Posted by maria bodkin on Nov 19, 2014 in blog
Why, you ask? Well there are lots of reasons and this blog’s aim is to educate businesses on the practical reasons as well as the strategic need to adopt HTML5. If you are an IT savvy person and know all about HTML5, then this blog is just a waste of your precious time. On the other hand, if you are a business owner this blog could be of great value to you. I’ll start with a primer for you non-techies. What is HTML5? HTML5 is the updated version of the code (computer language) used in creating websites. This updated version is browser-based. HTML5 it can make your website’s content much more interactive and accessible. Said differently, HTML5 is the next version of HTML web design language and it comes with numerous related advances in web technology. What is a Browser? A browser is a program with a graphical user interface/the presentation mode, for displaying website content. Google Chrome, Firefox, and Internet Explorer are the most widely used browsers today. From a business perspective, there are many valuable features. HTML5 is being designed to integrate multimedia, e.g., videos, images, graphics, to have app-like usability, to be mobile friendly and to enable dynamic content. HTML5 has been around for several years now, but it’s finally approaching the point where the standards are all agreed and finalized. It’s been about 3 years since web developers and designers were given the all clear to start using HTML5 on their websites and web-apps. The W3C has revised its Recommendation Plan for HTML 5.0 in the fourth quarter of 2014 and an HTML 5.1 for the fourth quarter of 2016. So, now is the time if you want to optimize the benefits and minimize the risks in adopting HTML5. At the end of 2016, in a new release, HTML5.1 will implement more features and those features that are considered unstable in HTML5 will be corrected. It is assumed that new releases of HTML5 will be introduced every 2 years according to W3C’s cycle trends. (W3C is the World Wide Web Consortium, the main international standards organization for the World Wide Web.) Features of HTML5 from a business perspective Browser Compatibility A browser is a program used to navigate the World Wide Web, e.g., Google Chrome, Internet Explorer. HTML5 is compatible with most or all browsers whereas we web developers have to account for each browser’s differences when we develop and especially test websites. There is a good possibility that your HTML4 site may loose support on certain browsers. But the developers of HTML5 are doing their best to ensure browsers can handle HTML4. Nonetheless when your potential customer visits your website and then your HTML5-competitor’s site chances are they’ll get frustrated and buy from your competitor. Because the competitors website will be richer in content, usability and visuals. And because of this your competitors will increase their market share, which will enable them to...
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Posted by maria bodkin on Nov 8, 2014 in blog
Non-Value added time and delays to the project result if dependencies are not managed I’ve often seen contractors and sub-contractors begin design and development for their piece of a project only to find they have to revisit both due to other dependent items that must be completed prior to the contractor’s design and development effort. Even if no technical dependencies are established, the testers cannot start testing until other pieces of the code are completed. This results in either unnecessary time spent (=$) by the contractor or added costs to the client, not to mention delays to the project. We Project Managers must be able to plan for and manage the dependencies among tasks in the network diagram when scheduling. A dependency is a link amongst a project’s activities or tasks. The greater the project complexity requires further dependency planning. There are four relationship types of project planning dependencies in three categories. The relationships between dependencies are Finish to Start, Finish to Finish, Start to Start and the least used one Start to Finish. In keeping with the spirit in this blog series, that is, minimizing project failure risks, a key tip in getting your projects in on time is learning how to break-down dependencies. Dependencies in a project happen when at least two tasks or activities depend on each other. The most common type of dependency is a “ Finish to Start” (F2S) dependency. This means the first task must finish before the second task can start. For example, if you’re building system feature, you cannot test the feature before it’s developed. The problem with dependencies is that they force a constraint on the project’s schedule. If you have two different tasks or activities that both take a day to complete, with the right resources you should be able to get both done in a day. But, if there is a F2S dependency on the activities, then your group of activities is forced to take two days. It’s for this reason that when I begin a project, given I have the optimum number of skilled resources (yeah…right!), I like to break the dependencies down as much as possible. There are a few tips at the end of this blog concerning the use of dependencies to minimize risk on a project. A clear understanding of the four network diagram relationships is necessary before we begin to offer strategies on managing those dependencies. That said, here’s a brief lesson on the four types of network diagram relationships (in order of frequency of use): 1. Finish to Start (FS) F2S = Task B can’t start before Task A is finished New system requirements must be completed before designing the new system 2. Finish to Finish (FF) F2F = B can’t finish before A is finished The design for order cancellation (B) cannot finish before the design of order entry (A) 3....
