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Posts Tagged ‘Project’

Mike Shipluski

 

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Source: shipluski.com

 

 

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you getting monkeys is not just with hires. Goes for vendors, contractors, third parties…

This is for the managers and executives priding on their ability to squeeze every freebie, concession and discount out of their beleaguered vendors.

Here we go:

The  headman from the painting cum landscaping company  was speaking with the hard-driving customer about the job awarded to them.

Laying-Turf  jokesoftheday.net

In the first room, she said she would like a pale blue. The contractor wrote this down and went to the window, opened it, and yelled out “GREEN SIDE UP!”

In the second room, she told the painter she would like it painted in a soft yellow. He wrote this on his pad, walked to the window, opened it, and yelled “GREEN SIDE UP!”

The lady was somewhat curious but she said nothing. In the third room, she said she would like it painted a warm rose color. The painter wrote this down, walked to the window, opened it and yelled “GREEN SIDE UP!”

The perplexed lady then asked him, “Here I’m telling you what to do and you keep yelling ‘green side up’?”

“I’m sorry,” came the reply. “them…are laying sod in the front and around.”

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Source: Adapted from jokesoftheday.net

 

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 WBS

Any organization, mature or not, from time to time gets into initiatives.

These initiatives focus efforts often for short duration for quick results and some run over longer timeframes. Their impact, by no means, light.

Examples:

Reduce incidences of sudden leaves of absence of its employees.

Improve employee engagement in terms of contributing case-studies.

Manage a project escalation to satisfactory closure.

Implement a risk assessment model in projects.

Etc. etc.

Unfortunately it is also true many initiatives peter out without delivering results for various reasons becoming the staple for humor in office corridors and canteen. No dirt attaches to anyone.

Even a cusrsory examination of these initiatives shows they exhibit certain common characteristics:

– An initiative is expected to deliver intended results

– The timeframe for achieving the results is also constrained.

– There is a team of resources to roll out the initiative.

– Importantly, not by magic, there is a set of tasks that need to be done to reach there.

If this is not like a project, what else is it?

A project view of the initiative immediately gains the established rigor of planning and monitoring. Additionally it demands the commitment of various stakeholders towards their roles at every step. Any non-performance is easily visible thru the monitoring process.

Why not give it a try when you kick off your next initiative?

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I’ve reblogged here for a reason a post from my other light-reading blog at http://ksriranga.wordpress.com/2014/01/31/how-to-hit-the-bulls-eye-every-time/ for your perusal.

Will catch up with you on the other side.

Begin Post:

How To Hit The Bull’s Eye Every Time?

The myth of 10,000 hours needed to become an ace at anything is busted. Read on to find out how.

Archery_-_Target_Cartoon

One morning a Duke was riding inside the woods together with his men-at-arms and servants when he caught the sight of the usual target of concentric circles painted on a tree trunk and smack inside the center of each was a bolt.

Some distance away, he came up on another tree that too had the target and the arrow in bull’s eye.

He found more trees of the same kind.

“Who is this amazingly skilled bowman?” wondered the Duke. “Fetch him wherever he is. I have to meet him!”

When his retinue looked around they found a young boyish looking man with a bow and bolts. They produced him before the Duke.

“Lad, fear not. Who is the great bowman that had hit the bull’s eye every time? Do you know him?”

The young man shook his head to say he did know who did it.

“Is it your father?”

He shook his head again this time to say it wasn’t him.

“The teacher from whom you’re perhaps training?”

It wasn’t him either.

The Duke persisted with his query.

Finally the young man mumbled it was him that shot the bolts plumb inside the middle of every last one of targets.

The Duke laughed aloud: “I know – you didn’t essentially stroll up to the targets and sledge the shafts into the middle, did you?”

“No, my master. I shot them from 100 paces. I swear it by all that I hold holy.”

“That is really astounding, you’re the best archer I’ve ever seen. I herewith appoint you as a trainer to my archers.”

The young man thanked the Duke profusely.

“I still have a question to ask of you. How did you get to be so good hitting the bull’s eye every time? Did you spend all day practicing? If you’re so good, your teacher must be a wizard. Take us to him, will you?”

Archery

“No, No. It is like this. I stand upright, take a careful aim, hold my breath, see it with one eye and shoot the arrow at the tree.”

“Well, that’s what we all do too.”

“And then draw the target circles around where the bolt went into the tree.”

End Post .

Well, jest aside, it is the same thing with some projects. Result is what happens.

Result is not what is committed to the management or to the customer. And usually there are enough good reasons to explain why it happened. Such as extraneous environmental factors like weather or political sensitivity like a civic disturbance. Such as a customer deliberately or otherwise taking advantage of a poorly worded contract to expand the scope or demand services beyond originally envisaged. Etc. Etc.

