tag:blogger.com,1999:blog-89223986024839758922024-03-13T14:31:40.781+02:00From The TrenchesLife, work, management, leadership and Agile development as seen from the front line.Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.comBlogger93125tag:blogger.com,1999:blog-8922398602483975892.post-8131499965306966432021-06-19T14:17:00.001+03:002021-06-19T14:53:08.981+03:00A Due Diligence Process For Engineering Capabilities<p>My process involves a series of steps, all meant to establish the maturity of the engineering organization. What I am looking for is a tight collaboration between business and engineering, business savviness of the engineering leaders and a general sense of trust, orientation to perform and an effective management of low performers. </p><p> </p><p><b>1/ General introductory call to meet the CTO / VP of engineering</b> </p><p>The objective of this call is to establish a trusting relationship and plan the diligence process together. Some of the questions asked:</p><div> </div><div><b>Structure:</b></div><ul><li><div>How many developers they have?</div></li><li><div>How do they group them? (seniority / technology)</div></li><li><div>How do they assess seniority? What criteria they have?</div></li><li><div>How to they deal with performance?</div></li></ul><div> </div><div><b>Recruitment and market size:</b></div><ul><li><div>How do they recruit their developers, what is must have, how does their recruitment test look like?</div></li><li><div>How big is the market they are activating in? How are they positioned on the market? How many developers were they able to hire in the last year and through what channels?</div></li><li><div>How do they train their staff, do they have a structured process for learning / partnerships with universities?</div></li></ul><div> </div><div><b>Collaboration difficulties / project challenges:</b></div><ul><li><div>Difficulties working in collaboration with other companies?</div></li><li><div>Cultural alignment and possible cultural issues they had encountered? – this is very important especially for non-western companies working with / for western clients</div></li><li><div>The main challenges they see in case of a merger – how will we align culture, what their concerns are, what would be a roadmap for the M&A</div></li></ul><div> </div><div><b>2/ Assessment of their engineering force:<br /></b></div><div> <br /></div><div>Setup a series of group or individual interview with key people.<br /></div><ul style="text-align: left;"><li><div>Discuss an important project they had, that they feel proud of</div></li><li><div>Walk through the code structure (together)</div></li><li><div>Walk through the architecture (together)</div></li><li><div>Walk through the release process – daily builds, prep for milestones, dev-qa, metrics they follow (if any), how they keep quality high and the project in a good shape throughout its duration</div></li><li><div>Walk through the main challenges the project had and how did they solve it</div><div> </div></li></ul><div style="text-align: left;"><b>The main items to look for are:</b></div><ul style="text-align: left;"><li>How they communicate about the project and get a sense if we would be able to collaborate together.</li><li>What they define as hard challenge (where the bar is).</li><li>How creative were they in solving problems?</li><li>General coding style and architectural challenges.</li><li>Their maturity level when it comes to engineering practices,</li></ul> <div><b>3/ Interview with random developers: junior (2), middle (3), senior (3)</b></div><ul><li><div>Similar to the above, but this time from the perspective of the individual developers. We want a comprehensive 360 view of their company. We want to see to what degree what management talks about can be found at the individual contributor level.<br /></div></li><li><div>Assess their motivation and culture fit.</div></li><li><div>A coding interview together, including architecture, problem solving to verify their recruitment standards</div></li></ul><div> </div><div><b>4/ Interview with engineering managers:</b></div><ul><li><div>Challenges they faced (difficult projects)</div></li><li><div>Collaboration and communication skills</div></li><li><div>Engineering management maturity</div></li><li><div>Get a list of undesirable engineers which we might opt out of extending an offer</div></li></ul><p><b> Additional questions for determining engineering management maturity:</b><br /></p><ul data-en-clipboard="true" data-pm-slice="3 3 []"><li><div>What is the process for setting up, following up objectives, if they are met and how they make them important</div></li><li><div>What metrics do they measure for development?</div></li><li><div>What does a great engineering manager do? What are his/her skills?</div></li><li><div>How are engineers and engineering managers involved in projects / products?</div></li><li><div>How do their teams learn from mistakes?</div></li><li><div>Top 3 qualities of an excellent engineering manager?</div></li><li><div>Top 3 qualities of an excellent engineering director?</div></li><li><div>What is their involvement in sales / entrepreneurship? - this shows how much trust the organization puts into their engineering leadership<br /></div></li><li><div>What is their personal involvement in recruitment? How much they recruit for skill and how much they develop and how?</div></li><li><div>What are they looking for when hiring a person? Some key questions?</div></li><li><div>What have you read and impressed you in the past 2-3 months?<br /></div></li><li><div>Why management and not individual contributor?<br /></div></li><li><div>How much technology and how much people management? </div><div><br /></div></li></ul>Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-66278213277557599042017-04-30T14:12:00.000+03:002017-04-30T14:25:40.692+03:00System Behavior ChartsThis is a link to a (mostly) technical article, but with huge implications for decision making. <br />
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Measuring various metrics is the cornerstone of informed, data-driven (or at least data aware) management. However, acting upon these metrics without a proper understanding of the underlying system can only amplify erratic behaviors or lead to hard to contain side effects. <br />
<br />
Experts recommend not doing anything as a better alternative to uninformed decision making, but not doing anything is rarely an option for a company eager to perform. Therefore, in our competitive landscape, now more than ever I believe a good understanding of how to read and interpret data is critical for sustainable continuous improvement. <br />
<br />
Here are some guidelines: <a href="https://alexandrugris.github.io/statistics/2017/04/27/short-intro-to-reading-data.html">https://alexandrugris.github.io/statistics/2017/04/27/short-intro-to-reading-data.html</a>Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-67172485742840965642017-04-26T18:44:00.002+03:002017-04-26T20:20:40.471+03:00Notes On Management<b>On working with multiple managers</b><br />
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Sometimes it happens that you are in a matrix organization and might have two managers with (somewhat) overlapping areas of responsibility. This is not necessary a bad thing. For once, it is a great opportunity to open your eyes and learn from the situation, either as the employee with two managers or as one of the two managers of the employee. As everyone is bringing different expertise and points of view to the table, higher quality insights, learning and decisions will surface. However, it might be at times painful, especially when trust is not fully formed between the involved parties.<br />
<br />
Here are some guidelines I found useful:<br />
<ul>
<li>It is critical for the two managers to get along very well and not to try to get advantages one over the other. Think child with two parents. Even for the most well intended people, misalignment will occur and trust will be eroded if the two managers don't take special care to continuously build and cherish a trust relationship between themselves. Relationships are not to be taken for granted. Work is needed to build a maintain a relationship between two people.</li>
<li>It is highly recommended for the two managers to align between themselves on the roles and responsibilities of each other and re-discuss these from time to time. Understanding might drift as new situations and challenges arise.</li>
<li>Try to avoid the communication triangle and rather aim for the star. </li>
</ul>
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In triangle communication, each two people have a separate communication channel, meaning they have separate meetings without a common tripartite alignment process. In the star communication, all three meet regularly all together and they reconfirm their understanding. This latter setup drastically lowers the risk of misunderstanding and / or of the child with two conflicting parents situation. <br />
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<b>On what I call the airplane model of organization design</b><br />
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I have a strong belief that people have a great capacity to take the right decisions provided that they have the freedom to do so and the right information easily accessible. When I am thinking about organization design I am centering it around what I call "the airplane model". The model itself is simple: the individual is in its center (the pilot). The rest of the organization is there to support him take the right decisions (the instrument panels in the cockpit, easily accessible). Beside the empowerment and motivation that comes from such a setup, of being in control of the course of your work, the model has some other less obvious advantages:<br />
<ul>
<li>It scales. The pilot is everyone and everyone is flying its own plane supported by others. The programmer codes while the team-lead helps him get access to knowledge (architects, websites, classes, conferences), tools (task boards, IDEs, code metrics, continuous integration servers) and goals. The team-lead leads while his manager offers insights, perspectives, a sounding board, access to resources, confidence, the program manager access to configured Jiras, QA to product metrics and so on. </li>
<li>It mandates collaboration and knowledge sharing because the underlying assumption is that nobody flies blind. Decisions are fully owned, but checking the instruments (discuss, check metrics) is a must. </li>
<li>It is a quest for continuous improvement: always simplify access to information, always discuss, interpret metrics or discard irrelevant ones. Bad decisions can happen and they are expected as long as we learn from them, but ignorance is not permitted. I personally am OK with any decision as long as I have the certitude <b></b>that all factors have been properly weighted.</li>
</ul>
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<b>On compound interest and organization design</b><br />
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In any management endeavor, initial conditions matter greatly but they can be beaten given some conditions occur. However, beating the averages is a hard job. Given the fact that growth and decision making at any point in time are random variables normally distributed around the system's average, usually the system beats the individuals, thus organization design is critical for a successful growth.<br />
<br />
A little bit about compound interest and exponential growth:<br />
<br />
Let's consider the following two cases of growth:<br />
<br />
<b>First case: </b><br />
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Initial condition: 1 and 4 respectively, same exponential growth of 1.7. It is obvious that the initial 1:4 factor is preserved and the difference is only amplified as time passes. <br />
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<b>Second case:</b><br />
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Same initial condition 1:4, but this time exponential growth is set to 2 to 1.7. After roughly 10 periods, the initial advantage of the second series is completely lost and from here on the difference grows at an exponential rate in favor of the first. This means that it takes time to recover, but once the gap is recovered, the first series obliterates the second.<br />
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<br />
But how do we translate these results to day to day management thinking?<br />
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Obviously, the initial conditions matters. A company or a team with more funding, better trained people, more connections or that simply starts earlier has a clear advantage over a less fortunate competitor. Because the less fortunate competitor needs time to recover, he may simply run out of business before the gap is closed, even in case of perfect execution. However, once the gap is closed, better execution gives much higher yields.<br />
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So the main question is, provided that we have enough funding to survive, how do we increase the exponent? I think the exponent has three defining characteristics: ability to learn, to execute and to incorporate learning back into execution. To learn means to experiment, to play. That means a culture willing to tolerate failure and learn from it and willing to invest in people - to give them space, freedom of self expression, a "let's try attitude". It means a culture with fewer ties and dependencies, with simpler checks and balances, ones that trusts their employees that they are capable to solve problems and learn from mistakes. It means a culture that requires dialogue but abstains itself from being prescriptive. To me, these goals are well met by the airplane model described above.<br />
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Initiative is fragile. Push an employee too much to explain himself, to give too much proof that he is right or punish him (even slightly) for small mistakes and the initiative is gone. Next time he will just wait to be told what to do.<br />
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I imagine organizations and management lines as meshes of masses connected through springs. The more ties a mass has and the stronger the springs, the lower the movement ability an individual has. And with the lower movement ability, the exponent described above (a function of the ability of the individual to excel in a given context) simply converges to the comfortable average, while the whole system slows down due to lost energy to friction.<br />
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<b>Closing thoughts:</b><br />
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The article describes three roughly independent management ideas centered around organization design. There is a red line though. That is systems (of humans) are not to be taken for granted. It is not enough to have the brightest in the room to get results. How you organize them, how you make them communicate (and in humans communication is extremely expensive and tricky due to the low bandwidth of conscientious thought and speak and due to the whole set of unspoken assumptions and emotions involved), how do you setup systems with enough degrees of movement to maintain individual initiative and still have some control over the direction of flow is what gives the higher returns. And all these are layered on a leadership style that must be humble, willing to listen and to point people in the right directions, not for completing tasks, but rather for gathering information and learning, and then have them take their own decisions with confidence. Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-2027453721295470262017-02-17T18:08:00.004+02:002017-04-05T17:55:33.408+03:00On Collaboration - AgainIn an organization (or life) there are like three major categories of positioning which you can have towards reaching your objectives. They may be either enforced upon you (by the situation or organization) or they might simply be self enforced by your convictions, confidence or values. These categories broadly are:<br />
<br />
1. Asking for permission.<br />
2. Discussing facts, ideas and needs to reach the best possible outcome. Eye to eye.<br />
3. Reaching your goal independently.<br />
<br />
For the first option you need to consider three things if the organization enforces it on you. The positive one - what am I missing? Maybe there is a piece of information I don't have access to and asking for permission is a gate aimed at creating an opportunity to learn more (or risk management). This might be the case especially if you are new to the organization or to a project. The other two are not so flattering; it might be a either sign of personal weakness / lack of self confidence (you need permission from a higher moral authority to proceed the way you think it is the best) or a sign of a dysfunctional relationship / organization — political, hierarchical and dependent. Nevertheless, having to ask for permission needs an explanation and an open dialogue. There might be very good reasons behind.<br />
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The second option may add significant costs and overhead (think thread contention in software engineering) but opens the doors for better decisions (albeit slower) and, in many cases, a more rewarding job experience and better team bonding. People learn to trust each other in the process of passionate exchange of ideas. They start trusting their ability to think and find rewarding the intense mental process of constructing a better solution together with colleague. <br />
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The third is the opposite of the second more or less. Works when the effort to collaborate is higher than the gain obtained from walking the extra mile and when there is very little interdependence. Will encourage silos if practiced too often and will generally result in a degradation of knowledge sharing and communication.<br />
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This article is about independent, self confident people, that don’t need to assert their personal influence through the use of their position. This article is about reaching the best possible outcome in the context in which one might not have the full picture. This article encourages people to communicate, share and collaborate. It encourages eye-to-eye dialogue. It opposes dependencies and complexity. It encourages this: <a href="https://m.signalvnoise.com/depend-less-on-each-other-507fe0e23e4b#.pg63sff43">https://m.signalvnoise.com/depend-less-on-each-other-507fe0e23e4b#.pg63sff43</a><br />
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<b>Point no 1:</b><br />
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If you<b> </b>don't trust your employees, why hire them in the first place? <br />
<br />
The second option is about trust above all. It implicitly asserts: I trust your ability to collaborate and I trust your capacity to think clearly and engage in a constructive conflict of ideas. I trust your capacity to support your view of the world, I trust your capacity to understand the other's view of the world and I trust your capacity to build on several different views. Preferably not a compromise, but a solution that incorporates all needs. A win-win.<br />
<br />
Compromise is the lose-lose type; everyone loses, but just a little bit. You get part of your stuff, but pay a price. <br />
<br />
<b>Point no 2:</b><br />
<br />
The problem space may be too vast for one person to comprehend. This is why we need teams and collaboration. And collaboration means dialogue, patience, empathy, trust and willingness to take time to reach a win-win arrangement. Again, not a compromise. But again, it is costly, so brace yourself. Sometimes a compromise might just be good enough. But not the first option and, I dare to say, not desirable, as it leaves everyone a bitter taste. Plus it weakens the culture. And I think culture should be first; thus the default solution is always to collaborate.<br />
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<b>Point no 3:</b><br />
<br />
Option 1 is not even hierarchy. It is an assertion of discretionary power.<br />
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<b>Point no 4:</b><br />
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I<b> </b>understand and respect roles and responsibilities. It is a form of respect towards the people and the organization at large. Their role is to streamline decision making and settle expectations. They create clarity and diverge discussions from trivialities.<br />
<br />
I don't understand discretionary power. When I say "please check with me before", I don't mean "ask for permission". I mean, "please let me know because I am interested" or "let's first discuss because I might have some perspective to bring to the solution". This is an invitation to collaboration, it is trust, it is respect. It is "I trust you to have confidence to allow me to intervene and have an eye-to-eye dialogue on this common topic of interest".<br />
<br />
<b>Point no 5:</b><br />
<br />
I am not against hierarchy as long as it is based on a common understanding of roles and responsibilities. Sometimes you simply have to say "guys, we're doing it like this" if the discussion reaches a deadlock, the matter is trivial or time is of the essence (it matters more than the quality of the chosen path). Attention: it is addictive, dangerous and will erode culture (ownership, involvement) if not practiced with exquisite care. Better err on the dialogue side.<br />
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<b>Point no 6:</b><br />
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Dialogue between people may be very difficult to initiate and will generate resistance and bruises in the beginning. Hard to start, hard for everyone, especially if the culture is not used to it. In a culture of escalations and self-protection, it will lead to a lot of conflicts, nit picking and will probably increase attrition. Treacherous path. But have faith. Time is on your side and your continuous push will change the culture in the end. There will be followers.<br />
