Statutory holidays in Ontario

Often missed holidays in 2009:

• Family Day (Third Monday in February) - Mon, February 16
• Good Friday - Fri, April 10
• Victoria Day (Monday before May 25) - Mon, May 18
• Civic Holiday (First Monday in August) - Mon, August 3
• Labour Day (First Monday in September) - Mon, September 7
• Thanksgiving Day (Second Monday in October) - Mon, October 12

26 Ways To Know Your Software Development Project Is Doomed

Does any of these sound familiar to you?

• The project name changes for the third time in as many months.
• The requirements definition is begun four months after development started.
• The developer doesn't understand the spec document and continues to develop anyway. And the QA team doesn't know how to test, but they "test" anyway.
• The user or client requests new features instead of focusing on bug fixing and performance enhancements.
• The technical project manager asks you to compose the list of user requirements—without consulting any actual potential users.
• Status reports are seen as insubordinate.
• You learn that management had to insist that the interface definitions be checked into version control after the first code freeze.
• The QA team is told, "We've only allocated three weeks for testing" (on a project that has lasted six months already). Or QA is told, "The date is fixed. We have to have all this functionality by that date."
  

Want to see the entire list? Go to http://www.cio.com/article/470103/_Ways_To_Know_Your_Software_Development_Project_Is_Doomed

On the other side, there are Ten Tips for Running Successful Projects: http://www.projectsmart.co.uk/ten-tips-for-running-successful-projects.html

And more … Make or Break: Why Accurate Cost Estimation Is Key: http://www.projectsmart.co.uk/make-or-break-why-accurate-cost-estimation-is-key.html

The First-Time Manager’s Guide to Performance Appraisals

by Diane Arthur

• The primary objective of a performance appraisal is to ensure the maximum utilization of every employee’s skills, knowledge, and interests.

• Managers as Coaches
• Coaching is the day-to-day interaction between you and your employees. Its purpose is to provide regular assistance, support, praise, and constructive criticism.

• (1) Approachability
• Whether they need help or want to talk about an idea they have concerning how to proceed with a task, you need your employees to view you as responsive and accessible. Employees should feel that you are available for coaching, at any time and for any reason.

• (2) Consistency
• To earn the trust and respect of your employees, strive to apply organizational policies, procedures, and rules as evenhandedly as possible. Conversely, avoid showing favoritism, bending the rules, or looking the other way, even when it doesn’t seem as if any harm will come of it, or if it’s unlikely that anyone will find out.

• (3) Dependability
• Nothing shakes an employee’s confidence more than feeling uncertain about whether he can count on you when needed. Managers who demonstrate that they are reliable are more likely to have maximally effective employer-employee relations.

• (4) Empathy
• Managers frequently find themselves in the position of listening to employees’ work-related and personal problems. When this happens, you must strive to remain impartial, thereby maintaining an emotional distance so you can best help the employee achieve resolution. The key is to be empathetic, not sympathetic.

• (5) Honesty
• You should try to be straightforward and forthright without being harsh or disrespectful. This is best accomplished by adhering to the facts in all matters calling for both praise and criticism.

• (6) Knowledge
• Smart managers are as clear about what they do not know as they are about what they do know. Smarter still are those who view themselves as lifelong learners.

• (7) Respect
• You cannot demand respect from your employees if you do not offer it. This includes having regard for employees’ views, approaches to tasks, requests, and needs.

• Managers as Counselors
• Counseling is the structured interaction between managers and their employees, with a keener focus on specific work-related problems.

• (1) Attentiveness
• By being attentive, managers may follow-up coaching with more structured counseling.

• (2) Broad-Mindedness
• You cannot look the other way when an employee’s behavior is outside the parameters of her job. By being broad-minded, you can leverage the impact one employee’s behavior has on others.

• (3) Commitment
• Savvy managers know that being committed to helping employees achieve a maximum level of productivity in accordance with specified job duties, policies, and procedures can be highly beneficial to all concerned.

