THIS MONTH'S SELECTED ARTICLES

The Modern CIO

Information Technology organizations continually struggle to build systems that meet their customer's needs. They work tirelessly developing solutions that are delivered late, difficult to use, or deficient in key features and functions. This is nothing specific to the last couple decades; it stretches back to the first systems developed. Fredrick Brookes eloquently underscores this in his recount of the 1960's software engineering project to develop the IBM 360 in his book The Mythical Man-Month (1975) and is required reading for all IT executives. For the Chief Information Officer (CIO) to solve this problem takes a new approach, one, nearly opposite from today's direction.

Read more...
(http://www.ecaminc.com/index.php/blog/59-generalblog/249-2011-05-16)

Executive's Contribution to Project Success

Few would question that executives are responsible for ensuring projects are aligned with the corporate strategy. They also need to ensure these initiatives remain in line with these goals as business conditions change. To achieve this, they have to be engaged with the project when it starts and maintain that context throughout its life cycle. This requires more than ensuring the project maintains its scope, schedule, and budget; projects must deliver value. Too many projects start with the inspirational support of upper management, but as the project (or company) drifts, the executives have long since disengaged from the project and are unable to straighten out the misalignment. This wastes company resources and hinders the company's ability to deliver.

Read more...
(http://www.ecaminc.com/index.php/blog/59-generalblog/248-2011-05-09)

The On-Again Off-Again World of Projects

Businesses exist to make money. To improve operations they create various initiatives with promises of improving the bottom line. Projects, though, cost money. They do not make a profit. The dichotomy in a strapped economy to spend savings on projects to improve future profits usually results in the conservation of cash. Many an argument has been had over whether it is better to run improvement projects, burning precious cash and heading off the competition, or taking the traditional approach and wait for times with better cash flow. Subsequent to 2008's financial folly, it is well known that most companies sat on their reserves and waited. That action may have some unintended consequences that are in the midst of surfacing.

Read more...
(http://www.ecaminc.com/index.php/blog/59-generalblog/247-2011-05-02)

I Want A Shining New PMO, Too

Last week I gave a presentation at the San Diego PMI Chapter's Tutorials conference. Flanking both sides of my ten o'clock presentation in the leadership track was Steve Romero. His two presentations were on IT governance. His energy, insight, enthusiasm, and passion (not to mention being the IT governance evangelist for CA Technologies) made him an excellent selection. And, what is so news worthy about that? Nothing. However, for someone that has little regard for adding one more layer of management to solve a problem, I was surprised that I sat through both of his presentations. He provided a three hours of information on governance—both PMOs and PPMs—crammed into two intense and valuable hours.

Read more...
(http://www.ecaminc.com/index.php/blog/59-generalblog/250-2011-05-23)

Leadership and Project Management

"I just want to be a project manager. I don't want all that responsibility." The room was silent, save a few exasperated sighs. We all looked around trying to figure out how we would handle the comment. However, there are many levels of project management maturity and only the highest levels require leadership. In fact, the prominent certification process—PMI's PMP^®—has little to do with leadership. So where do we learn about leadership and how can we improve our leadership skills?

Read more...
(http://ecaminc.com/index.php/blog/59-generalblog/239-2011-03-07)

Events in 2011

People or Process: Which Has the Greater Effect on Project Success?
August 19, 2011 (10:00 am - 11:00 am)

Central California Coast PMI: People or Process
August 25, 2011 (5:00 pm - 7:00 pm)

Canadian West Coast PMI: Back From Red, Recovering Failing Projects
October 19, 2011 (5:00 pm - 8:00 pm)

APICS Portland: People or Process: Which Has the Greater Effect on Project Success?
October 20, 2011 (5:00 pm - 8:00 pm)

PMI Global Congress, Improving Project Inception By Enhancing The Supplier-Customer Integration
October 22, 2011(9:00 am) - October 26, 2011 (1:00 pm)

Complete Event list

Focus Roundtable: How to Recognize and
Prevent IT Project Failures

Free Teleconference April 25, 2011
1:00pm (PDT)/4:00pm (EDT) presented by:

Failed IT projects cost the economy billions of dollars every year, damage many public and private organizations, and hurt the careers of those involved. Please join us for a roundtable teleconference on Monday, April 25, 2011 at 1:00pm PT/ 4:00pm ET as top experts explore why IT failures are so common and what you can do to prevent them.

Expect to learn about these important issues:

• What is an IT failure
• What causes an IT failure
• How to prevent IT failures and run successful projects
• Practical steps to take when a project is going off the rails

Moderator Michael Krigsman, CEO of Asuret, Inc., will moderate a panel discussion featuring two of the top project management and IT experts in the industry:

• Steven Romero, IT Governance Evangelist, CA Technologies
• Todd Williams, President, eCameron, Inc.

For dail-in numbers please visit Focus.com's webpage.

Understanding, Identifying,
and Managing Project Risk

A one-day course on April 28, 2011 at:

Risk, Shmisk. Who cares?

