In a nut shell: Think ahead, develop a plan, keep it simple, write it down, communicate, get and keep the rest of the team on the same page, avoid getting bumped off track by refering to the plan but be flexible.
Further proof that more often than not best practices are not rocket science.
Depending on where you fall on the Geek IQ scale, you may or may not have heard about Google Wave (http://Wave.Google.com). The buzz around this beta release has been building over the last few weeks. Some love it. Some don’t. And most seem to be somewhere in between. While it’s too early to pass judgment my prediction is that trend will build towards love it.
Google’s pitch line is that Wave is what email would be if it were invented today. In a Made to Stick sense, that’s probably an accurate and easy to consume marketing pitch. But as user friendly as the email reference might be, Wave is not email. The analogy to the postman/woman doesn’t hold water very long. Wave is a multi-vectored communications and collaboration platform that excels in real time, and is still better than email even when it’s not. It’s a bit clunky right now in implementation but the theory behind it, simple as it might be, is stunning.
Ultimately, Wave is a collaboration tool, and collaboration depends on bodies. Where as email’s effectivenss degrades as more people get added to the To: list (i.e., the famous Reply Alls from hell), Wave increase in value as your network of collaborators grows. Unfortunately, currently Wave is a limited, invite only, beta. So unless your fellow collaborators also have Wave accounts then Wave, as it stands today, is obviously not going to be very effective.
However, as Google lets more people use Wave the more Wave’s value will increase. And thus the trend towards more people loving it. What do you think?
“Staying Productive in the Information Age” by Sharon Lowenheim (New York Enterprise Report magazine, November 2009). We are all trying to do more with less. More and more work with less time and less budget to do it. Quality, value and efficiency continue to be the mantras of the moment. Doing it all might not be possible, so doing the right things becomes the next best choice.
Truth be told, there’s not much new in Ms. Lowenheim’s suggestions but a friendly reminder on the topic of productivity isn’t going to hurt either. The best bit might actually come in the last paragraph:
Don’t multitask. Every time you switch tasks, your brain has to close out one task and boot up the other, resulting in lost time. Trying to do two things at once ultimately takes you longer and will produce substandard results. Instead, use your prioritized task list to guide your activities, and work on one thing at a time.
There is a reason why a production line is a production line. The human mind does better when it’s focused on less, not more. That is, quality and completion, not quantity and loose ends. Unfortunately, multitasking is probably one of the most overrated must-haves in business.
Finally, there are two other suggestions we like to add. One, be sure to take breaks. Aside from needing focus, the brain also needs to catch its breath from time to time. Less can in fact be more. Two, find work that you enjoy. Some say you don’t have to love your job. That’s bull! In terms of waking hours a person probably spends more time at work than he/she does with their kids. Is it alright not to love them too? Probably not.
Yes, work hard — and smart. But don’t sell yourself short. Love what you do and who you do it with.
The power to simplicity ratio of wikis is amazing. When it comes to true collaboration on a project a wiki beats email just about every time. By their very nature wikis keep eveyone on the same page, literally.
To Mr Byrne’s list (at the end of his article) we’d like to add the offerings from PB Works (www.PBWorks.com) and Zoho (www.Zoho.com). These might not be the perfect fit for all projects but in terms of quickness in getting up and running, as well as simple ease of use, they’re both quite efficient.
HM: So, you’re quite confident that the Enterprise 2.0 movement is a fundamental shift in the way that organizations can share knowledge and gain collective intelligence and ultimately increase the bottom line?
McAfee: I am very convinced of that. I am also convinced that not all organizations are going to share that view. Even if they do, not all of them are going to be equally capable at deploying the new technologies and the new styles of collaboration and getting people to change the way they work. However, for the ones that actually can get through that process, I think some brilliant capabilities await them.
So either you’ll have it, or you won’t. And if you don’t then don’t expect your struggle to get any easier. What’s it going to take? Read the interview.
Behind everything we’re working on, there’s a person with a business problem, and we should be there to make life better for them. It must never become just a job — it must be something we have passion for.
Regardless of your role you should find that this one-pager succeeds on multiple levels. Now it’s up to you to make a moment to consume Gerald’s story. Enjoy.
“Creating a Team Mentality” by Jay Bahel (CIO Insight, 28 August 2009). Influence, we all know, is also a function of culture. Is the culture open minded, dynamic and pro-innovation? Or small minded, slow moving and in denial of change? Obviously, it makes a difference.
Unfortunately, creating an efficient and effective culture is easier said than done. It’s certainly not something that can just be imposed from above. None the less, the cost of the status quo can be significant, if not fatal. So try we must to develop teams that produce positive results. Hopefully Mr. Bahel’s ideas can help get you rolling in the right direction.
1. Do Your Homework — …the front end is about 30 to 45 days of fully understanding what the business needs are, what the strategy is, and what you want CRM to supplement. The technology piece is relatively simple from that point.
2. People Who Need People — Before even thinking about solutions, organizations must get down to basics, involve key stakeholders, and discuss pain points and objectives.
3. Let It Trickle — While it’s imperative that solutions and implementations deliver results in a very timely manner, a step-by-step implementation approach is prudent.
4. Think Outside the Box—Just Not Too Far Outside — So make sure that any customization is done within your organization’s known limits.
5. Don’t Be Seduced by Technology — Regardless of how new, hip, or innovative a technology may be, employees must be comfortable with it…
6. Find Sponsors That Stick — The sponsor doesn’t have to be the CEO, just someone who’s passionate about the undertaking.
7. Plan for Product Enrichment — Recognize that CRM really becomes nothing more than a Rolodex if you don’t put the add-ons to the product…
8. Audit, Audit, Audit — By paying close attention from the start, it will be possible to tweak the solution as any problems arise. Users, for example, may be approaching the tool differently than intended.
