporate politics, economics, and such cannot intrude. In the real world, though, all of these unpleasant issues do exist. It is rarely as simple as deciding to use Scrum and then being able to do so with no other constraints. </em></p>
<p><em><strong>You might also be interested in reading:</strong></em></p>
<p><em><a href="http://www.knowledgegenes.com/home.aspx?kgid=10484"><span style="COLOR: #0080ff">How to Implement Scrum in 10 Easy Steps</span></a></em></p>
<p><em><a href="http://www.knowledgegenes.com/home.aspx?kgid=10476"><span style="COLOR: #0080ff">Scrum Principles &amp; Best Practices</span></a></em></p>
<p><em><a href="http://www.knowledgegenes.com/home.aspx?kgid=9934"><span style="COLOR: #0080ff">5 Scrum Transition Anti-Patterns</span></a></em></p>
<p><em><a href="http://www.knowledgegenes.com/home.aspx?kgid=10474"><span style="COLOR: #0080ff">Best Practices in Agile Development Governance</span></a></em></p>
<p><em><a href="http://www.knowledgegenes.com/home.aspx?kgid=10678"><span style="COLOR: #0080ff">Process Governance Best Practices</span></a></em></p>
<p><em><a href="http://www.knowledgegenes.com/home.aspx?kgid=6880"><span style="COLOR: #0080ff">COBIT IT Processes</span></a></em></p></div>
</content>



    </entry>
    <entry>
        <title>7 Questions you must ask in a Job Interview</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/7-questions-you-must-ask-in-a-job-interview.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/7-questions-you-must-ask-in-a-job-interview.html" thr:count="7" thr:updated="2010-03-23T15:46:05+01:00" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a8d40802970b</id>
        <published>2010-02-22T20:37:00+01:00</published>
        <updated>2010-03-05T17:35:32+01:00</updated>
        <summary>Your interviewer will ask you, probably towards the end of the interview - "Are there any questions you'd like to ask?" At this stage, I've heard many people say "No, I think you've covered everything" or similar - doh! Good...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="7 interview questions you must ask" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Your interviewer will ask you, probably towards the end of the interview - "Are there any questions you'd like to ask?" At this stage, I've heard many people say "No, I think you've covered everything" or similar - doh! </p>
<p>Good questions will impress your interviewer, showing forward-thinking and enthusiasm, as well as being a great lead into meaningful dialog that will inform you a great deal about the job and environment. </p>
<p>See also - <a href="http://www.knowledgegenes.com/home.aspx?kgid=10888&amp;t=moretext"><span style="COLOR: #0080ff">The Best Way to Close an Interview</span></a></p>
<p>Commit these 7 questions to memory:   </p>
<p><strong>1. What are the major responsibilities of the job?</strong></p>
<p>You may be applying for a job as receptionist. However, it may not be all about answering phones and scheduling appointments. Find out what you specific responsibilities will be. You don't want any surprises when you hopefully begin your new job! When it comes time to accept an offer, knowing your responsibilities will allow you to make sure you will be paid accordingly.</p>
<p><strong>2. Would you describe a typical day and the things I would be doing?</strong></p>
<p>This goes along with #1, however having the interviewer take you through the day-in-the-life of X-position will give you a glimpse into the position. How much time will you spend on certain tasks, on the phone, in meetings, on the road, etc?</p>
<p><strong>3. How will I be trained or introduced to the job?</strong></p>
<p>This one is important. If you happen to have experience in the field, this will show that you are open to learning this company's particular way of doing things. </p>
<p><strong>4. Who are the people I would be working with and what do they do?</strong></p>
<p>Asking this question in a job interview allows you to see how much interaction you will have with coworkers or other departments. If you are a social person and you get the answer, "Well, you really work mostly independently," you may want to rethink the job. But, if you are the type of person who likes going solo, that's a good answer. This question also shows that you are willing to work with a team and are interested in working with others.</p>
<p><strong>5. What will my weekly schedule look like?</strong></p>
<p>This goes along with #1 and #2, but is a little different, as it will lie out the whole week. You can ask this question in place of the earlier questions, or as a complement to them. Many companies have weekly meetings, etc. so this question can reveal an meetings, weekly gatherings, when reports may be due, if the office is open later or earlier on certain days, etc.</p>
<p><strong>6. Will I receive a periodic performance review?</strong></p>
<p>This question is very important to as in a job interview as it shows that you are open to feedback. Really, succeeding in any job means getting feedback so you can improve. If the company does not offer any formal review process, you may run into a situation where you'd get reprimanded for something, not knowing you were even performing at a low level.</p>
<p><strong>7. Would you give me a brief tour?</strong></p>
<p><strong><span style="COLOR: #0080ff"><em>&gt;&gt; You might also be interested in these related articles:</em></span></strong></p>
<p><strong><a href="http://www.knowledgegenes.com//home.aspx?kgid=10731"><span style="COLOR: #0080ff">7 Cleverer Ways to use LinkedIn to Find a Job</span></a></strong></p>
<p><strong><a href="http://www.knowledgegenes.com//home.aspx?kgid=10731"><span style="COLOR: #0080ff">Laid-off? How to Make a Graceful Exit</span></a></strong></p>
<p><strong><span style="COLOR: #0080ff"><a href="http://www.knowledgegenes.com//home.aspx?kgid=10611"><span style="COLOR: #0080ff">5 New Rules for Job Security</span></a></span></strong></p></div>
</content>



    </entry>
    <entry>
        <title>The Best Writing Advice. Ever. </title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/the-best-writing-advice-ever-.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/the-best-writing-advice-ever-.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a8c25233970b</id>
        <published>2010-02-22T12:02:52+01:00</published>
        <updated>2010-03-05T17:36:10+01:00</updated>