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<b>Point no 7:</b><br />
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Support the followers of the culture you want to create. Sometimes you might have to be political to be able to move on (and not completely bring the system to a dead halt), but this is time borrowed on the expense of the culture and it will create confusion on where you really stand. There is a price in everything.<br />
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<b>Point no 8:</b><br />
<br />
Sometimes<b> </b>collaboration is not about reaching a mutual agreement. You may simply reach out to a peer to brainstorm or seek for a different view of the situation at hand. He may not have a stake in the outcome. Same process applies. Advice is optional to follow, yet asking for advice is the responsible thing to do - the "you don't know you don't know" stuff. In this case win-win is not about winning or losing something. But rather the process of harmonizing two different view points for the sake of reaching deeper insights. <br />
<br />Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-11562276868108681882017-02-15T21:46:00.003+02:002017-02-15T21:46:50.844+02:00Pyramid of Collaboration<div class="separator" style="clear: both; text-align: center;">
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Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-52976471616683120712017-02-08T21:45:00.000+02:002017-02-10T11:26:36.841+02:00A Collection of Thoughts<b>On elections and minority rights:</b><br />
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A government (or any other type of organization) cannot use polls or election results as arguments for restricting the liberties of a segment of its population. It is complete nonsense to have the majority vote for the rights of a minority. This is why it is called a minority. Because they are not enough to win an election poll through sheer numbers and they don't share the majority views / options / lifestyle.<br />
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Rights of minorities should be derived from human rights, from philosophy, from the values to which the society adheres, and then extrapolated so they become even more inclusive. To understand the other is hard; it requires empathy, ability to position in someone else's shoes, critical thinking. Something to be educated and preached, not something to be subjected to a popular vote. For such questions, asking for popular vote is irresponsible. It means hiding in the masses and delegating moral judgement to the crowd. It only helps advance a political agenda and gain popularity on the expense of the weak. Crowds vote emotionally, not rationally nor emphatically.<br />
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As life is short and it is the only one we get, who am I to pass a moral judgement on how someone else is to live? Who am I to have the right to dictate to another and thus restrict his / her access to happiness? Every second that passes is a lost second. It will never return and it cannot be claimed back. Every time we impose our views on someone else we do a little bit of murder.<br />
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But what if we have multiple lives, the religious might ask. I am not going to argue the theological point, but from a humanistic point of view, it doesn't matter. As we don't have memories from past lives, they are as if they were non-existent.<br />
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<b>On government and leadership:</b><br />
<br />
The role of government and elected leadership is to be inclusive. Winning the elections does not give leadership a carte blanche to disregard the choices and needs of the rest of the population. Divisiveness should be a mortal sin for a politician. After all, it is treason. Leaders are mandated to lead for all, not just for the part of the population that voted for them. They are the uniquely responsible for any form of social unrest that is triggered by their deeds. And they should be held accountable. <br />
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<b>On simple ideas:</b><br />
<br />
We love certainties. We don't want complex discussions. We don't like shades of gray. Simple ideas are the ones that bind us together, at least for the most of us. We can pass them along, we can exchange them with our friends. They make us feel part of something. They make us feel connected and safe. We can draw a very clear distinction on who is in and who is out, on who is a friend and who is the enemy. And we are wrong. We are tricked by millions of years of evolution and we are not yet adapted for the world we live in today. This innate desire for connection, for simple ideas, for safety in the crowd is what makes us vulnerable to <a href="https://en.wikipedia.org/wiki/Propaganda" target="_blank">propaganda</a>, to crocked politicians.<br />
<br />
<br />
<b>On TV-News:</b><br />
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We like watching the news (or football for that matter) because we crave for something to share, something to discuss, something to connect to others with. But news in their current TV-show-breaking-news format are distorted. Their purpose (in the best case) is keeping us in front of the TV, watching advertising. They don't have neither an educative nor an informative purpose. In their naked role, TV shows are just the breaks between two ad-spots, which need to be filled with addictive content. Same for facebook*.<br />
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And yes, lack of transparent and honest regulation, together with their wide audience, transforms them in honey pots for people with agendas (and power, and money). <br />
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*I do have a different opinion on written press. There are quality newspapers.<br />
<br />
<b>On complex ideas:</b><br />
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Complex ideas are hard. Leaving aside the mental effort needed to distill your thoughts, you enter a debate and you don't know if you are going to win. So uncomfortable. So risky.<br />
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And what if you change your mind? What will happen with all the people who were sharing your ideas? Will they exclude you? Will you be criticized, mocked? Will you be alone, an outsider? These are frightening prospects for a member of a species that survived precisely due to its ability to form bonds and act in groups. <br />
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Mental effort is hard. Our brains are slow, energy consuming and we are wired by evolution to avoid unnecessary waste. Add this to the uncertainty of your discoveries, the risk of social exclusion and there's no wonder why most of us don't like to engage in conflicts of ideas, challenge the status quo, nor to think too deep. We are wired for religion. We are wired for replicating simple known absolute truths without challenging them. Challenging them makes you a non-believer. A dangerous enemy.<br />
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<b>On inquisitive people:</b><br />
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We don't like people who ask questions. Or who bring alternative facts to the table. They pull us in the grey zone. We don't trust them. They are even worse than our worst enemies. We don't know where they stand. Why are they challenging the current thinking? Let it get physical and let the strongest man survive.<br />
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We fear non-believers, the non-aligned, the most. What if they are right? What if they erode our strong beliefs? What if they make us stop in our tracks? What if they make us feel and act responsibly? No crowd. Me, standing for myself. What if I find out out who I really am and realize I am not so great / entitled / victim as I thought I was. What if I was wrong? What if others find out how wrong / weak / fearful I really am? Scary, no? We are surely wired against such people.<br />
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We love the single-idea type. Believers. People that speak out in simple terms. People that don't have any doubts. They know THE truth. Our truth. Or theirs, doesn't matter that much. They make us feel safe. They allow us to hide behind them and be content with our insecurities. They speak for us. They allow us to suspend our reason and just be. They don't see shades, they don't pull us into the unknown. We are in our comfort zone. They are charming.<br />
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We don't want to hear the other side might have some points, just like we
don't really want to hear our side is not perfect. That weakens our
resolution. I want my black and white view of the world. <br />
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And yes, listening and asking questions is damn hard. Much harder than speaking out loud. Uncomfortable. Everyone agrees.<br />
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<b>On a gentler philosophy of life:</b><br />
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But should we be ashamed of or inhibit our need for clarity and black and white? The answer is NO. We cannot blame us for being us. We cannot even blame some of us for not trying to be a better, more developed version of us. We cannot blame people for having a different version of success than we have, or for living with different standards, preferences, conditions, life choices. Sorry for you who think you have the right to impose your views on others. You are wrong. <br />
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Life happens. Dice roll. Chance drives our lives much more than the meritocratic us like to admit. We need to be gentler to ourselves, recognize our weaknesses and be at peace. I think that if we find peace with ourselves, the negative side effects of our need for stability, connection, safety, self image are vastly diminished. I am not a fatalist, but rejecting fatalism entirely is plain stupid. We simply have to admit we live in an unequal world, that not all of us have access to the same conditions. Should we try to change that? Yes, we owe it to ourselves. We have only one life, remember? And it is short. And the person standing next to you has also one life, even if he might not realize it yet. Should we feel oppressed or blame ourselves if we can't change our condition much? No. We did what we could. It is OK. It is OK not to succeed, it is OK even not to try. It is not OK to blame others or try to limit access to happiness to others just so that we can feel good with ourselves. What is the purpose of living a life of anger, guilt, frustration and unhappiness? We should accept our choices and admit that, sometimes, when we are down, it was not us, but it was only life that just happened. Dice have rolled despite our best efforts and this time they were not in our favor. Or it was really us and we failed. So what? I think being at ease with ourselves is the key to empathy, peace of mind and tolerance.<br />
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I think it would be nice if we were all a little bit better prepared for when the dice roll in our favor and if we learn a little bit more from our past mistakes. Just a little bit of critical self reflection. But that's my view of the world, I preach it, but I will not impose it on you.<br />
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<b>On bullying your way out of the grey zone:</b><br />
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It is my impression that we tend to mistake bullying and verbal aggression with speaking openly and expressing one’s opinion. Speaking loud and clear is not always assertive. Many times it is distorting the truths in loud and simple terms, without any regard for someone else’s point of view, so that it is hard for anyone else to see through. Unfortunately, this is how propaganda works – repeating over and over distorted and narrow perceptions and opinions, until they become fact. <br />
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Truth is hard to grasp because it is usually complex and has many shades. Discussing is hard. But not doing it leads to a divisive form of leadership which turns people against people. It creates borders, walls, barriers, and wars. It is effective. It works. You have an enemy. You look in a single direction, which you are pointed to. You can omit and remove everything else from view. This is how magic works and it gets the leader a free ticket. Simple. Easy. Effective. Trumpesque. And then he/she needs the next ticket. Abuse has become the new norm. Now escalate. We need more. Let's make us great again.<br />
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But does the divisive leader understand his deeds? Most of the times yes. And in this case he should be jailed or fired. These are bad people.Sometimes they learn though. <br />
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And some don't. He/she might be authentic. He might honestly have no self doubt. He might be entirely sure of his truth. He might simply be ignorant of the grey. There is hope. And I think it is our duty to bring them down to earth. But first, bullying and abuse must be stopped, so that all people can freely express their opinions and be heard. <br />
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<br />Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-6111276365869478702017-01-28T20:08:00.003+02:002017-02-04T15:50:52.252+02:00Tech Blog Launched!Here is a new one: I have started a tech blog on GitHub: <a href="http://alexandrugris.github.io/">http://alexandrugris.github.io/</a> :). I will also keep updating this one, as the two blogs have two very different intents behind. <br />
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The management blog (<a href="http://www.alexandrugris.ro/">www.alexandrugris.ro</a>) is mostly about interesting insights I have from time to time, mostly on topics like management and leadership. I write when I think I have something (hopefully) original to say or, as it happened before, when I stumble upon an interesting managerial challenge which drives me to analyze the situation deeper, to extract a pattern. If I find my conclusions to be interesting enough and applicable to other situations, I put it online. <br />
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The technical blog on the other hand will probably be driven by my own play with various technologies. I start it with the idea of having a log where I jot down the stuff I experiment with. I don't expect it to have a unifying theme although, as it seems right now, it might evolve somehow towards distributed systems, software architecture, coding techniques and parallel computing. But that is just because these topics are on my reading list these days. <br />
<br />Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-84999706117142829122017-01-26T13:25:00.000+02:002017-01-26T13:25:01.501+02:00Agile With StructureLast year I passed the AgilePM certification (DSDM methodology). The main benefit this methodology brings is, I think, rigor and structure to the Agile world. It bridges the world of software development with the world of large enterprises, bringing in an adjustable layer of governance on top of the team-oriented practices Agile is known for (Lean, Kanban, Scrum, XP). DSDM starts from the premise that everything is adjustable, but in order for things to go smoothly a certain level of up-front planning is needed, a certain level of organization, with more traditional roles and responsibilities, is needed in order for various projects within an corporation to become predictable. It paves the way for better Portfolio Management and synchronization at the project level, not only at team level. <br />
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Here are some slides I put together regarding the methodology. Most of the pictures come from the <a href="http://dsdm.org/">dsdm.org</a> website, the home of the methodology. Links from the slides are put as caption under each slide. <br />
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://2.bp.blogspot.com/-dQ-5RoJ9Z00/WIna3q0Z2ZI/AAAAAAAAVl8/vMXp-Wa7EZETYDnOyIfa1V6alvo-o00BwCLcB/s1600/slide1.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="356" src="https://2.bp.blogspot.com/-dQ-5RoJ9Z00/WIna3q0Z2ZI/AAAAAAAAVl8/vMXp-Wa7EZETYDnOyIfa1V6alvo-o00BwCLcB/s640/slide1.PNG" width="640" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><a href="https://www.dsdm.org/resources/dsdm-handbooks/dsdm-atern-handbook-2008">https://www.dsdm.org/resources/dsdm-handbooks/dsdm-atern-handbook-2008</a></td></tr>
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<tr><td class="tr-caption" style="text-align: center;"><a href="https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/">https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/</a></td></tr>
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<tr><td class="tr-caption" style="text-align: center;"><a href="https://www.dsdm.org/resources/white-papers/the-dsdm-agile-project-framework-for-scrum">https://www.dsdm.org/resources/white-papers/the-dsdm-agile-project-framework-for-scrum</a></td></tr>
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<br />Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-80129506371724627752016-03-25T17:57:00.003+02:002016-04-07T23:14:50.620+03:00Moving from Autonomous to Collaborative - A Must<div style="text-align: center;">
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Not a new idea, I think I met it first in <a href="http://www.amazon.com/7-Habits-Highly-Effective-People/dp/0935721800" target="_blank">The 7 Habits of Highly Effective People</a>, yet I recognize it more and more as time passes by.<br />
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" 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<br />In the model above, collaboration is depicted as the next step from autonomy. Given the huge amount of studies showing the benefit of autonomous, self-organizing teams, it is easy to get caught into the trap of viewing autonomy as a walled garden - which
is precisely the opposite. <br /><br />I think a collaborative attitude is a
responsible attitude. It all starts with autonomy as a prerequisite:
you are assigned an area of responsibility, you are accountable for the
results (both upsides and downsides, skin in the game) so, in order to
succeed, because you are self confident and responsible, you are not
afraid to discuss your plans and strategies with others. In the end, the
decision lies with you so you do your due diligence and consider several points of view. <br /><br />According to this evolutionary model, from dependency to autonomy to collaboration, I don't think one can be truly
collaborative as long as one is not granted autonomy and responsibility. I think COLLABORATIVE = AUTONOMOUS + RESPONSIBLE(upsides,
downsides) while ACTING RESPONSIBLE means not taking disconnected decisions but rather reaching the right decisions by being connected to the environment and incorporating several points of view. The beauty of this recursive definition is that it shows the reinforcing pattern of collaborative attitude - once this path is taken one can only value it more. <br />
<br />
I think the problem is that people view one's ability to act autonomously as the ultimate goal. The fallacy lies in the fact that successes tend to appear sooner while negative consequences tend to appear much later, disconnected from the time of success reporting. For the individual it is dangerous as it makes himself / herself
obsolete sooner or later, while for the organization is a disaster
waiting to strike. </div>
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I believe being autonomous and stopping there is a result of not enough self confidence. As people succeed, they develop work patterns which they apply successfully reinforcing their beliefs while, at the same time, they build walls around themselves to protect their beliefs. It is painful to prove yourself wrong or inaccurate. It is confidence and ego-shattering. Yet this precise attitude leads to restricted learning in adults. It is OK for a while, an example of a local optimum where "good is the enemy of better" and of short-term comfort at the expense of long-term development. </div>
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I don't think it is possible to effectively learn enough to be successful if one is to discover everything by himself / herself. There is simply too much out there. Networking, reaching out, asking what one may consider "dumb questions" is a must. Being vulnerable is a must. Opening up your work is a must. </div>
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I think it is great to have strong teams that return results quickly, without ties. It is fast, it is agile, it gets stuff done, but not at the expense of learning and sharing. The should be embedded in the fabric of the organization, in its KPIs, and not trade collaboration effort for short-term achievements. When 80% is not enough, you can only go higher through dialogue - and this is expensive and painful. I think we live in a non-linear world, which only becomes more non-linear as time passes by. That means more investment in risk management on one side and on beating the market on quality and innovation on the other side. Both are learning activities which involve collaboration between various experts, interdepartmental connections, between various companies, in some cases including even the competition. Autonomy understood as island, walled garden, ivory tower is simply a recipe for failing big: </div>
