http://www.botinternational.com/tips_2008.htm Welcome to Project Management Tips of the Week, a collection of topical, informative, brief, and amusing Project Management Office (PMO), project management process, best practice, and policy tips amassed from website visitors, customers and business partners of BOT International. From Deming's well known quote, "95% of a problem is due to the process, only 5% due to the people", to the many insightful observations of others, pearls of wisdom can often shed new light on ways to reach higher levels of performance. We hope you find these Project Management Tips of the Week helpful to your project management office (PMO) and we welcome your comments and feedback..! Brought to you by the BOT International Customer Care Team at www.botinternational.com Mon, 12 May 2008 13:00:21 GMT http://blogs.law.harvard.edu/tech/rss Copyright BOT International 2002-2008. All rights reserved. mperry@botinternational.com (Mark Perry) webmaster@botinternational.com Business http://www.botinternational.com/logo_banner.gif http://www.botinternational.com/tips_2008.htm 50 33 Project Management Tips of the Week http://www.botinternational.com/tips_2008.htm#051208 When it comes to managing people, all key conversations, both good and bad, should be documented. Little, if anything, should be only verbally exchanged. Managers are, and need to be, accountable for their assessments, decisions, and actions, especially when it comes to people management. In good times, this will demonstrate good people management and keep the momentum going. In bad times, it will best serve and protect all in involved; the manager, the employee, and the company. Mon, 12 May 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#051208 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#050508 Most project managers are high value employees that require very little management. In fact, many project managers manage their bosses more than their bosses manage them. When you are managing your team, whether project managers or others, seek to first coach, followed by counseling and finally descipline. Coaching is proactive encouragement to achieve agreed to goals. Counseling entails a closer attention to a problem identified by you with a specific request for change. And, discipline is the use of punishment as an incentive for the change that you have previously requested. Discipline should only be considered after having coached and counseled. Mon, 05 May 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#050508 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#042808 At a psychological level, employees value and need acknowledgement of their work, both good and bad. Acknowledgement should not interfere with the employee manager relationship, rather it should enhance it. Seek to understand and acknowledge both the effort as well as the end result achieved of the employee. As always, the end result achieved should be the basis of the employee's performance appraisal. Mon, 28 Apr 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#042808 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#042108 Most employees do not like micro managers as they manage to close resulting in a employee disempowerment, lack of trust, and reduction of motivation. Absentee managers are no better as they provide insufficient guidance, control reporting, and often are not even there. The optimal span is somewhere in between where you can provide direction and guidance, management review, and regularly two way communication. Mon, 21 Apr 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#042108 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#041408 The better your employees perform, the better you as manager will have performed. Ensure your direct reports have career goals and a career path and seek to establish and confirm those areas of assistance and facilitation that you can provide. Your actions on the behalf of the careers of your direct reports is the truest measure of priority you have made. Mon, 14 Apr 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#041408 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#040708 Some people think of people management as being a boss of some kind. Being a good boss doesn't necessarily mean being a your employee's friend. Rather, it entails providing direction and feedback and then doing all that you can to make sure that your employees can, and are allowed, to do their jobs. Mon, 07 Apr 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#040708 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#033108 Are you good at People Management? Surprisingly, most managers respond in the positive, yet survey after survey provides quantitative and qualitative data suggesting otherwise. As a first step, acknowledge that people management is a skill unto itself and it is different from your core technical skills. If you are not good at it, work at getting better. Mon, 31 Mar 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#033108 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#032408 Project portfolio management can be a tremendous discipline for management and the leadership team. It will facilitate the strategic alignment of projects and programs to the priorities of the business. However, there will come times when the business intuition and market instinct of the CEO and the top tier executives will seemingly compromise the portfolio management process and available metrics. Hence, there always needs to be a certain degree of flexibility and understanding that no matter how regimented the process is made to be, certain data points and judgments might very well fall outside of the process to no discredit of all those involved. Mon, 24 Mar 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#032408 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#032408 Project portfolio management can be a tremendous discipline for management and the leadership team. It will facilitate the strategic alignment of projects and programs to the priorities of the business. However, there will come times when the business intuition and market instinct of the CEO and the top tier executives will seemingly compromise the portfolio management process and available metrics. Hence, there always needs to be a certain degree of flexibility and understanding that no matter how regimented the process is made to be, certain data points and judgments might very well fall outside of the process to no discredit of all those involved. Mon, 24 Mar 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#032408 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#031708 Economic cycles and business issues can impact the project portfolio both positively and negatively. Many of these new business opportunities and constraints can be identified and acted upon early to manage the portfolio and to confirm the integrity of the programs and projects of the portfolio. Being continually aware of and acting upon these business opportunities and constraints will ensure the project portfolio is balanced and optimized. Mon, 17 Mar 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#031708 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#031008 Most project management methodologies anticipate project difficulties and provide monitoring and controlling processes for change, issues, and problem management. However, the resulting mindset for the project effort can often be singularly focused on getting the project back on track to the exclusion of any real consideration given to the fact that the project may very well be failing. Be open to the possibility that the project effort could be failing and should be scrubbed from the portfolio. Mon, 10 Mar 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#031008 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#030308 Few executives will take the time to login to your PPM tool much less navigate through reports or search through data. They will no doubt want the PMO to have and use and master the PPM tool and its capabilities, but they themselves may or may not be so inclined. Whether within your PPM tool or external to it, maintain high-level executive summary dashboards that serve to both provide an executive overview of the status of the top projects of the portfolio and to provide direct access to the appropriate area of the PPM tool where useful reports and data can be immediately accessed. Mon, 03 Mar 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#030308 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#022508 Use the capabilities and outputs of the PPM tool to make decisions. If different tools, reports, and data is being used for management and review, it won't take long for the support for the PPM tool to dissipate. Conversely, if the PPM tool is used as the driver of portfolio management operations, then all involved will get and stay on board. Mon, 25 Feb 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#022508 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#021808 Don’t assume things will automatically play or can run on auto-pilot. Business dynamics and changing conditions prevail and require portfolio agility, the ability to stay current with your investment status and respond to changes. Also prevalent can be legacy attitudes, behaviors, and quiet dissension from those that fared well under the old system. Expect human errors and execution difficulties. In fact, embrace them, as they can lead to an understanding and resolution of those things in the process that led to the problem in the first place. Mon, 18 Feb 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#021808 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#021108 PPM involves tradeoffs of value, cost, resources, and risk. This can quickly become complex and requires software that can mathematically weight, balance, and optimize a portfolio in a seamless