        <summary>I was recently compelled to click on a very bold blog title - The Best Writing Advice. Ever by Larry Brooks, creator of storyfix.com and author. Such a bold title had better be backed-up by some great content, and I...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="The Best Writing Advice" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p style="TEXT-ALIGN: left">I was recently compelled to click on a very bold blog title - <a href="http://www.problogger.net/archives/2010/02/20/the-best-writing-advice-ever/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed:+ProbloggerHelpingBloggersEarnMoney+(ProBlogger:+Helping+Bloggers+Earn+Money)">The Best Writing Advice. Ever</a> by Larry Brooks, creator of storyfix.com and author. Such a bold title had better be backed-up by some great content, and I wasn't disappointed. This is a real 'meat and potatoes' serving of advice that we can all use today. Related article - <a href="http://www.knowgenes.com/home.aspx?kgid=1181"><span style="COLOR: #0080ff">The Pyramid Principle: Logic in Writing &amp; Thinking</span></a> </p>
<p style="TEXT-ALIGN: left"><span style="FONT-SIZE: 14px">And it goes like this:</span></p>
<p style="TEXT-ALIGN: left"><strong><span style="FONT-SIZE: 14px">1. Design your writing like an engineer.</span></strong></p>
<p style="TEXT-ALIGN: left">The most pervasive and destructive illusion floating around the writing universe is that you can write something good without order and structure.</p>
<p style="TEXT-ALIGN: left">Even if you just wing it, if you like to make it up as you go, you’ll end up rewriting and revising until an ordered structure emerges and becomes the skeleton of a finished piece.</p>
<p style="TEXT-ALIGN: left">Some writers – often the most experienced and successful, so pay attention – give significant creative mindshare to the structure of a story <em>before</em> they write it. They <em>build</em> on a structure, rather than digging one out from the chaos of a convoluted draft.</p>
<p style="TEXT-ALIGN: left">The worst thing that can happen is that you don’t even realize that it’s convoluted. But you see, a story <em>engineer</em> would.</p>
<p style="TEXT-ALIGN: left">And it’s not just any ol’ skeleton, either. Structure isn’t something you make up in the moment, in mid-stride as you write. Story structure in any genre and in any deliverable format is based on accepted principles and models.</p>
<p style="TEXT-ALIGN: left">You violate them, or write in ignorance of them, at your own storytelling peril.</p>
<p style="TEXT-ALIGN: left">Without a narrative structure in place, even the most elegant and powerful prose plops to the ground in a heap of moist, quivering helplessness.</p>
<p style="TEXT-ALIGN: left">Order and structure is always – whether planned or retrofitted – a function of <em>design</em>. And design, by definition, is a practice based on certain physics, principles and those proven laws and models.</p>
<p style="TEXT-ALIGN: left">Learn them, then build your writing upon their proven strengths, and your story will be set free to elevate itself to art.</p>
<h3 align="left"><span style="FONT-SIZE: 9px"><span style="FONT-SIZE: 10px"><span style="FONT-SIZE: 11px"><span style="FONT-SIZE: 12px"><span style="FONT-SIZE: 13px"><span style="FONT-SIZE: 14px; font-weight: bold">2.  Polish your writing like an obsessive poet.</span></span></span></span></span></span></h3>
<p style="TEXT-ALIGN: left">Writing is very much like singing, playing an instrument or excelling at athletics. The more you do it, the more evolved and polished your sensibilities become, until finally you can instinctively add subtlety and nuance to your performance.</p>
<p style="TEXT-ALIGN: left">Which, by the way, is what separates the published from the non-published.</p>
<p style="TEXT-ALIGN: left">Such deft touches usually look easier that they really are when observed from the cheap seats. Success in all of these pursuits is the product of <em>craft</em>, and craft is the product of evolved instincts colliding with proven principles.</p>
<p style="TEXT-ALIGN: left">The inherent risk in polishing your work is to <em>overwrite</em>, to imbue your narrative voice with a certain hue of purple. Polishing is as much the rendering of complex words into simpler terms as it is de-cluttering the space between your periods, while leaving just a little stylistic juice to spice things up.</p>
<p style="TEXT-ALIGN: left">Sooner or later your writing will settle into a voice that is uniquely yours. Once there, polishing your work becomes the literary equivalent of clearing your throat.</p>
<p style="TEXT-ALIGN: left">Sometimes the best writers are simply the best throat clearers.</p>
<h3 align="left"><span style="FONT-SIZE: 9px"><span style="FONT-SIZE: 10px"><span style="FONT-SIZE: 11px"><span style="FONT-SIZE: 12px"><span style="FONT-SIZE: 13px"><span style="FONT-SIZE: 14px; font-weight: bold">3. Edit your writing like an anal retentive executioner with a hip edge.</span></span></span></span></span></span></h3>
<p style="TEXT-ALIGN: left">Editing is easily confused with polishing. It can mean two things – copy editing (which is, in fact, the cleaning up and <em>correction</em> of your prose, whereas polishing is more a style and voice issue), and <em>story</em> editing, which is the trimming of expositional fat and the empowerment of narrative moments.</p>
<p style="TEXT-ALIGN: left">You need both. And you need some combination of two things to do it right: time, and the eyes of a stranger.</p>
<p style="TEXT-ALIGN: left">What you don’t need is someone trying to turn your work into the vanilla sensibilities of your old high school English teacher. Deliberate, effective <em>voice</em> trumps English 101 any day, provided your readers agree. (Example: earlier I used the word “<em>executional</em>.” Look it up, there is no such word. Each time I type it I see that pesky red underlining. But it’s the right word, the <em>intended</em> word, I’m confident you <em>get</em> it, and my old English teacher can bite me.)</p>
<p style="TEXT-ALIGN: left">One of the best strategies to bring out the best in your work is to set it aside for a while before turning a fierce editor’s eye back on it. And if <em>you</em> can’t be that set of eyes with objective clarity, consider outsourcing the task to someone who is as hip within your target niche as you are.</p>
<p style="TEXT-ALIGN: left">In my case, my wife. If it’s purple or if it’s bullshit, I’ll hear about it.</p>
<p style="TEXT-ALIGN: left">Turning in well-edited – in this case synonymous with <em>appropriately</em> edited – work is the great secret of published authors.</p>
<h3 align="left"><span style="FONT-SIZE: 9px"><span style="FONT-SIZE: 10px"><span style="FONT-SIZE: 11px"><span style="FONT-SIZE: 12px"><span style="FONT-SIZE: 13px"><span style="FONT-SIZE: 14px; font-weight: bold">4. Advocate for your work like someone possessed.</span></span></span></span></span></span></h3>
<p style="TEXT-ALIGN: left">Know that the manuscript next to yours on an editor’s desk, or the blog competing for the attention of your reader, is likely every bit as good as your stuff.</p>
<p style="TEXT-ALIGN: left">Maybe not – making sure that doesn’t happen is the goal here – but sooner or later that will certainly be the case.</p>