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" 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The image above is quite self explanatory - as success is built on top of another success, more trust is gained, more money is involved. The problem with trust is that it grows linearly (or even exponentially) while the single failure is a one-time event that might have disastrous consequences (think turkey before Thanksgiving anecdote - so far so good). In such cases, collaboration and showing openness to dialogue and vulnerability is what strengthens the system, as through low-pain but frequent interactions it helps uncover cracks and assumptions which, otherwise, get undetected and produce major consequences sooner or later. </div>
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In short, being autonomous is not enough. </div>
<div style="text-align: left;">
<br /></div>
Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com3tag:blogger.com,1999:blog-8922398602483975892.post-73530666165522717462014-12-31T14:54:00.000+02:002015-01-03T19:11:57.939+02:00One Page Project Estimates<div class="separator" style="clear: both; text-align: center;">
</div>
<div style="margin-left: 1em; margin-right: 1em;">
</div>
The questions this post is providing an answer to are:<br />
<br />
<ul>
<li>How can a project manager provide visibility to his / her stakeholders when he / she wants to pitch to them a new project? </li>
</ul>
<ul>
<li>How can he / she highlight the risks associated with staffing and estimations and play with just a few variables so that risk is brought to an acceptable level?</li>
</ul>
<br />
The method (and its associated Excel-based simulated model) is intentionally simple, its goal being to have the outcome fit on a one or two page sheet and keep the number of variables low so that iterations are easy to make. It does not aim to provide an accurate representation for the risk nor to be used when the required precision is high.<br />
<br />
I decided to write this post few days ago, when reading <a href="https://hbr.org/2014/12/your-agile-project-needs-a-budget-not-an-estimate" target="_blank">this </a><a href="https://hbr.org/2014/12/your-agile-project-needs-a-budget-not-an-estimate" target="_blank">article [Harvard Business Review]</a> I realized that, in many ways, I have been proceeding in roughly a similar manner when providing high level estimates for my projects. <br />
<br />
For the <a href="http://1drv.ms/1wAfzuH" target="_blank">document that exemplifies the method I used,</a> I kept the same example, the book store, for simplicity. Please note that:<br />
<ul>
<li>Numbers in the example are totally random</li>
</ul>
<ul>
<li>This
is a simplified model, designed to draw high level conclusions, and not
a project management tool per-se. The aim is to fit all the information
on a single sheet of paper, mostly communication and quick iteration
purposes. Here is how: </li>
</ul>
<div class="" style="clear: both; text-align: center;">
</div>
<div class="" style="clear: both; text-align: center;">
</div>
<h3>
<b> </b></h3>
<h3>
<b>Step 1:</b></h3>
<div class="" style="clear: both; text-align: center;">
</div>
<div class="" style="clear: both; text-align: center;">
</div>
<ul>
<li>Fill the "Budgets" column with the main features of the project. </li>
<li>In the "timeline" section add your estimation in terms of total headcount that you expect to have working on each specific feature. </li>
<li>In the "confidence" level add your "gut-feeling" estimate on how accurate your estimation is. In the simulation, the duration / budget will be considered to take somewhere between: </li>
</ul>
<ul>
<ul>
<li>Min: confidence% * estimation</li>
</ul>
<ul>
<li>Max: estimation / confidence%, thus a a 50% confidence will lead to Min of 50% of the men-months needed and a Max of double the men-months needed, thus prolonging the time needed to finish the work.</li>
</ul>
</ul>
<div>
Therefore, padding the estimations or taking extra safety precautions are not recommended.</div>
<ul>
<li>In the risk level add color coded where the uncertainty is drawn from (technology, backlog (scope), or management-related unknowns like external dependencies). </li>
</ul>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://4.bp.blogspot.com/-1qfFi41Ya4Y/VKP4UAAG5YI/AAAAAAAAFXk/_UpJBPWucOo/s1600/1st_tasks.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://4.bp.blogspot.com/-1qfFi41Ya4Y/VKP4UAAG5YI/AAAAAAAAFXk/_UpJBPWucOo/s1600/1st_tasks.png" height="172" width="400" /></a></div>
<br />
<h3>
<b> </b></h3>
<h3>
<b>Step 2:</b></h3>
<ul>
<li>Fill the resource breakdown in the second sheet of the document - this shows how you plan to allocate staff to the project. First start off with the initial breakdown (the one that came from estimating each of the features from the first page) </li>
<li>Look at the available resources and see how many people you can 100% commit to allocate according to the resource needs. Then compare to the resource needs and add fill the "Min availability at ramp-up" column. <b></b><br /><b></b></li>
</ul>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://4.bp.blogspot.com/-A_9Su_b6Q30/VKP4UGL3ntI/AAAAAAAAFXE/WhQfh3-NEOA/s1600/2nd-resourcesimulation.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://4.bp.blogspot.com/-A_9Su_b6Q30/VKP4UGL3ntI/AAAAAAAAFXE/WhQfh3-NEOA/s1600/2nd-resourcesimulation.png" height="85" width="400" /></a></div>
<h3>
<b> </b></h3>
<h3>
<b>Step 3: </b> </h3>
<br />
Evaluate the results - every time you press CTRL-S, a new simulation is performed. <br />
<br />
<b>Look at the basic simulation for resource availability:</b><br />
<br />
The model is very basic. It takes into consideration the resource needs and the initial allocation probability and then randomly adds headcount to try to catch up with the needs. It assumes that, once a resource is allocated it is not deallocated until the end of the project. The basic idea is that staff may not be available in time (due to assignment to other projects or inability to recruit in time) <br />
<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="http://4.bp.blogspot.com/-L5jusjYfZhc/VKP4UEWADTI/AAAAAAAAFXI/35JvF9X3tx0/s1600/3rd-resourcesimulation-results.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://4.bp.blogspot.com/-L5jusjYfZhc/VKP4UEWADTI/AAAAAAAAFXI/35JvF9X3tx0/s1600/3rd-resourcesimulation-results.png" height="112" width="400" /></a></div>
<br />
<div class="" style="clear: both; text-align: center;">
</div>
<div class="" style="clear: both; text-align: center;">
</div>
<div class="" style="clear: both; text-align: center;">
</div>
<b>Look at the following section of the first table:</b><br />
<div class="" style="clear: both; text-align: center;">
</div>
<br />
<ul>
<li>In the green square it shows how much resource buffer you have (or you need to recover from somewhere - if it is a negative number).</li>
</ul>
<br />
<div class="separator" style="clear: both; text-align: center;">
</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://1.bp.blogspot.com/-LZbcxNM05h4/VKP4U-BhgrI/AAAAAAAAFXM/SqV9fmpPLxM/s1600/4th%2B-%2Bbuffer.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://1.bp.blogspot.com/-LZbcxNM05h4/VKP4U-BhgrI/AAAAAAAAFXM/SqV9fmpPLxM/s1600/4th%2B-%2Bbuffer.png" height="37" width="400" /></a></div>
<br />
<div class="" style="clear: both; text-align: center;">
</div>
<br />
<div style="text-align: right;">
</div>
<div class="" style="clear: both; text-align: center;">
</div>
<b>Look at the execution simulation results:</b><br />
<div class="" style="clear: both; text-align: center;">
</div>
<br />
The most important line is the<b> DEBT MM.</b> This shows how much you need to recover (negative numbers) or have the capacity to be ahead of the plan (positive numbers) on a monthly basis. <br />
<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="http://2.bp.blogspot.com/-QZRFYyXs8v0/VKP4VDEpBvI/AAAAAAAAFXQ/uzpVkT2cSOs/s1600/5th%2B-%2Bsimulationforrisk.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://2.bp.blogspot.com/-QZRFYyXs8v0/VKP4VDEpBvI/AAAAAAAAFXQ/uzpVkT2cSOs/s1600/5th%2B-%2Bsimulationforrisk.png" height="146" width="400" /></a></div>
<div class="" style="clear: both; text-align: center;">
</div>
<div class="separator" style="clear: both; text-align: center;">
</div>
<div class="" style="clear: both; text-align: center;">
</div>
<h3>
<b> </b></h3>
<h3>
<b>Step 4: </b> </h3>
<div class="" style="clear: both; text-align: center;">
</div>
<br />
This is the most important step - <b>iterate and play with the numbers:</b><br />
<div class="" style="clear: both; text-align: center;">
</div>
<br />
<ul>
<li>Check what needs to be done to improve your estimates and what would be an acceptable confidence level in order to start the project. </li>
<li>See what can be scheduled earlier in order to use the extra resources that you might have in the beginning and reduce the risk towards the end of the project.</li>
<li>Play with the resource plan - after you run the simulation with the initial estimates, add / remove staff to each line to see how that will impact your buffers. Find a resource plan that you and your team feel comfortable with.</li>
</ul>
<h3>
<b> </b></h3>
<h3>
<b>Step 5: </b></h3>
<br />
As time goes by, update the excel file with real data and see how your predictions match the reality. Don't forget that this is just a road-map simulation and a proper Agile process should be followed with the team. <br />
<br />
<h3>
<b>End note:</b></h3>
<br />
Please always remember that this is a model, it is designed to help you ask yourself questions. It is simple by design because adding more variables would only make iterations cumbersome and relations between data points harder to grasp. Use the model to express to your stakeholders what you have in mind and identify some optimal resource and estimation targets that need to be met in order to proceed safely ahead.<br />
<br />
If you need more depth, play with the formulas and add more data points to the model. If you have any questions, please ping me as well. I'd love to discuss your findings and your ideas on how to pitch and estimate risks more clearly, preferably on a single or maximum two page document. :)<br />
<br />
<br />Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-57749897041875979132014-09-03T19:16:00.000+03:002014-09-03T20:05:03.547+03:00Agile Project and Portfolio Management for Business ProjectsTraditionally Agile is recognized as a software development-specific set of methodologies. The Agile Manifesto, the document that defines the pillars of the Agile movement, seems to inexorably link it to software teams. But is Agile so specific to software? Can those principles be applied to a wider range of initiatives? What if the “working software” wording is rephrased as “tangible value”?<br />
<br />
<h3>
<b>1. Some problems Agile promises to solve:</b></h3>
<ul>
<li>Things don’t seem to finish as there are too many threads in parallel. Lack of visibility, streams of emails to ask for basic questions and a general feeling of insecurity and lack of progress.</li>
</ul>
<ul>
<li>“Business as usual” – process work, role based, without a clear understanding of the final objectives. Not much motivation. Fixed roles, "not my job".</li>
</ul>
<ul>
<li>Hard to squeeze in change initiatives due to pre-approved budgets and plans.</li>
</ul>
<br />
<h3>
<b>2. Paradigm shift:</b></h3>
<b><br /></b>
Everything we do is a due to a change we want to see in the system. Thus a clear, time-bound and resource-bound, measurable result is desirable. Ideally, everything should be transparent and people commit in group to the goals. It is OK to change roles, as people that learn new skills and extend their responsibilities are more motivated, reliable and happy. Thus we can approximate that everything we do is either a project or part of a project which we plan and we allocate resources to. All these initiatives form a portfolio that needs to be managed. As objectives shift in time, everything becomes subject to challenge, discussion, and prioritization and, of course, cancellation.<br />
<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://2.bp.blogspot.com/-5UUZul0n_jc/VAc1s-apUYI/AAAAAAAAFHc/844Gk__2DHc/s1600/agile-goals.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" src="http://2.bp.blogspot.com/-5UUZul0n_jc/VAc1s-apUYI/AAAAAAAAFHc/844Gk__2DHc/s1600/agile-goals.PNG" height="185" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Hierarchical backlog in which we link all projects to strategic objectives and areas of responsibility.</td></tr>
</tbody></table>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<i>(<b>Suggested first step:</b> write down business goals as a hierarchical structure, with areas and owners. Each project is then linked to a specific goal. By default, the area owner becomes either the default project manager or the portfolio manager for his group of projects. In the picture above, we used Jira with the Structure plugin to organize the information.)</i><br />
<div>
<br /></div>
<div>
<div>
<h3>
<b>3. Crossing the bridges:</b></h3>
</div>
<div>
<br /></div>
<div>
<b>Agile distilled:</b></div>
<div>
<br /></div>
<div>
A set of principles on how to respond to change and maximize value creation.</div>
<div>
<b><br /></b></div>
<div>
<b>Agile manifesto for non-software related projects: </b></div>
<div>
<br /></div>
<div>
<i>"We are uncovering better ways of developing <strike>software</strike> delivering value by doing it and helping others do it. Through this work we have come to value:</i></div>
<div>
<i><br /></i></div>
<div>
<i>o<span class="Apple-tab-span" style="white-space: pre;"> </span>Individuals and interactions over processes and tools</i></div>
<div>
<i>o<span class="Apple-tab-span" style="white-space: pre;"> </span><strike>Working software</strike> Maximizing value over comprehensive documentation</i></div>
<div>
<i>o<span class="Apple-tab-span" style="white-space: pre;"> </span>Customer collaboration over contract negotiation</i></div>
<div>
<i>o<span class="Apple-tab-span" style="white-space: pre;"> </span>Responding to change over following a plan</i></div>
<div>
<i><br /></i></div>
<div>
<i>That is, while there is value in the items on the right, we value the items on the left more."</i></div>
<div>
<br /></div>
<div>
<b>Agile Methodologies Distilled: </b></div>
<div>
<b><br /></b></div>
<div>
Practices to support the values. If values make sense and you implement practices that support them, you are already Agile. Is there anything inherently contradictory to managing in an Agile way any type of activity or task? </div>
<div>
<br /></div>
<div>
<b>What Agile is not:</b></div>
<div>
<br /></div>
<div>
<ul>
<li>A software-development only methodology that is completely opposite to the traditional way of managing projects. </li>
<li>For kids, youngsters and pet projects.</li>
<li>For unconventional start-ups only.</li>
<li>Something new that has not passed the trial of time.</li>
</ul>
</div>
<div>
<div>
<br /></div>
</div>
<div>
<b>And, of course, the set of associated myths: </b></div>
<div>
<br />
<ul>
<li>Agile practitioners do not plan. </li>
<li>Agile does not offer any guarantee nor commitment to results.</li>
<li>Agile can only be done with a physical board, post-its, endless meetings and a significant dose of nonconformist. </li>
<li>To be Agile requires for everything to be changed.</li>
</ul>
<div>
<br /></div>
</div>
<div>
<b>All in one paragraph:</b></div>
<div>
<b><br /></b></div>
<div>
Agile is a philosophy, a set of lenses through which we see the world. The supporting practices feel natural and safe in most of the environments, but they do require a certain dose of sustained caring for people and discipline to implement them.</div>
<div>
<br /></div>
<div>
<h3>
<b>3. Agile Simple Portfolio Management for non-software teams. </b></h3>
</div>
<div>
<br /></div>
<div>
Scrap the “sprint, Agile, scrum, epics, feature, and retrospectives” terminology. They might scare people away. Use the common human language, explain as if for a friend. Then just do it: call the meetings, follow the process, plan, ask the questions.<br />
<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://3.bp.blogspot.com/-LaaMvHNEpMg/VAc3MaOyzuI/AAAAAAAAFHk/bwBoHT2I4EE/s1600/agile-project-board.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" src="http://3.bp.blogspot.com/-LaaMvHNEpMg/VAc3MaOyzuI/AAAAAAAAFHk/bwBoHT2I4EE/s1600/agile-project-board.PNG" height="148" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Jira Agile Project Board</td></tr>
</tbody></table>
<br />
<i>(<b>Suggested second step: </b>together with the owner, define and agree on a backlog of projects that would help fulfill the business goals. There's no need to plan everything upfront. Rough estimations are enough, just to understand the business value, align on vision and on cost. Minimize the amount of project in progress. Re-discuss value and re-prioritize every iteration.)</i><br />
<br /></div>
<div>
<br /></div>
<div>
<b>Ok for planning, monitor and control, but why the continuous improvement? </b></div>
<div>
<br /></div>
<div>
There is a common misunderstanding with S.M.A.R.T - The Achievable. How do I know that if I receive a business goal of "increasing the business value by 15%", the 15% is: a) realistic goal and b) the best that can be done. </div>
<div>
<br /></div>
<div>
Let’s introduce continuous objectives and continuous improvement. It is OK to start with the worst process in the whole world. It is not OK not to improve everyday. When '"New Balance" built their first sport shoe in US to compete with the Chinese-made Adidas and Nike, they first built the most expensive sport shoe in the world. Then they improved. Now they are competitive. The question is: how can we improve, no matter how good we perceive ourselves to be. Compete with ourselves, not with the objective. </div>
<div>
<br /></div>
<div>
For continuous improvement, we need data: track performance with charts, flows, timing. Get numbers. Agile metrics are there to follow and spark continuous improvement and retrospectives. Everything that is done goes through the process, otherwise you cannot get the full picture.<br />
<br />
<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://1.bp.blogspot.com/-ujL7xkFtIFI/VAc4s_mqWOI/AAAAAAAAFHs/xaKNisuKeYM/s1600/agile-taskboard.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" src="http://1.bp.blogspot.com/-ujL7xkFtIFI/VAc4s_mqWOI/AAAAAAAAFHs/xaKNisuKeYM/s1600/agile-taskboard.PNG" height="175" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Jira Personal Taskboard</td></tr>
</tbody></table>
<br />
<i>(<b>Suggested third step: </b>once a project is set to WIP, work with its team to break it down into tasks. Check that the tasks indeed conform to the vision and that the vision was properly understood by the team members. Follow-up. Build up on their vision as well. )</i><br />
<br /></div>
<div>
<br /></div>
<div>
<h3>
<b>4. But how do I get control and confidence?</b></h3>
</div>
<div>
<ul>
<li>I want my Gantt chart - yes, here it is: the road-map</li>
<li>I want my project status reports - yes, here they are, the project metrics</li>
<li>I want my change requests - of course, let's prioritize for the next iteration.</li>
</ul>
</div>
</div>
<div>
<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://1.bp.blogspot.com/-6Q3nPAxtO_s/VAc6GTL7NHI/AAAAAAAAFH0/AD7odywHbsI/s1600/project-metrics.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" src="http://1.bp.blogspot.com/-6Q3nPAxtO_s/VAc6GTL7NHI/AAAAAAAAFH0/AD7odywHbsI/s1600/project-metrics.PNG" height="163" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Jira-provided burn-up chart</td></tr>
</tbody></table>
<br /></div>
<div>
<i>(<b>Suggested fourth step: </b>Follow-up the metrics and hold retrospectives. Present the metrics to the team (hold the mirror) and check how people are satisfied with the results of their own work. Brainstorm for how results can be improved - there are specific Agile practices for this).</i><br />
<i><br /></i>
<br />
<h3>
<b>5. Additional notes:</b></h3>
<br />
<a href="https://www.atlassian.com/software/jira?_mid=e0ba2405fc348f3212a1dfb9916db90d&gclid=CjwKEAjw-JqgBRCAyqjoic27nlQSJABBTpFEqRDsROPspJvHi6vPicp03A5CJTIyLHrsN-NDLsiwCRoCJojw_wcB">Jira </a>is a great tool for several reasons:<br />
<br />
<ul>
<li>With the help of the Agile plugin, it is very easy to understand how Agile works. </li>
</ul>
<ul>
<li>As it is a flexible workflow-based tool, it can be extended much beyond the task / defect / project tracking. We have defined custom workflows and use the same plugins for repetitive business processes, like travel, recruitment and purchases. It comes very handy as it is a one-stop point for almost everything we do, decreasing email communication and providing visibility and tracking for almost every activity.</li>
</ul>
<ul>
<li>Although slightly difficult to customize for a fist time user, there is a lot of documentation out there, forums and people whom can be asked for support.</li>
</ul>
<div>
<br /></div>
<div>
<br /></div>
<div>
HAPPY MANAGING! :)</div>
<div>
<br /></div>
</div>
Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-12787189494107243512014-08-04T16:57:00.000+03:002014-08-04T16:58:23.549+03:00The Leader - A Perspective And An Aspirational Model<div style="color: #1e4e79; font-family: Calibri; font-size: 16.0pt; margin: 0in;">
<span style="font-size: 16pt;">What
the leader is and does:</span></div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Attention to
details</span><span style="font-family: Calibri; font-size: 11.0pt;"> </span><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">& depth
of understanding</span><span style="font-family: Calibri; font-size: 11.0pt;">
- relentless pursuit of perfectness in any deliverable. Seeks for beauty,
concision, simplicity, clarity. Is not satisfied with default answers and
quickly spots assumptions, both in his own reasoning and in others.</span></li>
</ul>
<div style="font-family: Calibri; font-size: 11.0pt; margin-left: .375in; margin: 0in;">
<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11pt; font-weight: bold;">Autonomy
& entrepreneurship</span><span style="font-family: Calibri; font-size: 11.0pt;"> - finds work for himself and his team. Helps his team develop
their autonomy, through clear roles and responsibilities. Holds people
accountable, thus he is perceived as a delegative and empowering leader.