You should. Risk is one of the least understood concepts in project management and not addressing it leads to disastrous results. Risk is in everything we do in life, from going to the store to managing our projects. If we understand the risks associated with something we are doing, we can address the risks better and in many cases avoid them all together. Unfortunately, risk often scares us and as a result, we ignore it. This course identifies types of risks on projects and ways to lessen their effects.

The course covers:

• Understanding the basics about issues, risks, and probabilities.
• Knowing the difference between quantifiable and non-quantifiable risk.
• Calculating the impact on schedule and budget.
• Risk registers.
• How to know when too many risks are firing.
• Determining how to reduce risk’s effects.
• The politics of risk—getting management to understand.

This course is highly participatory, using exercises to reinforce the concepts, looks at actual examples from projects, and is targeted for all levels of project managers.

Register on PSU's Website for Understanding, Identifying, and Managing Project Risk

NOTE: Some email systems block links. If Read More... does not work, simply cut-and-paste the URL immediately after the Read more... into your browser.

THIS MONTH'S SELECTED ARTICLES

Management Versus Innovation

Months ago, maybe over a year, now, I was blasted for talking about innovation in the context of information technology (IT) projects. The gist of the complaint was that all IT folks think they are building some new groundbreaking, revolutionary application that requires the latest in technology's tools. I agreed with his argument, qualifying that although this seems to be a pervasive theme, IT is a discipline that needs to keep one-foot in the pioneering frontier. Regardless, I had to concede that many innovative initiatives are more about a technician playing with some new toy. Jobs like implementing ERP interfaces to manufacturing execution systems (MES) only sound new. Unfortunately, I must say, "been there done that." Most IT is neither new of innovative. To avoid squandering funds, executives must understand and direct what needs to be innovative and permeate the company's culture with that knowledge. Otherwise, the wasted time and expense will suck a company dry.

Read more...
(http://ecaminc.com/index.php/blog/59-generalblog/245-2011-04-18)

Project Acrimony: Project Management and Finance

Few events start a project manager's day off worse than a yellow sticky note on his or her monitor saying, "The finance manager would like to talk to you." An email is equally as bad; however, the note at your desk means that someone actually hunted you down looking to talk about, you guessed it, finances. There must be some problem. Everyone knows the finance folks would never wander into project-land to invite you out for a friendly cup of coffee. You quickly review the project's finances. Everything seems in order. With a sigh, you contemplate whether you should walk over and see her or will a phone call be the least painful option? Yes, painful. Anytime the finance manager calls, there is going to be a lot of new work.

Read more...
(http://ecaminc.com/index.php/blog/59-generalblog/243-2011-04-11)

Leading Without Authority

Leadership is more than leading the people reporting to you. Too often, you need to lead people over which you lack any authority. The absence of hierarchical advantage adds a challenge, but is ideal training on how to deal with managers, customers, and difficult people. The key is making them feel the direction chosen is theirs. One of the best methods of doing this is storytelling.

Read more...
(http://ecaminc.com/index.php/blog/59-generalblog/242-2011-03-28)

Project Failures are Organization Failures

Vision, honesty, and transparency: three key traits of an organization that can guarantee project success. This was summed up in last week's interview with Tom Cox, the host of Blog Talk Radio's Tom on Leadership program. His audience, primarily from the C-Suite, is keen to understand how troubled projects are a reflection of their organization's overall health. Projects are, after all, the proverbial canaries in our organization's coalmine. Projects stop performing because there is trouble in the organization.

Read more...
(http://ecaminc.com/index.php/blog/59-generalblog/240-2011-03-21)

Leadership and Project Management

"I just want to be a project manager. I don't want all that responsibility." The room was silent, save a few exasperated sighs. We all looked around trying to figure out how we would handle the comment. However, there are many levels of project management maturity and only the highest levels require leadership. In fact, the prominent certification process—PMI's PMP^®—has little to do with leadership. So where do we learn about leadership and how can we improve our leadership skills?

Read more...
(http://ecaminc.com/index.php/blog/59-generalblog/239-2011-03-07)

Events in April, May,
and June

ASQ Inland Empire Sect 711 - People or Process: Which Has the Greater Effect on Project Success
April 20, 2011 (6:30 pm - 7:30 pm)

Focus.com IT Roundtable: How to Recognize and Prevent IT Project Failures
April 25, 2011 (1:00 pm - 2:00 pm)

PSU: Understanding, Identifying, and Managing Project Risk (BP156)
April 28, 2011 (8:00 am - 5:00 pm)

Fresno PMI: Estimating: The Sociological Effects in a Group
May 12, 2011 (5:00 pm - 6:00 pm)

San Diego PMI Tutorials/Conference
May 14, 2011 (10:00 am - 11:00 am)

PSU: Improving Project Inception (BP157)
June 09, 2011 (8:00 am - 5:00 pm)

PMI PDX Con-Way Roundtable Various topics
June 10, 2011 (7:30 am - 8:45 am)

Complete Event list

It's Here and it's Party Time!