<p style="TEXT-ALIGN: left">Which means, you’ll win some and you’ll lose some.</p>
<p style="TEXT-ALIGN: left">Persistence is every bit as important to a writing career as talent and craft. This isn’t a business for the thin-skinned, and it isn’t a marketplace for the uninitiated.</p>
<p style="TEXT-ALIGN: left">Agents and editors and even readers are actually looking for a reason to reject our work as much as they are hoping they’ll fall in love. Nobody said this was fair, and it isn’t.</p>
<p style="TEXT-ALIGN: left">Your job is to be as passionate about how and to whom you are pitching your stories as you are about writing them. Which means you need to master skills such as manuscript preparation, niche market research, the competition, market trending, live pitching and written querying, not to mention picking yourself up after a good cry and doing it all over again.</p>
<p style="TEXT-ALIGN: left">The world is full of perfectly worthy manuscripts that didn’t get published because their writers didn’t have the chops to sell it. Don’t be that writer.</p>
<p style="TEXT-ALIGN: left">Whatever happens to you in this business is what you <em>make</em> happen.</p>
<h3 align="left"><span style="FONT-SIZE: 9px"><span style="FONT-SIZE: 10px"><span style="FONT-SIZE: 11px"><span style="FONT-SIZE: 12px"><span style="FONT-SIZE: 13px"><span style="FONT-SIZE: 14px; font-weight: bold">5. Love your work as if you are its mother.</span></span></span></span></span></span></h3>
<p style="TEXT-ALIGN: left">Your mother loves you unconditionally. And yet, she calls you to a higher level of performance, of being. She helps you get there, even if she doesn’t model it herself. She <em>expects</em> you to get there, and if she believes you really <em>want</em> it, she’ll accept nothing less.</p>
<p style="TEXT-ALIGN: left">And if you don’t, she’ll love you anyway, and just as much.</p>
<p style="TEXT-ALIGN: left">Her expectation of your excellence, your success, and ultimately your happiness, is the expression of her unconditional love for you. And chances are she takes no shit in the process.</p>
<p style="TEXT-ALIGN: left">She picks you up when you fall. She tends to your wounds when you fail. She hugs you when you need it, she kicks your ass when you need that.</p>
<p style="TEXT-ALIGN: left">Then she sends you back into the real world to try again. All in the name of simply loving you.</p>
<p style="TEXT-ALIGN: left">Your story needs more than a genius writer, a crack idea, a ruthless editor, a maniacal advocate and a few lucky breaks. It needs someone to <em>love</em> it.</p>
<p style="TEXT-ALIGN: left">Someone to will it into a state of excellence, who understands and accepts that good isn’t good enough in today’s market. <em>Good</em> is just the ticket to someone’s submissions inbox. The ultimate winners bring more.</p>
<p style="TEXT-ALIGN: left">What they bring is the love of their story, forged and coached and loved into existence at a motherly level of commitment.</p>
<p style="TEXT-ALIGN: left">And as the author you are, after all, its mother.</p>
<p align="left" class="alt item" id="comment-4815912"><strong>Related articles:<br /></strong><a href="http://www.knowgenes.com/home.aspx?kgid=1181"><span style="COLOR: #0080ff">The Pyramid Principle; Logic in Writing &amp; Thinking</span></a><br /><a href="http://www.knowgenes.com/home.aspx?kgid=10512"><span style="COLOR: #0080ff">7 Simple Strategies for Blog Optimization</span></a></p></div>
</content>



    </entry>
    <entry>
        <title>The Guilty Stigma behind Selling Agile</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/the-guilty-stigma-behind-selling-agile.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/the-guilty-stigma-behind-selling-agile.html" thr:count="2" thr:updated="2010-02-23T10:49:20+01:00" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a8b6ff3c970b</id>
        <published>2010-02-22T10:09:22+01:00</published>
        <updated>2010-03-10T17:38:58+01:00</updated>
        <summary>We in the agile community swear by the principles of the agile manifesto and are the first to mount a stalwart defense against any skepticism that appears online. So why is it so difficult to try and sell your agile...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="agile adoption" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p style="MARGIN-BOTTOM: 0cm">We in the agile community swear by the principles of the <span style="COLOR: #111111">agile manifesto</span> and are the first to mount a stalwart defense against any skepticism that appears online. <strong>So why is it so difficult to try and sell your agile adoption plans to management?</strong></p>
<p style="MARGIN-BOTTOM: 0cm">Many of us still feel like guilty school children as we try to convince the upper-echelons that we don't need to plan <em>everything</em> first, or that it is actually counter-productive to document <em>every</em> detail (also see <a href="http://www.knowgenes.com/home.aspx?kgid=9633"><span style="COLOR: #0080ff">Agile Documentation Best Practices</span></a>) and that a multi-disciplinary culture is far more important than raising individual heroes above the crowd.</p>
<p style="MARGIN-BOTTOM: 0cm">It's tough because we're suggesting that to become more efficient, we should effectively do a lot less (see also <a href="http://www.knowgenes.com/home.aspx?kgid=9578"><span style="COLOR: #0080ff">When Just-Barely-Good-Enough is Good Enough</span></a>). There is an inherent fear that they may mistake our good intentions for laziness – so if you're not careful you can end up sounding like you're on the defensive straight from the get go. It doesn't help that a lot of the management we're trying to convince happened upon their position by being highly successful at the very same waterfall system that we're insisting is outdated.</p>
<p style="MARGIN-BOTTOM: 0cm">The trick is to be confident in your delivery. You aren't selling a completely new methodology; you're phasing in some cultural changes that are proven to increase efficiency and morale in the workplace.</p>
<p style="MARGIN-BOTTOM: 0cm">By phasing in different aspects of the agile manifesto you can start to alter the working environment and prove the transition is working with actual results.</p>
<p style="MARGIN-BOTTOM: 0cm">I'd be interested to hear your experiences on this topic - the good, bad and ugly.</p>
<p style="MARGIN-BOTTOM: 0cm"><strong>See other related Articles:</strong></p>
<p style="MARGIN-BOTTOM: 0cm"><a href="http://www.knowledgegenes.com/home.aspx?kgid=9532"><span style="COLOR: #0080ff"><span style="COLOR: #0080ff">Agile Enterprise Architecture</span></span></a><br /><span style="COLOR: #0080ff"><span style="COLOR: #0080ff"><a href="http://www.knowledgegenes.com/home.aspx?kgid=9903"><span style="color: #0080ff; ">Agile Manifesto Model</span></a></span></span></p><p style="MARGIN-BOTTOM: 0cm"><span style="COLOR: #0080ff"><span style="color: #111111; ">By Oliver McPhee</span></span></p></div>