manner. In selecting PPM tools, organizations should look not only at the breadth of functionality the tools offer, but also at the vendor’s experience in PPM. With the evolving market for PPM tools and solutions, vendors who have the most implementation experience are the ones who are likely to have the most sophisticated and scalable solutions. Mon, 11 Feb 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#021108 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#020408 PPM implementations with a strong governance structure will be more likely to be accepted and to work. Things to consider include: timing, decision style, organizational level, thresholds, decision criteria, and decision making. Understanding each of these areas will help structure an effective governance process for the organization. Mon, 04 Feb 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#020408 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#012808 Don’t overwhelm the organization with a “big bang” approach. Each organization is different in terms of its level of maturity and ability to handle change. A phased approach should be used based on an assessment of the company’s abilities. In implementing PPM, seek to identify your strengths and weaknesses, use a proof of concept, rollout PPM with a toleration for information thath is not perfect. And whatever approach and tools are selected, don't go too long without showing results. Mon, 28 Jan 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#012808 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#012108 Start at the top with senior management buy-in and participation. Senior management buy-in is required to achieve consensus, motivate, and to ensure adherence to the processes, tasks, and activities required to manage the project portfolio. Without senior management participation, project portfolio management doesn't work and you are likely to end up with, or return to, a squeaky wheel gets the grease mindset for those involved. Mon, 21 Jan 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#012108 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#011408 SaaS solutions are just as easy to terminate as they are to start. Often times, a key issue that internal information technology organizations have to deal with and manage to is how best to replace a solution or technoloyg. And, in addition to the technical and application transistion considerations are the people considerations such as no longer needing or being able use resources that were dedicated to supporting the solution. With SaaS, these resources work for the vendor, not customer, making it much easier for the customer make solution decisions without having to worry able staffing consequences. Mon, 14 Jan 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#011408 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#010708 Often times, business units within a company have interim solution needs such as product launches, new office openings, organizational transitions, and business development initiatives. Typically, the application solution needs of such short term endeavors cannot be easily met by the IT department or even focused on due to other priorities. SaaS provides an easy and flexible alternative to meeting short term solution needs as SaaS offerings can be easily acquired, used, and terminated when no longer needed. Mon, 07 Jan 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#010708 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2008.htm#010108 In addition to technology and operational benefits, SaaS offers many companies the financial benefit of eliminating the capital expense associated with new application deployments. This not only is attractive to the CFO, but can also result in an acceleration of the project approval process because SaaS solutions are typically treated as operating expenses and simplify the corporate review process. Tue, 01 Jan 2008 12:00:00 GMT http://www.botinternational.com/tips_2008.htm#010108 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#122407 Most customers of traditional installed software have very little ability to influence the development of new product features or to bring about changes and enhancements to quality of service. Your SaaS provider understands all too how that it is just as easy to switch relationships with SaaS providers as it is to enter into one. As a customer of a SaaS solution, you will have a much greater opportunity to influence product and service quality via your ongoing relationship with your provider. Mon, 24 Dec 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#122407 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#121707 Most SaaS vendors understand all too well that application data must be backed up religiously and that security is a top priority. Customer IT departments are typically pulled in many directions and often can't be as focused on one solution. Hence, customers can rest assured their data security is probably better with a hosted solution, not worse. Mon, 17 Dec 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#121707 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#121007 Arguably, SaaS offers a less risky solution than traditional software installed on the IT infrastructure of the customer. And, instead of spending a considerable amount of money up front, customers pay for the software as they consume it and, typically, with no long term obligation or financial commitment. The monetary risk is considerably less and much easier to mitigate. Mon, 10 Dec 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#121007 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#120307 In the SaaS business, vendors work for the customer. Customer's don't have to rely upon their IT department to install, configure, administer, and support the solution. Everything is already up and running, securely, at the vendor's place of business. Mon, 03 Dec 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#120307 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#112607 As an attractive alternative to outlaying large amounts of budgetary funds, customers can roll out SaaS solutions to those needing the functionality with minimal involvement of the busy IT staff. The cost of entry is very low compared to installing complex solutions across the entire company. Mon, 26 Nov 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#112607 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#111907 Most SaaS providers offer a 30-day free trial. Typically, this is not a practical option for traditional software that requires onsite installation, configuration, and administrator training. But with Saas, such trial periods can be a vital and valuable way to assess, prototype, and gain consensus on the best solution to select and implementation approach to take. Mon, 19 Nov 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#111907 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#111207 Of the many areas of benefit that SaaS provide to an organization, one of the most significant is time to value. Unlike tradtional software that often requires complex installation, configuration, administration, and training, SaaS solutions only require a browser. This enables the organization to quickly go live resulting in faster realization of benefits. Mon, 12 Nov 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#111207 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#110507 Project Server offers a Portfolio Modeler Tool for portfolio analysis that allows you to perform basic what-if analysis for such things as staffing changes in a single project or across a portfolio of projects. This tool can help you improve resource assignments and avoid resource overallocation. Mon, 05 Nov 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#110507 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#102907 Online Analytic Processing (OLAP) technology relies upon a multidimensional view of data. While relational database structures are two dimensional, OLAP leverages data cubes which contain preprocessed three-dimensional data, time-phased and aggregated by business dimension. Each time Project Server processes the OLAP Cube, it stores the data in a collection of tables labeled with the prefix "msp_cube." Mon, 29 Oct 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#102907 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#102207 Each time a new project is saved in the Project Server database, the system optionally provisions a new project workspace on the server running Windows SharePoint Services (WSS). The project workspace contains the WSS services customized specifically for Project Server such as document libraries, issues and risks, lists, discussions and surveys, which users access through the Project Web Access interface. Mon, 22 Oct 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#102207 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#101507 In addition to the core communication between project managers, project team members, and the leadership team, Project Server provides additional features for communication and collaboration. Some of these features are native to Project Server, others leverage SharePoint. Features native to Project Server include Status Reports, Automated Alerts and Reminders, To Do Lists, Outlook Integration, Task Delegation, and Ad hoc Reporting. Mon, 15 Oct 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#101507 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#100807 At the heart of Project Server is the cyclical assignment and update process between project managers and team members. Work assignments flow from the project plan to the project resources that perform the work and resources report progress data back to the plan. This communications life cycle flows through the following five steps. First, the project manager publishes the plan to the Project