Hi I realized people may be still looking at this blog. I have moved my entries to my dragonbyte site at:
http://dragonbyte.biz/blog/
Wednesday, October 8, 2014
Friday, January 13, 2012
Consumer Electronics Show Highlights
The Consumer Electronics Show concludes today with awards from CNET, http://www.cnet.com/best-of-ces/?tag=TOCcarouselMain.0
Highlights include the Cell Phone category with the Nokia Lumia 900 as the winner with its 4G Windows Phone. The Makerbot Replicator, a 3D printer won in the Emerging Technology category. The Tablet winner was the ASUS MEM 370T.
The CES website has keynotes and videos: http://www.cesweb.org/
Thanks,
Mike Diaz, PMP
925-575-0125
Highlights include the Cell Phone category with the Nokia Lumia 900 as the winner with its 4G Windows Phone. The Makerbot Replicator, a 3D printer won in the Emerging Technology category. The Tablet winner was the ASUS MEM 370T.
The CES website has keynotes and videos: http://www.cesweb.org/
Thanks,
Mike Diaz, PMP
925-575-0125
Wednesday, May 4, 2011
Stakeholder Discovery – Minimize Surprises!
As many experienced project managers know, identifying, and constantly communicating to all the possible stakeholders can add to the successful implementation of your project. A missing influential stakeholder, can stall or kill a project.
During an exercise of discovery, it is possible to identify additional stakeholders for a project.
Scenario
In the case of an automobile insurance claims management system, obvious stakeholders would be the end claimant , as well as the claims operations team . Other groups or personnel involved would be the Finance department, since checks for auto parts and labor repair would be produced by the Finance system.
The Sales department could also be another stakeholder, for an opportunity to sell additional coverage for frequent claimants. The company’s Marketing department may want to funnel customer information into its Customer Relationship Management system for future client communications.
Process
Conduct a brainstorming session to determine all the possible stakeholders, with the output of a roles and responsibilities document, providing the project manager a list of communication requirements. An example of information in the document is the sponsor of the project may be a vice president, whose updates are required weekly. The actual project team, with deliverables every six to eight weeks, may require daily status meetings.
Communication Channels Formula
There is a formula, provided in the Project Management Body of Knowledge (PMBOK) used to determine the lines of communication required for the number of stakeholders in the project.
N(N-2) / 2
With 10 stakeholders, the formula is 10 (10-2) / 2 which equals 40 communication channels. Compare to three stakeholders, 3(3-2) / 2 equaling 1.5 communication channels.
Communication Technologies
In a scenario with multiple stakeholders, the use of email, could be supplemented with online browser-supported project schedule dashboards, corporate social networking applications, Twitter updates, Texting updates, and of course, using the phone, and face-to-face.
Some people prefer quick text updates to voice conversations, etc. Also the standards of communication must be understood. For example, using Reply All in an email may or may not be fine, or efficient.
Since 90% of the project manager’s job is communication, thorough stakeholder discovery can minimize surprises to the delivery of your project.
During an exercise of discovery, it is possible to identify additional stakeholders for a project.
Scenario
In the case of an automobile insurance claims management system, obvious stakeholders would be the end claimant , as well as the claims operations team . Other groups or personnel involved would be the Finance department, since checks for auto parts and labor repair would be produced by the Finance system.
The Sales department could also be another stakeholder, for an opportunity to sell additional coverage for frequent claimants. The company’s Marketing department may want to funnel customer information into its Customer Relationship Management system for future client communications.
Process
Conduct a brainstorming session to determine all the possible stakeholders, with the output of a roles and responsibilities document, providing the project manager a list of communication requirements. An example of information in the document is the sponsor of the project may be a vice president, whose updates are required weekly. The actual project team, with deliverables every six to eight weeks, may require daily status meetings.
Communication Channels Formula
There is a formula, provided in the Project Management Body of Knowledge (PMBOK) used to determine the lines of communication required for the number of stakeholders in the project.
N(N-2) / 2
With 10 stakeholders, the formula is 10 (10-2) / 2 which equals 40 communication channels. Compare to three stakeholders, 3(3-2) / 2 equaling 1.5 communication channels.
Communication Technologies
In a scenario with multiple stakeholders, the use of email, could be supplemented with online browser-supported project schedule dashboards, corporate social networking applications, Twitter updates, Texting updates, and of course, using the phone, and face-to-face.
Some people prefer quick text updates to voice conversations, etc. Also the standards of communication must be understood. For example, using Reply All in an email may or may not be fine, or efficient.
Since 90% of the project manager’s job is communication, thorough stakeholder discovery can minimize surprises to the delivery of your project.
Monday, April 25, 2011
Project Management: Constraints Management in Planning
In a project, the planning of tasks, with associated estimates, resources, assignments and dependencies, can require a good amount of critical thinking. Introducing constraints adds even more thought, and can increase the maintenance of the project schedule.