</content>



    </entry>
    <entry>
        <title>7 Common BPM Pitfalls</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/10-common-bpm-pitfalls-to-avoid.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/10-common-bpm-pitfalls-to-avoid.html" thr:count="4" thr:updated="2010-03-01T13:51:56+01:00" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310f1e0be0970c</id>
        <published>2010-02-19T18:08:00+01:00</published>
        <updated>2010-03-05T17:38:51+01:00</updated>
        <summary>Business process management (BPM) has been a hot topic for the last few years - cited in fact by Gartner as business priority #1 just a couple of years ago. I regularly read BPM articles, most of which are sketchy...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="7 common BPM pitfalls" />
        <category scheme="http://sixapart.com/ns/types#tag" term="BPM pitfalls" />
        <category scheme="http://sixapart.com/ns/types#tag" term="business process management" />
        <category scheme="http://sixapart.com/ns/types#tag" term="business process management pitfalls" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Business process management (BPM) has been a hot topic for the last few years - cited in fact by Gartner as business priority #1 just a couple of years ago. </p>
<p>I regularly read BPM articles, most of which are sketchy overviews of best practices and so on. Rarely though, do I find articles about the common problems people encounter when implementing 'solutions'. So, to keep balance, here's a list of <strong>7 common BPM pitfalls</strong>:</p>
<p>(Related article - <a href="http://www.knowledgegenes.com/home.aspx?kgid=10338"><span style="COLOR: #0080ff; text-decoration: underline">Gartner's 3 BPM Worst Practices</span></a>)</p><strong><span>
<p>1.  Firing too early</p>
<p /></span></strong>BPM technology tempts you with its promises of visibility, productivity, and fast results. You might be seduced into plowing ahead without methodology, architecture, and process. This is a shortcut to failure. Take the time to get the business, process, and management dimensions of BPM in place first. 
<p><strong>2.  Thinking in stovepipes</strong>. </p>
<p>Don't think functionally. You need to be thinking end-to-end; about how a value-chain comes together; how your role, performance and productivity create value within the greater process. </p>
<p><strong>3.  Focusing on job cuts</strong>. </p>
<p>If you make BPM a veiled headcount reduction initiative, you will guarantee failure. People make processes work and if you use a process initiative to justify a reduction-in-force (RIF) initiative, the program will die. </p>
<p><strong>4.  Solving problems once</strong>. </p>
<p>Don't just train an implementation team on how to do a one-time solution. Seek out training and professional development that will "teach them to fish." Figure out how to facilitate sustaining change.</p>
<p><strong>5.  Not supporting users</strong>. </p>
<p>BPM empowers process owners and participants to implement change. Be sure you support them with the policies, authority, rewards and recognition, compensation, and other means of facilitation.</p>
<p><strong>6.  Ignoring end users</strong>. </p>
<p>Don't over-fund infrastructure at the expense of the process participants: the end users. Treat the users like customers; make them more productive and the technology more invisible.</p>
<p><strong>7.  Hard-wiring the framework</strong>. </p>
<p>You have to design for flexibility. Don't just hard-wire today's answer at the expense of building flexibility to ensure that the answer can change to be effective in tomorrow's world.</p>
<p>Any more to add to this list?</p><span />
<p><span style="COLOR: #0080ff"><em>&gt;&gt; other related articles:</em></span></p>
<p><span style="COLOR: #0080ff" /><a href="http://www.knowledgegenes.com/home.aspx?kgid=10338"><span style="COLOR: #0080ff">3 BPM Worst Practices</span></a><br /><a href="http://www.knowledgegenes.com//home.aspx?kgid=10460"><span style="COLOR: #0080ff">How to Structure your BPM Project to Avoid Disaster<br /></span></a><a href="http://www.knowledgegenes.com//home.aspx?kgid=10665"><span style="COLOR: #0080ff">5 Steps to Choosing your BPM Suite</span></a><span style="COLOR: #0080ff"><br /></span><a href="http://www.knowledgegenes.com//home.aspx?kgid=10678"><span style="COLOR: #0080ff">Process Governance Best Practices: Building a BPM Centre of Excellence</span></a></p></div>
</content>



    </entry>
    <entry>
        <title>10 Mistakes Managers Make During Job Interviews</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/10-mistakes-managers-make-during-job-interviews.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/10-mistakes-managers-make-during-job-interviews.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310f1cc2cc970c</id>
        <published>2010-02-19T11:21:44+01:00</published>
        <updated>2010-02-19T11:23:16+01:00</updated>
        <summary>Having spent a chunk of my early career in human resources, I'm well aware that hiring people is one of the toughest jobs in a manager's remit. First impressions do count and with so much riding on the first meeting,...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="10 Mistakes Managers Make During Job Interviews" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Having spent a chunk of my early career in human resources, I'm well aware that hiring people is one of the toughest jobs in a manager's remit. First impressions do count and with so much riding on the first meeting, it's essential to set the right tone, to help achieve an honest outcome for both parties. </p>
<p>The list below is based on a great <a href="http://www.bnet.com/2403-13056_23-52950.html">article</a> by BNET, which I think many managers will relate to. These 10 points describe common mistakes that managers make during job interviews - which can have 'show-stopping' consequences. However, these mistakes and others like them are are very easily remedied with a little preparation prior to the meeting:</p>
<div class="bulk">
<h3>1. You Talk Too Much</h3>
<p>When giving company background, watch out for the tendency to prattle on about your own job, personal feelings about the company, or life story. At the end of the conversation, you'll be aflutter with self-satisfaction, and you'll see the candidate in a rosy light—but you still won't know anything about her ability to do the job. </p>
<p>See related article - <a href="http://www.knowledgegenes.com/home.aspx?kgid=10535"><span style="COLOR: #0080ff">Simple Ways to Improve your Active Listening Skills</span></a></p></div>
<div class="bulk">
<h3>2. You Gossip or Swap War Stories</h3>