Server database. Second, Project Server notifies resources of their new task assignments. Third, team members update their progress on the project. Fourth, project manager receives and reviews team member task updates. And fifth, project manager publishes the latest project schedule. At any time throughout the project, executives can view the project portfolio of the organization. Mon, 08 Oct 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#100807 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#100107 The centralized enterprise resource pool is key and required in order to implement the advanced resource management functionality in Project Server. The resource pool contains resources and attributions that drive functionality like matching people to tasks. After you complete task planning, you can then begin the resource management process and build a team for your project. Mon, 01 Oct 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#100107 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#092407 A resource is an enterprise resource when it is either created in the Enterprise Resource Pool using the Microsoft Project Professional client while connected to Project Server with Enterprise Features enabled or when the resource is imported into the Enterprise Resource Pool using the Import Resource to Enterprise Wizard in Microsoft Project Professional. Resources that exist in local projects, but not the Enterprise Resource Pool, are termed a local resource, meaning that it is local to the project only. Mon, 24 Sep 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#092407 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#091707 A project is an enterprise project when you create the project schedule using Microsoft Project Professional while connected to Project Server with Enterprise Features enabled and you import the project to the enterprise using the Import Project to Enterprise wizard. In a Project Server environment, no other non-programmatic method of creating an enterprise project is possible because all projects are stored in the Project Server database. Mon, 17 Sep 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#091707 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#091007 There is a difference between saving and publishing your project to Project Server. When you are working on a project plan, you will want to save your project from time to time to protect against losing your work. However, you may not have finalized your project plan and want to continue to add information to it, review it, and/or modify it before publishing. Therefore, you save it first, and publish your project only when you believe that it contains enough information that will make it useful to other viewers of the project plan on Project Server. Mon, 10 Sep 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#091007 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#090307 Microsoft Project Server is an extremely valuable application for companies seeking to engage in enterprise project management and project team collaboration. However, Project Server is not a simple tool, even for those who have used Project Server before and have experience using Microsoft Project Professional. Ensure adequate administrator and user training when implementing Project Server. Mon, 03 Sep 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#090307 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#082707 SharePoint 2007 provides a new kind of site template called a portal site template. The portal site template lets you define a hierarchy of sites such as a PMO site and project sites that can all be created at once. So, rather than creating project sites one at a time with site templates, portal site templates create a set of multiple sites that are intended for use together. Mon, 27 Aug 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#082707 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#082007 Managing a PMO is all about managing processes and many of these processes are mostly manual. SharePoint provides extensive support for managing organizational processes by using workflows. SharePoint can generate tasks and other kinds of list items to drive movement through the workflow. Rather than keeping all the information about processes filed away where few people will take the time to find and read them, SharePoint has a workflow feature that triggers and tracks the processes associated with your documents. Mon, 20 Aug 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#082007 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#081307 Quite often, individual departments use spreadsheets and databases for analyzing and keeping track of data. And just as often, the information technology department is completely unaware of these things. As a result, IT may have a problem when a department's spreadsheet stops working or when a department outgrows its database. SharePoint provides extensive features for integrating with Excel and Access such as creating one-to-one relationships between spreadsheets and databases to SharePoint lists providing a natural repository for working with tables, rows, and columns. Mon, 13 Aug 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#081307 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#080607 Be open to the fact that SharePoint isn't right for every organization. If you have difficulty getting people to cooperate with you or to see the value in SharePoint as a collaborative platform over other alternatives, then you and your organization may be best served by waiting until the winds of change come through. Since it is very difficult to prove the value or push a new way of thinking, be prepared to plant new ideas and be ready to act upon them when the time is right for the organization to fully embrace the change. Mon, 06 Aug 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#080607 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#073007 When you and your team discover new features, capabilities, and uses of SharePoint, don't be surprised if everyone else doesn't see the same value that you do. Take the time to show and explain the business value of SharePoint. Seeing is believing and often your users have to see SharePoint in action to understand its value over business as usual approaches. Mon, 30 Jul 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#073007 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#072307 Companies make significant investments in people and technologies. With IT staff already overburdened, it is not surprising to find little support and enthusiasm for implementing yet another complex, high maintenance vendor application. The result is that many users, despite all the advances in systems and technology, find themselves increasingly alienated and isolated from their companies information environments. Most end users will tell you that there is a missing link. Using SharePoint as a hub solves this problem and provides users with access to their information assets. Mon, 23 Jul 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#072307 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#071607 Unlike structured assets, less structured assets such as Word documents, Excel Spreadsheets, PowerPoint presentations, Visio workflows, etc, are not usually stored in databases. Contrary to what IT staff may think, these assets are stored in more locations than just file servers such as PC hard drives, email folders, removable media, as well as printed and stored in filing cabinets. By providing a manageable environment for less structured information, SharePoint enables and makes it possible to standardize, share, archive, backup and restore, secure, audit, analyze, and legitimize the unstructured assets of the organization. Mon, 16 Jul 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#071607 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#070907 Structured assets are found in the databases of the formal systems of the company. Though it is easy to query and aggregate data from these systems, accessing these systems are often difficult to do and it can be challenging to teach busy executives how to login, navigate menus, run reports to get the information they need. SharePoint makes it possible and easier to control and customize access to these structured assets as well as to consolidate data that comes from multiple back-end sources. Mon, 09 Jul 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#070907 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#070207 Many organizations have disparate repositories for storing information that quickly erode into a collection of information dumping grounds. Seek to identify and replace with your SharePoint the following kinds of disparate repositories: documents, spreadsheets, and images stored on PC hard drives; documents, spreadsheets, and images stored on network shares; reference materials stored in three-ringed binders; calendar appoints and todos stored on cork boards; archived files stored on Zip drives and CDs; links for web resources found in a user's My Favorites folder; flipcharts and sticky noted from brainstorming sessions and meetings; and worker knowledge stored in the heads of subject matter experts. Mon, 02 Jul 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#070207 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#062507 SharePoint is a Microsoft offering that provides the server infrastructure to support needs that information workers have such as collaboration, document storage, and the ability to inform others and to be informed by others. While understanding the technology and features of SharePoint is important, understanding how SharePoint fits within your existing PMO and how it can be used by all those involved in support of executing the best practices of the PMO is even more important. Mon, 25 Jun 