There are many types of constraints, with varying degrees of flexibilities. In a project, many tasks can start ASAP (As Soon As Possible). For example, after cement has been poured for the base of a house, and has dried, then the wood framing construction can begin As Soon As Possible.
There may be an instance when, because of timing, tasks may start As Late As Possible. For example, back to the construction of the house, carpet may be installed as Late As Possible because the owner does not want anyone walking on it before the owner actually moves in.
There are other constraints such as Start No Earlier Than (SNET), Finish No Earlier Than (FNET), Start No Later Than (SNLT), and Finish No Later Than (FNLT), Must Start On (MSO), and Must Finish On (MFO). Packages such as Microsoft’s Project, provides these constraints for enhanced flexibility.
Many prefer to minimize the amount of constraints in a project since they require additional attention. Having Task B start As Soon As Possible, following Task A, is visually easy to see. If Task B has a constraint of Start No Earlier Than (SNET), it involves another dimension, time, on top of a dependency, which requires explanation.
Limiting the project schedule to simpler dependencies with as little number of constraints as possible, can make reporting, and managing the project easier for the project manager. With multiple concurrent projects, the discipline of constraints management can save quite a bit of schedule maintenance.
There are many types of constraints, with varying degrees of flexibilities. In a project, many tasks can start ASAP (As Soon As Possible). For example, after cement has been poured for the base of a house, and has dried, then the wood framing construction can begin As Soon As Possible.
There may be an instance when, because of timing, tasks may start As Late As Possible. For example, back to the construction of the house, carpet may be installed as Late As Possible because the owner does not want anyone walking on it before the owner actually moves in.
There are other constraints such as Start No Earlier Than (SNET), Finish No Earlier Than (FNET), Start No Later Than (SNLT), and Finish No Later Than (FNLT), Must Start On (MSO), and Must Finish On (MFO). Packages such as Microsoft’s Project, provides these constraints for enhanced flexibility.
Many prefer to minimize the amount of constraints in a project since they require additional attention. Having Task B start As Soon As Possible, following Task A, is visually easy to see. If Task B has a constraint of Start No Earlier Than (SNET), it involves another dimension, time, on top of a dependency, which requires explanation.
Limiting the project schedule to simpler dependencies with as little number of constraints as possible, can make reporting, and managing the project easier for the project manager. With multiple concurrent projects, the discipline of constraints management can save quite a bit of schedule maintenance.
Wednesday, September 1, 2010
Project Management Best Practices and Sustainability
Advocates of sustainability emphasize re-use whenever possible. In project management, establishing the repeatable technology and processes for the nine knowledge areas of the PMBOK can significantly reduce the "effort" in the execution of multiple projects.
The idea of best practices, in any industry, can enable efficiency and re-use. Developers have understood the concept for decades, employing code and object re-use in their programs.
The added advantage of a good best practice is in its simplicity and possible viral nature. If someone shows you the most efficient way to sew a stitch, throw a baseball, or change brakes on a car, you may be likely to repeat the best practice to others, in effect adding to its sustainability.
Youtube has become a leader in sustainability, with videos provided by the internet community and has a number of project management best practice videos. Viewers save time and cost in the execution of their project by spending upfront viewing time. Video on Time/Cost/Scope Triple Constraint: http://www.youtube.com/watch?v=4EDG6rEidRc.
These are the nine knowledge areas: Scope Management, Time Management, Cost Management, Communications Management, Quality Management, Human Resources Management, Risk Management Management, Integration Management, Procurement Management.
An organization's Communications Management plan my include the standards of Email, Instant Messaging, Voice/Video Conferencing, Texting, Facebook (or internal equivalent), Twitter (or internal equivalent), weekly status reports, agendas, and face to face meetings. When the infrastructure and processes are established, it can be sustainable with minor support.
During the Initial, and Planning stages, part of the Communications plan may include just some Communications components, such as email, and document sharing.
During the Excecution phase, other components would be introduced such as an Intranet website for reporting. In the Control phase, an established Change Management package, would be another communication vehicle, which also includes the Scope, and Integration knowledge areas.
Project management best practices can be a Key Success Factor (KSF). The constant dependable application of PM best practices can be a differentiator and contribute to sustainability.
A martial artist can think, "Why wouldn't I want to know the best way to break a one-inch board?"
Why wouldn't I, as a delivery-minded Project Manager, want to know the BEST way to add VALUE to my customer(s).
Mike Diaz, PMP
925-575-0125
email: mdiaz@dragonbyte.biz
The idea of best practices, in any industry, can enable efficiency and re-use. Developers have understood the concept for decades, employing code and object re-use in their programs.