He is self-motivated by growth and achievement and tries to secure a
bigger impact for himself and for his team.</span></li>
</ul>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11pt; font-weight: bold;">Integrity</span><span style="font-family: Calibri; font-size: 11.0pt;"> - speak the truth, even if
inconvenient . Does not take shortcuts in his work, even if sometimes it
means taking the difficult path. Does not procrastinate. Does not hide
anything. Commits and assumes responsibility for the results, either good
or bad. Does not seek to blame others.</span></li>
</ul>
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<br /></div>
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<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Collaborates
for results</span><span style="font-family: Calibri; font-size: 11.0pt;"> with
his peers and his manager. Manages transparently and brings tough subjects
to the table confidently. Looks people in the eyes. Negotiates for
win-win. Recognizes his team interest. </span></li>
</ul>
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<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11pt; font-weight: bold;">Curious
and always learning</span><span style="font-family: Calibri; font-size: 11.0pt;">
- sees every interaction as an option to learn something new. Passionate
about at least one field related to game production (programming, game
design, project management, art)</span></li>
</ul>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Exceptional
communicator</span><span style="font-family: Calibri; font-size: 11.0pt;"> -
synthesis / analysis skills. Presentation skills - both in writing and
verbal. Clarity and vision. Adapts
to his / her audience, up, down and across. Is able to express complex
ideas in simple terms. Does not use meaningless wording. Seeks for beauty,
concision, simplicity, clarity. Understands and assumes what he says and
brings value to the communication.</span></li>
</ul>
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<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Finisher</span><span style="font-family: Calibri; font-size: 11.0pt;"> - is capable not only to
propose and start new initiatives, but also prioritize among different
ones. When committing to a course of action, drives it to completion. </span></li>
</ul>
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<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Results
driven</span><span style="font-family: Calibri; font-size: 11.0pt;"> - keeps
things simple by focusing on clear, measurable results. Understands that
"implementation matters" and does not trade integrity for
short-term gains. </span></li>
</ul>
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<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Energy,
optimism, social skills</span><span style="font-family: Calibri; font-size: 11.0pt;"> - people feel energized when he is in the room. Instills positive
energy in the team. Cheers people up. Is well educated and knows how to
behave in social situations (including meetings). Inspires confidence and
expertise. </span></li>
</ul>
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<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Visionary,
strategic thinker and tactician, all in one</span><span style="font-family: Calibri; font-size: 11.0pt;"> - is able to think long term, define goals,
chart plans and inspire people. Is able to zoom-out and zoom-in and work
at different levels of detail.</span></li>
</ul>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Inclusive
leader</span><span style="font-family: Calibri; font-size: 11.0pt;"> - is
humble and self-confident. Relies on people and understands roles and
responsibilities. Manages to make people feel accountable for their own
results. Respects people and their point of view. Is able to drive the
discussion towards rational arguments. Is able to call meetings and bring
difficult subjects to the team for finding solutions.</span></li>
</ul>
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<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Disciplined
pursuit of daily activities</span><span style="font-family: Calibri; font-size: 11.0pt;"> - the team knows what to expect from him, he has a set
of rituals and a transparent schedule.
Always on time, always predictable. Holds 1:1s, retrospectives and
is constantly for lookout on how to improve processes. </span></li>
</ul>
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<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Systemic
view</span><span style="font-family: Calibri; font-size: 11.0pt;"> - Fixes the
root causes, not the symptoms. Has
a systemic view of cause & effect and understands feedback loops.</span></li>
</ul>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<br /></div>
<div style="color: #1e4e79; font-family: Calibri; font-size: 16.0pt; margin: 0in;">
A
leader might be:</div>
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<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Project
management expert or agile practitioner</span></li>
</ul>
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<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Passionate about engineering, product, design,
quality, management, … </span></li>
</ul>
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<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Motivated by
power/impact and/or achievement</span></li>
</ul>
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<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">People
oriented or product oriented - </span><span style="font-family: Calibri; font-size: 11.0pt;">the things that matters are: people feel they are led to
victory, they feel the project is good for their careers and that there is
always something new to learn and improve.</span></li>
</ul>
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<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Good public
speaker</span></li>
</ul>
<div style="color: #1e4e79; font-family: Calibri; font-size: 16.0pt; margin-left: .375in; margin: 0in;">
<br /></div>
<div style="color: #1e4e79; font-family: Calibri; font-size: 16.0pt; margin: 0in;">
What
the leader is not:</div>
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<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11pt; font-weight: bold;">People
pleaser (up-down-across)</span><span style="font-family: Calibri; font-size: 11.0pt;"> - These leaders are reluctant to take unpopular
decisions and be open. They create an unhealthy environment of low
performance and comfort around them, based on social networks and office
politics. Also, they tend to "buy" support instead of challenging
the teams for results. </span></li>
</ul>
<div style="font-family: Calibri; font-size: 11.0pt; margin-left: .375in; margin: 0in;">
<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri;"><span style="font-size: 15px;"><b>Syndicalist</b></span><span style="font-size: 11pt;"><b> leader - </b></span></span><span style="font-family: Calibri; font-size: 11.0pt;">These
leaders will always create a rift between the team and the management,
pushing towards antagonism instead of alignment.</span></li>
</ul>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Passive
aggregator of information</span><span style="font-family: Calibri; font-size: 11.0pt;"> - the leader adds value to any communication, by being
able to summarize it and lead meaningful discussions with his peers,
managers and team. He understands the requirements, the language, is able
to extract the substance and act as an independent hub of knowledge. </span></li>
</ul>
<div style="font-family: Calibri; font-size: 11.0pt; margin-left: .375in; margin: 0in;">
<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Tyrant - </span><span style="font-family: Calibri;"><span style="font-size: 11pt;">The opposite of </span><span style="font-size: 15px;">syndicalist</span><span style="font-size: 11pt;"> leader. Disregards his team and is willing to take easily decisions that affect his direct reports (salaries, free days, maternity leaves cuts,
etc… ) in the name of company
profit.</span></span></li>
</ul>
<div style="font-family: Calibri; font-size: 11.0pt; margin-left: .375in; margin: 0in;">
<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11pt; font-weight: bold;">Non-committal
and non-responsible</span><span style="font-family: Calibri; font-size: 11.0pt;">
- discusses people instead of results. Invents problems and likes office
drama. Comes to rescue when conflict appears. Does not take responsibility
for failure.</span></li>
</ul>
<div style="font-family: Calibri; font-size: 11.0pt; margin-left: .375in; margin: 0in;">
<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11pt; font-weight: bold;">In
only for himself - </span><span style="font-family: Calibri; font-size: 11.0pt;">people
around him and their successes don’t matter. All he cares is his career or
proving his point of view. Focused on showing how good he is and how the
results depended solely on himself.</span></li>
</ul>
<div style="font-family: Calibri; font-size: 11.0pt; margin-left: .375in; margin: 0in;">
<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Opaque to
others ideas (up / down / across) -
</span><span style="font-family: Calibri; font-size: 11.0pt;">not be mistaken
for self-confidence. Self-confidence means exactly the opposite: showing
vulnerability, willingness to learn, involving other people, asking for
opinions.</span></li>
</ul>
<div style="font-family: Calibri; font-size: 11.0pt; margin-left: .375in; margin: 0in;">
<br /></div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">A leader in
the vacuum </span><span style="font-family: Calibri; font-size: 11.0pt;">-
willing to sacrifice collaboration and integrity for quick wins. Does not
care about the impact of his actions on the future, people and projects
around him.</span></li>
</ul>
<div style="font-family: Calibri; font-size: 11.0pt; margin-left: .375in; margin: 0in;">
<br /></div>
<br />
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt; font-weight: bold;">Complainer</span><span style="font-family: Calibri; font-size: 11.0pt;"> - sees problems and possible
improvements but fails to take action to remedy them.</span></li>
</ul>
Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-33965766614847450242014-05-17T16:34:00.000+03:002014-09-04T16:58:15.387+03:00My Dream of the Perfect Organization<b style="font-family: inherit;">Administration, HR, IT support teams:</b><br />
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<br /></div>
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<b><span style="font-family: inherit;">Live and promote company</span><span style="font-family: inherit;"> values:</span></b><span style="font-family: inherit;"> Whenever you ask people, they know the core values and believe in them. They give answers in terms of values and are able to make decisions based on them. They use every means possible to share and disseminate processes, organization and culture. They are on a constant lookout for learning and sharing <o:p></o:p></span>knowledge:</div>
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<br />
<ul>
<li><span style="font-family: inherit;">1:1 with leads</span></li>
<li><span style="font-family: inherit;">workshops</span></li>
<li><span style="font-family: inherit;">repeat the messages on all occasions</span></li>
<li><span style="font-family: inherit;">make the language accessible and behavior oriented, not buzzwords</span></li>
<li><span style="font-family: inherit;">create and support values through messages outside the boundaries of the company: language of job ads, imagery in job ads, any external communication (emails to suppliers, candidates, etc).</span></li>
</ul>
</div>
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<span style="font-family: inherit;"><br /></span></div>
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<span style="font-family: inherit;">Why culture and values are so important? Because there are many ways to do things, many organization types that are successful. Therefore it is needed to have a guideline in terms of what best practice fits the team and be able to choose through dialogue and introspection.</span></div>
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<br /></div>
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<b style="font-family: inherit;">Message:</b><span style="font-family: inherit;"> We are smart rebels. We understand the organization and act not because we follow processes blindly but because we understand what we do. We can </span>explain<span style="font-family: inherit;"> everything, we have initiative and we learn from our mistakes. <o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: inherit;"><b>Administration is there to support people:</b> All requests are handled swiftly and transparently. Administration is an example of organization and aims of decreasing load from the product development team.<o:p></o:p></span></div>
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<br /></div>
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<b style="font-family: inherit;">Everyone participates in marketing the organization and its projects: </b></div>
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<br />
<ul>
<li><span style="font-family: inherit;">Follow-up on events and propose participation.</span></li>
<li><span style="font-family: inherit;">Encourage people to speak at conferences.</span></li>
<li><span style="font-family: inherit;">Organize in-studio events and develop a network of partners for media exchanges.</span></li>
<li><span style="font-family: inherit;">Follow-up on press releases, find ways to promotes ourselves, connect with bloggers and press.</span></li>
<li><span style="font-family: inherit;">Follow-up with teams and project managers and make sure they understand they build a company they like to work in. Each team should provide recommendations that pass the in-probation period. Teach and advocate this behavior. Ask what has been done and assist in planning next steps.</span></li>
<li><span style="font-family: inherit;">If a studio within a larger organization, develop a network within the company at </span>large<span style="font-family: inherit;"> and be recognized as a major contributor.</span></li>
</ul>
<div>
<br /></div>
</div>
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<h3>
<span style="font-family: inherit; font-size: small;"><b>Product development:</b></span></h3>
</div>
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<br /></div>
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<span style="font-family: inherit;"><b>Managers / Project / Product Managers:</b><o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: inherit;">Understand they are part of the driving entrepreneurial force within the company and they involved in building an organization they wish to work for. Thus they need to plan, recruit, participate in talks about staff development, help define vision, develop their people. They listen to other opinions and they are able to identify communication deadlocks, which makes them excellent communicators. They are humble and smart.<o:p></o:p></span></div>
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<br /></div>
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<br />
<ul>
<li><span style="font-family: inherit;">Develop network within the company and outside.</span></li>
<li><span style="font-family: inherit;">Master project management. Provide plans, track, follow-up on objectives.</span></li>
<li><span style="font-family: inherit;">Define ways in which they can bring extra value and be competitive.</span></li>
<li><span style="font-family: inherit;">Measure everything - product performance and </span>team performance<span style="font-family: inherit;">.</span></li>
<li><span style="font-family: inherit;">Develop their core teams. </span></li>
<li><span style="font-family: inherit;">Create an atmosphere of fun and focus within their teams. Pitch and advocate their projects. Excite their staff. Make sure their people constantly recommend profiles to join the company. Make this as a constant focus.</span></li>
<li><span style="font-family: inherit;">Own the projects beyond ship date. Follow, request data, understand the business of the projects and pitch improvements based on metrics and business aims.</span></li>
<li><span style="font-family: inherit;">Develop their staff and create succession plan for the ultimate goal of making sure they can </span>subtract themselves from the production processes, to be able to scale and take on new developments safely. </li>
<li><span style="font-family: inherit;">Understand cost constraints and lead their projects with business in mind. </span></li>
</ul>
</div>
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<br /></div>
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<span style="font-family: inherit;"><b>Technical / Team Leaders:</b><o:p></o:p></span></div>
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<br /></div>
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<br />
<ul>
<li><span style="font-family: inherit;">They are the driving force of innovation within our studio. </span></li>
<li><span style="font-family: inherit;">They shape opinions. They don't complain but change what is not working. They suggest solutions to problems and encourage engineers to become better at what they do.</span></li>
<li><span style="font-family: inherit;">They are an example for the technical staff in terms of core skills, motivation and values.</span></li>
<li><span style="font-family: inherit;">They develop their staff, have courage to express themselves, look into the eyes of their people when they deliver news. They are not afraid of confrontation because they know the project is king and have the moral authority to expect results. They listenbut are not afraid to say no with compassion.</span></li>
<li><span style="font-family: inherit;">They work side by side with their teams and are an example of commitment</span><b style="font-family: inherit;">. </b><span style="font-family: inherit;">They work harder than anyone else in the team.</span></li>
<li><span style="font-family: inherit;">They network with other professionals and are always on top of the latest trends and news. They always learn something new.</span></li>
</ul>
</div>
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<br /></div>
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<span style="font-family: inherit;"><b>Associate project managers:</b><o:p></o:p></span></div>
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<br /></div>
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<br />
<ul>
<li><span style="font-family: inherit;">They only think about project management, process optimization and decreasing risk.</span></li>
<li><span style="font-family: inherit;">They are crazy about meeting goals and shipping on time and they cannot sleep when the project risk is increasing.</span></li>
<li><span style="font-family: inherit;">They are an example of lateral leadership, organization, clarity of expression and clarity of plans.</span></li>
<li><span style="font-family: inherit;">They have a deep understanding of everything in the project and can have a technical conversation about any feature they are supervising.</span></li>
<li><span style="font-family: inherit;">They propose solutions, feature cuts, replan, rebaseline and measure everything. </span></li>
<li><span style="font-family: inherit;">They love metrics, Excel and Jira. </span></li>
<li><span style="font-family: inherit;">They like clarity and can spot assumptions from a distance.</span></li>
<li><span style="font-family: inherit;">They make sure the project hits all the milestones, drive quality control, negotiate and set objectives for 3rd party service providers that fall under jurisdiction. They make sure the team has no blockers and they are the go-to persons for getting stuff done.</span></li>
<li><span style="font-family: inherit;">They manage the relation with everyone from the production team and any external provider. They recognize the Producer as the main decision maker in the project thus they make sure he is properly informed and he has all the data to take the proper course. They exercise their reporting and communication skills on the producer so that, when time comes, they are ready to move into his role.</span></li>
</ul>
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<span style="font-family: inherit;"><b>Engineers: </b><o:p></o:p></span></div>
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<ul>
<li><span style="font-family: inherit;">They are continuously developing themselves technically and on core skills. They read, prototype, communicate.</span></li>
<li><span style="font-family: inherit;">Engineers are crazy about automating boring activities. They are keen on making the world around them a better place and suggest solutions for the problems they spot.</span></li>
<li><span style="font-family: inherit;">They enjoy networking with other engineers and discuss technical problems and solutions.</span></li>
<li><span style="font-family: inherit;">They ask questions and are passionate about what they do.</span></li>
<li><span style="font-family: inherit;">They think 3-7 times before answering "it is impossible".</span></li>
<li><span style="font-family: inherit;">They don't complain, but suggest improvements. They seek improvement in themselves first.</span></li>
<li><span style="font-family: inherit;">They are the driving force that makes our company a better place for everyone and the root of all innovation.</span></li>
</ul>
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Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-20746546188279652362013-11-15T20:01:00.000+02:002013-11-16T01:13:19.153+02:00Again On Multisite Collaborations - Various Setups<div class="separator" style="clear: both; text-align: left;">
While writing the <a href="http://blog.alexandrugris.ro/2013/11/on-multi-site-collaborations.html">previous post</a>, more ideas came to my mind about multisite collaborations. </div>
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Just to have it under our eyes, here is the terminology I use in these articles:</div>
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<ul>
<li><b>Multisite collaboration:</b> several teams located in remote locations work together to complete a large scale project.</li>
</ul>
<div>
<br /></div>
<ul>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://3.bp.blogspot.com/-iwXrRsSwQ3A/UoTV9pa8ilI/AAAAAAAAEtY/d2j5ljwg50o/s1600/setup.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="320" src="http://3.bp.blogspot.com/-iwXrRsSwQ3A/UoTV9pa8ilI/AAAAAAAAEtY/d2j5ljwg50o/s320/setup.PNG" width="306" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>Multisite collaboration</b></td></tr>