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#062507 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#061807 Often times, project managers have very little real authority in terms of reporting structure, or budget, or even being part of the leadership team’s decision making process. But, in fact, project managers do have authority. When a person commits to do work for you, when a functional manager commits resources to you, when an executive commits their time and attention to you, you as project manager have authority over all of that. And, you have the right to exercise that authority. Mon, 18 Jun 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#061807 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#061107 When your team member delivers the promised work on time or ahead of schedule, always acknowledge that good performance. Tell them and their functional manager how much you appreciate their efforts and how important their contribution was to the project’s success. Mon, 11 Jun 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#061107 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#060407 Don’t allow poor performance to continue. Immediately confront performance that is not meeting agreed to expectations whether this is poor quality work, work that is incomplete, or work that is late. Rather than looking the other way or hoping the project team member’s performance will come around, immediately step in to get things back on track. Take the appropriate actions to ensure the project team member can actually do the task, has the time and skills to deliver what has been committed. If necessary, escalate to functional management especially if they are the cause of the problem or part of the problem. Mon, 04 Jun 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#060407 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#052807 Usually, during the project kickoff meeting the project manager presents the overall project plan, discusses the details of the project tasks, and stresses the importance of project and tasks and their critical path. However, as the project progresses, team members can often think that their particular task is not so important or critical to the project timeline resulting in missed deadlines or waiting to the last moment to finish work. Continually stress the importance of the task as team members will only view the task as important as you do. Mon, 28 May 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#052807 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#052107 Project team participants need to know what you expect of them and when you expect it and the expectations need to be specific and measurable, not generalities. You must inspect what you expect regularly as your follow up sends a clear message that you expect the performing resource to follow through at their end. When you inspect, be mindful to both confirm that which has been accomplished and to offer or determine any areas of help or information that are needed to finish tasks. Mon, 21 May 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#052107 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#051407 Don't keep commitments, especially shared resource commitments, a secret. Tell others about them. No one wants to have their professional reputation put at risk, so the more people know about the commitment that you have from a shared resource, the more likely that resource will be to ensure that their commitment to you is met. Conversely, if only the two of you know about the commitment, it may not seem as critical to your performing resource and it may seem easier to break. Mon, 14 May 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#051407 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#050707 Often, when resources are unable to complete assigned project tasks, it is because they had a misunderstanding of the results you wanted, the time frame you needed, or the effort needed to produce those results. Be specific regarding what you want, when you want it, and how much work effort it will take. Clarity enables accountability. Mon, 07 May 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#050707 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#043007 Confirm with the manager or supervisor of your performing resource that the time you need from the resource and the work to be performed by the resource is understood and agreed to. This establishes a relationship with the performing resource's supervisor and reduces the chances that the supervisor will inadvertently assign too much other work to the performing resource. Mon, 30 Apr 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#043007 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#042307 When you reach an oral agreement, put it in writing. This serves to both clarify the agreement that you have reached and to set a permanent reminder or expectation for the commitment. Often times, people tend to think that when they promise things verbally that it is okay to not totally live up to, and honor, the commitment. A written confirmation will emphasize the seriousness of the commitment. Mon, 23 Apr 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#042307 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#041607 Know the difference between a real commitment and a brush-off. Beware of best effort generalities such as "I'll try", or "you know I will give it my best shot", or "you can count on me to get it done." Get a specific commitment from the performing resource in measurable terms such as "how much, by when" to do the work promised. Mon, 16 Apr 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#041607 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#040907 Sometimes, those that make up an organization can be too impatient for immediate success when it comes to the introduction of change. Whether implementing new systems, new programs, or new policies, often the introduction of change will not be a walk in the park. Usually, those with a destination mindset are too quick to rush to judgment and too quick to become frustrated when things do not work quite right. Establish a journey mindset within the organization that sets an expectation up front that execution difficulties are to be expected and should serve as input to get things right and not a reason to give up on the journey. Mon, 09 Apr 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#040907 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#040207 Many people think of PMO dashboards as something you can only get when you purchase a complex and costly PPM application. The dashboards that you get from your PPM tools, for the most part, are excellent, but don't limit your dashboarding of key PMO information to only that of your PPM application. For one, not everyone in the organization will be authorized or have access to your PPM application. And two, you will no doubt want to "push-out" key PMO information and measurements to the executive and leadership team that may not be, or ever be, contained in your PPM application. Use PMO dashboards to drive your PMO strategy. Mon, 02 Apr 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#040207 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#032607 No one vendor has a lock on the market when it comes to tools and applications for your PMO. Nor can any one vendor give you an automatic guaranty that their offering is truly the best for your PMO and set of needs. So, when it comes to buying technology there are several factors to consider. One of the most important factors is the type of technology buyer that are you. Are you highly innovative and prefer to implement brand new technologies? Are you an early adopter? Or do you fall into a buyer type of early majority, late majority, or even a laggard? There is nothing wrong with any of the buyer types. In fact, you need to align your technology acquisition strategy and purchases with the buyer type that is best for your company and working environment. By understanding and knowing your buyer type, you can purchase and implement the vendor offerings that are best for you whether that is the latest bells and whistles or a time-tested, mature product that already enjoys an established customer base. Mon, 26 Mar 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#032607 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#031907 There is no one vendor application or tool that does everything for your PMO, nor should it. Identify all of the the tools, technologies, and services that support the project management office such as desktop applications, server applications, collaboration platforms, internal and external informational sites and services. Align project management maturity and capability maturity objectives with improvements to your PMO architecture. Seek to first use the lowest level of technology architecture that gets the job done. Mon, 19 Mar 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#031907 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#031207 Few people will read methodology documents. And, usually, they are static and quickly become out of date. Methodologies often give an illusion of project management consistency, when in reality most users find them too detailed to use or too time consuming to follow. Focus on net, streamlined processes that answer not just the "what is to be done", but the "who, when, where, how, and why" of the work effort as well. Mon, 12 Mar 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#031207 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#030507 When setting up a PMO, there can sometimes be a rush to evaluate and implement new tools, in particular PPM tools. This rush to judgment can often result in selecting a tool based more on vendor supplied criteria rather than specific business use case needs of your PMO. Seek to first fully utilize the tools, platforms, and capabilities