The added advantage of a good best practice is in its simplicity and possible viral nature. If someone shows you the most efficient way to sew a stitch, throw a baseball, or change brakes on a car, you may be likely to repeat the best practice to others, in effect adding to its sustainability.
Youtube has become a leader in sustainability, with videos provided by the internet community and has a number of project management best practice videos. Viewers save time and cost in the execution of their project by spending upfront viewing time. Video on Time/Cost/Scope Triple Constraint: http://www.youtube.com/watch?v=4EDG6rEidRc.
These are the nine knowledge areas: Scope Management, Time Management, Cost Management, Communications Management, Quality Management, Human Resources Management, Risk Management Management, Integration Management, Procurement Management.
An organization's Communications Management plan my include the standards of Email, Instant Messaging, Voice/Video Conferencing, Texting, Facebook (or internal equivalent), Twitter (or internal equivalent), weekly status reports, agendas, and face to face meetings. When the infrastructure and processes are established, it can be sustainable with minor support.
During the Initial, and Planning stages, part of the Communications plan may include just some Communications components, such as email, and document sharing.
During the Excecution phase, other components would be introduced such as an Intranet website for reporting. In the Control phase, an established Change Management package, would be another communication vehicle, which also includes the Scope, and Integration knowledge areas.
Project management best practices can be a Key Success Factor (KSF). The constant dependable application of PM best practices can be a differentiator and contribute to sustainability.
A martial artist can think, "Why wouldn't I want to know the best way to break a one-inch board?"
Why wouldn't I, as a delivery-minded Project Manager, want to know the BEST way to add VALUE to my customer(s).
Mike Diaz, PMP
925-575-0125
email: mdiaz@dragonbyte.biz
Friday, June 4, 2010
Project Management - Dependencies
Entering tasks into your project management scheduling application can be as easy entering items in a spreadsheet. Creating dependencies so the tasks have a flow towards a deliverable can require a good deal of additional thought and discussion.
Many project schedules, used as part of an overall project plan, end up being a list of tasks, with the number of hours, or days, to execute the task, and who is assigned as the only pertinent information.
The key advantage of entering the predecessor, and successor of the task is the determination of the tasks critical to the delivery of the project. This term is the "critical path." Some project schedulers can highlight the critical tasks in red, which is a quick and efficient method.
A simple example of dependencies
1.1) Determine and document the time management plan (e.g. schedules review)
1.2 ) Determine and document the communications management plan (e.g. email, texting, voice mail, status reports, signed SOW)
1.3) Determine and document the quality management plan (QA, QC-evaluate product
1.4) Determine and document the human resources management plan (Team member acquisition/development)
1.5) Determine and document the cost management plan (Estimates / Budget)
1.6) Determine and document the risk management plan (planning, monitoring, control)
1.7) Determine and document the procurement management plan (contract admin/ closeout)
1.8) Determine and document the integration plan
1.9) Determine and document the scope plan
1.10) Review and Accept the overall project plan (Tasks 1.1 to 1.9 must be completed prior to executing Task 1.10)
Understanding which tasks must be executed, and in which particular order can ease the delivery of the project, and provides a "blueprint" for the team to follow.
Many project schedules, used as part of an overall project plan, end up being a list of tasks, with the number of hours, or days, to execute the task, and who is assigned as the only pertinent information.
The key advantage of entering the predecessor, and successor of the task is the determination of the tasks critical to the delivery of the project. This term is the "critical path." Some project schedulers can highlight the critical tasks in red, which is a quick and efficient method.
A simple example of dependencies
1.1) Determine and document the time management plan (e.g. schedules review)
1.2 ) Determine and document the communications management plan (e.g. email, texting, voice mail, status reports, signed SOW)
1.3) Determine and document the quality management plan (QA, QC-evaluate product
1.4) Determine and document the human resources management plan (Team member acquisition/development)
1.5) Determine and document the cost management plan (Estimates / Budget)
1.6) Determine and document the risk management plan (planning, monitoring, control)
1.7) Determine and document the procurement management plan (contract admin/ closeout)
1.8) Determine and document the integration plan
1.9) Determine and document the scope plan
1.10) Review and Accept the overall project plan (Tasks 1.1 to 1.9 must be completed prior to executing Task 1.10)
Understanding which tasks must be executed, and in which particular order can ease the delivery of the project, and provides a "blueprint" for the team to follow.
Tuesday, December 29, 2009
Security on Phones
Computer hackers showed their capabilities by breaking the security on the Global System for Mobile Communication (GSM) used on most of the phones in the current market. Phones using the newer 3G technology are not vulnerable to this particular attack.
Read further at http://www.ft.com/cms/s/0/54ca8e66-f485-11de-9cba-00144feab49a.html
Read further at http://www.ft.com/cms/s/0/54ca8e66-f485-11de-9cba-00144feab49a.html
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