• (4) Conscientiousness
• You need to be ever vigilant about what’s going on in your department. Even if everything appears to be proceeding smoothly, it is still prudent for you to determine, firsthand, the status of what each employee is working on, as well as any interpersonal matters that could impact work. Then, if anything is out of sync, you can step in with counseling.

• (5) Focus
• It’s easy for first-time managers to become sidetracked when it comes to matters impacting employee performance, but with a little effort you can remain focused and make objective decisions.

• (6) Interest
• Maintaining an active interest in your employees is likely to result in a good rapport. Then, should counseling issues develop, employees are likely to be more responsive and less resentful. Note that interest does not mean involvement.

• (7) Realism
• it’s important that you take into account each individual’s level of skill, degree of knowledge, and extent of interest in relation to the expectations of the job, rather than your personal expectations based on your own prior level of performance.

• The Golden Rules of Performance Appraisals
• Ongoing coaching and counseling set the stage for any performance review; that is, by doing her job as an effective coach and counselor, she’ll be prepared to successfully apply the three golden rules of performance appraisal:
• (1) nothing that is ever said during a performance appraisal meeting should come as a surprise to the employee;
• (2) managers should be prepared to praise and criticize elements of the employee’s work from the time of the employee’s last review or date of hire; and
• (3) every incident that is referenced should be documented.
  

Assessing Technical PM Competencies

by Andrew Makar

1. schedule development skills: activity definition, sequencing, resource estimation, duration estimation, resource leveling, baselining
2. monitor and control project work: regular status meetings and reports, measure schedule and cost variances
3. business requirements management: process flow diagrams, use case models, sequence diagrams, activity sequence diagrams
4. SDLC methodologies: iterative processes (RUP, agile, extreme programming), waterfall model
5. software quality management: requirements traceability from requirements definition through user acceptance testing, MercuryQualityCenter, IBM Rational ClearQuest
6. issue and risk management: review log with team regularly

10 Steps to Successful Strategic Planning

by Susan Barksdale and Teri Lund

• Step One - Laying the Foundation
• Step Two - Scanning the Business Environment
• Step Three - Collecting Relevant Data
• Step Four - Analyzing the Collected Data
• Step Five - Stating Mission, Vision, and Values
• Step Six - Prioritizing Needs and Identifying Risks
• Step Seven - Designing and Validating Tactics
• Step Eight - Prioritizing Tactics and Resources
• Step Nine - Documenting and Communicating the Plan
• Step Ten - Maintaining the Plan

PM leadership behaviors

• result-oriented leadership behavior - coordinate across multiple teams, overcome obstacles, deliver project's goals
• courage and willingness to take initiatives - solve problems, identify new opportunities, take action without being prompted
• balance between customer demands and project constraints - build rapport with customers, seek to understand the underlying needs, proactively address their concerns
• balance between quality and schedule - risk-based approach, prioritize test cases/cycles
• effective client-vendor relationship - emphasize mutually beneficial goals, focus on critical issues to work together

Four Steps in Conflict Resolution

From book "Conflict Management in the Workplace—How to Manage Disagreements and Develop Trust and Understanding", 3rd Edition

• step 1. attend to the other person, validate/acknowledge the opinion, feeling or intention - does not mean to agree, understand what the other person WANTS

"What can we do about it?"
"What do you need from me?"
"What would you like to see happen?"
"What needs to happen so it is right for you?"
"How would you want it to be?"

• step 2. explore the NEED behind the WANT, keep the focus on the other person, deepen understanding

"Why is that important to you?"
"Why does that matter?"
"Why do you want that?"

• step 3. invite the other's SOLUTION on BOTH sets of NEEDS, focus on solution not prpblem

"How would you see us solving that?"
"What do you suggest?"
"What would be your solution?"
"What can we do so you get … (your need) and I get … (my need)?"

• step 4. build for maximum win-win

"What I like about your suggestion is..."
"My concerns are..."
"What do you suggest we do?"