that you already have. Then, based upon your idenitifed needs and improvement opportunities, evaluate vendor tools and service offerings that best serve your PMO. Mon, 05 Mar 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#030507 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#022607 First and foremost, bear in mind that few PMOs have had start-up difficulties or have failed because things were too simple. Rather, complexity and too much detail in things are likely to be a far greater problem and contributor to execution difficulties and potential failure. So, be realistic and be balanced. Keep things simple, at least to start. A good foundation can enable lasting success and continual improvement. For example, don’t worry about sophisticated processes at first, but at getting the basics in place. Mon, 26 Feb 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#022607 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#021907 A project management "Community of Practice" offers the promise to PMOs of increasing project management knowledge and skill throughout the organization. However, in far too many cases, the focus and effort to create a "Community of Practice" takes on a life of its own and becomes a black-hole in the organization where too much work goes into it and too little results come out of it. Seek balance to ensure that a "Community of Practice" initiative quickly adds value and leverages already existing works, rather than becoming an exhaustive effort unto itself. Mon, 19 Feb 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#021907 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#021207 Seek to establish a charter for the PMO that sets the tone of the organization and of the value add delivered. To start, keep it simple and ensure the participation of others in the development of the charter for "their" PMO. Where possible and measurable, align the charter of the PMO to enabling, facilitating, and achieving the key business objectives of the firm such as revenue growth, time to market, cost containment, customer satisfaction, productivity, and quality. Mon, 12 Feb 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#021207 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#020507 For many organizations, not just small ones, a "virtual" PMO can be a great way to start. In the "virtual" PMO model, a sole individual is tasked to quickly get things set up and started, such as processes, polices, tools, and dashboards, etc, with minimal debate and distraction. Once set up, the manager of the "virtual" PMO, who may or may not be a manager leveled individual within the company, continues to maintain, improve, and promote the PMO to ensure that it meets the needs of those served by it and is positioned to take on further PMO responsibilities with time and success. Mon, 05 Feb 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#020507 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#012907 Many sales organizations review losses to determine what went wrong, why the sale was lost, and what could have been done differently. Too often, however, these reviews are informal and tend to summarily brush off the details with little interest in identifying problems, recommending corrective action, and determining if any error or negligence was committed. It is much easier to say that the loss was on account of pricing or product problems. Formal loss reviews, especially for significant losses, are a valuable way to address sales process problems, individual performance issues, and to benchmark the competition. Mon, 29 Jan 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#012907 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#012207 When providing customer references to a sales prospect, ensure the following three conditions are met. First, the prospect is qualifed and all issues and requirements needed to make a purchase decision have been satisfied. Second, the customer reference is similar in terms of the business use case for the solution offering, and ideally industry and size of company, as the qualified prospect. And third, ensure the customer reference contact is of the same "buyer-type" of the qualified prospect, ie. technical, economic, user, champion. Sat, 20 Jan 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#012207 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#011507 Some vendor proposals are mostly boilerplate information with little, if any, customer specific input and analysis information. Use the customer feedback provided throughout the pre-proposal activities to personalize your proposal in terms of both benefits that justify the investment and endorsements by those that stand to benefit in the customer organization and will support and attest to the benefits that they will receive on account of your solution. Sat, 13 Jan 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#011507 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#010807 If your company is like most, chances are your sales engineer, though well trained technically, has likely never had any kind of training on how to give effective customer-oriented demonstrations. For each key need that serves to justify your proposal, ensure your sales engineer demonstrates your product using the Feature-Advantage-Reaction, FAR, technique. For each key requirement, demonstrate the feature of your proposed solution that addresses that requirement, state the quantifable advantage achieved by your functionality in terms of money or time or both, and then ask the customer decision maker for their reaction in terms of agreement to the benefit and providing their assessment of measurable value. By the end of the demo, customer agreed to quantitfiable benefits for each key area of requirement will have been validated and can be effectively used in the subsequent proposal and sales process steps. Sat, 06 Jan 2007 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#010807 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2007.htm#010107 Often times, product support reps give lengthy canned demonstrations that are are too long and detailed for the executives in the audience or are not targeted to specific areas of interest and requirements that the technical team and users want to see. Seek to ensure that multiple, on-target, demonstrations are held to best meet the schedule availability and areas of interest of all those that need to be involved. Multiple, on-target, demonstrations may appear to take more time, but in reality they better meet the "purchase cycle" needs of the customer as well as shorten the "sales cycle" timeframe for the vendor. Sun, 31 Dec 2006 12:00:00 GMT http://www.botinternational.com/tips_2007.htm#010107 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#122506 Often times, sales reps rush a prospect into a demonstration before fully understanding the prospect's needs and/or timeframe for even further consideration. Not only does this put off and potential irritate the prospect, but it also makes for very poor demonstration results. Seek to first understand the needs and timeframes of the prospect and then, if qualified, pursue forward going discussions and demonstrations. Mon, 25 Dec 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#122506 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#121806 Ensure your sales teams know what a qualified lead is. Some sales organizations have elaborate schemes for grading and ranking leads and determining if they are qualified. While such schemes can be helpful, it is often best to view leads as either qualified or non-qualified. To be a qualified lead, the following four conditions must be met: one, there is a mutually agreed to customer need that your product mets; two, there is a budget or access to budget funding of the purchase; three, the is a timeframe for the purchase; and four, there is an identified decision maker for the purchase. If any of these four conditions are not met, the lead cannot be considered qualified. Mon, 18 Dec 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#121806 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#121106 When one of your sales rep loses a major sales opportunity, conduct a loss review. The purpose of the loss review isn't to place blame, although that may very well happen, rather to identify the reasons for the lost sale, to determine what could have been done differently, and to assess if there are any sales process defects, sale rep execution problems, or competitive exposures. When conducted properly, loss reviews can be an invaluble source of information that can both help to prevent further competitive losses and ensure that the sales team executes effectively. Sat, 09 Dec 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#121106 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#120406 Target marketing is critical to the success of just about any sales and marketing "Go-to-Market" project. In addition to identifying and understanding your most desirable target market, take time to identify and understand your least desirable target market. Ensure your sales teams understand and focus their efforts on the best opportunities in your most attractive market segments as well as be aware of the market segments that they should avoid and refrain from investing, and likely squandering, their time and resources. Sun, 03 Dec 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#120406 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#112706 Most sales professionals follow a sales cycle process to ensure that they have the best possible chance of selling their product offering to the prospect. Such a process has steps for lead generation, pre-sales, sales, installation, and service, etc. Savvy sales pros, however, always think in terms of the customer purchase cycle (information, evaluation, purchase, delivery, support) and carefully think about and plan for