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Fun art project creates interesting user experience using technology ...


Audience from Chris O'Shea on Vimeo.

Reverse Project

Reverse Graffiti Project: "San Francisco's Broadway tunnel walls are caked with dirt, soot, and paint covered graffiti. It set the perfect canvas to create a beautiful work of art ... "

Change Management Situational

Get aligned, find a champion, and leverage the art of change management to your project situation. ...

... "In my experience, successful projects tend to revolve around a certain type of project manager or coordinator. Someone who really knows the organization, is respected, collects chits constantly, listens well, doesn't personalize disagreement, remains flexible, and generally wraps a friendly persona around a persistent pursuit of project objectives. " ...

Via CMS Watch: Change Management Challenges

SkyNet IT Project Ready to Go-Live

Is life imitating art? ...

... "Not only will the UK MoD deploy airborne cyber-gunships remarkably similar to those in the films, the flying robot assassins will be controlled by an IT project named Skynet. " ...

Via The Register: Terminator

Project Management Imperatives: Ten Keys to Success

Someone recently asked me what I felt the critical success factors were for any project (i.e. what were the top "must do's"). Although I can think of many more, here were what I felt were the top ten:

1) Get the roles right. (Insure accountability; use a RACI chart or Responsibility Matrix so roles are clearly defined. Insuring people understand their commitments up front will avoid problems later.)

2) Get the goals right. (Make sure all the key stakeholders agree on the goals. I've seen more projects go wrong for this reason than any other. Time spent here will pay dividends later.)

3) Get the current scope right. (I say "current scope," because change should be expected. Projects by default contain change because they are unique in nature. It's not whether you'll experience change, it's how you analyze the potential impacts and manage the approval of the change that counts. Agreed-upon and approved scope changes are perfectly acceptable, with one caveat: It's often wise to set a limit to the number of times scope can be changed for the current product release, and defer some changes to a subsequent release, else value gets delayed.).

4) Obtain commitment from the business, customers, and other stakeholders as to their part in the success of the project. (Many projects derail because the customer doesn't live up to their side of the bargain, doesn't understand their side of the bargain, or some other necessary constituent isn't cooperating for various reasons. Obtain the right commitment up front, starting with senior management.)

5) Determine the critical success factors and risks. (Critical success factors and risks go hand in hand. Many people ignore this or sweep it under the rug, and accept any related risks as a given. The critical success factors will identify related risks and help set expectations).

6) Set expectations. (This is frequently overlooked and is a key cause of failure. The sponsor, customers, and anyone impacted by the project must be given realistic expectations for what is needed from them, how long the project will take, how much it will cost, what the uncertainty factor is, what the available resources are, and anything else necessary to avoid surprises and/or an under-equipped effort.)

7) Beware of conflicting directives. (I call this the "Robocop Syndrome." In the film, Robocop, the titular robotic policeman goes on full tilt when he encounters directives that conflict with his primary directive. I see this happen often in organizations where a project sponsor demands something that is in conflict with other key stakeholders' wishes and/or top organizational directives. This could be covered under "goals" or "expectations," but it's so important that it warrants its own point. The project manager must head this off at the pass before the project goes down a rat hole it won't recover from.)

8) Plan Collaboratively. (The act of planning is not an isolated exercise. It's a collaborative exercise and should be done with the project core team and subject matter experts via some sort of facilitated brainstorming session---possibly with sticky labels on a wall.)

9) Beware of unilateral and granular "one-size-fits-all" solutions. (This is often ineffective, both as a project management methodology and a process implementation policy. Look at the big picture, and the potential variations. Keeping a framework high-level can allow for greatest flexibility and adaptability. Aim for principles over rules wherever possible. Use rules when safety is involved, regulatory requirements exist, or exact accuracy is needed---per Marcus Buckingham's guidelines from "First Break All the Rules.")

10) Don't let rank set you off course. (Often, a senior manager pulls rank and makes requests that are either detrimental, unwise, or in direct conflict with organizational goals. When this happens, see rules 6 and 7. It is the project manager's responsibility to set the right expectations, warn of potential risks, and head off potential conflicting directives at the pass.)