Power plays - Here is a way of being assertive while keeping a sense of collaboration. It enables you to begin a conversation without any hint of blame, accusation or demand. It is in three parts:
1. The behaviour – a non-emotive description of the current behaviour
2. Your response – how you feel or think about the behaviour
3. The preferred behaviour – what you would need instead

e.g."When I sense my needs are being dismissed I feel angry. And I would like us to work in more collaborative ways."

If the other person continues to dismiss your needs e.g. ‘You are over-reacting’, you can loop again on your assertive request.

e.g. "I appreciate you feel I am over-reacting. However, I feel dismissed. And I would like us to work in a more collaborative way."

Bank bail-outs to hit IT spending and offshoring - TowerGroup

...



Government-sponsored banks might be forced to pull out of offshoring and bring their call centres back to Britain, suggests TowerGroup.

Seven Habits of Effective People

Effectiveness - do right thing right the first time

• Habit 1: Be proactive - choice

the power to choose

"can do" attitued

"I decide to..." not "I have to..."

repond by principle not emotion

• Habit 2: Begin with the end in mind - vision

live by design not by default

develop a personal mission statement - values, principles, talents, roles, responsibilities
Templeate:

The things that matter most to me are:

The principles I will use to guide my life are:

I will make a contribution and enjoy life by using my talents of:

I will live with purpose in the following roles:

As a [role], I will [responsibility]

create a work-back plan from the vision

• Habit 3: Put first things first - priority with integrity

schedule your priorities, not prioritize your schedule

focus on top priorities

urgent vs important

do more planning

• Habit 4: Think win-win - mutual benefit attitude

win-win or no deal

emotional bank account - deposit:

seek first to understand

show kindness, courtesy, respect

keep promise

be loyal to the absent

set clear expections

apologize

give feedback

forgive

• Habit 5: Seek first to understand, then to be understood - active listening skill

"talking stick" - speaker seeks to be understood before passing it to another person

empathic listening - reflecting what a person feels and says in your own words, avoid advising, counselling, solving, probing, questioning, interpreting, evaluating, judging, disagreeing or agreeing

• Habit 6: Synergize - 1+1>2

Begin with common goal/purpose before discussing different viewpoints

• Habit 7: Sharpen the saw - renewal, balanced self-satisfaction in body, heart, mind and soul

Regain "production capability" by engaging in carefully selected recreational activities

The Tech Disaster Awards: What You Can Learn from IT's Biggest Project Failures

By Jake Widman

1. IBM's Stretch project: Try to salvage something of lasting value from the wreckage, even if you don't meet your project's main goals.
2. Knight-Ridder's Viewtron service: Sometimes you can be so far ahead of the curve that you fall right off the edge.
3. DMV projects -- California and Washington: (a) Don't place your future in the hands of one supplier. (b) When a project is obviously doomed to failure, get out sooner rather than later.
4. FoxMeyer ERP program: Make sure your operation can survive the failure of a project.
5. Apple's Copland operating system: Keep your project's goals focused.
6. Sainsbury's warehouse automation: Problems that go unaddressed at rollout will only get worse, not better, over time.
7. Canada's gun registration system: Define your project scope and freeze specifications before the requests for changes get out of hand.

Effective Meetings (last installment)

Helping behaviors

• proposing - "How about ..."
• building - "To build on John's idea ..."
• seeking information - "Please describe ..."
• seeking opinion - "How do you feel, Ken?"
• giving information - "Here is my report ..."
• giving opinion - "My opinion is ..."
• disagreeing - "I disagree with Rob because ..."
• summarizing - "To recap the issue ..."
• testing comprehension - "I heard you say ..."
• testing consensus - "How many agree?"
• encouraging - "Say more about that idea ..."
• harmonizing - "What do we agree on?"
• checking performance - "How close are we?"
• setting standard - "We need to decide by ..."
• relieving tension - "The humor in this is ..."
• paraphasing - "What I heard you say was ..."
  