all of the things required, from the customer's point of view, to advance the initiative and enable a purchase. Fri, 24 Nov 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#112706 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#112006 Inspect what you expect. Within the Quality Plan, use a quality control table to list for each work package the work package leader, the description of the work package, the acceptance criteria, a summary of the test plan, and any supporting comments for how the quality of each work package is managed. Regularly, review and inspect the quality control table to ensure project quality is achieved. Fri, 17 Nov 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#112006 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#111306 The quality plan is the plan of record for quality assurance and quality control. It describes how quality is measured, tested, and accepted for each work package item. Quality plans do not have to be excessively lengthy nor overly detailed. Insisting upon a quality plan as part of the project planning process and work to be completed artifacts, even for small project efforts, improves project manager adherence to generally accepted standards for project management and increases the odds that the project effort will successfully produce the product of the project. Sun, 12 Nov 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#111306 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#110606 Often times, QA is shortened in order to bring a late project back on schedule or back on budget. But how often is a project delayed in order to ensure that it meets its quality objectives? Or how often is additional budget expended in order to achieve the quality objective? Establish a quality dashboard to both manage to the planned objectives for quality and to foster a culture and appreciation that project quality is just as critical as other project objectives such as schedule and budget. In fact, often times and in the long run project quality, arguable, is the single most important measurement. Sun, 05 Nov 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#110606 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#103006 Project management methodologies, especially those aligned to leading standards for project management, include process steps for quality. But often, these process steps are limited to project quality and do not provide additional and optional techniques and resources to best manage and assure quality from a broader perspective. If your organization has a quality team or a QA/QC function, work with those resources and seek ways to incorporate their knowledge, skills, and experience into the areas of the project management methodology that deal with quality. Sat, 28 Oct 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#103006 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#102306 Many organizations stick to the planned testing schedule and activities even when the overall project effort is running behind schedule. But there a those organizations that immediately look to shortening and sometimes omitting testing activities in order to get the project back on track. This should always be done with extreme caution and as a last resort and with management understanding and signoff. Shortening testing to preserve the project delivery date is rarely a good idea. Sat, 21 Oct 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#102306 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#101606 Establish and use a standard quality report to assess the quality of every project effort undertaken by the PMO. Provide a measurement and rating for such things as the project manager competence, adequate amount of planning, processes understand by project participants, processes followed by participants, duties defined, deliverables met, project costs within budget, etc. And where noted, provide improvement suggestions to contribute to organizational effectiveness and continuous improvement. Sat, 14 Oct 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#101606 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#100906 CATs are very helpful in ensuring project quality. Of course, this particular kind of CAT is not the four-legged animal with a tail that says meow. Rather it is the three key components of your project quality plan; Criteria, Acceptance, and Testing. To ensure the quality of your project, plan for quality by defining the specific criteria that must be meet. Then, define the assurance process and how this required criteria is to be met. And lastly, define the acceptance process for how the criteria is to be tested and accepted. The resulting Quality Plan based upon these CATs is the plan of record for quality assurance and control. Sun, 08 Oct 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#100906 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#100206 Yes, seek to do it right the first time, but recognize and avoid analysis paralysis. Analysis paralysis comes in several forms such as a delay in decision making, a delay in getting started, or a delay in addressing a problem. Rather than making a decision, the victim of analysis paralysis finds one reason after another to avoid getting on with things. Don't be a victim of analysis paralysis. Determine what you want to achieve, make a plan, and then execute. You can, and will, always monitor and control changes after you start. Sun, 01 Oct 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#100206 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#092506 Why is it that there is never enough time to do it right the first time, but there is always enough time to do it over, and over, and over? Taking the time to do it right often means more and better planning as well as more and better monitoring and control. These activities do take time. But to avoid them or to rush through them almost always results in miscues that lead to project delays, increased project costs, and customer dissatisfaction. Seek to allow ample time for planning and review throughout the project effort and concentrate on getting it right the first time. Sat, 23 Sep 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#092506 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#091806 Typically, you get the behavior you critique for, rather than by hope and prayer. So to ensure quality, clearly document and communicate your standards and then require conformance to them. Inspect what you expect. Quality will come from that and that alone, not from slogans, posters, or even threats. Mon, 18 Sep 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#091806 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#091106 The value of an investment depends on what types of improvements are gained and how quickly they're realized. By enabling increased employee productivity, faster cycle times, reduced costs, reduced rework and work around, and improved resource and time management, an EPM solution provides a positive and sustainable return on investment. Mon, 11 Sep 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#091106 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#090406 An EPM solution fully leverages the existing technologies that most organizations already have in place, such as your enabling technologies, database, collaboration plarforms, and desktop tools. Hence, you can get the most out of your existing investments in infrastructure, applications, and user skills, rather than incurring a duplication of investment and redundancy in capabilities. By customizing and integrating an EPM solution with your line-of-business systems, you can get a comprehensive view of your organization's activities for better management and control. Mon, 04 Sep 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#090406 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#082806 Without understanding long-term workloads and resource capacity, companies can experience hiring-firing cycles. Such cycles are inefficient and often result in higher overhead, lost knowledge, and very poor employee morale. By providing visibility into the overall work commitments and resourcing capabilities, an EPM solution helps a company achieve a balance of strategic recruiting, outside contracting, and potentially outsourcing to achieve the long-term business objectives of the company. Mon, 28 Aug 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#082806 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#082106 Many organizations struggle to deploy resources effectively. This can lead to higher costs, project delays, and missed opportunities. An EPM Solution can help you more accurately assess resource commitments, deployment alternativers, and to deploy resources effectively across your organization. The end results is having the right people on the right projects at the right time for optimized delivery. Mon, 21 Aug 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#082106 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#081406 Project team members make high-impact decisions as part of their daily routines. Businesses are increasingly relying upon project managers and are seeking ways to equip them with the tools they need to perform even better. With an EPM Solution, project managers, project team members, and the leadership team can access the latest project information resulting in more efficient time management, better communication and decision-making, and increased accountability. Mon, 14 Aug 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#081406 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#080706 As businesses become more complex and geographically diverse, structured communication is vital to ensure teams share common goals and work together effectively. An EPM solution provides access to timely business-critical project information, so teams can share knowledge, better