</tbody></table>
<br /><br />
<li><b>Lead site (the buyer):</b> the initiator of the project, the place where the PM resides.</li>
</ul>
<div>
<br /></div>
<ul>
<li><b>Associate site (the seller): </b>a site invited to work on the project.</li>
</ul>
<h2>
<b><br /></b></h2>
<h2>
<b>Setup no. 1 - the associate site does not have a dedicated project manager.</b></h2>
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://4.bp.blogspot.com/-nk31dK7Y2Gc/UoZVyVO3IzI/AAAAAAAAEvQ/t2ZGpTtFVpk/s1600/setup1.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="220" src="http://4.bp.blogspot.com/-nk31dK7Y2Gc/UoZVyVO3IzI/AAAAAAAAEvQ/t2ZGpTtFVpk/s400/setup1.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>No PM in the associate site</b></td></tr>
</tbody></table>
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It may seem to work at first, especially for small teams in the associate. However, several developments become apparent quite quickly as the team grows:</div>
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<ul>
<li>If management is done at a task level, most of the time the people in the associate will act in a manner very similar to being independent contractors, without much attachment to the product. There will be little communication or synergy between them. As we cannot speak of a real team, the value the associate will bring to the project will be directly proportional to the amount of time each employee spends on his tasks, focusing on getting the code to work instead of understanding the product as a whole. </li>
</ul>
<div>
<br /></div>
<ul>
<li>Communication can become heavy and with plenty of misunderstandings, not only due to the language barrier but also because the engineers in the associate are most likely not hired for their communication skills but rather for their technical skills. Therefore there is a very high risk of rework and frustration on both sides.</li>
</ul>
<div>
<br /></div>
<ul>
<li>In this case, the associate site acts more like an HR firm providing temporary workforce, without any additional value that may emerge from team cohesion - like innovation and creativity. The setup is as if the associate employees are temps working for the lead site. </li>
</ul>
<br />
<br />
<h2>
<b>Setup no. 2 - the associate adds a project manager, but the core of the process does not change.</b></h2>
<div>
<b><br /></b></div>
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://2.bp.blogspot.com/-N9xWM-Q4QxI/UoZVxi3xbYI/AAAAAAAAEvA/qGat489q0cM/s1600/setup+2.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="218" src="http://2.bp.blogspot.com/-N9xWM-Q4QxI/UoZVxi3xbYI/AAAAAAAAEvA/qGat489q0cM/s400/setup+2.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>PM in the associate site is excluded from the main communication flow</b></td></tr>
</tbody></table>
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A PM is added when the lead site and the associate agree that there is something wrong in the collaboration - like low quality of the deliverables, misunderstandings, rework, delays. However, adding a PM without putting him or her in the main communication loop or not giving him or her decision power does not change the situation much. Satisfaction will not improve dramatically and the PM will mostly feel useless.</div>
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<br /></div>
<h2>
<b><br /></b></h2>
<h2>
<b>Setup no. 3 - PM on the lead side, PM on the associate site</b></h2>
<div>
<b><br /></b></div>
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://4.bp.blogspot.com/-O5boF2rsY4A/UoZVxihJ0fI/AAAAAAAAEu4/wejuaYI5qPU/s1600/setup+3.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="208" src="http://4.bp.blogspot.com/-O5boF2rsY4A/UoZVxihJ0fI/AAAAAAAAEu4/wejuaYI5qPU/s400/setup+3.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>Both the lead and the associate have dedicated PMs to follow the collaboration</b></td></tr>
</tbody></table>
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While I strongly believe that engineers should not be impeded from communicating to each other directly, the main decision loop should go through the two PMs (one on the buyer's side, the other one on the seller's side). The associate now has a real chance of leveraging their potential and building a team. With its own backlog, own objectives and freedom of choosing their own internal processes, management is done based on clear KPIs and clear acceptance criteria. The associate has a champion on site, the project manager, who will lobby on getting on its plate higher value business cases and providing not only bare bones engineering services, but also securing the delivery, securing a certain quality standard, participating in the product design or offering additional creative services. The focus moves from tasks to features and added value. </div>
<br />
The last setup works particularly well when there are language barriers, process differences or different organizational maturity levels in the two sites. The PM from the associate acts as a facade, abstracting the development process that happens behind him or her and making sure the discussion does not deviate from the concrete, measurable objectives set for the collaboration. His aim is to protect the team, get acceptance on deliverables and spot opportunities for the associate to bring additional value to the project (entrepreneurial spirit).<br />
<div>
<br />
To answer one of the questions from PM Days, what is the number one thing that can lead to a successful multisite collaboration, I would summarise everything by saying that my opinion is that PM proficiency (practice + formal) for the associate site project manager, coupled with a modest, outgoing, growth-oriented and curious personality should prevent a lot of problems.<br />
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Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0Kiev, Kyiv city, Ukraine50.4501 30.52340000000003849.8023485 29.232506500000039 51.0978515 31.814293500000037tag:blogger.com,1999:blog-8922398602483975892.post-31418177124470273782013-11-14T18:29:00.001+02:002013-11-16T00:56:04.240+02:00On Multi-Site CollaborationsNow that the <a href="http://pmdays.ro/">PM Days 2013 conference</a> is over, I thought of assembling my notes and posting them here - more like a collage of thoughts, supported by slides from the presentation.<br />
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://3.bp.blogspot.com/-KbZ3EEy0bv4/UoTwInWK85I/AAAAAAAAEuo/exdW9Ah2g4Y/s1600/me.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="291" src="http://3.bp.blogspot.com/-KbZ3EEy0bv4/UoTwInWK85I/AAAAAAAAEuo/exdW9Ah2g4Y/s400/me.jpg" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>PM Days 2013</b></td></tr>
</tbody></table>
<br />
<h2>
<b>Why speak about multi-site collaborations? </b></h2>
<br />
Well, for several reasons. One is that the topic is actual and that chances are that every professional project manager will, at one point throughout his or her career, have to organize a project that spans across several geographically distributed locations. If you are not convinced, just check the image below. :)<br />
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://4.bp.blogspot.com/-XOYS6UJiHbk/UoSbKCkt_5I/AAAAAAAAErs/pm2xCZhyToQ/s1600/Globalization12.png" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="300" src="http://4.bp.blogspot.com/-XOYS6UJiHbk/UoSbKCkt_5I/AAAAAAAAErs/pm2xCZhyToQ/s400/Globalization12.png" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>Globalization</b></td></tr>
</tbody></table>
<br />
Of course, the collaboration setup comes with its share of risks that we need to be aware of. It is my belief that anyone who had formal PM training, qualification and also practical experience should be well equipped to handle such a distributed project. PMBOK is a great reference and it was one of the aims of my presentation to look at multi-site collaborations through the PMI lenses: identify the patterns and build a collaboration model inline with what we already know.<br />
<br />
<div>
As I am an engineer by trade and I like things clear, I need a model to rely on, a model that is discharged of emotional mess, that it is conceptually simple and from which I can easily draw my own conclusions as the project develops. Such a model should scale easily and it should be independent of the project specifics (like methodology, scope, stakeholders, initial risks and assumptions) .</div>
<div>
<br /></div>
<br />
Another reason is the personal opportunity. I honestly believe that collaborations open the gates of the world to the people involved in them. They are an amazing chance for learning, sharing, reaching out to other people and experiences and contributing to significant projects. By collaborating, we can build on each other's strengths while minimizing our weaknesses.<br />
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://4.bp.blogspot.com/-LdfvanuhQbo/UoTvZX4mYwI/AAAAAAAAEuc/DU2L202xbqM/s1600/full-empty+glass.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="210" src="http://4.bp.blogspot.com/-LdfvanuhQbo/UoTvZX4mYwI/AAAAAAAAEuc/DU2L202xbqM/s400/full-empty+glass.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>While the pessimist and the optimist fight over whether the glass is half full or half empty, the opportunist steps in and drinks it (thank you, <a href="https://www.facebook.com/anca.sarbu.9">Anca</a>, for this joke)</b></td></tr>
</tbody></table>
<br />
<br />
The third reason is the business need - the case of having to ramp-up quickly to a large number of people (hundreds), with very specific talents (composers, artists, specialized programming, etc...), which may not always want or can relocate. Without such collaborations, large scale projects may have not existed at all or smart professionals located in various corners of the world might have never had a chance to contribute to them.<br />
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://4.bp.blogspot.com/-wQheobIgCh0/UoSrH8SQnPI/AAAAAAAAEsM/ekd71JfDJCU/s1600/s-curve-ramp-up.png" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="182" src="http://4.bp.blogspot.com/-wQheobIgCh0/UoSrH8SQnPI/AAAAAAAAEsM/ekd71JfDJCU/s200/s-curve-ramp-up.png" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>S-curved ramp-up</b></td></tr>
</tbody></table>
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<a href="http://pmdays.ro/presentation/multisite-collaborations/">To conclude,</a> I will quote the presentation description from the conference website: "we live in a globalized, hyper-competitive world, where companies need to constantly reinvent themselves, their products and their processes in order to survive – all at an incredible speed. Talented people are key to organization success and thousands of papers and books have been written about how to acquire, retain, train, motivate and best use them. “Our employees are our most important assets” are not just buzz words; they are a realization that without the proper use of their human resources, then even the best strategy will fail.</div>
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Talented people are hard to find. What do we do when we need hundreds of them? Fortunately, globalization and the age of Internet have provided an answer: distributed teams and multi-site collaborations." </div>
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<h2>
<b>What is a multi-site collaboration?</b></h2>
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<tr><td style="text-align: center;"><a href="http://4.bp.blogspot.com/-LtsL6YMDZHY/UoTAP88kprI/AAAAAAAAEss/u_3b34qFwsY/s1600/multisite+vs+distributed.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="195" src="http://4.bp.blogspot.com/-LtsL6YMDZHY/UoTAP88kprI/AAAAAAAAEss/u_3b34qFwsY/s400/multisite+vs+distributed.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>Multisite collaboration vs distributed team</b></td></tr>
</tbody></table>
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To avoid confusion, just a few words about the terminology I will use from here on: </div>
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<ul>
<li><b>Multi-site collaboration:</b> several teams, located in different geographical regions, working together on a project. The main characteristic is the asymmetric access to information. It is much easier for a team member to build a relationship with a colleague sitting next to him/her than to connect with someone remote. Due to our tendency to favor social comfort, team members will favor local relationships at the expense of distributed relationships, thus local tribes appear. This setup is characterized by a high communication bandwidth locally and a low communication bandwidth between sites.</li>
</ul>
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<ul>
<li><b>Distributed team </b>(think of open source model): team members are distributed across the Internet. Access to information is symmetric, thus people will tend to build their social networks online. The tribes will form based on common interests and less based on proximity (because there is no such proximity).</li>
</ul>
<div>
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The topic presented here is multi-site and not distributed teams (as per definition above). </div>
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<ul>
<li><b>Lead site</b> - the site that initiates the project or where the project manager resides. </li>
</ul>
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<ul>
<li><b>Associate site</b> - a site that was invited to assist in the development of the project.</li>
</ul>
<h3>
<b><br /></b></h3>
<h2>
<b>1. A buyer-seller relationship</b></h2>
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Probably the most important conclusion we can draw by looking at the diagrams is that, even if the project happens under the umbrella of a single company, it still resembles very much to a buyer-seller relationship. And this is good news, as we have a model on how to approach it - the <b>Procurement Knowledge Area</b> from our beloved PMBOK. Thus, we already know that we need to perform several steps and end up with a <b>contract between the sites</b>. How should the contract look like? It depends on the scope of the collaboration but, somehow, it should be aligned along the lines of Fixed Price, Cost-Reimbursable or Time and Material. It can follow the Agile guidelines or more traditional ones. </div>
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This leads to at least three main corollaries: </div>
<div>
<ul>
<li>The lead site is the client for the associate - thus the associate should treat the lead site with a client-oriented mindset. Key words are "being of service" and "delivering value".</li>
</ul>
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<ul>
<li>The relationship should be a little bit more formalized than in a collocated setup.</li>
</ul>
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<ul>
<li>The associate should manage itself (and have a good project manager on site) and that there should be a project manager on the buyer (lead) side as the main point of contact for the seller (the associate). </li>
</ul>
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I believe that the conclusions above are independent of the methodology employed or the scope of the collaboration. The exact details of the process should be clarified in the contract.</div>
</div>
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://3.bp.blogspot.com/-BAyvs93inlc/UoTKWvZE2xI/AAAAAAAAEs8/dRdd2c0oCjM/s1600/project+managers+on+both+sides.png" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="265" src="http://3.bp.blogspot.com/-BAyvs93inlc/UoTKWvZE2xI/AAAAAAAAEs8/dRdd2c0oCjM/s400/project+managers+on+both+sides.png" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>Project managers on both sides - buyer / seller relationship</b></td></tr>
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<h3>
<b><br /></b></h3>
<h2>
<b>2. The associate (seller) should take full responsibility for the collaboration </b></h2>
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://1.bp.blogspot.com/-MYkj9a6-uC8/UoTLX3DzHfI/AAAAAAAAEtE/P0qQqxTx2XE/s1600/collaboration+2.0.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="215" src="http://1.bp.blogspot.com/-MYkj9a6-uC8/UoTLX3DzHfI/AAAAAAAAEtE/P0qQqxTx2XE/s400/collaboration+2.0.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>LS - lead site, AS - associate site; the rest are various stakeholders</b></td></tr>
</tbody></table>
<div>
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<div>
<br />
While one side should take full responsibility for the collaboration, I believe that the seller (the associate) should step in and guide the buyer (the lead) on how to deploy a successful process. Here is why:<br />
<br /></div>
<div>
<ul>
<li>If there isn't a very strong motivation on the seller side to collaborate, the project is doomed to fail. The seller should have a very strong incentive to develop further, secure a constant stream of work for its people as well as a constant revenue flow. I believe it is healthy for the seller to aim at getting a bigger piece of the pie.</li>
</ul>
<div>
<br /></div>
<ul>
<li>The lead outsources part of its work because it doesn't have the resources to do it. By having the associate provide the full service to the lead, the lead offloads itself further while it shortens the communication chain, thus reducing the associated communication risks: misunderstandings, delays, things left out.</li>
</ul>
</div>
<div>
<br /></div>
<h2>
<b>3. There are specific risks associated with multi-site collaborations</b></h2>
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<b><br /></b></div>
<div>
Let's look at the setup again:</div>
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://4.bp.blogspot.com/-iwXrRsSwQ3A/UoTV9pa8ilI/AAAAAAAAEtU/dFRfx2U5SVU/s1600/setup.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="400" src="http://4.bp.blogspot.com/-iwXrRsSwQ3A/UoTV9pa8ilI/AAAAAAAAEtU/dFRfx2U5SVU/s400/setup.PNG" width="382" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>The model</b></td></tr>
</tbody></table>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<div class="separator" style="clear: both; text-align: left;">
As said before, there are two main characteristics of the setup above:</div>
<div class="separator" style="clear: both; text-align: left;">
<br /></div>
<div class="separator" style="clear: both; text-align: left;">
</div>
<ul>
<li>Asymmetric access to information due to the huge difference in communication bandwidth between the local and the remote, which leads to local "tribes". As a side note, I believe that it is healthy to acknowledge the existence of such tribes and celebrate their existence within the main project. This can be done by simple means, like customised T-Shirts with the geographical location imprinted next to the project name or cultural newsletters.</li>
</ul>
<div>
<br /></div>
<ul>
<li>The lead site has much more knowledge about the project then the associates.</li>
</ul>
<div>
<br />
These spawn several risks, some of them highlighted below:</div>
<div>
<br /></div>
<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://2.bp.blogspot.com/-FKszFxyYTb8/UoTWAeISIrI/AAAAAAAAEtc/4Fqjnb2w5EA/s1600/risks.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="345" src="http://2.bp.blogspot.com/-FKszFxyYTb8/UoTWAeISIrI/AAAAAAAAEtc/4Fqjnb2w5EA/s400/risks.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>Risks</b></td></tr>
</tbody></table>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<ul>
<li><b>Unrealistic expectations from all sides:</b></li>
<ul>
<li>Top management - "collaboration should work"; this is especially true if the organization is new to such collaborations and does not have a uniform PM and risk methodology.</li>
<li>Lead site - "we will not be challenged"</li>
<li>Associate site - "we are welcomed with open arms and our ideas will be embraced from day one".</li>
</ul>
</ul>
<div>
<br /></div>
<ul>
<li><b>Challenge to existing hierarchies and the associated resistance:</b></li>
<ul>
<li>For the lead site, the new guy on the block (the associate) expects to be part of the decision making process.</li>
<li>For the associate, people that were once regarded as authorities in their field will now be subjected to test and will have to prove once again their value to the organization. Some of them will not be able to adapt as their position is challenged.</li>
</ul>
</ul>
<div>
<br /></div>
<ul>
<li><b>The associate being out of the circle of trust:</b></li>
<ul>
<li>It is normal that there already exists an established decision making process in the lead site. It is not obvious why it should change, thus the associate needs to prove its value in order to get the necessary trust to be part of it. </li>
</ul>
</ul>
<div>
<br /></div>
<ul>
<li><b>Misunderstandings due to remote communication and language barrier. Assumptions</b></li>
</ul>
<div>
<br /></div>
<ul>
<li><b>The things "we don't know we don't know":</b></li>
<ul>
<li>I particularly like this one. These are the things that are so obvious for one site that it forgets to mention them to the other, like technical shortcuts, changes in technology or changes in the plans that were not propagated - the tacit knowledge in the project. Because of these, the associate should never rely on the lead site to tell them when something happens. I believe that the associate should be on a constant lookout for changes and have a very proactive process to identify what they don't know they don't know. The excuse "I have not been told" is not acceptable.</li>
</ul>
</ul>
<div>
<br /></div>
<h2>
4. To mitigate the risks, we need specific profiles as key players</h2>
<div>
<br /></div>
<div>
In order to mitigate the risks above, I believe that the persons that take key roles in collaborations should have several personality traits that should not be treated easily:<br />
<br /></div>
<div>
<ul>
<li><b>Modesty: </b></li>
<ul>
<li>To listen to the other side and be willing to admit that he/she may be wrong or not have all the information.</li>
</ul>
</ul>
<ul>
<li><b>Outgoing: </b></li>
<ul>
<li>"Everyone communicates, few connect" - J. Maxwell</li>
<li>Because of the short time spans that teams spend together, key players should be skilled into quickly building relationships. There's no time to lose and there are so many things to find out.</li>
</ul>
</ul>
<ul>
<li><b>Questioning skills:</b></li>
<ul>
<li>As mentioned before, key players need to dig out the information themselves and not rely on what they are told. They need to be able to uncover project scope, identify stakeholders or find risks quickly and effectively. They need to be very good active listeners.</li>
