Automate Life - Remote Management is a Necessity

Does your project run when you are not present? Have you leverage global resources to work on delivering your project? It is a global economy and even an individual can outsource work.

How to hire remote resources -

• Write a job description. Clearly state the skillset, language ability, is phone conversation required, programming skills, management talent, past work, hours available (make sure its when you are)
• Talk to potential people on the phone. Ask questions. Make sure you can understand and they can clearly articulate their examples and results. Validate language skills are adequate or you will quickly become frustrated quickly.
• If you have your own business, use services such as elance, brickyard, etc; If you work for a large company than you may have different options on staffing internally or externally to take advantage of best skilled people for job on your project
• Spend time getting them up to speed on objectives, priorities, communication process, confirming requests and how they will proceed so work can be accomplished correctly and efficiently
• If a problem arises, determine if it's your fault and how it can be corrected. What caused the problem? If resource needs to be replaced, then act quickly and don't let problem linger
• Delegate effectively. Make clear what their responsibility is. Who are their contact points and when should they contact you.

After you have staff on board, then you need to critically evaluate how your time is spent. In college class, I learned about Pareto's law. Basically 20% of your time delivers 80% of results, 20% of development time will deliver 80% solution, and the theory can be applied to many aspects of how you live. What activities prevent you from doing the 20% that no one else can do? What activities can you pass on to other resources, get an assistant and eliminate from your day? Spending your time on activities using your brilliance is what will bring exponential results in your program. Trying to do too many activities just wastes time and is not efficient. Multitasking can be the biggest distraction from productive work. Automating the tasks and delegating work is key to creating the time to accelerate your project forward and maximize profits in your program.

Project Acronyms from Tech Projects

The realities of technical driven projects, is more often than not they become a force of their own due to personalities, lack of management decisions or unclear value and objectives to make decisions from
In Scott Berkun blog, is a myriad of acronyms for the many types of development occurring today-
http://www.scottberkun.com/blog/2007/asshole-driven-development/

Which ones have you experienced? For me, I have lived through many of the scenarios described. Some were rescuable projects and others were killed with cause. The brightest group of talent doesn't guarantee success. Identifying these trends, picking tactics to counteract strong personalities, build support with team and management become the necessity more than tech know how. If you could pick the ideal acronym for your project development, what would it be?

What is completion?

Project Completion
What is it? So many times teams start gung ho and tackle a project. With the length of some projects, there is a change in staff and change in what can be delivered through the course of scoping and investigation. How do you really know what is done? First is keeping the scope updated and reviewing the charter.

Perception is one of the most difficult to embrace managing. Since there are many projects in a program, the overall program can take on the reputation of a troubled project within it. It is important to me that each aspect be managed well and people understand what is occurring and action plans for it. One of the major aspects and perception, is how well the project is completed? So often, the major hurdle of delivering passes and team members are moving to another project. That is not the done point. In case of software, there can be a lot more testing, development and troubleshooting once its in production. For a building project, similar dynamic of the major structure being done but all the inside work can take more time and money to complete. There are a few main aspects that come to mind to keep a pulse on -

How to keep team members till project completion and even better closeout?
How to build ownership within the team for the project and winning feeling of what they have done?
How to prevent the last 15% taking extended time from the first 85% of work being done?
Building mindshare throughout project or large organization on results delivered vs expectations?

Manageing these aspects is critical to that project success factor and completion. At all costs, avoid the reality of projects only partially complete. They will impact your ongoing program since the work will still have to be completed and the people with knowledge and skill may be gone. Manage your projects to completion and your program perception will continue to improve.

What is completion?

Project Completion
What is it? So many times teams start gung ho and tackle a project. With the length of some projects, there is a change in staff and change in what can be delivered through the course of scoping and investigation. How do you really know what is done? First is keeping the scope updated and reviewing the charter.

Perception is one of the most difficult to embrace managing. Since there are many projects in a program, the overall program can take on the reputation of a troubled project within it. It is important to me that each aspect be managed well and people understand what is occurring and action plans for it. One of the major aspects and perception, is how well the project is completed? So often, the major hurdle of delivering passes and team members are moving to another project. That is not the done point. In case of software, there can be a lot more testing, development and troubleshooting once its in production. For a building project, similar dynamic of the major structure being done but all the inside work can take more time and money to complete. There are a few main aspects that come to mind to keep a pulse on -

How to keep team members till project completion and even better closeout?
How to build ownership within the team for the project and winning feeling of what they have done?
How to prevent the last 15% taking extended time from the first 85% of work being done?
Building mindshare throughout project or large organization on results delivered vs expectations?

Manageing these aspects is critical to that project success factor and completion. At all costs, avoid the reality of projects only partially complete. They will impact your ongoing program since the work will still have to be completed and the people with knowledge and skill may be gone. Manage your projects to completion and your program perception will continue to improve.

Program Management - Way of life

Program management is one of those terms that people say "What?" when you say that is what I do. Simple program management is an ongoing experience with a general objective. So relating to your life, if you pick what your purpose and missiong are that is where you are headed. There are so many "projects" that are included along the way. New projects are defined and implemented all the time. For example, when I plan a party, plan a decorating project or upgrade the house, vacation plans, and the list could go on forever. Life is a program consisting of many different projects. At its most basic level of planning in life, is to use a list. Regardless of all the excuses I hear, people that don't at a minimum make a list do not prioritize and use their time as effectively as can be done.