<p>Curb your desire to ask for dirt on the candidate's current employer or trash-talk other people in the industry. Not only does it cast a bad light on you and your company, but it's a waste of time. </p></div>
<div class="bulk">
<h3>3. You're Afraid to Ask Tough Questions</h3>
<p>Interviews are awkward for everyone, and it's easy to over-empathize with a nervous candidate. It's also common to throw softball questions at someone whom you like or who makes you feel comfortable. You're better off asking everyone the same set of challenging questions—you might be surprised what they reveal. Often a Nervous Nellie will spring to life when given the chance to solve a problem or elaborate on a past success. </p></div>
<div class="bulk">
<h3>4. You Fall Prey to the Halo Effect (or the Horns Effect) </h3>
<p>If a candidate arrives dressed to kill, gives a firm handshake, and answers the first question perfectly, you might be tempted to check the imaginary "Hired!" box in your mind. But make sure you pay attention to all his answers, and don't be swayed by a first impression. Ditto for the reverse: the 'mumbler' with the tattoos might have super powers that go undetected at first glance. </p></div>
<div class="bulk">
<h3>5. You Ask Leading Questions</h3>
<p>Watch out for questions that telegraph to the applicant the answer you're looking for. You won't get honest responses from questions like, "You are familiar with Excel macros, aren't you?" </p></div>
<div class="bulk">
<h3>6. You Invade Their Privacy</h3>
<p>First of all, it's illegal to delve too deeply into personal or lifestyle details. Secondly, it doesn't help you find the best person for the job. Nix all questions about home life ("Do you have children?" "Do you think you'd quit if you got married?"), gender bias or sexual preference ("Do you get along well with other men?"), ethnic background ("That's an unusual name, what nationality are you?"), age ("What year did you graduate from high school?"), and financials ("Do you own your home?") </p></div>
<div class="bulk">
<h3>7. You Stress the Candidate Out</h3>
<p>Some interviewers use high-pressure techniques designed to trap or fluster the applicant. While you do want to know how a candidate performs in a pinch, it's almost impossible to recreate the same type of stressors that an employee will encounter in the workplace. Moreover, if you do hire the person, they may not trust you because you launched the relationship on a rocky foundation. </p></div>
<div class="bulk">
<h3>8. You Cut It Short</h3>
<p>A series of interviews can eat up your whole day, so it's tempting to keep them brief. But a quick meeting just doesn't give you enough time to gauge a candidate's responses and behavior. Judging candidates is nuanced work, and it relies on tracking lots of subtle inputs. An interview that runs 45 minutes to an hour increases your chances of getting a meaningful sample. </p></div>
<div class="bulk">
<h3>9. You Gravitate Toward the Center</h3>
<p>If everyone you talk to feels like a "maybe," that probably means you aren't getting enough useful information—or you're not assessing candidates honestly enough. Most "maybes" are really "no, thank you." (Face it: He or she didn't knock your socks off.) Likewise, if you think the person might be good for some role at some point in the future, then they're really a "no." </p></div>
<div class="bulk">
<h3>10. You Rate Candidates Against Each Other</h3>
<p>A mediocre candidate looks like a superstar when he follows a dud, but that doesn't mean he's the best person for the job. The person who comes in tomorrow may smoke both of them, but you won't be able to tell if you rated Mr. Mediocre too highly in your notes. Evaluate each applicant on your established criteria—don't grade on a curve. </p>
<p><strong>Other related articles</strong></p>
<p><a href="http://www.knowledgegenes.com/home.aspx?kgid=10491"><span style="COLOR: #0080ff">Conflict Resolution Best Practices</span></a><br /><a href="http://www.knowledgegenes.com/home.aspx?kgid=10657"><span style="COLOR: #0080ff">How to Win at Office Politics</span></a><br /><a href="http://www.knowledgegenes.com/home.aspx?kgid=10611"><span style="COLOR: #0080ff">5 New Rules for Job Security</span></a></p></div></div>
</content>



    </entry>
    <entry>
        <title>7 Skills an HR Manager Must Have ~ to deliver business value</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/7-skills-an-hr-manager-must-have-to-deliver-business-value.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/7-skills-an-hr-manager-must-have-to-deliver-business-value.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c8779883401310f4d16ab970c</id>
        <published>2010-02-17T14:36:00+01:00</published>
        <updated>2010-03-01T16:36:38+01:00</updated>
        <summary>In my view, the job of an HR Manager is one of the most complex, challenging and rewarding there is. After all, there is no 'product' more complex than people and HR Managers must assess, reward, retain and develop an...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="7 Skills an HR Manager Must Have ~ to deliver business value" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>In my view, the job of an HR Manager is one of the most complex, challenging and rewarding there is. After all, there is no 'product' more complex than people and HR Managers must assess, reward, retain and develop an unfathomably wide spectrum of people, skills, needs and ambitions every day. </p>
<p>This seems a lot to ask for in any one person. What does it takes to be an effective HR Manager?</p>
<p><span style="FONT-SIZE: 14px"><span style="FONT-SIZE: 15px"><span style="FONT-SIZE: 14px"><span style="FONT-SIZE: 13px"><span style="COLOR: #0080ff; FONT-SIZE: 13px">1: Organization</span></span></span></span></span></p>
<p>When dealing with people's lives and careers, there's really no margin for error. Files and records must be correct, in place, secure and instantly accessible, no matter what.</p>
<h3><span style="FONT-SIZE: 9px"><span style="FONT-SIZE: 9px"><span style="FONT-SIZE: 10px"><span style="FONT-SIZE: 11px"><span style="FONT-SIZE: 12px"><span style="FONT-SIZE: 13px; font-weight: bold"><span><span style="FONT-SIZE: 13px"><span style="COLOR: #0080ff; FONT-SIZE: 13px">2. Discretion and Business Ethics</span></span></span></span></span></span></span></span></span></h3>
<p>HR professionals are the company conscience and keepers of confidential information. Of course, you always handle appropriately, and never divulge to any unauthorized person, confidential information about anyone in the organization - while at work or outside work.</p>
<h3><span style="FONT-SIZE: 9px"><span style="FONT-SIZE: 10px"><span style="FONT-SIZE: 11px"><span style="FONT-SIZE: 12px"><span><span style="FONT-SIZE: 13px"><span style="COLOR: #0080ff; FONT-SIZE: 13px">3. Employee Trust</span></span></span></span></span></span></span></h3>