</ul>
</ul>
<ul>
<li><b>Assertiveness:</b></li>
<ul>
<li>Sometimes things get out of hand and, at that moment, key players need to show self confidence and control the conflict. They need to be able to stand by their positions. </li>
</ul>
</ul>
</div>
<div>
<br />
In addition, they should not be afraid of putting things on paper because, in the absence of a healthy base of tacit knowledge and personal relations on which to rely on, security should be given by process:</div>
<div>
<br /></div>
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<tr><td style="text-align: center;"><a href="http://1.bp.blogspot.com/-m_1NwKe7dQI/UoTkO9xNYVI/AAAAAAAAEts/AlV0pI980gA/s1600/process.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="222" src="http://1.bp.blogspot.com/-m_1NwKe7dQI/UoTkO9xNYVI/AAAAAAAAEts/AlV0pI980gA/s400/process.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>Relying on process in the absence of another solid base</b></td></tr>
</tbody></table>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<h2>
<b>5. Successful collaborations need support from top management</b></h2>
<div class="separator" style="clear: both; text-align: left;">
<b><br /></b></div>
<div class="separator" style="clear: both; text-align: left;">
Because collaborations are never easy, top management should be on the side of the collaboration:</div>
<div class="separator" style="clear: both; text-align: left;">
</div>
<ul>
<li>Time and money and the assignment of additional roles (like the collaboration manager) invested with enough authority to challenge the PM on collaboration topics.</li>
</ul>
<div>
<br /></div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://1.bp.blogspot.com/-lO15zKc7cs0/UoTqQ2xYYsI/AAAAAAAAEt8/xHfWS-aSgqo/s1600/collaboration+producer.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="225" src="http://1.bp.blogspot.com/-lO15zKc7cs0/UoTqQ2xYYsI/AAAAAAAAEt8/xHfWS-aSgqo/s400/collaboration+producer.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>Collaboration manager acting like a coach and supervising the collaboration</b></td></tr>
</tbody></table>
<br />
<ul>
<li>If multisite collaboration is a strategic direction and not a one time initiative, there should be collaboration KPIs in place which, I dare to say, should not only sit side by side with the rest of the project KPIs but, in terms of priority, score even higher. The PMs should have strong incentives to make the collaboration work. These collaboration KPIs should be followed throughout the duration of the project and archived. No surprises at the end and no post-factum blame if the project is not successful. </li>
</ul>
<div>
<br /></div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://4.bp.blogspot.com/-tVrT-k4EuZ4/UoTqyYwy3EI/AAAAAAAAEuE/eJYNmykS41Q/s1600/collaboration+kpis.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="245" src="http://4.bp.blogspot.com/-tVrT-k4EuZ4/UoTqyYwy3EI/AAAAAAAAEuE/eJYNmykS41Q/s400/collaboration+kpis.jpg" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>Project report which also includes follow-up on collaboration KPIs</b></td></tr>
</tbody></table>
<br />
<div>
<ul>
<li>Clear escalation path which supports communication to the other side first, favoring problem resolution not complains.</li>
</ul>
<div>
<br /></div>
</div>
<br />
<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://2.bp.blogspot.com/-lO13iZ1JhRI/UoTrwMxvo6I/AAAAAAAAEuQ/mSTqIjZHsPI/s1600/escallation+path.PNG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="266" src="http://2.bp.blogspot.com/-lO13iZ1JhRI/UoTrwMxvo6I/AAAAAAAAEuQ/mSTqIjZHsPI/s400/escallation+path.PNG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><b>Escalation path: talk first to the other side</b></td></tr>
</tbody></table>
<br />
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<h2>
<b>6. Some tools (hacks) can help a long way</b></h2>
<div class="separator" style="clear: both; text-align: left;">
</div>
<ul>
<li><b>Linked-in & sharing of professional CVs early in the collaboration: </b></li>
<ul>
<li>It is one thing to be challenged by John Doe whom you don't know anything about and a totally other thing to know that your peer has 10 years of relevant experience. </li>
</ul>
<ul>
<li>Link to CV can be added to email signature or to internal messenger status to be easily accessible. </li>
</ul>
</ul>
<ul>
<li><b>Video conference:</b></li>
<ul>
<li>Not much to say - it is one thing to discuss face to face and look into the other person's eyes and smile, and a totally different thing the cold, impersonal email communication. </li>
</ul>
</ul>
<ul>
<li><b>Clear collaboration charter - the contract between sites:</b></li>
<ul>
<li>Not to underestimate! In a collaboration things need to be agreed upon and then put on paper. </li>
</ul>
</ul>
<ul>
<li><b><a href="https://www.oppmi.com/">OPPM report: a great tool!</a></b></li>
<ul>
<li>Not only that it is clear and easily readable (after all it is only one page), but it should also include regular follow-up on the collaboration KPIs, like the satisfaction of the other side.</li>
</ul>
</ul>
<ul>
<li><b>Recognize group identity</b></li>
<ul>
<li>Groups (local tribes) exists and it is in the power of the project manager to position them in the context of the project, thus leveraging their potential. </li>
</ul>
</ul>
<ul>
<li><b>Recognition of the collaboration overhead</b></li>
<ul>
<li>The carrot.</li>
</ul>
</ul>
<div>
<br /></div>
<h2>
<b>Instead of the final conclusion:</b></h2>
<br />
I believe that collaboration comes natural to us, we just need to be open to it. We've managed to work together since ancestral times, thus ensuring the survival of our species. We should be able to adapt this innate ability of ours to the modern times, as long as we embrace it as an opportunity.<br />
<div>
<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td><a href="http://2.bp.blogspot.com/-DkfuxDb7lSQ/UoSlZzfllUI/AAAAAAAAEr8/FEUHpgvNJig/s1600/mammoth-hunt-Old-Vero-Man-site.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="250" src="http://2.bp.blogspot.com/-DkfuxDb7lSQ/UoSlZzfllUI/AAAAAAAAEr8/FEUHpgvNJig/s400/mammoth-hunt-Old-Vero-Man-site.jpg" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="font-size: 13px;"><b>To collaborate is natural to our species</b></td></tr>
</tbody></table>
</div>
<div>
<br /></div>
<div>
(Thank you Andrii Shafetov and Google for the artwork).</div>
<br />
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0Bucharest, Romania44.4325 26.10388890000001544.069698499999994 25.458441900000015 44.7953015 26.749335900000016tag:blogger.com,1999:blog-8922398602483975892.post-37675928480509858822013-06-02T12:29:00.001+03:002013-06-02T18:33:21.739+03:00Mistakes (Junior) Managers Make<span style="background-color: rgba(255, 255, 255, 0);"><b>Two excellent threads on Quora:</b></span><br />
<ul>
<li><span style="background-color: rgba(255, 255, 255, 0);"><a href="http://www.quora.com/Management/What-are-common-mistakes-that-new-or-inexperienced-managers-make">What are common mistakes that new or inexperienced managers make</a></span></li>
</ul>
<ul>
<li><span style="background-color: rgba(255, 255, 255, 0);"><a href="http://www.quora.com/Engineering-Management/In-a-growing-tech-company-what-are-the-most-valuable-things-on-which-an-engineering-manager-should-spend-time">In a growing tech company, what are the most valuable things on which an engineering manager should spend time</a></span></li>
</ul>
<span style="background-color: rgba(255, 255, 255, 0);"><br /></span>
<span style="background-color: rgba(255, 255, 255, 0);">To the already long list of mistakes presented there, here are some others I've experienced so far:</span><br />
<span style="background-color: rgba(255, 255, 255, 0);"><b><br /></b></span>
<span style="background-color: rgba(255, 255, 255, 0);"><b>Thinking that it is enough just to create task lists in Excel</b></span><br />
<span style="background-color: rgba(255, 255, 255, 0);"><b><br /></b></span>
<span style="background-color: rgba(255, 255, 255, 0);">I have seen quite a few managers that, after being appointed into position, completely forget their craft, forget about people, forget about product and transform themselves into task administrators. The problem, I guess, lies in lack of role models and lack of understanding of the job. Management is not a reactive profession, but rather one that requires time to think and put things into perspective. <br style="margin: 0px; padding: 0px;" /><br style="margin: 0px; padding: 0px;" />To overcome this situation, one needs to seek for role models, read, ask questions, network, escape the comfort zone of always being busy. This is particularly hard and requires a lot of emotional energy, especially in an unstructured environment, without clear performance metrics and job descriptions. <br style="margin: 0px; padding: 0px;" /><b><br /></b></span><br />
<span style="background-color: rgba(255, 255, 255, 0);"><b>Disconnection from the product</b></span><br />
<span style="background-color: rgba(255, 255, 255, 0);"><br /></span>
<span style="background-color: rgba(255, 255, 255, 0);">I also call this "management from excel" or "management from inbox" and, to me, it means relying only on reports to mark work as done instead of going on the floor and inspect the product yourself. This is very dangerous as it leads to optimistic reports where everything seems fine while the product is completely broken. It also leads to non-communicative behavior in the team, lack of challenge, lack of risk management, sloppiness that spreads - the broken window effect.<br style="margin: 0px; padding: 0px;" /><b><br /></b></span><br />
<span style="background-color: rgba(255, 255, 255, 0);"><b>Transparent manager</b></span><br />
<span style="background-color: rgba(255, 255, 255, 0);"><br /></span>
<span style="background-color: rgba(255, 255, 255, 0);">Every communication layer needs to add something valuable to the communication. When communicating up, the manager needs to create a new layer of abstraction and encapsulate the information for the needs of his/her managers and when communicating down, he needs to be able to break the information for his colleagues.<br style="margin: 0px; padding: 0px;" /><br style="margin: 0px; padding: 0px;" />When the manager is not able to deal with his superiors autonomously, without constantly asking for support and clarification from his team and vice versa, he doesn't bring any value to the communication. He needs to understand the problems, the product and the requirements so well that he can have a dialogue with all his peers without constantly relying on "wait, I need to ask my lead programmer / engineer / game designer / marketing / HQ/ ... ". <br style="margin: 0px; padding: 0px;" /><br style="margin: 0px; padding: 0px;" />To overcome this, the manager needs to practice questioning skills and treat every problem with deep understanding. <br style="margin: 0px; padding: 0px;" /><br style="margin: 0px; padding: 0px;" /><b>Conflict avoidance</b><br style="margin: 0px; padding: 0px;" /><br style="margin: 0px; padding: 0px;" />Being afraid to go to the team and say: "look, this is not working. What can we do?". Being afraid or postpone to open touchy subjects and trying to maintain a sense of peace and calm at the expense of higher risk and lower performance.<br style="margin: 0px; padding: 0px;" /><br style="margin: 0px; padding: 0px;" />To overcome this, the manager needs to practice self confidence and facilitate genuine dialogue. Curiosity and questioning also help.<br style="margin: 0px; padding: 0px;" /><br style="margin: 0px; padding: 0px;" /><b>Lack of trust in team members</b><br style="margin: 0px; padding: 0px;" /><br style="margin: 0px; padding: 0px;" />By trust I mean not "I trust you to finish the job without checking" but rather "I trust you to open up to you, challenge you, be vulnerable in front of you to push you to over perform". Lack of trust leads to complains about the team to upper managers, disconnection from the team, conflict avoidance, gossip, low performance.<br style="margin: 0px; padding: 0px;" /><br style="margin: 0px; padding: 0px;" />There are many ways to overcome this, but a basic one is to go to the team with problems and ask them to help you solve them. Something like "guys, we have this on the table; what do you think we should do about it?". <br style="margin: 0px; padding: 0px;" /><br style="margin: 0px; padding: 0px;" /><b>Lack of control and measurement</b></span><br />
<span style="background-color: rgba(255, 255, 255, 0);"><b><br style="margin: 0px; padding: 0px;" /></b>Very much linked to all of the above: lack of trust, lack of depth in analysis, managing from excel. In order to be able to challenge the team one needs facts. Facts come from setting up several metrics and benchmarks for performance, then bringing the results to the team for debate. Without this, all dialogue becomes personal and subjective.<br style="margin: 0px; padding: 0px;" /><br /><b>Not asking for support </b></span><br />
<span style="background-color: rgba(255, 255, 255, 0);"><b><br /></b>Manager's mission is to ship projects, grow people and deliver value and, sometimes, we don't have the knowledge, experience or tools to tackle every problem alone. We need support and we need the maturity and courage to step back and say "ok, if I pursue this course of action alone, the risk of failure in unacceptably high". Many managers were appointed as leaders to their teams for their own drive for achievement and resilience in front of problems. We need to understand that the results are more important than ourselves. It is true that nobody wants to work with a defeatist, but also nobody wants to work with someone who is blind and drives the projects straight into the fence. Vision is needed as, most of the time, there won't be an upper layer with enough knowledge of the project to be able to take the decision to offer help without being asked for help.<br /><br style="margin: 0px; padding: 0px;" />There are other behaviors at least as important as these: lack of decisiveness, hiring too soon and firing too late, not taking into consideration values and team fitness when hiring and firing, and many others. These were probably the ones that affected me the most so far and I will probably touch them in a future post.</span>Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-8064978952380140102013-06-01T16:05:00.002+03:002013-06-01T22:07:46.753+03:00On Values and Why They Are Important<b>Core ideas:</b><br />
<ul>
<li>Personal values are the lenses through which we see the world.</li>
<li>Knowing them helps us benchmark our decisions, so that we are more aligned with them and thus happier.</li>
<li>Team values are the fabric on which a team is built.</li>
<li>To create a strong culture, adherence to company values need to be tested at each hiring interview.</li>
<li>It is the duty of the leader to adjust culture through honest dialuge.</li>
<li>Values are neither good nor bad. They are just who we are and they make us diverse.</li>
</ul>
<br />
<b>Why?</b><br />
<br />
I have been thinking a lot lately about how and why it is important to work as a team. Inevitably, the line of thoughts brought me to a few basic questions: to what degree does the team share the same values with the company, how we can align them, why does it matter?<br />
<br />
Of course, the internal dialogue went on, asking other fundamental questions: to what degree shall we put effort into surfacing the true values of the team and benchmarking them against what the company expects from us? How would such a (time consuming) dialogue influence productivity? Is it worth the investment and, if so, how can we make the process engaging and honest? Maybe we should just put our heads in the sand and ship projects, caring less about topics that seem, at surface, too touchy-feely to be discussed in a serious production environment. Or not?<br />
<br />
As the main mission of my current job is to build a strong management team around me, a team that is guaranteed to ship in spite of any adversity, for me this dialogue is more important than ever. People sharing common values make the fundamental fabric on which teams can be built.<br />
<br />
<b>What are values?</b><br />
<b><br /></b>
I would define "values" as the lens through which one sees the world. It is a fundamental set of core beliefs and attitudes that gives identity and guides decision making. Most of us are not aware of them as they are buried deep inside, shaped by our past, parents, environment, friends. We know when somebody trumps them over because then we feel a strong burst of repulsion and anger. We are very quick to judge and become intolerant about people who share a different set than we do. For instance, if one values hard work, he or she will be very tempted to dismiss others more inclined to a life of leisure, and vice versa. However, values seem elusive and it is hard to put them into words.<br />
<br />
<b>Why identify our values?</b><br />
<b><br /></b>
Honouring values means living an aligned life, peaceful, with less concerns and less emotional turmoil. On the contrary, not honouring them means constant dissatisfaction, frustration, fatigue.<br />
<br />
One reason why decision making is so difficult is because of the uncertainty that lies ahead. Will we be at peace with the consequences? The best tool for answering this question is to benchmark the options and the expected results against our values, then pick the one that honours them the most. The whole process will feel safer, more natural, obvious and relieving.<br />
<br />
As an example, let's assume that one's core value as software engineer is craftsmanship and code beauty. He is faced with the decision to switch jobs to a company that offers a better salary. At first, the decision seems simple. But will he/she feel happier there? By knowing his/her values and asking simple questions like "How do you take care of the code? How do you refactor?" the candidate will be able to assess his future state of happiness in that company and take an informed decision. Thus the more one is connected with his/her values, he/she will be able to take better decisions and live a more fulfilled life.<br />
<br />
<b>What about teams?</b><br />
<br />
A team is a set of individuals working together towards a common goal. Teamwork needs cohesion, trust, reliance on others. By knowing its core values and by constantly asking "is what we do inline with who we are" a team will be able to take decisions easier, be more satisfied and bond together more closely. They will be able to say clearly:<br />
<ul>
<li>Who is fit for the team and who is not - and why?</li>
<li>Is the next step inline with who we are? Are we satisfied with it?</li>
<li>How will we improve?</li>
</ul>
<div>
<br /></div>
Values should constantly appear as questions during team meetings. If, for instance, one team values "constant learning" they need to ask themselves even for the simplest task: "what can we learn from it?" or "how can we approach it so that we learn something from it?" If the team takes the challenge and searches for the answer, they will feel happier and more satisfied with their work because they honour their values.<br />
<br />
Team values should be known in the recruitment process and tested for them or, otherwise, the risk of a bad hire is just too high. Let's imagine a scenario where one wants to hire a C++ developer. Is the C++ test enough? Imagine getting a guy who values changing the world through volunteering in a team that has quick financial rewards as its core. Will he be satisfied? Will the team be able to accept him? HR and the hiring manager need to provide the answer in advance: how will his values be honoured in the workplace?<br />
<br />
<b>The five dysfunctions of a team and values:</b><br />
<b><br /></b>According to <a href="http://en.wikipedia.org/wiki/The_Five_Dysfunctions_of_a_Team">Patrick Lencioni's business fable</a>, there are 5 dysfunctions that plague teams. They all build on each other, having as the foundation the absence of trust. I believe that the best way to overcome the absence of trust is by provoking a genuine dialogue aimed at identifying what we, as a group, value. If I know that we share the same values, I will be more inclined to trust you. I will feel closer to you, thus I will be more likely to open up and collaborate with you.<br />
<br />
<div>
<b>Corporate values and team values:</b></div>
<div>
<br /></div>
<div>
Values are personal. It is crucial that newly hired share the same values as the company or, otherwise, they will be misfits or, even worse, if in great numbers, they may destroy the internal culture and teamwork. It is the job of HR and that of the hiring manager to properly test for company values, not only for technical skills. </div>
<div>
<br /></div>
<div>
I believe it is the duty of the leader to provoke an honest dialogue and identify what the true values are. The key word is "honest". Discoveries may conflict with the declared company values which is OK as long as they reflect the reality. Once the dialogue has started and it is genuine, through open retrospectives, questioning and benchmarking, the leader will be able to adjust the culture. I believe it is possible and the end result should be better service, better community, happiness, productivity and engagement.</div>
<br />
<b>And yet we need to accept diversity:</b><br />
<br />
Values are neither good or bad. They just are and they define us. They contribute to the diversity of our world, a world that accommodates so many perspectives. Although we usually exhibit strong emotional response to someone who shares or does not share our values, we need to accept that as beneficial. A society or a group in which everyone shares exactly the same core beliefs is a dystopia - first of all it is impossible as each of its members have different life experiences and, second of all, it is doomed to fail because of isolation. While we need to adhere to a common set of values in order to collaborate, we are evolutionary programmed to be diverse in order to survive.<br />
<br />
<br />Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com1tag:blogger.com,1999:blog-8922398602483975892.post-22384125471590643802013-05-26T23:12:00.000+03:002013-05-28T13:09:47.998+03:00Ecology. Diversity. Social InclusionLast week in Malmo I had the chance to meet this amazing group of people: <a href="http://connectorsmalmo.com/ConnectorsMalmo/For_Malmo_By_Malmo.html">http://connectorsmalmo.com/ConnectorsMalmo/For_Malmo_By_Malmo.html</a>. Guys, I had a really great time with you! I hope we keep in touch!<br />
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<br />