9. Pull the Plug When You Have To — It’s going to hurt a little—in some instances, maybe a lot—but if enough time has gone by and a solution has not worked, it might be time to call it quits.
10. Mind the Generation Gap — If the implemented CRM software doesn’t provide instant value, it’s likely those users will find solutions on their own that better suit their needs.
“Leadership Skills Critical Now for Club Executives” by Ed Tock (FitnessBusiness.com, 1 July 2009). Please pardon the delay in getting around to this. As usual Mr. Tock’s thoughts are well worth the wait. These are challenging times for all of us. Some will rise and some will fall. How you lead, whether it’s others or yourself, is going to define where you eventually stand. Hopefully this will enable you to step towards your personal winner’s circle.
And finally, here’s one from the bottomless to-be-posted pile. “Chris Gardner: 5 Things I’ve Learned” by Kristin Burnham (CIO Magazine, 15 November 2008). Mr. Gardner is the author of the book, “The Pursuit of Happyness” (as played by Will Smith).
Three great one pagers to keep ya goin’. Now get goin’!
“Project Management: 8 Steps to On-Time, On-Budget Delivery” by Ron Ponce (CIO Mag, 15 June 2009). CIO delivers the helpful good once again. We certainly believe in our 6 Universal Truths of Project Management, but Mr. Ponce’s recommendations are not going to fall on deaf ears here. In fact, his #8 is Improvement and we couldn’t agree with him more.
When I’m managing creative people, the way they relate to failure is very important. Because there are certain types of failure that you really want to celebrate. I personally learned a lot more from my failures than from my successes. And if you look at it that way, then all my failures, you know, in some sense brought me to my larger successes, because I recognized why I failed, and I learned from it. And so, at that point, you can even argue that it’s not a failure. It’s part of your learning process.
I would first of all talk about the value of failure, because I think everybody’s leaving school kind of with a mind-set that, “Oh, I’m going out and I have to succeed. You have to succeed.” And if they hit a failure it has the potential to, you know, de-motivate them, and push them in a bad direction. But, if they can embrace and celebrate their failure, it kind of gives them a totally different outlook on what they are doing.
I think also the way the world is changing today, particularly when somebody leaves with a degree and they then go look for a work spot where they can really, you know, fit in: “This situation fits me very well.” And I think I would encourage them — rather than try to fit in somewhere — to find someplace where they can craft the environment, the job and the situation — basically, make it fit you.
“Google Showcases New Communication and Collaboration Tool” by By Miguel Helft (New York Times, 28 May 2009). Yes, let’s all pray that this – and the other similar apps that are sure to follow – puts an end to email as a collaboration tool. Nine times out of ten even a wiki is a more helpful project organization tool than email. With a wiki everyone is forced to stay on the same page, literally.
“Failure and What You Can Learn from It” by Kim S. Nash (CIO Magazine, 15 May 2009). To some extent a slightly lengthy feel-good (read: you’re not alone) article for anyone who is battling or has battled the potentially toxic effects of “failure”. While there are some who would argue that failure is not necessary for success, the AU state of mind doesn’t judge per se – the objective at any given moment is to experiment, learn, adapt and keep evolving. Standing still is not an option. Might this state of mind lead to “failure”? Hopefully so. But just across the thin line from today’s failure can be tomorrow’s success. The only way out is up!
However, the best project methodologies cannot overcome problems created by personal agendas, conflicts and lack of alignment between groups inside the organization, says Krigsman.
“Getting It Done: Why Big IT Projects Fail” by Jay Bahel (CIO Insight Magazine, April 2009). Budgets are tighter than ever, to the point that the margin for error is razor thin. This list is hardly complete but it’s worth adding to your quiver. Naturally, we believe that Mr. Bahel’s ideas can be applied beyond IT and/or big projects.
1) Properly defined goal(s) and an agreement of what defines success
2) Commitment / buy-in from all to #1
3) Ongoing communication
4) Setting and managing expectations
5) Accountability and responsibility
6) Wisdom and agility to adjust course as necessary
Unfortunately, too many projects begin (and try to carry on) that lack an awareness of these elements, let alone an agreement.
“Project management for networking geeks” by Greg Schaffer (Computer World Mag, 23 Feb 2009, ComputerWorld.com). The irony for this post is that Schaffer was trying to teach geek dogs new PM tricks, but his lesson was simple enough for it to be shared with all. Consider this a refresher course more that a new ground breaker. And who can disagree with the classic: “You can have it done cheap, fast, or right. Pick two”.
And while we’re on the topic of PM, “Excerpt: Agile Project Management” as pulled from Karen R.J. White’s “Agile Project Management: A Mandate for the 21st Century” as offered by Consulting Magazine (Jan / Feb 2009. ConsultingMag.com. In a nutshell agile is a buzz word for being prepared for things not to go as planned and responding to get things back on track.
What you really need to do is find the four people who worked on the development of the product when you need them to answer a specific question. It all comes back to: can I find the right people at the right moment with the right expertise to answer a specific question quickly? The answer is not to set up a department for the next four years. The word “mesh” was used in the title to indicate the idea that the Internet was causing a mesh of connections between everyone and everything, and how [can] I use that mesh—the network of everything—to draw a line around the group of people and expertise that I need right now to solve a particular problem.
Btw, if you decide to read the book please come back and give us a review.
Yet another great “Top 10″ article/guide from Tech Republic (www.TechRepublic.com). Sorry, no time to comment this morning but this one speaks for itself anyway. To read the full article (in pdf format) please click here.