The project manager is expected to foresee at least some of these risks and plan out mitigation strategies. If it is not done so or if the mitigation strategies are not effective, it is strongly advisable for the project manager to stop the continuing week-after-week agony, step back, rethink and re-plan with customer’s help.

What one finds, instead, is insufficient thinking and action to contain to whatever extent the impact of such uncontrollable developments. These are protrayed as given and the project lives from week to week.

If the factors are absolutely immitigable, then these must be factored into the contract and the original plan. Example: doing field survey in monsoon or severe winter. Though uncommon, I’ve seen projects executed in a start – stop mode these factors permitting. Another interesting example is where a more fundamental change in approach was needed as a solution to insurmountable problems – given the difficulties in freezing requirements with users in advance despite best efforts, the very methodology of developing software has undergone a transformation now using agile methods for success.

Barring those outliers (usually the R & D kind), can project outcomes also be as certain as taxes and death? We may not be there yet, but it certainly helps a long way if project management does not let reasons override results.

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duckhunter j4p4n

A Group Project Manager, HR Manager, Manager (Legal) went duck shooting with a trailing Project Manager .

A duck flew over, and the Group Project Manager aimed, but didn’t fire.

“Why didn’t you shoot?” asked the HR Manager, deferentially.

“Are you certain it was a duck,” answered the Group Project Manager. “It could have been another bird.”

Another duck flew over. the HR Manager aimed but didn’t fire.

“What now?” asked the Group Project Manager.

“Does the duck actually know it’s a duck?” asked the HR Manager.

Another duck flew over. The Manager (Legal) aimed, but didn’t fire. “This duck, I suspect, is a little larger than the limit stipulated in our permit,” he explained.

Another duck flew over. The {Project Manager pulled the gun out of the Manager(Legal)’s hand and fired.

“Are you sure it was a duck?” asked a slightly crossed Group Project Manager.

“We’ll find that out from our SME(Subject Matter Expert),” said the Project Manager.

On the way back, they met the Accounts Manager. He heard it all.

“You have used a shot one size too large, friend,” he said to the Project Manager.

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Credits: openclipart (j4p4n)

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366881_save_jpg783f717879c56f642fd160c6e20cc26b

While the toilet scene is quite earthly, I think the lesson must be about projects managed on the moon!
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Source: Internet

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Mosquito rewarriner
Customer Service and rightly so has been and continues to be the mantra for organizations. ‘Customer’ for most implies an individual (or an entity) buying products or services and paying for them. What about those ‘pests’ who demand a lot of attention, but never ‘pay’ for what they get? I mean the poor internal customers.

At many places, it is not strongly perceived serving internal customers is a prerequisite for efficiency in their jobs and hence profitable for the organization.

Let me cut the chase and get to an incident shining light on an important aspect of serving internal customers.

This was a periodic review of operations of an organization’s Information Infrastructure Department (IID) providing computing equipment and services to its internal users of an organization. IID had ready data to show its performance with regard to service tickets was well in excess of the promise held out in the SLA’s for internal customers. As it usually happens the internal customers on the other hand did not appear to be a particularly delighted lot. There were no satisfaction surveys in place to get a user perspective on services rendered.

Help_Desk gsagri04
The review did not focus on this aspect as there were other pressing matters…until a project manager brought up his problem.

The project was executed ‘offshore’ for a downtown client. It required the team to log onto client’s system and application to do the job. And the problem was the remote access was not working consistently. The frequent dropping of the VPN connection was hampering team’s productivity and annoying the customer.

The team promptly logged the problem into the Service Tickets System. The IID too promptly attended to these tickets – they tested out, found the link okay and closed the tickets. Their conclusion being ‘no problem with our links, you please check with your customer.’ The naïve project manager took it up only to be pushed back by the customer claiming all was well at his end.

This has been happening for some time. The routine reviews were time-limited and summary based and did not uncover the problem since the tickets were all closed. Finally the project manager could take no more. In sheer exasperation, he brought it up for help.

In the review IID maintained its stand there was no problem at this end.

It took quite an effort to impress on IID the problem needs to be resolved end-to-end for the project manager to execute his project smoothly and there were no other stops on the way.

In such cases it is usually best for IID guy at this end to talk to his counterpart in the customer’s organization and jointly fix the problem. He cannot leave the matter to the poor project manager to resolve.

In this incident however, the problem was resolved finally without involving the customer – it was traced to excessive use of bandwidth during certain times of the day causing the drop outs.

Closing the ticket is not the same as solving the problem.

End

Credits: openclipart (gsagri04 and rewarriner).

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