During the discussions, two types of issues stood prominently: ecology and social inclusion. And it makes sense.<br />
<br />
<b>Ecology:</b><br />
<b><br /></b>
Only in a sufficiently advanced society, like the Western World, people can afford to think about ecology, about how we can make sure we are going to have an inhabitable planet 100 years from now. The rest of the world population is just too busy surviving past the next few days - weeks - months. Above all, it is the moral duty of these advanced societies to raise such issues, to provide leadership for the future, to clean up the planet and invent new, sustainable ways of living because, otherwise, nobody will.<br />
<br />
<b>Social inclusion:</b><br />
<b><br /></b>
As a society is getting more and more advanced and as its standard of living rises, it becomes more and more attractive for immigrants, for people who want and are willing to start a new life, hopefully better than the one they can afford in their own countries. Throughout history we have witnessed many waves of immigrants, leading to profound changes in the societies they affected. Most of the time, they initially provoked fractured communities, with an increased gap between the rich and the poor, cultural clashes, segregation, extremist movements, social tension, crime, hatred, discrimination, riots.<br />
<br />
Extremist parties have always gained political capital by proposing isolation, expulsion and restriction as a solution for the problems above. Can we do better? Are we civilised enough to manage our most inner drives to build a society where we can all live a good life?<br />
<br />
<b>Our brains are not wired for diversity:</b><br />
<br />
<ul>
<li>It is natural and evolutionary normal for people to quickly classify things based on simple, visible criteria - if an something moves and has long teeth, our brains tell us to run if we want to survive. Those who stay behind to investigate do not have a chance to pass on their genes often enough to become biologically relevant. Even more, it is complex, time and energy consuming to dive into details and to consider all options. We have evolved to store energy and use it only when it is critical for our immediate survival. We like to decide quickly, based on clear differentiators.</li>
</ul>
<ul>
<li>We evolved in tribes, not as lone hunters. We, as humans, like to draw borders around us and quickly say who is in and who is out. All our society is build on borders: family, city, nationality, country, company, etc. We know them and we have a clear sense to where we belong. We need to belong as the group gives us an identity. We are very quick to judge who is in and who is out and we like borders because they make us feel safe. </li>
</ul>
<ul>
<li>It is very hard for us to work with big numbers. Our brains are not wired to easily understand what is the difference between 1 in 10, 1 in 100 and 1 in a million. We actually understand an event with a probability of 1 in a million as still something that could happen to us which is not really the case. Otherwise, people would be much more reluctant to play the lottery.</li>
</ul>
<ul>
<li>Media does not help: bad guys stand out and make the news more often than decent, hard working people. As we have an internal drive to watch out to maintain our safety, we are very curious about bad things. Media loves to exploit our tendencies and present drama to increase its sales. Corroborate this point with the other three points above and it results in an explosive combination. Drama-oriented news is hurting our society, feeding us reasons to promote hate and discrimination and gives us a false sense of insecurity towards our peers. (Doesn't this look like stark contrast? <a href="http://www.express.co.uk/news/uk/380512/How-Romanian-criminals-terrorise-our-streets">http://www.express.co.uk/news/uk/380512/How-Romanian-criminals-terrorise-our-streets</a> as opposed to public data about crime in Bucharest <a href="http://en.wikipedia.org/wiki/Crime_in_Bucharest">http://en.wikipedia.org/wiki/Crime_in_Bucharest</a> which positions the Romanian capital as the safest capital in Europe - guys, there are many more Romanians in Bucharest than in London. Please don't draw any conclusions about us as a nation based on what is written in the press).</li>
</ul>
<br />
<br />
We need to accept that it is unnatural for us to easily acknowledge diversity as a part of our lives. It may seem that segregation is a problem only for immigrants but: we do not accept gay people, sometimes women still don't have equal opportunities, we fight because of religion and nationality (how many wars did we have in Europe, including the war ignited 15 years ago by the collapse of the former Yugoslavia, how many bombings in Ireland, how many riots, expulsions, extremist goverments) and even because we support different football teams. We naturally don't like diversity, so what can be done?<br />
<br />
<b>Diversity sparks innovation:</b><br />
<br />
But before that, why do we struggle? Beside the ethical debate, I would like to give one simple reason: diversity is the basis for creativity and innovation. Innovation does not come from thin air. Innovation usually comes by combining different unrelated ideas into a new product or revolutionary thought. Just imagine how can a bunch of football fans who only know about football invent a new team game? What probability of success would you give them? What if the team is made up of football, basketball, tennis and even some obscure African and Chinese traditional sport fans? Would they have a higher chance to come up with something revolutionary?<br />
<br />
<b>We are too expensive:</b><br />
<br />
But why so much talk about innovation? Why can't we just stick to what we have? The reason lies in simple economics. We are too expensive compared to the rest of the world. Everything that has already been invented is manufactured offshore for a fraction of the local cost. So the only thing that is left for advanced economies is to open up new markets, to create new a demand, to invent new things. Our only chance of maintaining our high level of living is to constantly innovate. And for this, just like in the example above with the football game, we need diversity. We need people who think differently, who have different experiences, who come from different backgrounds. Including them in our economic activities is a necessity, not a act of benevolence.<br />
<br />
<br />
<b>We need to draw boundaries based on values:</b><br />
<div>
<b><br /></b></div>
<br />
I believe that all humans are good and willing to help each other. I believe that the main reason we like to draw boundaries is because we can't connect to the others, because we don't know the others and we feel the need to protect ourselves. Once one knows his / her peer, once one sees what value his/her peer is bringing to him/her, once one knows that it is safe, I believe that he or she will gladly open the door to welcome the outsider in. We need, as a society, to counteract the negative distortion promoted by media and start a global awareness campaign. We need to put things into the right context. We all need to gather and collect positive stories. We need to show that those immigrants / gay / football fans of another team are the same people that defend our homes as police officers or firemen, are building our homes, raise our children or cure our sick.<br />
<br />
We will still need to protect ourselves and we can do it by drawing a hard line against criminality of any kind. We need to start to publicly define our deepest values (like honesty, respect, tolerance), understand them and make sure they are respected by the whole community - uncompromisingly respected. Such a large scale dialogue requires leadership, openness, education, tolerance, self-questioning, respect and a strong will to stay in until the right solutions are found. The less responsible attitude of excluding large parts of the population based only on the ethnical or racial criteria, just because it is much easier, is neither ethical nor economically viable. I believe that we need to involve more our moral philosophers to help us define our values and build on them a genuinely free society, where everyone can express his or her personality in a safe environment, as long as it does not harm the others. We need to educate people to pay attention, to stand up, to speak their minds and provoke true social dialogue, by confronting the reality and not by vague, conflict-avoiding, politically correct speeches.<br />
<br />
I believe that such a society can and needs to be built and would end up having a secular basis, valuing science, reason, art, research, respect for the free spirit, innovation, law, dialogue and personal initiative.<br />
<br />
I am optimist seeing that people debate such issues, seeing people of different nationalities working together, learning together, playing together, I am optimist that the world is advancing blazingly fast towards an era of collaboration and tolerance.<br />
<br />
<a href="https://www.youtube.com/watch?v=dRyrgF4DDYE">[Link to Video]</a><br />
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<br />Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-1967178724515380542013-01-20T20:40:00.000+02:002013-01-21T11:37:49.208+02:00A Case for Professional Project ManagementThere have been more than 4 years since I've started managing projects, one year since I took my PMP and 4 months since my PMI-ACP. I have shipped 4 big projects so far, I've been involved in many others and I have recently been appointed as the head of video game production in Ubisoft Kiev. All my professional life I have been involved in projects, most of them with many stakeholders, distributed around the world.<br />
<br />
Whenever I think back to what I could have done better in various circumstances, two things stand out: I could have better controlled my area of responsibility through more standardized PM practices and, by being more in control, I could have acted more responsibly on various occasions. While clear, standardized processes do not guarantee neither project success nor the sense of ownership and responsibility that every project manager should have, they are liberating. They free the PM from the burden of reinventing the wheel and let him focus on the project at hand - contrary to the wide spread belief among unexperienced PMs that standardization is a burden the corporate management enforces on them.<br />
<br />
Throughout this post I will discuss why Project Management is so important and why standardizing its practice within the organization can be of benefit to everyone involved. At the end, I will discuss the two blockers one can face when trying to spread the practice.<br />
<br />
<b>The promise of Project Management:</b><br />
<b><br /></b>
<i>“Today, project management is more than a position or a career. It has become a mind-set, and it turns up in every corner of the business world. Every company is trying to manage its resources as closely as possible and project management is an essential part of that effort” - Project Management For Profit, Joe Knight 2012</i><br />
<br />
In one sentence, the discipline of project management is about acting preventively, proactively and responsibly when leading a project. While great PM still has many intangibles related to human interactions, intuition, communication, talent, the discipline has evolved from magic to science, with tons of best practices, patterns and processes.<br />
<br />
So, before asking yourself whether you need PM in your organization, ask yourself if you can afford:<br />
<br />
<ul class="ul1">
<li class="li1"><span class="s1">Multimillion Euro projects being led without a certainty that they will ship on time and on budget.</span></li>
<li class="li1"><span class="s1">Bad reputation of not being able to deliver. Mistrust.</span></li>
<li class="li1"><span class="s1">Poor communication and unhappy stakeholders</span></li>
<li class="li1">Not learning from past mistakes.</li>
<li class="li1">Not utilizing the investment put in past experience.</li>
<li class="li1">Leaving managers without proper support when they manage multimillion euro budgets.</li>
<li class="li1">Overtime, the cost of burnout or that of leaving personnel.</li>
</ul>
<br />
The promise of project management lies in having a scientific, measurable solution to the problems above. Great project managers are not magicians. They don't have a magic wand.They are trained professionals that you can trust. They will be able to explain you very clearly what value they bring to your organization and how they do it. They will talk about objective measurements, they will talk about process, about best practices. Their promise and their craft is to show you transparently what they do with your money and what to realistically expect in return. In a word, deliver expected results, transparently. Among others, they will talk about:<br />
<ul class="ul1"><ul class="ul1">
<li class="li1"><span class="s1">Building and managing budgets and plans</span></li>
<li class="li1"><span class="s1">Following completion</span></li>
<li class="li1"><span class="s1">Identifying and managing risks</span></li>
<li class="li1"><span class="s1">Communication and keeping stakeholders happy</span></li>
<li class="li1"><span class="s1">Continuous development of staff</span></li>
<li class="li1"><span class="s1">Organization, structure, process</span></li>
</ul>
</ul>
<b><br /></b>
<b>Why standardize? What if projects are going on well already?</b><br />
<br />
The first question that comes to my mind is "what do you mean by "going well?"". How do you measure it? How do you know that a project is achieving maximum performance in terms of cost, schedule, quality, stakeholder satisfaction, risk, staff development? How do you know that you are getting the maximum from your investment and how do you compare projects?<br />
<br />
In order to survive, a company needs to lead. Leading companies are the ones that have the initiative, the vision and the means to succeed. Profit and talent follow the leaders. Ideas worth nothing without being materialized, so leaders excel at execution. As PM sets the framework for delivering results, leading companies have PM as one of their core competencies - either explicitly or implicitly. Leading companies:<br />
<ul class="ul1">
<ul class="ul1">
<li class="li1"><span class="s1">have trust from our peers (ship on time, stick to commitments)</span></li>
<li class="li1"><span class="s1">learn from their past experiences</span></li>
<li class="li1">secure the learning process and reuse it in future projects</li>
<li class="li1"><span class="s1">secure the talent</span></li>
<li class="li1"><span class="s1">optimize talent usage</span></li>
<li class="li1"><span class="s1">optimize budgets and timelines</span></li>
<li class="li1"><span class="s1">predictably deliver value</span></li>
</ul>
</ul>
<br />
The promise of standardizing project management is to achieve all that, including:<br />
<ul>
<li>induction of newcomers to PM (and not only) and short, predictable ramp-up for them</li>
<li>easier access to PM knowledge and lessons learned</li>
<li>less burden on project managers who do not have to reinvent the wheel (processes / forms / metrics)</li>
<li>a baseline for common understanding and expectations</li>
<li>tracking of performance based on objective measurements</li>
<li>continuous improvement</li>
</ul>
Above all, it shifts the emphasis from magic to science and process across all projects. Because of this extra transparency, everyone with an interest invested in the well being of the company have only to gain:<br />
<ul>
<li><b>Company management</b></li>
<ul>
<li>Visibility on progress</li>
<li>Trust in their teams</li>
<li>Less administrative burden</li>
<li>Extra value added for customers</li>
</ul>
<li><b>Project managers</b></li>
<ul>
<li>Lessons learned</li>
<li>Proven, transmittable processes</li>
<li>Knowledge base</li>
<li>Standardized forms and metrics - not have to reinvent them</li>
<li>Simplified induction of new PMs</li>
<li>Learning and sharing among PMs</li>
</ul>
<li><b>Team members</b></li>
<ul>
<li>Continuous learning</li>
<li>Visibility, clarity, predictability, security</li>
<li>Ground rules</li>
<li>Trust in the company</li>
</ul>
<li><b>Customers</b></li>
<ul>
<li>Trust</li>
<li>Clear deliverables</li>
<li>Clear expectations</li>
<li>Clear view on progress</li>
<li>Involvement</li>
</ul>
</ul>
<br />
Therefore, I personally do not see any reason not to standardize PM across all projects within a company or department.<br />
<br />
<b>What stops companies from standardizing their PM practices?</b><br />
<b><br /></b>
I believe that the blockers lie mostly in two areas:<br />
<ul>
<li>Misunderstanding about the role and the job description of the PM.</li>
<li>Resistance to change.</li>
</ul>
<div>
Unfortunately, PM is a very misunderstood practice. I have seen a lot of people calling themselves project managers when what they really did was process work. The person who is providing the same technical service, over and over, to multiple projects is not a project manager. There's no such thing as office project manager for someone who is doing office maintenance work. I believe some people add "project manager" to their title just because it sounds nice, without knowing what it is about and contributing to global misunderstanding about the term. Doesn't help much either the fact that projects vary widely in size and impact, ranging from school-type assignment to multimillion, multinational enterprises. Thus, in real life, the term "project manager" has been diluted and it does not say much about what the person's expertise is. To counter any doubt, I believe that it is up to the true PM professionals to explain what they do and by what metrics they should be measured.</div>
<div>
<br /></div>
<div>
Other than that, even in well established project organizations where PMs drive significant projects, it is not always clear why the practice should be standardized. Instinctively, nobody wants a new manager, nobody wants to be directed on how to do his / her job, nobody wants audits and process rigor. It seems easier to escape in the fog of "the magic practice", without clear measurements and standardized processes. Even more, as standardizing involves more work in the beginning (after all, it is a project per se), people are reluctant to take it on when their schedules are already fully loaded. PMs would need to learn more - which is not always comfortable - and be evaluated on new metrics - on which they may not succeed that well. All these trigger the resistance to change especially in the people that would benefit the most from the standardization.</div>
<div>
<br /></div>
<div>
<b>Standardizing PM is a project per se.</b></div>
<div>
<br /></div>
<div>
In order to succeed in standardizing PM, proactive managers should convince top management about its benefits and gather support for their project. They need a strong sponsor and an experienced PM. They need to provide a plan, they need to provide metrics for measuring success and progress. They need to have an approved budget and time for the people involved. Standardizing does not come free, as it requires employee time, trainings, materials. Its objectives need to be very well defined and monitored and have a designated responsible with enough power to set things in motion. Of course, it needs to be properly managed so that it becomes a success story, an example of a "perfect project" for the organization. </div>
<div>
<br /></div>
<div>
Companies need to be aware that standardization is not a one-time effort. After all the practices are set in place, a budget should be allocated to maintain a structure to monitor continuous deployment of PM internal standards, audit projects, evaluate PMs, archive lessons learned and dispatch them, train new employees and evolve the practice within the organization. As with everywhere, quality, security and trust come at a price. The good news is that the price should be far less than the benefits.</div>
<div>
<br /></div>
<div>
Good luck! :)</div>
Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-62457002328132397352012-07-08T11:53:00.002+03:002012-07-18T22:43:45.367+03:00My Story - The BeginningsEarly next month I will turn 10. 10 years of professional employment, in various roles, industries and working on various technologies. I am also turning 13 since I've discovered Java, 14 since I've started with C++ and 15 since I've first laid my eyes on a programming article out of conscious free will (<i>see note 1</i>). While my last 7 years were mostly dedicated to game development from which 4 to management, I remember my first days with great pleasure.<br />
<br />
I woke up this morning remembering my past experience with computers. It is not something I highlight in my CV anymore because it happened already too long ago but, nevertheless, it is still a fundamental part of who I am and how I've shaped myself.<br />
<br />
<b>Spectrum days:</b><br />
<br />
It all started when I was very young (I would say 8-10), when my parents brought home a Spectrum-compatible personal computer. Back then, programs were loaded onto audio tapes and programming was done in Basic. I got a book with games (source code) and I remember typing them in and trying to run them. I had no idea what debugging meant, so all I did was to input the instructions one by one, as carefully as I could. I remember how my father helped me debug some of the programs. I was also writing some small programs by myself - again, taught by my father who was hooked by the possibilities opened by the personal computer. I remember drawing cones from a series of radius-decreasing circles - the "for" loop. It was more than 20 years ago.<br />
<br />
Fast forward 4 to 6 years and, in 1995, I got my first real PC. I was 15 and I started using it for playing games and composing music.<br />
<br />
<b>First lines of code:</b><br />
<br />
Two years later, in 1997, I met a real programmer. I was visiting an aunt and she introduced me to one of her former students who was a professional developer. I had a brief introduction into the world of Delphi and Windows rapid application development. Around the same time (July-August 1997) I first laid my eyes on a computer magazine article on Javascript and dynamic content in web pages. It was the time of Netscape Navigator and client-side Javascript was absolutely cutting edge. I was fascinated. I remember reading the same article over and over again for hours. It made sense for me.<br />
<br />