There it is. My list of "must do's." Project management isn't rocket science. In fact it's not a science at all. It's more of an art. Hopefully, the guidelines above can serve as a useful palette.

Innovation: Necessary But Not Sufficient

Recent research illustrates that companies expect their growth to be enabled through innovation, however they see significant room for improvement in their innovation process. To address their shortcomings, the survey results show a strong investment in external spending on the front-end of innovation, including customer and market insights. Survey provides additional findings for improving innovation. ...

... "Furthermore, 50% of the companies reported that 10% to 25% of their revenues over the next 3 years would be driven by products and services that will be developed over the next 12 months. Less than 5% of these companies believe they have a highly effective innovation process and only a small number are using state of the art approaches to innovation like open networks and innovation based metrics." ...

Via ArchStone Consulting: Survey Reveals 50% of Companies Dissatisfied with Return on Innovation Investment (PDF) ...

Einstein Project Management Tip #8: Think Simple

This is the last of our month long series on project management lessons from Albert Einstein. A summary will follow.

Einstein once said:

"Any fool can make things bigger, more complex, and more violent. It takes a touch of genius---and a lot of courage---to move in the opposite direction."

This applies not only to our project plans, but to our communications, our dealings with stakeholders, the products we develop, our designs, and pretty much anything we do.

BUT... Einstein also cautioned, "Everything should be made as simple as possible, but not simpler."

In our efforts to keep things simple, let's not forget that they also need to be clear and effective. The art is in finding the right balance.

Communication: Decipher the Message ...

Interesting art form will highlight the coded nature of communication ...

... "Intended as a meditation on the coded nature of communication, Semaphore's illuminated disks can each assume four distinct positions: vertical, horizontal, and left and right-leaning diagonal. With four wheels and four positions each, Semaphore has a vocabulary of 256 possible combinations, creating a way of communicating its encrypted message, known only to the artist and those involved with the installation. Cracking Semaphore's coded message will be posed as a challenge for the public. Challenge details will be posted online after the project is unveiled. " ...

Communication: Decipher the Message: Via Adobe: Adobe Unveils Major New Public Art Commission, San Jose Semaphore ...

Strategic Value: Measuring the Human Resource Function ...

Craig Schneider, CFO Mag, explores the tactics needed to create differentiation in the human resource function. Metrics are needed to establish a foundation of value. Partnering with the finance function is seen as a way to accelerate the measurement initiative. A quantitative approach should be balanced with the art of "resources human", since people and talent should not always be boiled down to a number. ...

... "The human-resources department is in survival mode. As outsourcing the function becomes a more-prevalent option for companies, HR managers know that if they are going to endure, they have to deliver strategic value, and that value has to be measurable. " ...

Strategic Value: Measuring the Human Resource Function: The New Human-Capital Metrics: Via CFO

Globalization of Research and Development: EMC China Center ...

EMC Corporation will open its first China-based research and development facility next month, which is a a state-of-the-art software development center in Shanghai. It will play a strong role in the localization of EMC products for Asian markets. This center is a component of EMC's five-year China investment strategy. ...

... "The new center is part of EMC's global research and development investment, which is expected to be more than $1.2 billion in 2006. In China, EMC has established a comprehensive China Solutions Center network, deepened its relationships with key Chinese customers, created partnerships with software and systems integration solution providers, opened training centers to certify networked storage specialists, and made significant contributions to the academic community in China. " ...

Globalization of Research and Development: EMC China Center: Via EMC: EMC to Open Software Development Center in China

10 Deadly Sins of Software Estimation

Steve McConnell, author, pioneer in the Rapid Development movement, and founder of Construx, a software consulting firm, has done it again.

His latest book, Software Estimation: Demystifying the Black Art, is aptly titled. Poor estimation (whether due to oversight or pressure from management) is one of the leading causes of project failure. McConnell has created a comprehensive, but easy to understand, software estimation "bible."

Of particular note is his "Cone of Uncertainty" diagram, which illustrates in a simple graphic the importance of catching defects proactively, and planning and analyzing risk continuously throughout a project (something I've always touted, and suggest in my own book).