Processing strong feelings:

(1) acknowledge feelings

(2) remain neutral

(3) seek first to understand, then to be understood

(4) process feelings by:

• observing silence
• taking a break
• silently brainstorming issues on cards
• sharing concerns
• identifying areas of conflict and commonality and ideas for bridging gaps
• suggesting ways of resolving conflict

(5) refocus conversation on original topic/goals

Dealing with hurtful behaviors

• late arrival - start on time, don't update
• side conversation - stop, look at offenders
• dominators - ask them to scribe
• rambling - use parking lot if point is relevant
• negativity - ask group to comment on negative opinions
  

Building consensus (= agreement + support)

• test for consensus by verbal polling or written vote
• use consensus to determine team functions (meeting frequency, ground rules, roles, etc.)
  

Recognizing symptoms of conflict

• ideas get attacked before they are fully stated
• comments are personal attacks
• win-lose pressures
• members take sides

Six attributes of successful project managers

[by Meridith Levinson]

1. risk management - ability to anticipate and head off problems

2. organization - ability to stay focused on the big picture and to prioritize competing responsibilities

3. leadership - ability to motivate team and influence stakeholders

4. communication - ability to discuss the project in the context of whatever is most important to the audience

5. practical - focus on getting work done with the resources available

6. empathy - ability to understand stakeholders' concerns, take them seriously and address them

Effective Meetings (continued)

Active faciliation strategies

• set ground rules, for example:

1. challenge ideas instead of individuals
2. start on time/stop on time
3. one conversation at a time
4. confidentiality
   

• appoint roles, for example:

1. facilitator
2. note taker
3. timekeepter
   

• use parking lot for items important but irrelevant to the issue at hand
  
• involve all participants at the start, for example:

1. 5-minute informal conversation
2. paird interviews
3. roundtable sharing of good news

• assign pre-meeting tasks (only if necessary), and

1. explain why it is important
2. give adequate lead time
3. provide clear instructions
4. emphasize need to complete it in advance
5. plan a process for using assignment at meeting
   

• separate presentation from discussion, and ask reflection questoins at the end, for example:

1. What points did you agree/disagree with?
2. How could the proposal be improved?
3. What new questions does it raise?
   

• use flip charts - tips:

1. write the words that people say if possible
2. share scribe role among multiple members
3. keep all information visible (hang charts)
4. clarify with team when you add your ideas
5. seek permission to paraphrase ideas
6. use color
7. print clearly
   
   

Political strategy

step 1: Plan
(a) discover power and influence -
What does people value, information, advancement, prestige, or the need to be liked?
Who has the power?
Who really makes the decisions?
How is bad/good news received?

(b) Define objective -
What do you want to accomplish in a given situation?

(c) Assess your ability to influence -
Do you have the credibility, subject expertise, or formal power to realistically influence them?
If not, who can you engage to help influence them?
Do you have a working relationship with this person? Is it good?

step 2: Action
(a) Build Alliances
Project management is about relationships. Initiate a relationship by seeking help/direction or offering to help.

(b) Manage Adversaries (e.g. other project managers, bosses) - the ones standing between you and your goals

First, assess the situation from the opponent’s viewpoint and try to understand their motives and actions. It’s usually circumstances out of their control that cause them to become an adversary to your goals. It could be that you are blocking the path to their goals, too.

Work to convert your adversary into an ally. Try to find common goals and work from there. If not, you need to seek out allies that can help both of you achieve your goals. These allies should hold sufficient power and influence to get things done in the organization.

(c) Change Course as Necessary
Is your political strategy harming your influence?
Is it damaging your reputation?
Are others being hurt because of your actions?

step 3: Reflect
Are assumptions accurate?
Was your energy spent wisely with positive effect on your personal or political objectives?

Power and politics

"What's in it for me?" (WIIFM)

• When dealing with stakeholders, project manager must consider WIIFM.


• Always remember WIIFM when trying to influence people.
  

The rule of reciprocity - by doing favors for others when it is appropriate, you build a “bank account” that you can draw on when you need something from others.