collaborate to complete tasks, and communicate progress effectively to manage risks and accommodate project changes. Mon, 07 Aug 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#080706 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#073106 Customer satisfaction often is more than finishing projects on time, within budget, and within scope. The delivery process must also engage the customer, involve the customer, and meet the customer's expectations. An EPM solution enables you to ensure a high level of integrity to the project delivery process. The end result are project plans that reflect realistic schedules, resource requirements, and budgets. Hence, so you can set, communicate, and meet achievable milestones for more consistent project delivery and higher levels of customer satisfaction. Mon, 31 Jul 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#073106 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#072406 Project organizations are increasingly standardizing their processes to improve operational efficiencies, increase cross functional teamwork, and more effectively manage projects of different types and sizes. With an EPM solution, you can implement a common framework for project portfolio management guided by proven best practices, resulting in better management and control of projects as well as identification and implementation of process improvement opportunities. Mon, 24 Jul 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#072406 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#071706 An EPM solution can provide visibility into your project portfolio for monitoring performance, visualizing trends, and identifying business gaps. With these capabilities, you can make informed decisions on how to proceed with existing projects, make tradeoffs, and pursue new opportunities. Making accurate decisions quickly can be of tremendous business value and is a key consideration in justifying an EPM tool for the organization. Mon, 17 Jul 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#071706 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#071006 Reaching long-term business goals often requires investing in the right business activities now. With an Enterprise Propject Management (EPM) tool, you can identify, prioritize, and select projects that best support your strategic objectives as well as align your resources accordingly. And, by routinely evaluating and adjusting the project portfolio, you can ensure continuous alignment with your business objectives. Mon, 10 Jul 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#071006 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#070306 Now that you have a new and approved project plan and new estimates, re-launch the project. Have the executive sponsor for the project communicate to the team how important the project is and take steps to ensure that the project team is prepared and mentally positive about restarting the project effort. Be mindful of all of the past project difficulties and be prepared to deal with potential roadblocks. Mon, 03 Jul 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#070306 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#062606 From a business perspective, determine if at this point in time the project still makes sense to pursue and if the project is an appropriate use of the resources of the company. Look at the value of the project and compare it to other competing project alternatives and initiatives. Perhaps previously the project was a priority, but now the project scorecard may rank quite differently. Use the governance process to gain formal understanding, approval, and support for the project. Mon, 26 Jun 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#062606 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#061906 Ask yourself, is it worth continuing the project? It is possible that the project is no longer important or a priority for the organization. Additionally, external factors such as new technologies and alternative solutions may render the initial approach of the project obsolete. Before proposing that the project be restarted, validate the project's business case. Mon, 19 Jun 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#061906 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm061206 Restore the integrity of the project by assessing the effort, both schedule and budget, to complete the project. Often, when initially estimating projects, many project managers use intuitive estimating; they estimate from gut feel and personal opinion rather than from historical estimating experience. Intuitive estimating may work with smaller projects, however, larger projects require experienced-based estimating. If possible, enlist the aid of someone who has experience performing the particular project tasks in order to get realistic estimates. Additionally, establish and maintain a historical estimating database within the PMO so that future projects can be estimated more accurately. Mon, 12 Jun 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#061206 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm060506 Even an experienced project manger can have great difficulties delivering a difficult, complex project. And often, organizations perform project management in an ad hoc manner without any processes or policies in place to help the project manager and all those involved in the project effort to ensure the integrity of the project. After pausing the project, assemble the appropriate members of the organization to conduct a project audit. The purpose of the project audit is not to place blame nor to fix or re-baseline the project. Rather, the purpose of the project audit is to first find out the root causes for why the project is failing. Mon, 05 Jun 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#060506 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#052906 Pausing the project gives you an opportunity to regroup, establish a new plan, and restore integrity to the project baseline. By continuing a failing project, you are likely to burn time and money against the project not knowing where you are truly headed or if you are on the path to completion. Pausing a project does not need to be difficult or scary. To pause the project, you may need someone with enough vision, clout and security to say, "This project is not on the right course." Some people might think the ship is sinking and want to flee the project, but most will eagerly take advantage of the opportunity to get things back on track. Mon, 29 May 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#052906 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#052206 Many project organizations continue with failing projects instead of taking action, corrective or termination, early. Often, project managers are skilled at managing project difficulties and have the confidence to think that they can project manage their way out of any bad project and in many cases they can. However, if you don't get people to recognize that there is a problem then rescuing the project is going to be very difficult. When you identify the reluctance to admitting there is a problem, then rescuing the project becomes much, much easier. Mon, 22 May 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#052206 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#051506 Often times, project managers fall victim to the "last mile syndrome." That is, it takes 90 percent of the project time to finish the last 10 percent of the project scope. This can occur for many reasons from poor project requirements and scope planning to ad hoc development rather than process-oriented iterative development. The end result often is the extension of the project for just one more month, and again, and again. If you are still waiting for your last month, look in the mirror and admit you have a problem. Mon, 15 May 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#051506 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#050806 Early warning signs, both good and bad, exist in all projects. Early warning signs can be seen in just about every aspect of the project effort such as the attitudes of the parties involved in the project effort, the performance of infrastructure, systems, tools and machinery, and internal and external factors that can impact project scope, timing, and risk. It is always easier to get projects back on track that haven't drifted too far off course. Recognizing the project early warning signs helps to prevent projects from failing. Mon, 08 May 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#050806 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#050106 It is natural for project managers and project teams to have a task-oriented focus. And, most project methodologies anticipate project difficulties and provide monitoring and controlling processes for change, issues, and problem management. However, the resulting mindset for the project effort can often be singularly focused on getting the project back on track to the exclusion of any real consideration given to the fact that the project may very well be failing. Be open to the possibility that the project effort could be failing. Mon, 01 May 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#050106 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#042406 The interpretation of what is required to meet the spirit and intent of the Sarbanes-Oxley Act is changing and will continue to evolve overtime. Keep focused on what is best to ensure your IT organization is focused on safeguarding company assets, maintaining data integrity, providing the business with the infrastructure it needs in order to attain its business objectives. Mon, 24 Apr 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#042406 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#041706 Continually review the execution of your program plans with all relevant