<p>An effective HR professional will foster an open environment in which employees can safely voice their concerns. At the same time, they must enforce top management’s policies. This is a delicate balancing act that must be achieved. </p>
<p>See also - <a href="http://www.knowgenes.com/home.aspx?kgid=10788&amp;t=moretext"><span style="COLOR: #0080ff"><span style="COLOR: #0080ff">Simple Ways to Improve your Active Listening Skills</span></span></a> </p>
<h3><span style="FONT-SIZE: 9px"><span style="FONT-SIZE: 10px"><span style="FONT-SIZE: 11px"><span style="FONT-SIZE: 12px"><span style="FONT-SIZE: 13px"><span style="FONT-SIZE: 9px"><span style="FONT-SIZE: 10px"><span style="FONT-SIZE: 11px"><span style="FONT-SIZE: 12px"><span style="FONT-SIZE: 13px"><span style="COLOR: #0080ff; FONT-SIZE: 13px">4. Equity</span></span></span></span></span></span></span></span></span></span></span></h3>
<p>HR professional will communicate clearly and fairly. They will hear people's points of view equally, follow policies, procedures and laws to the letter and they will respect and maintain privacy always. </p>
<h3><span style="FONT-SIZE: 9px"><span style="FONT-SIZE: 10px"><span style="FONT-SIZE: 11px"><span style="FONT-SIZE: 12px"><span style="FONT-SIZE: 13px"><span style="FONT-SIZE: 14px"><span style="FONT-SIZE: 13px"><span style="COLOR: #0080ff; FONT-SIZE: 13px">5. Dedication to Continuous Improvement</span></span></span></span></span></span></span></span></h3>
<p>HR professionals need to help managers coach and develop their employees. The goal is continued improvement and innovation as well as remediation. They should also look to improve the HR function by utilizing new technology or other means.  </p>
<h3><span style="FONT-SIZE: 9px"><span style="FONT-SIZE: 10px"><span style="FONT-SIZE: 11px"><span style="FONT-SIZE: 12px"><span style="FONT-SIZE: 13px"><span style="FONT-SIZE: 12px"><span style="FONT-SIZE: 13px"><span style="COLOR: #0080ff; FONT-SIZE: 13px">6. Strategic Orientation</span></span></span></span></span></span></span></span></h3>
<p>You've heard the old saying - "People are the most important asset". This is quite true. HR <span style="FONT-SIZE: 14px"><span style="FONT-SIZE: 15px"><span style="FONT-SIZE: 14px"><span style="FONT-SIZE: 13px">professionals help acquire the new skills required to help the organization reach its business goals.  </span></span></span></span></p>
<h3><span style="FONT-SIZE: 14px"><span style="FONT-SIZE: 13px"><span style="COLOR: #0080ff; FONT-SIZE: 13px">7. Team Orientation</span></span></span></h3>
<p>With today's increasingly 'agile' workforces, team and collaboration are become king. HR managers must consequently understand team dynamics and find ways to bring disparate personalities together and make the team work. </p>
<p>...what else?</p>
<p><em><strong>You might be interested in these related articles:</strong></em></p>
<p><a href="http://www.knowgenes.com/home.aspx?kgid=10788&amp;t=moretext"><span style="COLOR: #0080ff">Become a Better Active Listener</span></a></p>
<p><a href="http://www.knowgenes.com/home.aspx?kgid=7123"><span style="COLOR: #0080ff">Workplace Wellness</span></a></p>
<p><a href="http://www.knowgenes.com/home.aspx?kgid=10873"><span style="COLOR: #0080ff">How to Handle a Workplace Bully</span></a></p>
<p><a href="http://www.knowgenes.com/home.aspx?kgid=10657&amp;t=moretext"><span style="COLOR: #0080ff">How to Win at Office Politics</span></a></p>
<p><a href="http://www.knowgenes.com/home.aspx?kgid=10563&amp;t=moretext"><span style="COLOR: #0080ff">Laid-off? How to Make a Graceful Exit</span></a></p></div>
</content>



    </entry>
    <entry>
        <title>When the Scrum Product Owner has to say 'No' </title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/when-the-scrum-product-owner-has-to-say-no-.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/when-the-scrum-product-owner-has-to-say-no-.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a8a6ef66970b</id>
        <published>2010-02-16T17:46:21+01:00</published>
        <updated>2010-03-24T10:04:20+01:00</updated>
        <summary>One of the key roles in Scrum is that of the Product Owner (PO) who manages the product backlog and helps decides on the product functionality. This is a challenging role where successful execution of responsibilities is pivotal to the...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Agile" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Information Systems" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Leadership" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Project Management" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="product owner" />
        <category scheme="http://sixapart.com/ns/types#tag" term="product owner responsibilies" />
        <category scheme="http://sixapart.com/ns/types#tag" term="scrum" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p><font style="FONT-FAMILY: Arial">One of the key roles in Scrum is that of the </font><a href="http://www.knowgenes.com/home.aspx?kgid=10102"><span style="COLOR: #0080ff"><font face="Arial">Product Owner (PO)</font></span></a><font face="Georgia"> </font><font face="Arial">who manages the product backlog and helps decides on the product functionality. This is a challenging role where successful execution of responsibilities is pivotal to the project success or failure.</font></p>
<p><font face="Arial">It's easier for people to say 'yes' than 'no' for the now because it mitigates the prospect of short term conflict. However, saying 'no' to the team, to the client or the Scrum Master, is one of the PO's most important tasks.</font></p>
<p><font face="Arial">This list is based on a cool </font><a href="http://juanbandaonscrum.blogspot.com/2009/09/when-product-owner-has-to-say-no.html"><font face="Arial">blog</font></a><font face="Arial"> I read by Juan Banda at Agile Alliance. </font></p>
<p><font face="Arial"><strong><em>Related articles:</em></strong></font></p>
<p><strong><a href="http://www.knowledgegenes.com//home.aspx?kgid=10102"><span style="COLOR: #0080ff">9 Essential Responsibilities of the Product Owner</span></a><br /></strong><a href="http://www.knowgenes.com/home.aspx?kgid=10484&amp;t=moretext"><span style="COLOR: #0080ff"><strong><span style="COLOR: #0080ff">How to Implement Scrum in 10 Easy Steps<br /></span></strong></span></a><a href="http://www.knowgenes.com/home.aspx?kgid=9934"><span style="COLOR: #0080ff"><span style="COLOR: #0080ff"><strong>5 Scrum Transition Anti-Patterns</strong><br /></span></span></a></p>
<p><font face="Arial"><strong><span style="COLOR: #0000ff"><span style="COLOR: #0080ff"><span style="COLOR: #111111; text-decoration: underline">Situations where the PO might need to say <em>'NO'</em>:</span></span></span></strong> </font></p>
<p><font face="Arial">1. When the team wants to force the client to use a technology, platform, architecture or design that it believes to be 'technically suitable' but has no value to the client - <strong>I know what's best for you syndrome</strong></font></p>