Managing a program for business is much the same way, you need to design the overall goals and objectives you are pursueing. Their may not be a completion criteria but there will be for projects within the program. Tools can be used from detailed descriptions, project management software, word document, powerpoint. Each company has a different way of operating so figure what will be the most useful, easily accessible and clear way of communicating. Communication is critical when you have many people involved and contributing to the project. Even if you are a small business owner, you can hire out pieces that are not your passion and expertise. Those people you hire become your team and clear plans are important so everyone in the team can do what they do best.

When you can tap into the tools and techniques used in large scale programs whether it be a project at home or work you will optimize and learn the results with dramatically increase. You are all a program manager and define projects all the time that you want to complete. I hope you will take a few minutes to think about which projects in your life may be working really well (getting all the results desired and more) versus those that are struggling.

What program and project management techniques should you employ to multiply your results? Pick 1 today and implement. It is just baby steps to get more results. 1% improvement everyday adds up quickly and you won't look back but only how much more time and results you are getting.

Program Management - Way of life

Program management is one of those terms that people say "What?" when you say that is what I do. Simple program management is an ongoing experience with a general objective. So relating to your life, if you pick what your purpose and missiong are that is where you are headed. There are so many "projects" that are included along the way. New projects are defined and implemented all the time. For example, when I plan a party, plan a decorating project or upgrade the house, vacation plans, and the list could go on forever. Life is a program consisting of many different projects. At its most basic level of planning in life, is to use a list. Regardless of all the excuses I hear, people that don't at a minimum make a list do not prioritize and use their time as effectively as can be done.

Managing a program for business is much the same way, you need to design the overall goals and objectives you are pursueing. Their may not be a completion criteria but there will be for projects within the program. Tools can be used from detailed descriptions, project management software, word document, powerpoint. Each company has a different way of operating so figure what will be the most useful, easily accessible and clear way of communicating. Communication is critical when you have many people involved and contributing to the project. Even if you are a small business owner, you can hire out pieces that are not your passion and expertise. Those people you hire become your team and clear plans are important so everyone in the team can do what they do best.

When you can tap into the tools and techniques used in large scale programs whether it be a project at home or work you will optimize and learn the results with dramatically increase. You are all a program manager and define projects all the time that you want to complete. I hope you will take a few minutes to think about which projects in your life may be working really well (getting all the results desired and more) versus those that are struggling.

What program and project management techniques should you employ to multiply your results? Pick 1 today and implement. It is just baby steps to get more results. 1% improvement everyday adds up quickly and you won't look back but only how much more time and results you are getting.

The 7S McKinsey Model

Did You Know?The 7S McKinsey model

To better represent the challenges of service marketing, McKinsey developed a new framework for analyzing and improving organizational effectiveness, the 7S model:
The 3Ss across the top of the model are described as 'Hard Ss':
•Strategy: The direction and scope of the company over the long term.
•Structure: The basic organization of the company, its departments, reporting lines, areas of expertise, and responsibility (and how they inter-relate).
•Systems: Formal and informal procedures that govern everyday activity, covering everything from management information systems, through to the systems at the point of contact with the customer (retail systems, call centre systems, online systems, etc).
The 4Ss across the bottom of the model are less tangible, more cultural in nature, and were termed 'Soft Ss' by McKinsey:
•Skills: The capabilities and competencies that exist within the company. What it does best.
•Shared values: The values and beliefs of the company. Ultimately they guide employees towards 'valued' behavior.
•Staff: The company's people resources and how they are developed, trained, and motivated.
•Style: The leadership approach of top management and the company's overall operating approach.
For full article see -
http://www.buildingbrands.com/didyouknow/14_7s_mckinsey_model.php


Action Step:
Ask yourself, are you effectively using all these elements to deliver your program successfully?

Lessons from Steve Jobs

How to Wow Them Like Steve Jobs

While this article focuses on Apple and its success with the Ipod, the principles of
- Sell the benefit
- Practice, then Practice some more
- Keep it Visual
- Exude passion, energy and enthusiasm

For full article- click here
http://www.businessweek.com/smallbiz

Impact of Silence on your Project

The Two Great Wastes
- an interesting article posted at Reforming Project Management Blog about the silence that can kill a project. How can you work with team to hear and act on ideas, concerns and encourage speaking up!

http://www.reformingprojectmanagement.com/2004/08/15/394/

The 10 Unbreakable Rules of Project Management

This is a great article on the unbreakable rules of project management.

Why do so few projects succeed? Despite the decades of increasingly complex attempts to manage projects, far too many managers overlook the 10 Unbreakable Rules for Project Success. As outlined below, these common sense guidelines hold the key to increasing your success rate and delivering greater consistency across your project's lifecycle.
Rule #1: Know what you are doing
Rule #2: Know why you are doing it
Rule #3: Be prudent, honest and prepared
Rule #4: Play to your strengths
Rule #5: Know how to navigate
Rule #6: Know how to communicate
Rule #7: Know how to succeed
Rule #8: Know how to fail
Rule #9: Know when the project is over
Rule #10: Know how to learn

For full article text click here
http://www.pmforum.org/viewpoints/2003/0708unbreakablerules.htm