parties. In addition to the SOX PMO team, be sure to include your public company accounting firm as well as any other ourside consultants. Like any other project, use your monitoring and controlling process to identifiy and communicate project issues and to approve any project change requests such as scope, schedule, and budget. Mon, 17 Apr 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#041706 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#041006 Complying with SOX 404 is a daunting and time consuming task for most IT organizations. Prioritize and work on the processes and critical issues that, if not addressed, may lead to your company failing their 404 attestation. Some processes and best practices may have to wait until later. Mon, 10 Apr 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#041006 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#040306 Ensure that all business units have and follow standardized procedures for evaluating, documenting and implementing controls. Keep in mind that flexibility within structure will enable processes to not only vary from business to another, but to be optimized by the business at the point of execution. Anticipate the need for flexibility and develop procedures for identifying and describing why some IT controls may vary from unit and unit and have a defined and consistent approach for standardizing controls where it makes sense. Mon, 03 Apr 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#040306 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#032706 Make sure the executive team understands what IT does and how IT fits into the overall program and requirements for compliance. The CIO or manager of IT should be part of the SOX steering committee. Mon, 27 Mar 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#032706 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#032006 Many public company accounting firms are experts in accounting, auditing and SOX, but have never managed an IT department. In addition to audit expertise, companies of all sizes require practical front-line IT experience to determine what makes sense for their company. There is a significant amount of translation required to convert accounting practices into terms and actions appropriate for the company that can be identified, implemented, and validated by the IT department. Mon, 20 Mar 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#032006 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#031306 Don't change what you do to fit a generic set of best practices. Use best practices as a reference point and for guidance, especially where no or limited documentation of IT processes exist. Your IT SOX 404 program should be tailored to your business requirements, not a costly and lengthy effort that doesn't fit your business needs. Ask your public company accounting firm for references similar in industry and size to your firm to ensure the scope of your SOX 404 program is on target. Mon, 13 Mar 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#031306 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#030606 Many organizations such as banks, pharmaceuticals and manufacturing companies already have to comply with federal regulations and many are ISO 9000 certified. It is important that IT departments leverage existing procedures, policies, and documentation in their SOX programs. This can save time as well as avoid duplication of effort. Additionally, the existing documentation of processes and controls may even need to be updated or extended upon to satisfy the current state requirements. Mon, 06 Mar 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#030606 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#022706 Be sure your team understands how SOX fits into the IT environment. You should make sure the IT group is involved from the beginning of the project and is updated and included in the review of business processes that rely on IT systems and infrastructure as well as the review and validation of the IT development (SDLC) and change management processes that are used to manage new systems development, enhancements, bug fixes, and change requests. Mon, 27 Feb 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#022706 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#022006 Ask your finance team to conduct a meeting with your public company accountants and to have them, the public company accoutants, provide insight into IT general controls. In addition, there are multiple materials available on the Internet that specialize in Sarbanes-Oxley section 404 for IT such as the "IT Control Objectives for Sarbanes-Oxley" published and provided by the Information Technology Governance Institute (ITGI). Get everyone educated in Sarbanes-Oxley as early as possible. Mon, 20 Feb 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#022006 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#021306 Quite often, it is helpful to first define the "as-is" state of a process before discussing and debating options to arrive at the "desired" state of the process. A clear understanding of the "as-is" state enables the team to discuss and debate what works well, what needs improving, and to agree upon actionable process improvement suggestions. Conversely, trying to achieve the "desired" state for a process without a full understanding and agreement of the "as-is" state can often lead to mis-communication due to differing points of reference as well as process improvement suggestions that may not meet the needs of all parties involved in the process. Mon, 13 Feb 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#021306 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#020606 How do you recognize project managers? Most of them are every good at what they do and it is expected that they will manage projects well. One approach that more and more PMOs are adopting is to provide incentives and recognition for process improvement and process ownership. Rather than experiencing the same difficulty over and over again, recognition and incentives for process improvement encourage and reward project team members to get involved. The end results are not just lessons learned documents, but practical improvement suggestions to streamline processes, improve best practices, and eliminate defects and waste. As Edward Deming put it, "Fix the process and you fix the problem." Mon, 06 Feb 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#020606 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#013006 Don't wait until there is a problem to review the processes and best practices of the PMO. Establish process owners and delegate to them the duty of periodic assessment of their assigned processes and best practices. Encourage them to proactively find ways to streamline and improve existing processes and to identify new processes and best practices that could be of value to the PMO. Mon, 30 Jan 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#013006 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#012306 Process owners can play a key role in ensuring that the PMO processes are kept up to date, useful, usable, and auditable. PMO processes or best practices without process owners will likely become outdated over time and at some point will even become inconsequential to the organization. On the other hand, PMO processes and best practices that have process owners or "care-takers" are continually improved upon vis a vis lessons learned feedback and process improvement suggestions. Hence, process owners help drive continuous improvement and institutionalization of the PMO processes and best practice knowledge, skill, and execution capabilities. Mon, 23 Jan 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#012306 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#011606 People oriented processes anticipate and help with people's challenges and constraints and free them up to do what they do best on projects such as thinking, planing, and doing. The best processes don't create extra work, rather they streamline it or make it easier. People oriented processes serve specific purposes, ensure efficiency and consistency, and tend to become "roadmaps" for continuous improvement and knowledge sharing. Mon, 16 Jan 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#011606 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#010906 Some people believe that project management processes are by nature rigid and inflexible. This can often be a result of implementing a "one shoe fits all sizes" methodology. However, PMO processes that provide workflows scalable to project type and size enable the project team to effectively execute a wide variety of projects without being burdened by too much bureaucracy. PMO processes can provide the structure, guidance, and flexibility to truly help, not create additional work for, the project manager and project participants. Mon, 09 Jan 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#010906 mperry@botinternational.com (Mark Perry) Business http://www.botinternational.com/tips_2006.htm#010206 There are those in the Project Portfolio Management (PPM) vendor community that say their product has everything you need to manage a PMO. While PPM tools can be very helpful to a PMO, also required are processes that are scalable to project type and size, whether used with the PPM tool or not, and a collaboration platform to share project documents and information. Though PPM tools provide some collaboration features, most PMOs seek to use the existing enterprise collaboration platform rather than placing project files and folders in an additional repository. Processes, tools, and collaboration work together and are each required to effectively manage projects and continually improve the organization. Mon, 02 Jan 2006 12:00:00 GMT http://www.botinternational.com/tips_2006.htm#010206 mperry@botinternational.com (Mark Perry) Business