After two years of hard work, writing, proposing, talking to dozens of publishers and agents, and editing, it is finally here. Rescue the Problem Project is in print and in stock. It's time to celebrate and YOU are invited!

When: March 29, 2011, 5:00 PM to 8:00 PM

Where: Breken Kitchen in NW Portland

For more information and to register, visit the book's website. This promises to be a relaxing evening of networking, live jazz, and great food.

As for the book, in the US, you can order it from our site and Todd will personalize a copy for you. In addition, you can buy it at your local book store, or online at Amazon, Barnes and Noble, Borders, and many other book sellers worldwide. You can also buy it for your Kindle or Sony Reader and start reading in minutes!

NOTE: Some email systems block links. If Read More... does not work, simply cut-and-paste the URL immediately after the Read more... into your browser.

THIS MONTH'S SELECTED ARTICLES

Leadership and Project Management

"I just want to be a project manager. I don't want all that responsibility." The room was silent, save a few exasperated sighs. We all looked around trying to figure out how we would handle the comment. However, there are many levels of project management maturity and only the highest levels require leadership. In fact, the prominent certification process—PMI's PMP^®—has little to do with leadership. So where do we learn about leadership and how can we improve our leadership skills?

Read more...
(http://ecaminc.com/index.php/blog/59-generalblog/239-2011-03-07)

Why Change Fails to Stick

Management comes up with great plans for sweeping change, it implements the plans, and three years later the organization has reverted to the way it was before the initiative. Changing to new breakthrough systems is hard; maintaining those processes and procedure is far more difficult. The reason progressive ideas can have a successful implementation only to have the organization regress to its prior state a few years later has its roots in societal practices and human nature.

Read more...
(http://ecaminc.com/index.php/blog/59-generalblog/237-2011-02-28)

Fault, Trust, and Confession

A couple weeks ago, I was in eating my pre-keynote dinner with a group of people that I had never met. Without being prompted by some general drift in the conversation, a person across that table said, to no one in particular, "Did you hear about the new app to do confessional?" Being unfamiliar with the group, how was I to know if I was sitting with a group of high-tech Catholics that would think this was great. Besides trying to determine how to react, I was trying to envision how confessing with an iPod would have the same effect as sitting down with a priest. Of course, who am I, a fringe protestant, to make any editorial comment about Catholicism's inner workings? However, I finally blurted out, "What happened to accountability?"

Read more...
(http://ecaminc.com/index.php/blog/59-generalblog/236-2011-02-21)

The Cloud, Social, Mobile Generation

Recently, I surveyed a dozen or so students at three Portland area universities. Three-quarters of them replied. An adequate response, since the questions were open-ended, requiring a written answer. The students were all business majors and a majority of them in Management Information Systems (MIS). Although anonymous, I knew the group of northwest students well enough that the optimistic, upbeat tone of the responses were no wonder. The surprise was what was missing.

Read more...
(http://ecaminc.com/index.php/blog/59-generalblog/235-2011-02-14)

More Jobs Shipped to India

Friday brought news of another company outsourcing part of their IT. The details are sketchy, but it appears that all the COBOL programmers (many counting days until retirement) are going to have their jobs moved half way around the world. Soon after, it sounds like the IT infrastructure and operations will follow. Friends lamented about more jobs going overseas. I had to ask what other options management had. I did not hear any alternatives.

To the dismay of my cohorts and their potential pink slips, I am less concerned about outsourcing the administration of servers, networks, and base applications. For most companies, those are not the systems unique to their mission. These days, those functions are utilities. However, outsourcing customized systems that are at the heart of how a company does its business and distinguishes itself to its customer, is very risky. It may be the only option now; however, it could have been avoided.

Read more...
(http://ecaminc.com/index.php/blog/59-generalblog/234-2011-02-07)

March through
June Events

Book Signing and Networking at Breken Kitchen
March 29, 2011 (5:00 pm - 8:00 pm)

ASQ Inland Empire Sect 711 - People or Process: Which Has the Greater Effect on Project Success
April 20, 2011 (6:30 pm - 7:30 pm)

PSU: Understanding, Identifying, and Managing Project Risk (BP156)
April 28, 2011 (8:00 am - 5:00 pm)

Fresno PMI: Estimating, The Sociological Effects in a Group
May 12, 2011 (5:00 pm - 6:00 pm)

San Diego PMI Tutorials/Conference
May 14, 2011 (10:00 am - 11:00 am)

PDX CIO Gathering: Finding Gold in Red Projects
May 21, 2011 (7:30 am - 8:35 am)

PSU: Improving Project Inception (BP157)
June 09, 2011 (8:00 am - 5:00 pm)

PMI PDX Con-Way Roundtable Various topics
June 10, 2011 (7:30 am - 8:45 am)

Complete Event list