Below is his insightful (and right on the money) presentation on the "10 Deadly Sins of Software Estimation" (in PDF format) ...

Link

Project Manager Development: Negotiation Skills to Build Bridges ...

Upcoming PMI training event focuses on building bridges through the art of negotiation ...

... "April 20-21: The Northeast Wisconsin Chapter of the Project Management Institute will hold its second annual professional development days at Liberty Hall, 800 Eisenhower Drive, Kimberly. The first day will include two tracks of short project management programs for anyone interested in the field. The second day will feature a full-day seminar from Dr. Becky Stewart-Gross on Mutual Gain Negotiations. " ...

Project Manager Development: Negotiation Skills to Build Bridges: Via Appleton Post-Crescent: Business planner ...

Building Bridges: "Dr. Becky Stewart-Gross founded Building Bridges: Your Bridge to Better Communication in 1987 ... "

Project Risk Control vs Innovation

Winston Churchill once said, "The optimist sees opportunity in every danger; the pessimist sees danger in every opportunity."

As project managers, we are taught to focus on reducing or avoiding risk, but all too often we forget that a good risk management plan should include opportunities as well. Sometimes those opportunities will carry additional risks, but if the benefits are worth it, we need to exploit those opportunities. Certainly we can---and should---try to mitigate the risks, but the point is that in focusing on the dangers, let's not overlook the opportunities.

When framing a project, it's important to see for ourselves what the customer's situation is, and get engaged an an "opportunity assessment." As Tom Kelley of IDEO pointed out in The Ten Faces of Innovation, Henry Ford said that if he'd merely asked customers what they wanted, they would have said a faster horse.

Of course, not every opportunity will make it into the scope of the initial project, but at least there can be a plan to exploit it.

So, using Winston Churchill's axiom, should project managers be optimists or pessimists? I'd venture to say we need to be a little of both, and the right balance is the art of project management. For more on how innovation and project management can and should coexist, stay tuned for my upcoming post on the relevance of Tom Kelley's book to project managers.

Integrity is Job One

Integrity not only means that your actions are aligned with your words, it also implies that both are ethically bound. Most importantly, it implies 360-degree accountability, meaning that you are accountable above, below, and sideways, in the organization.

That's not to say you can't make a final decision (and indeed you must), but you need to observe, listen, and consider all angles and impacts before making what you feel is the right decision for the organization. And, for real success, you need to do it quickly. This is done easier in an environment of decentralized-decision making, operating under a set of basic guidelines and high level objectives.

When operating in a more autocratic environment, it can be challenging, especially if the orders conflict with your better instinct.

Here's a great quote I came across in a Tom Peters presentation. The quote comes from Colonel John Boyd, the legendary fighter pilot who founded the concept of OODA loops (Observe, Orient, Decide, and Act), which also helped organizations like Toyota become so successful.

“If your boss demands loyalty, give him integrity. But if he demands integrity, give him loyalty.”

-- BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

This is a motto we should all carry with us.

For Project Management State of the Art, Attend the PMI Research Conference 2006

At PMThink, we're committed to researching the latest methods in project management, portfolio management, and governance.

Whether it's Agile Scrum methods, more focus on conceptual phases, or the latest innovations in organizational leadership, we're always looking for new and better ways to manage projects.

One good way to find out the latest and greatest in the field is to attend the PMI Research Conference 2006, which will be held at the Centre Mont-Royal in Montreal on 16-19 July 2006. Between the speakers and the attendees, it should be quite informative. Registration begins March 1st.

Here's the info...

Research Conference 2006

Agile Scrum Project Management; Applicable to All Projects?

I just finished reading Agile Project Management with Scrum, by Ken Schwaber, and the case is most compelling.

As we've posted here, Scrum is all about daily communication and short 30-day iterations focused on business value. No doubt it's a change from traditional project management, but it takes a sensible, pragmatic approach. As the author points out, Scrum is about "the art of the possible" and especially shines when dealing with complex initiatives (which most IT projects are).