Deal with resistance - “I understand that you have some concerns about .... What would I have to do to convince you that ...?”

negotiation - do

• Choose a neutral setting in which to discuss the problem.
• State your desire to resolve the conflict to both parties' satisfaction.
• Deal with the issue, not the person.
• Demonstrate your understanding by rephrasing what the other person has said.
• State what you want as a request, not as a demand.
• Ask what the other party wants of you. If you cannot or will not comply with the other party’s request, make a counterproposal.
• Work on one issue at a time. Begin with the one on which you are most likely to reach agreement.
• Once an agreement has been reached, ask the other party if there is anything that could prevent their complying with the agreement. Ask the same question of yourself. If there are any potential obstacles, try to find contingencies.Always give the other party a chance to save face.

negotiation - don't

• Don't assume that you know the other party's motives, intentions, thoughts, or feelings.
• Don't try to change the other party’s values. You can, however, ask that they take certain actions, consider certain consequences, etc.
• Don't think that the other party is bad/mad/crazy/evil just because you have a difference.
• Don’t rush the process. Conflicts resolved in haste may come back to haunt you later.
• Don’t make promises you can’t keep. If you need to check with somebody before making an agreement, say so, and reconvene the meeting afterwards.
  

How to achieve project success?

1. For the client - meeting of minds

* define success criteria from the outset - ideally one super stakeholder, one client voice
* keep client stakeholders engaged during execution
* seek frequent feedback for continued alignment to objectives
* focus on client satisfaction

2. For the team members - collaborative working environment

* carefully select members, and give them what they need to succeed - must have a strong core team
* ensure proper planning and communications - have a first-class kickoff meeting, cascade the planning tasks down the stream and get members' buy-in
* take the pulse constantly on team spirit
* encourage escalation of risks and concerns
* celebrate successes

3. For the shareholders - due diligence

* practice rigorous financial planning and management
* approach risk and issue management with urgency - don't waste a day, from the very beginning
* look for win/win solutions to issues - high value vs. low value trade-off

4. other tips

* Focus on the goal and measure progress monthly/weekly - tangible deliverables only, make it visible, listen to concerns, take immediate corrective action, and celebrate success
* Don't hope - identify the risks and account for their costs
* Don't gamble
* Do seek help - early enough and clearly enough
* Be committed
* Don't try to be the technical expert on the project

Career Portfolio: Giving You an Edge in the Marketplace

by Randall S. Hansen, Ph.D.

Career Summary and Goals
Mission Statement
Traditional Resume
Scannable/Text-Based Resume
Skills, Abilities and Marketable Qualities
List of Accomplishments
Samples of Your Work
Research, Publications, Reports
Testimonials and Letters of Recommendations
Awards and Honors
Conference and Workshops
Transcripts, Degrees, Licenses, and Certifications
Professional Development Activities
Volunteering/Community Service
References List

Strategy -> Project Management

• Strategy is essentially about gaps.

• Filling the gaps involves change management.

• Project management is the best tool to manage changes.

How to Report Status on a Project

By Rob Redmond

To write excellent status, you must understand:

1. The three components of status

• Overall
• Milestones - c0mpleted, in progress, and coming up
• Issues - that require management action/attention

2. Write in brief details

• Bullets, no paragraph
• Shorten expressions and sentences
• Reduce adverbs (really, very, much) and adjectives (good, bad, ugly)

3. Key data needed by management

• project's name
• project identification number
• overall project health (red yellow green)
• % complete you expected to be at today (planned completion)
• % complete you are actually at
• number of days behind or ahead against the plan
• number of blocking issues you face
• number of "normal issues" you face

Effective Meetings

QUESTIONS TO ASK BEFORE MEETING:

1. What is the purpose of the meeting?
2. What are the desired outcomes?
3. Is a meeting really necessary to achieve the purpose and outcomes?
4. What alternatives exist to meeting?
5. Who should attend the meeting?
6. What is the chemistry of the invitees?
7. What is the meeting plan?
8. What unexpected issues might arise?