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Posted by maria bodkin on Jul 12, 2014 in blog
Having part-time resources on the project may be the riskiest issue In hindsight, this may be the riskiest issue even on straightforward projects. Nonetheless, in reality, part-time project members are quite common. This is when a team member has other work responsibilities, typically in the functional area of the project. These resources can dedicate only agreed time to your project. This in itself is not an issue. It is when the person does not report directly to you but also to a functional manager in their department that causes the project risk. Don’t get me wrong. I absolutely sympathize with part-time project team members. The problem is not the part-time team member, it’s the part-time assignment that increases project risk. The part-timer is trying to keep everyone happy and is constantly juggling the demands of both roles. As the project manager, you must work with both the functional manager and part-time team member to prevent added risk. An agreement can be instituted before the part-time team member begins its work. Written Agreement Forget about being uncomfortable with an agreement. If your culture allows for it, you might wish to get a commitment in writing from both the functional manager and part-time team member. There is no guarantee that the part-time resource will not get pulled away from your project to complete functional work. Nonetheless, a signed written agreement minimizes the risk. You, the project manager can use this agreement if it becomes necessary. Communication When a part-time team member is doing their “normal” job the full-time team members are solving problems, exchanging information and making decisions. It behooves the project as a whole to have a communication plan for the whole project team. Larger projects may use a push method of communication with an intranet, smaller projects should keep an up-to-date status and issue reports to bring the part-timer up to speed. Clear Expectations Let’s break up this blog with a bit of humor. Here’s a scene from Office Space. If you have ever worked in an office this is a must see... Ok, now that we’ve gotten that out of our system….Many times part-time project resources spend their time on work that is straightforward and unambiguous. The project manager must create a clear-cut set of responsibilities and expectations. The greater detail, the better to enforce productivity in the part-timer. Team Building A prerequisite for managing a part-time team member is to create a cohesive and content project team. Project Managers must facilitate the part-timer’s fit-on on the team. Nurture relationships to ensure the success of the part-timer’s fit on the team. A prerequisite for managing a part-time team member is to create a cohesive and content project team. Project Managers must facilitate the part-timer’s fit-on on the team. Nurture relationships to ensure the success of the part-timer’s fit on the team. In a perfect world, you will have enough full-time resources...
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Posted by maria bodkin on May 16, 2014 in blog
If the project manager is responsible for delivering the project, it behooves them to review all documentation. The Project Charter and other project documentation are sometimes completed before a project manager is assigned. If the project manager is responsible for delivering the project, it behooves them to review the business case, charter, etc., thoroughly, validate assumptions, and identify any gaps or areas that needs more detail. This is the time those hard communications are needed. The project manager should ensure that all of the questions are fully answered before the project is officially kicked-off. After deadlines, requirements, and budgets are set, expectations are much more difficult to change and the project manager is setup for failure. PMBOK suggests a project manager be assigned before the project is authorized. Let’s quote the boss (PMI): “A project manager is identified and assigned as early in the project as is feasible, preferably while the project charter is being developed and always prior to the start of planning. It is recommended that the project manager participate in the development of the project charter, as the project charter provides the project manager with the authority to apply resources to project activities.” Well said, PMI! In my experience I have been assigned or initially involved in a project before the charter is completed, approved, and issued. Have you had a different experience? Why did this vary from the above norm? How should a project begin? Hopefully you were not given project details when you were assigned to the project. The project manager must define the project in his or her own terms. Nonetheless you absolutely need to start developing your own understanding of the project goals, objective and deliverables. I would begin a project by asking the executive sponsor why we are doing this project. Subsequently determine who the project stakeholders are and solicit their opinion of why the project is being established. By getting their perspective the project manager can begin to write a draft of the project objectives. Determine the type of resources needed on the project Only the type of resources needed on the core project and the functional teams. Now that you have a clear understanding of the project objectives, you must communicate this “vision” to the functional managers. They must understand the project before they provide resources to the project. Depending upon the project manager’s organization (consultant or employee) the core project team is established. The initiation stage should first focus on SMARTizing the objectives. SMART is a mnemonic giving criteria to guide in the setting of objectives. The letters broadly conform to the words specific, measurable, attainable, relevant and time-bound. Now we can create the Project Charter. For more information on SMART objectives, please refer to Issue 5 in this blog series. It is critical every project team member understands their role as well as the project vision By the...