While the book is geared toward software development projects, I found myself asking if this approach would apply to other projects, such as implementing packaged software, or even non-IT projects. I think the answer is a definite "yes." However, the first round may take longer than 30 days, depending on the complexity of the configuration and a hundred other variables.

Suffice it to say that time-boxed iterations focused on delivering some level of pre-defined business value at each iteration is the right way to go for most projects, and certainly most IT projects. Phased deliverables offer earlier payback, quick wins, and allow the flexibility of changing course in future iterations. That sounds like a win-win to me!

Agile Scrum: Game Software Development ...

In this interview, Clinton Keith, CTO High Moon Studios, discusses Scrum, which is being adopted for game development. ...

... "Agile Methodology is an approach to making products that is different from the typical development approach, which involves writing large documents, implementing features and putting it all together at the end of the development cycle. ... Scrum is just one of the four major Agile methods that are out there. " ...

Agile Scrum: Game Software Development: Via GameDAILY Biz: The news source for video game industry professionals

Via Vivendi Universal Games: VIVENDI UNIVERSAL GAMES ACQUIRES HIGH MOON STUDIOS: "Over the past year, High Moon earned numerous accolades for its development accomplishments. In December, High Moon was named among the Top 50 Technology Innovators of 2005 by IT Week for applying Agile Methodology to its development of next-generation games. The studio's adoption of the innovative R&D method also earned it a 2005 Workplace Excellence Award from the San Diego chapter of the Society for Human Resource Management. High Moon's critically acclaimed first-person shooter Darkwatch has been recognized with several art and animation awards, including five Davey Awards, two Aurora Awards and a Telly. "

Project Management and Art; Not so Different

Many people are suprised to hear that I was an art major in college and ended up in the IT and project management fields. But art, writing, music, computer programming, and project management have some surprising similarities.

In all cases, you typically begin with an overall structure, and then fill in details as you progress. They all require organization and planning (with the exception of some modern abstract art, but even that is often planned out). And they all involve creating something that must be accessible to people, whether it's a piece of art, a song, a software program, a project's product, or any type of communication.

Yes, planning, structure, and human interface are key to art, writing, music, computer programming, and project management, so it's not unusual to find someone adept on one area to naturally do well in the others.

When is SAP Project Complete?

Recent, Dupont announcements show that, even though an SAP project go-live is complete and stabilized, business value must be driven through follow-on projects, using methods such as Six Sigma and lean supply chain techniques. ...

When is SAP Project Complete?: Via DuPont.com: DuPont Announces Actions To Increase Shareholder Value ...

... "DuPont will accelerate work already underway to standardize and simplify its operating processes and will reduce its functional support costs to externally-benchmarked top-quartile standards. This work will make full utilization of the investment in new state-of-the-art information technology for business and financial systems (SAP) implemented over the past five years. Building on its well-established Six Sigma base, the focus will include lean global supply chain practices to strengthen service, reduce costs and reduce inventory. " ...

Project Management Marketing; An Underappreciated Art

Think project management has nothing to do with marketing? Think again. Whether we realize it or not, we're marketing our projects every day, whether it's marketing to customers, management, stakeholders, our team, or anyone else that stands to win or lose as a a result of our project.

And, since project management is a service, we need to turn to service marketing as an area of specialty. The best book I've seen on service marketing--bar none--is Harry Beckwith's Selling the Invisible.

Polley Associates, a real estate company, offers some excepts from the book on their website (as do dozens of other companies).

Below is the link to Beckwith's site. The book is available on Amazon.com and wherever books are sold.

Harry Beckwith - Marketing and Advertising - Author of Selling the Invisible

IT Risk Management: Disaster Recovery Planning: Forward Placement

IT Risk Management: Disaster Recovery Planning: Forward Placement: Via Data Foundry: Garden Ridge Selects Data Foundry For Disaster Recovery Services ...

Excellent point on risk management in IT when planning for disaster recovery, consider forward placement to avoid collateral impacts on the secondary site ...