<p><font face="Arial">2. When the client wants something that is clearly unfeasible with the given schedule and resources - <strong>the dreamer syndrome</strong> </font></p>
<p><font face="Arial">3. When the Scrum Master representing the team wants to change the scope for the project - <strong>two captains on one boat syndrome</strong></font></p>
<p><font face="Arial">4. When the team decided for themselves what should be excluded from the project <strong>- tech decision without involving the business syndrome</strong></font></p>
<p><font face="Arial">5. When developers want to work on an overkill solution for a problem - <strong>super engineer syndrome</strong> </font></p>
<p><font face="Arial">6. When the team wants to investigate during several Sprints without guaranteeing practical results - <strong>researcher syndrome</strong></font></p>
<p><font face="Arial">7. When the team and Scrum Master want to skip demos<strong> - ostrich syndrome</strong></font></p>
<p><font face="Arial">8. When the team want to exclude the PO from all meetings because they believe they already understand the product well enough - <strong>come back when I'm ready syndrome</strong></font></p>
<p><font face="Arial">9. When the client wants to communicate directly with the team by-passing the PO<strong> - serve yourself syndrome</strong></font></p>
<p><strong><font face="Arial"><em>&gt;&gt; People who read this, also viewed:</em> </font></strong></p>
<p><strong><a href="http://www.knowledgegenes.com//home.aspx?kgid=10102"><span style="COLOR: #0080ff">9 Essential Responsibilities of the Product Owner</span></a><br /><a href="http://www.knowgenes.com/home.aspx?kgid=10484&amp;t=moretext"><span style="COLOR: #0080ff"><strong><span style="COLOR: #0080ff">How to Implement Scrum in 10 Easy Steps<br /></span></strong></span></a><a href="http://www.knowgenes.com/home.aspx?kgid=9934"><span style="COLOR: #0080ff"><span style="COLOR: #0080ff"><strong>5 Scrum Transition Anti-Patterns</strong><br /></span></span></a></strong></p></div>
</content>



    </entry>
    <entry>
        <title>Illegal Interview Questions that Managers Cannot Ask</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/illegal-interview-questions-that-managers-cannot-ask.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/illegal-interview-questions-that-managers-cannot-ask.html" thr:count="1" thr:updated="2010-07-21T21:53:44+02:00" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a8d79fa8970b</id>
        <published>2010-02-12T14:08:00+01:00</published>
        <updated>2010-02-26T15:59:38+01:00</updated>
        <summary>Good interviewing is a fine art that can take many years to master. There are some rules however that must be fully understood and fully adhered to no matter what. Otherwise, interviewers expose themselves to potential prosecution on the grounds...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Operations" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="illegal interview questions" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Good interviewing is a fine art that can take many years to master. There are some rules however that must be fully understood and fully adhered to no matter what. Otherwise, interviewers expose themselves to potential prosecution on the grounds of discrimination. In my many years as a Human Resources Manager, I have shuddered on numerous occasions on hearing such questions being asked by well-meaning interviewers. I figure, people just don't know. Be careful!</p>
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<p><strong>1. Age based questions</strong></p>
<p><font class="texto">The law prohibits discrimination on the basis of age. The only time you can ask age based questions is to check if the person is old enough to work for the job being filled. <em>Examples of illegal questions:</em></font></p>
<p>- How old are you?</p>
<p>- When is your birthday?</p>
<p>- In what year were you born?</p>
<p>- In what year did you graduate from college?</p>
<p><strong>2. Marital / Family Status</strong></p>
<p>Interviewers sometimes ask these questions to explore what they believe to be a common source of absenteeism. If the employer concern is regular work attendance, a better question would be - "Is there anything that might interfere with your regular work attendance?" <em>Examples of illegal questions:</em></p>
<p>- Are you married or do you have a permanent partner?</p>
<p>- With whom do you live?</p>
<p>- How many children do you have?</p>
<p>- Are you pregnant?</p>
<p><strong>3. Personal questions</strong></p>
<p>Minimum height and weight questions are illegal unless an employer can prove a height or weight requirement is essential for job performance. <em>Examples of illegal questions:</em></p>
<p>- How tall are you?</p>
<p>- How much do you weigh?</p>
<p><strong>4. Disabilities</strong></p>
<p><font class="texto">Under the federal Americans with Disabilities Act, any inquiry at the pre-employment stage, which would likely require an applicant to disclose a disability, is unlawful. Employers must avoid such inquiries or medical examinations before making a bona fide job offer. <em>Examples of illegal questions:</em></font></p>
<p>- Do you have any disabilities?</p>
<p>- Have you had any recent illness or operations?</p>
<p>- Please complete this medical questionnaire.</p>
<p><strong>5. National original / citizenship</strong></p>
<p>The Immigration Reform and Control Act of 1986 require employers to verify the legal status and right to work of all new hires. Employers should not ask applicants to state their national origin, but should ask if they have a legal right to work in America, and explain that verification of that right must be submitted after the decision to hire has been made. To satisfy verification requirements, employers should ask all new hires for documents establishing both identity and work authorization. <em>Examples of illegal questions:</em></p>
<p>- Where were your parents born?</p>
<p>- What is your native language?</p>
<p>- What is your country of citizenship?</p>
<p>- Are you a US citizen?</p>
<p><strong>6. Arrest record</strong></p>
<p>An employer may not refuse to employ or discharge a person with a conviction record unless the circumstances of the conviction substantially relate to the circumstances of the job. <em>Examples of illegal questions:</em></p>
<p><em>- </em>Have you ever been arrested?</p>
<p><strong>7. Affiliations</strong> </p>
<p>Example illegal questions:</p>
<p>- What clubs / social organizations do you belong to?</p>
<table align="center" border="0" cellspacing="1" height="30" width="100%">
<tbody>
<tr align="middle" height="30" width="100%">
<td align="left" class="texto" width="49%">- Do you go to church? 