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Posted by maria bodkin on Mar 23, 2014 in blog
The best project managers are those who consistently deliver, on time and within budget, projects that meet or exceed stakeholders’ expectations This is no surprise. This, of course is a given and doing so is merely meeting expectations. If you want a Super Project Manager that can exceed expectations, you will have a number of attributes listed here. Nonetheless these characteristics do not help you choose the right project manager but rather guide you through the process. In my humble opinion the top skill for a project manager is effective communication. Communication What is effective communication for a PM? Successful project managers effectively use e-mail, meetings and status reports to communicate their ideas, get decisions made and resolve problems. They also understand that they need to discuss their project in the context of whatever is most important to their audience. Communication skills are an essential competence required in almost all jobs today. The project manager should be able to demonstrate that they have the experience to communicate clearly whether speaking or writing. When interviewing PMs to determine if they have effective communication skills it’s essential to ask for specific stories in their work history of how they interacted and influenced others. A common job interview mistake is to think that how you communicate in the interview itself will be enough to demonstrate your ability to communicate. It isn’t! The candidate should draw on their work experiences and come up with at least two examples contrasting to show the depth of their communication skills. Again, simply telling you what mediums they use to communicate will not suffice. Without asking directly they must show how they interacted and influenced others during critical times on a project. It should also go without saying that all answers should follow the STAR method. I suggest cutting the interview short if the candidate does not follow this method. The STAR system is a highly recommended as a way of responding to structured interview questions common in competency based interviews. Describe the Situation you were in Outline the Task that was involved Describe the Action you took (remember to use ‘I did this’ rather than ‘we’) Explain the Result Leadership Since many project team members don’t usually report directly to the project manager, the project manager has to find ways to motivate team members over whom they have no direct influence and who can make or break a project. Project managers also need to be able to inspire the confidence of stakeholders and sponsors in the event the budget or timeline needs to be renegotiated or additional resources are needed to complete the project. Asking for experiences in how the candidate encouraged and motivated the team are clear examples of leadership Here a few high impact leadership-related questions. Again, notice if the candidate provides an example of project management history in a structured manner. Tell me...
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Posted by maria bodkin on Jan 13, 2014 in blog
Bridging the gap between IT and business will solve many of the problems on IT Projects Technology team members should not work in isolation. Remember, the IT solution is owned by the business in which it benefits. According to the Project Management Institute there are several reasons to initiate a project: Market Demand Business Need Customer Request Technological Advance Legal Requirement Social Need For each of the above reasons to initiate a project, all serve to benefit business. Even a Technological Advance benefits at least one businesses in the organization. So, doesn’t it make sense that the business need be front and center in the project objectives? For many seasoned Project Managers this is a no-brainer. Nonetheless may terrific software developers get promoted to Project Manager and focus on the technical rather than the business needs. Starting a project without clear objectives, and a prepared plan of action immediately sets the project up for failure We create the project objectives when we create the Project Charter. Your business suffers when you try to implement a plan without clarity and forethought. You can define the scope of the technical and organizational components of the project, how many resources you’re willing to allocate to the entire project, establish clear deadlines and the expected results. While one cannot predict the final outcome of the project, certain measures can be implemented against stating project objectives in technical rather business needs and of course the ultimate risk of project failure. There are several ways to write project objectives to minimize the risk of project failure. As a matter of fact this blog’s purpose is to provide best practices, in creating project objectives to minimize this dreadful risk. Here are five practices in creating effective project objectives based on the needs of the business: 1) Align Project Objectives with Business Unit and Corporate Objectives It’s important to initiate projects with objectives that align with the organization’s business objectives. Projects can help you establish your place in the market, increase business, or improve your business reputation. Even with a project plan in place, there are various reasons that can contribute to your project failing to meet your business objectives. Careful planning can help avoid these pitfalls. Companies develop their business objectives based on the goals they set forth for the quarter or year. A best practice is for the business units to align their objectives with that of the business as a whole. If objectives are unclear, it could leave a business to initiate projects that don’t accomplish the company’s objectives. Objective alignment is a powerful project management technique that not only validates the reason for the project but also demonstrates to the team their ongoing value to the business and organization. When you engage project teams with their work through objective alignment, they become committed to the project and achieve higher levels of individual performance....
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