... "Bob Janusaitis (CBCP, CISA, CISM), a 25-year veteran in IT disaster recovery planning and CEO of Business911 International, Inc. specializing in IT Governance and Risk Management, stated, It's been my experience that too many companies overlook all the risks associated with implementing a disaster recovery plan that calls for the secondary site to be located in the same city as their primary site. The risks of implementing this strategy range from shared city power grids, inability to traverse local streets, over subscription to the local facility, and the affect on human capital that supports the secondary site in a true disaster scenario. I encourage a forward placement philosophy which calls for getting people and data out of harms way if at all possible. This means putting distance between the disaster event and your secondary site. " ...

Data Foundry is a pioneer in the business ISP industry and Data Center Services market. Founded in 1994 – profitable then and still profitable today – Data Foundry supports over 1,000 corporate customers with unparalleled Managed Internet, Enterprise Data Center, Colocation and Disaster Recovery services. As a Texas-based Global Managed Services provider, the company maintains a secure, scalable, redundant and highly available network infrastructure, with geographically dispersed Internet Data Centers and state-of-the-art operations.

Business911 International provides comprehensive enterprise-wide expert guidance on IT Governance and Information Technology Risk Management. Business911 International certified consultants have decades of experience assisting some of the world’s largest organizations.

Avoid Project Failure (look for clues)

Using a “Top Ten” list as a framework, this article highlights 10 statements that suggest a project is in trouble. Have you ever heard one of the following:

• “This project is too important to fail.”
• “This is going to be a real stretch and lots of long hours over the next year, but if we work hard enough we might pull it off.”
• “We’ve really been in a crunch till now, but I think this new [tool, method, person] will get
  us caught up.”

For the 7 others and some alternatives and remedies for each, download the full article at StickyMinds.com : Article info : Avoiding Project Failure

Art of Project Management: Soft Skills ...

Art of Project Management: Soft Skills: Via Computerworld Singapore - The consultant is in

Ken Ko writes about the art of project management and the "soft skills" needed in the repertoire of the successful project manager ...

... "Beneath all project methodology, certain attitudes and personality traits come into play. Without awareness of them, anyone leading or managing a project is at a serious disadvantage. " ...

Project Management Professional Development Days ...

Project Management Professional Development Days: Via Kansas City Star: BUSINESS CALENDAR ...

... "PROJECT MANAGEMENT PROFESSIONAL DEVELOPMENT DAYS: The Art & Science of Project Management. KC Mid-America Chapter of PMI hosts. Registration 7:30 a.m., conference 8:30 a.m.-5 p.m., Sept. 19-20, Overland Park Convention Center, 6000 College. " ...

Hit Project Barriers: Think Productively Like Genius

Hit Project Barriers: Think Productively Like Genius: Via Creativity Portal: Leonardo da Vinci: Qualities of a Genius and How to Think Productively

Runel Soria provides insights on creative thinking emulating the genius mind. Helpful tips for project managers when project teams hit the wall and need creative solutions to problems ...

... "eight strategies encourage you to think productively, rather than reproductively, in order to arrive at solutions to problems. These strategies are common to the thinking styles of creative geniuses in science, art, and industry throughout history. " ...

Software Projects: Dealing With Estimation Bias

Software Projects: Dealing With Estimation Bias: Via STSC CrossTalk: Reducing Bias in Software Project Estimates ...

David Peeters and George Dewey write about the challenges associated with bias in the software project estimation process. Risks associated with variability in estimation quality can be confronted with worst-case scenarios, clarifying assumptions, being consistently realistic across team estimates, and soliciting estimate insights from stakeholders ...

... "In spite of impressive advances in processes and tools, software project estimating remains more of an art than a science. Software projects continue to finish behind schedule and over budget, if they finish at all. According to a recent study, only 37 percent of software projects are completed on time and only 42 percent are completed within budget. " ...

Tag: Project Management

Art of Project Management Webcast ...

Art of Project Management Webcast: Via Berkun blog: Mark the date: Free webcast on the art of project management

... "Dr. Dobbs Journal Magazine will be broadcasting a live netcast on the art of project management. Date: Wednesday, August 31, 2005, Time: 11:00 AM PT / 1:00 PM CT / 2:00 PM ET, Duration: 60 minutes. " ...