<td align="left" class="texto" width="49%" /></td></tr></tbody></table>
<p><strong>8. Race, color or religion</strong></p>
<p>This question may discourage an applicant whose religion prohibits Saturday or Sunday work. If a question about weekend work is asked, the employer should indicate that a reasonable effort is made to accommodate religious beliefs or practices. An employer not required to make an accommodation if doing so would create an undue hardship on the business. <em>Examples of illegal questions:</em></p>
<p>- Avoid all questions</p>
<p><strong><em>Other related articles:</em></strong></p>
<p><a href="http://www.knowgenes.com/home.aspx?kgid=10563" target="_blank">Laid off? How to Make a Graceful Exit</a></p>
<p><a href="http://www.knowgenes.com/home.aspx?kgid=10873&amp;t=moretext">How to Handle a Workplace Bully</a></p>
<p><a href="http://www.knowgenes.com/home.aspx?kgid=10788&amp;t=moretext">Become an Active Listener</a></p>
<p><a href="http://www.knowgenes.com/home.aspx?kgid=10880&amp;t=moretext">Master the Art of Body Language</a></p>
<p><a href="http://www.knowgenes.com/home.aspx?kgid=6577&amp;t=moretext">How to Build the Civilized Workplace</a></p></div>
</content>



    </entry>
    <entry>
        <title>8 Ways to Annoy your Interviewer</title>
        <link rel="alternate" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/8-ways-to-annoy-your-interviewer.html" />
        <link rel="replies" type="text/html" href="http://blogs.knowledgegenes.com/2010/02/8-ways-to-annoy-your-interviewer.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00e5506c877988340120a88d6972970b</id>
        <published>2010-02-11T17:23:44+01:00</published>
        <updated>2010-03-05T17:42:20+01:00</updated>
        <summary>First impressions do count and in few situations is this more relevant than in a job interview. In my previous life as a Human Resources Manager, I interviewed probably hundreds of people as well as gleaning feedback from many other...</summary>
        <author>
            <name>The WHY Code</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Life / Career" />
        
        <category scheme="http://sixapart.com/ns/types#tag" term="8 ways to annoy your interviewer" />
        <category scheme="http://sixapart.com/ns/types#tag" term="interview mistakes" />
        <category scheme="http://sixapart.com/ns/types#tag" term="things not to do at interview" />
        
<content type="xhtml" xml:lang="en-US" xml:base="http://blogs.knowledgegenes.com/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>First impressions <span style="text-decoration: underline">do</span> count and in few situations is this more relevant than in a job interview. In my previous life as a Human Resources Manager, I interviewed probably hundreds of people as well as gleaning feedback from many other hiring managers. </p>
<p>Here's my list of some of things (in no particular order) that will probably annoy an interviewer:</p>
<p><strong>1. Lack of homework</strong></p>
<p>Aside from temp jobs, make no mistake, you are expected to have done (at least some) research prior to your interview. Anything else shouts a big fat 'I can't be bothered' or 'I'm not really interested'. Do your homework. Spend an hour on Google, make a few key notes to read through later and prepare 3 questions to ask. This is a particular beef of mine and people who haven't bothered to do any research don't get hired - period. </p>
<p><strong>2. Too much cologne</strong>   </p>
<p>Pure ans simple, lay-off the cologne. The last thing your interviewer wants is for your overpowering scent to be forced on them in a small interview room or for their hand to smell for hours after shaking yours.</p>
<p><strong>3. Excessively smiley face</strong></p>
<p>As well as making your face ache, this can give the impression of nervousness, a lack of confidence or phoniness. </p>
<p><strong>4. Sweatyness </strong></p>
<p>Sweaty palms and beads of sweat rolling down your forehead won't impress anyone. Check the weather forecast the day before and if it's going to be 30 deg C, where less layers or lighter clothes. Also, calm down, give yourself plenty of time, take a few deep breaths and have a cold glass of water - relax. </p>
<p><strong>5. Lying</strong></p>
<p>However tempting it might be to stretch the truth, don't. Tell the truth and if you don't know something, just say so. </p>
<p><strong>6. Bad comedy</strong> </p>
<p>Don't 'break the ice' with a joke. Humor is subjective and the chances are that your 'hilarious' materials won't be appreciated. What's more, your interviewer might think you're not taking the situation seriously enough. Leave the jokes at home.</p>
<p><strong>7.   High-maintenance</strong></p>
<p>Don't talk about the ideal office temperature, the right kind of chair for your type of back, how the water cooler needs to be filled and such things. </p>
<p><strong>8.  Trash-talking former employers</strong></p>
<p>Talk about positives in your previous role, the values that you brought and skills you learned. However tempting, do not trash-talk your previous employers. This is not acceptable behavior. </p>
<p><span style="COLOR: #0080ff"><strong>Also see related articles &gt;&gt;</strong></span></p>
<p><a href="http://www.knowledgegenes.com/Home.aspx?kgid=10563"><span style="COLOR: #0080ff"><a href="http://www.knowgenes.com/home.aspx?kgid=10563"><span style="COLOR: #0080ff">Laid-off? How to Make a Graceful Exit</span></a></span></a><br /><a href="http://www.knowgenes.com/home.aspx?kgid=10535"><span style="COLOR: #0080ff">Master the Art of Active Listening</span></a><br /><a href="http://www.knowgenes.com/home.aspx?kgid=10611"><span style="COLOR: #0080ff">5 New Rules for Job Security</span></a><br /><a href="http://www.knowgenes.com/home.aspx?kgid=10491"><span style="COLOR: #0080ff">Conflict Resolution Best Practices</span></a></p></div>
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