Few months later my parents brought home Visual Basic 5 and a Visual Basic book. I took the book, I installed Visual Basic and started to learn. My first complete application was a drawing Paint-like program which used the native Win32 function FloodFill to fill shapes. I particularly remember this detail because, for me, being able to access the powerful native Win32 functions was like magic. It was what real programmers did. Immediately after, I wrote my first game - a Tetris clone.<br />
<br />
<b>Visual C++</b><br />
<br />
I don't remember exactly how, but I remember stumbling upon a Visual C++ book in my personal library (Visual C++ For Dummies). Soon, I got hooked by the power of native code and the promise of absolute speed. I knew that if I wanted to be a real programmer I had to go the C++ way. I was 18 and the year was 1998.<br />
<br />
I remember clearly reading about input and output streams, about linked lists and pointers. Linked lists in particular were a major stroke of insight because, at that time, they seem so hard-core, so close to the machine, such a powerful data structure. I remember that I was in vacation, that it was summer and very hot.<br />
<br />
I quickly moved to MFC and Win32 programming. I got a new book (Visual C++ 4) and I started the long way of coding native UIs. I remember the book was mostly about all sorts of wizards the environment provided to assist programmers in writing the UI code. I didn't like the idea of having code generated for me that I didn't understand. So I started from scratch to write a MFC application without the help of wizards. Once I got the main window up and running, with menus and the ubiquitous "About" dialog, and I knew I had to do something with it. Around the same time, one of my friends, Iulian Ursache, invented an algorithm for parsing and evaluating mathematical expressions. I had the window, he had the algorithm so we met and worked together to write our first Win32 function plotting application. It was such a breakthrough! We were one year away from finishing high school (1998).<br />
<br />
<b>First commercial product:</b><br />
<br />
The same year we had our first entrepreneurial experience - we developed a multimedia CD for our graduation. I remember people looking awkwardly at us when we were asking for money. It was my first experience with a commercial product that had to work on more than my machine. It had an installer, it was distributed on a CD-ROM, it had HTML content and a Visual Basic application that integrated Internet Explorer. I remember that half of our colleagues had problems running it but, in the end, we were able to ship it. Good for us, because we had already cashed their money.<br />
<br />
<b>Java days:</b><br />
<br />
Soon after finishing high school I started learning for the admission exam to the University. I remember my parents leaving me home to study and myself sneaking in to the computer. I had discovered Java and I had finished my first Java game just days before the exam. I was 19 and it was a Minesweeper clone.<br />
<br />
Briefly afterwards came another Java board game and yet another board game on Linux (C++ KDE application, written with KDevelop). I am mentioning all these technologies because, back then, every time I was stumbling upon a new development environment or operating system I had to write a program for it). While the first application taught me about the branch-and-bound algorithm, the latter opened my eyes towards A* search and heuristics.<br />
<br />
While I use the "I" pronoun quite a lot, we were actually a group of friends interested in programming and operating systems, and we talked a lot about these subjects. They, for instance, opened my eyes to Linux and to many algorithms and techniques.<br />
<br />
The next two years were mostly dominated by Java - a function plotting and curve fitting application written for the physics department at the University, a second commercial application (a website with database support) for the company my father was working for, and many smaller apps and games. Java was very useful for me as it got me the power level I wanted, the extensive library I was looking for, the ease of coding that allowed me to finish my apps within reasonable time and a simple distribution environment that did not require extra installers or additional dependencies.<br />
<br />
<b>My first employment:</b><br />
<br />
In 2001 I got my first summer job as a programmer; I wrote multiple apps that were then sold on the <a href="https://www.elance.com/">Elance</a> website: an HTML editor with syntax highlight, a visual editor for CSS and a DWG (Autocad) file viewer using the OpenDWG library. I remember perfectly those days as I was excited to work with other colleagues side by side, coding together more for fun than profit. Back then was when I first got introduced to OpenGL and the <a href="http://nehe.gamedev.net/">NeHe tutorials</a> (now in the legacy section) as my former manager was coding a 3D chat application. A new stroke of insight - 3D graphics were not a miracle and, although difficult to work with, not something outside human reach.<br />
<br />
In 2002 I landed my first full time job. I was halfway through the University and I had to combine both work and studies. That was exactly 10 years ago. I started off coding C++ on Linux, writing a voice recording application. I remember my first assignment was to develop a driver for a National Instruments data acquisition board that was used by the app. It was kernel development and every time it crashed I had to reboot the system. Around the same time, I got my first lesson in customer management. The job asked us not only to write the code, but also go to the customer, install it and provide support for it. I remember that we had to call him every two days to get information about how the system was functioning and ask if he needed any help from us. We were a team of three, all students, all of the same age, all friends. The company manager gave us free hand and we had no team leader to guide us. Beautiful days, with lots of things to learn; a mixture of Linux, Windows, C++, Java, C# development, more oriented towards fun and interesting technologies than to actual business requirements. Crazy days and some nights spent in the office.<br />
<br />
<b>My first 3D game and the move to Bucharest:</b><br />
<br />
During the same period I was involved with some other interesting projects: a regular expression parser and interpreter, a website and my first Perl CGI scripts, a 3D Tennis game (I remember spending weekends locked in my room coding on it), I learned C# and I coded a parallel maze searching algorithm (I was more excited about maze generation than the parallel search, to be honest), and many more.<br />
<br />
Then, in 2004, I graduated University and moved to Bucharest. I started as a Web Developer managing an application for a British client. Soon afterwards I saw the job announcement for Ubisoft and I got a job there. In Ubisoft, I participated in quite a few projects, working on physics, animations, AI, pipeline, network synchronization. I got into the lead programmer role in 2007 and then, in December 2008, I became Producer. Soon I am going to finish my 4th project in this position, still working with Ubisoft, but with a team in Ukraine. I am writing this post from my hotel room in Kiev, on a hot summer day, 10 years after I got my first full time employment, looking forward to the new challenges that lie ahead.<br />
<br />
<b>Note:</b><br />
<b><br /></b><br />
(1) I added Java here because discovering it represented a significant turning point in my professional growth. At the same time I was also discovering the Web and cross-platform development, Linux, productivity and the need for easy deployment. Later, I've mostly abandoned the language in favor of C# (initially) and C++ later. Therefore, it has been many years since I've written a program in Java.Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0Kiev, Kyiv city, Ukraine, 0200050.4501 30.523450.288332499999996 30.207542999999998 50.6118675 30.839257tag:blogger.com,1999:blog-8922398602483975892.post-43199258198251992962012-07-02T19:01:00.000+03:002012-07-02T22:57:20.630+03:00Strategic PlanningI've just returned from a fascinating workshop dedicated to strategic planning - <a href="http://www.the-network.ro/iplan">iPlan</a>. It was financed by the European Union, being targeted at developing strategic planning competencies for a selected audience of top and middle managers (btw, for those interested, there are still future sessions open to participants).<br />
<br />
The duration of the seminar was three days, two of which were dedicated to <a href="http://en.wikipedia.org/wiki/Markstrat">Markstrat</a>, a business simulation game taught at top universities like Harvard or INSEAD. Of course, during the two days we did not get into too much detail, but it was still enough for us to understand the basics of strategic planning and experiment with business decisions in a simulated market. To be honest, it was a lot of fun. Although we were working for roughly 10 full hours every day, I've rarely felt so engaged and energized in my life. At the end, all participants expressed their wish that the simulation would continue, eventually restarted from scratch for us to be able to apply the knowledge gained.<br />
<br />
So what were the conclusions? I can't say for everyone but, at least in my case, I've reached some very interesting insights. Of course, as usual, the ideas I am going to list below are subjective, general, and they need to be discussed case by case, matched against specific situations. Why am I so excited about these ideas? Well, it's because I've actually been able to see them at work in classroom dynamics and in the simulation and not just read about them in a book.<br />
<br />
<ul>
<li><b>Numbers (hard data) matter:</b></li>
</ul>
<div>
Before jumping into any new development, you have to look at the facts: where does the revenue stream come from, what is the competition doing, what are the hard facts from the market. Starting new business or assigning project priorities based only on feeling is very dangerous as it can gravely impact established business and alienate customers. After all, a core purpose of running a business is to create revenue. </div>
<div>
<br /></div>
<div>
<ul>
<li><b>Organization matters: </b></li>
</ul>
</div>
<div>
A point of differentiation for the winning team was that they organized themselves around a decision making process with roles and responsibilities, established from the start. This cut the debates and they were able to allocate more time and resources to actually running the business. It also helped them draw conclusions faster (learning) and apply them in the simulation.</div>
<div>
<br /></div>
<div>
<ul>
<li><b>Spend time in analysis and planning: </b></li>
</ul>
<div>
It helps to clarify the roles and responsibilities and the overall approach to be less tempted to abandon your strategy when faced with unexpected "opportunities" (more on opportunities later). Again, regarding organization, those who planned their organization and strategy early on, won the competition.</div>
</div>
<div>
<br /></div>
<div>
<ul>
<li><b>Decide and cut losses early. Hope doesn't help a product become better:</b></li>
</ul>
</div>
<div>
When faced with losses and the realization that you've made a bad decision, cut it and redirect your budget to more profitable initiatives. Decide based on future income, not on past expenses. Sticking to unprofitable initiatives will only bring sub-par revenue, will impact your investment budgets thus adversely affecting all products.</div>
<div>
<br /></div>
<div>
<ul>
<li><b>Focus:</b></li>
</ul>
</div>
<div>
Too much diversity means too many areas to invest and support. A portfolio not adapted to your budget and audience means less money allocated per product and less time allocated to making each product profitable. It leads to mediocre performance which, in terms, means market share and revenue lost to specialized competition.</div>
<div>
<br /></div>
<div>
<ul>
<li><b>R&D is expensive:</b></li>
</ul>
<div>
Without R&D and new product launch one cannot survive. However, R&D is very expensive and the decision to launch a new product, enter a new market or improve an existing offer needs to be very well planned. You cannot afford too many of these initiatives as they are true money sinks. A solution to overcome this problem is to re-focus, cut existing unprofitable business and re-target budget to support your strategy. Once you decide to go on with an R&D project you need to make sure you have the money to support it in its later life cycle.<br />
<br /></div>
</div>
<div>
<ul>
<li><b>Price reduction is a race to the bottom: </b></li>
</ul>
</div>
<div>
You cannot afford it too much. A nice approach to maintaining profit margins on such markets (actually all markets become a red ocean at a certain point) is to invest R&D into cost reduction early. The same product developed with more efficient processes will survive longer in a competitive landscape and raise the barrier to entry to competition.</div>
<div>
<br /></div>
<div>
<ul>
<li><b>Advertising is king. Price and quality are not only intrinsic values, but also perceptual values: </b></li>
</ul>
</div>
<div>
Needless to say: it is not what your product is that drives purchasing intent but its perception. In order to survive in a competitive market with similar products, one needs to support it with promotional budgets above competition (think detergents). He who has the biggest budget gains the largest market share.</div>
<div>
<br /></div>
<div>
<ul>
<li><b>Product needs to be fit for your niche:</b></li>
</ul>
<div>
As you cannot affect perception too much with advertising, you still need to have a fit product. The more the product is fit for your target niche, the more sales you have. Creating products for a wide audience is not a winning strategy because you will lose in front of the specialized offers. Create a perfect fit for your niche and then advertise it. Advertising only to your niche will keep your promotional budgets lower and also create less confusion. </div>
</div>
<div>
<br /></div>
<div>
<ul>
<li><b>Opportunities - do they match your strategy?</b></li>
</ul>
<div>
Launching on a market not on your strategic path can be very dangerous, no matter how attractive the opportunity is: you have a competitive disadvantage in front of the companies that have already targeted that niche as their core strategy. Reckless investments can leave your core business without sufficient funds to support it, thus becoming prone to being taken over by competitors.<br />
<br />
<br />
<br />
In the end, every company is free to select its own strategy. Once you select it though, it usually pays off to stay close to your plan in spite of adversities and false opportunities - that is, of course, unless your strategy dictates otherwise. A strategy is a chart, a path to follow, a guide to where you want to go. It comes from your core values and beliefs, from your strengths, weaknesses, from your dreams and wishes. Beside the cost associated with it, abandoning your strategy may mean getting into conflict with who you are or losing your motivation to continue. </div>
</div>Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com4tag:blogger.com,1999:blog-8922398602483975892.post-4182451206908656252012-05-12T02:36:00.000+03:002013-11-16T00:56:37.398+02:00Few Points On Multi-Site DevelopmentI've been involved lately in significant multi-site game development efforts - large projects, high stakes, distributed teams, many stakeholders spread around the world. Here are some observations I've made, most of them quite obvious but, sometimes, difficult to put in practice. Based of what I've seen so far, they are prerequisites for successful distributed development:<br />
<br />
<ul>
<li><b>Clear organization / clear responsibilities / low number of cross-site communication channels. </b></li>
</ul>
<div>
<br />
It is quite obvious that communication becomes more difficult in a distributed scenario. Therefore, effort should be put in designing a clear organization, with clear roles and responsibilities, accepted by everyone. As it takes more time to reach common understanding and since it is more difficult for the project manager to keep an eye on the team dynamics, the number of cross-site communication channels should be kept to a minimum. The risk of misunderstanding is high. A good communication plan, role definitions and responsibility assignment matrices are priceless tools for drawing clear boundaries, limiting spam and clarifying the structure. From my perspective, in order to support a multi-site scenario, a project needs more administrative effort and better formalized processes than a co-located one. It also needs more internal PR to make everyone aware of achievements, risks, progress and goals.</div>
<div>
<br /></div>
<div>
<ul>
<li><b>Investment made in creating a distributed team should be preserved. </b></li>
</ul>
<div>
<br />
Building a functional global team is more difficult, especially when the project consists of co-located sub-teams and tasks require cross-site collaboration. Making collaboration work involves expensive trips for the team members to start knowing and trusting each other. Such an investment is lost if the team is disbanded at the end of the project and people are spread back across the organization.</div>
</div>
<div>
<br /></div>
<div>
<ul>
<li><b>Cross-site dependencies should be kept to a minimum and sides should work as autonomously as possible.</b></li>
</ul>
<div>
<br />
This makes life easier for the teams as it diminishes the communication effort between members. However, dependent tasks should be scheduled as early as possible to minimize the risk of having conflicts appear later in the project. Teams should be built by having them work together since the beginning on common goals, especially that the risk of higher pressure closer to the end of the schedule is significant.</div>
</div>
<div>
<br /></div>
<div>
<ul>
<li><b>Team members are responsible for solving the conflicts themselves.</b></li>
</ul>
<div>
<br />
Managers should help teams understand that pointing fingers is not acceptable and bounce back problems when they feel not enough effort has been put into cooperation. Ideally, everyone should be trained in emphatic communication and active listening. Collaboration ground rules, escalation paths and conditions should be clearly defined.</div>
</div>
<div>
<br /></div>
<div>
<ul>
<li><b>Atmosphere needs to be relaxed. </b></li>
</ul>
<br />
Pressure in production leads to less collaboration, less communication and to finger pointing. People should feel comfortable taking time to talk and put problems on the table.</div>
<div>
<br /></div>
<div>
<ul>
<li><b>Good project management practices should prevent most of the problems.</b></li>
</ul>
</div>
<div>
<br />
The root causes of conflicts are usually priority / schedule / scope creep / misunderstandings. These should be covered if managers follow standardized project management practices. Standardization and training help simplify the communication between leaders from the different sites, as they use the same set of procedures and performance criteria. </div>
<div>
<br /></div>
<div>
<ul>
<li><b>Face-to-face discussions (video-calls, meetings, traveling, every day communication) should be the norm. </b></li>
</ul>
<br />
The more people know each other, talk and have fun together, the less likely it is for difficult conflicts to arise. Team members start trusting each other and are able to predict each other's reactions. They talk more openly and raise concerns earlier.</div>
<div>
<br /></div>
<div>
<ul>
<li><b>Problems should surface early. </b></li>
</ul>
<div>
<br />
Obvious, but also more care should be put into identifying issues because a significant part of the team is not in the same room and it is more difficult for the local managers to understand their situation. Processes should be put in place for constant risk assessment and planning.</div>
<div>
<br /></div>
<ul>
<li><b>For a collaboration to work, it is important to have skilled and experienced people in core positions. </b></li>
</ul>
<br />
Communication overhead is high and having experienced leads / project managers in both sites is a very important prerequisite for success. Management skills and knowledge seem to be more critical in a distributed setup than in a co-located project.</div>
<div>
<br /></div>
<div>
<ul>
<li><b>Collaboration overhead needs to be acknowledged and supported by management. </b></li>
</ul>
<b><br /></b></div>
<div>
It may be hard and frustrating for everyone, especially for the teams. Management should openly a support, allow time and training for this extra effort. Management should acknowledge that the personal productivity will be impacted, to ease up the pressure and diminish defensive tendencies. On the other hand, people should be aware that it is in their mandate to collaborate and their success (both from the perspective of the project and personal) will be tied by how well they work together towards the same goals.<br />
<br />
<br /></div>
<div>
<br /></div>
<div>
Even if multi-site development is difficult and poses tough challenges, today is almost impossible for me to imagine huge projects being developed only in one site. It is impossible for me to imagine how a company can bring all the needed talent to a single location or find already there so many people with the required expertise available (either externally or internally). And even if it could, having so many persons involved still generates a significant interpersonal distance between team members and teams must still be split because, otherwise, they would be impossible to manage. Thus the notes above still apply. </div>
<div>
<br /></div>
<div>
The list is not even by far exhaustive; it is merely made up of personal observations. Please feel free to send me more factors for project success in a distributed environment. I'd love to chat and share about this subject.</div>
Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-55577596107537915852012-03-11T16:15:00.000+02:002012-03-12T23:49:39.473+02:00A Few Words About Communication In Projects<b>Too much email.</b><br />
<br />
Most of the time my inbox is flooded with information I could very well live without, just because someone thought of adding me in CC or I am in too many email lists that are spammed with messages that only concern a few people. Most of the time, I receive a message "just in case I might be interested". And, of course, a two page long, unstructured document follows. This creates a lot of information overload and noise and thus the risk of missing relevant facts is significant. I know that this is a common problem to many managers. Many of them try to find solutions to limit the spam and channel the communication only towards the relevant people. Not only that it wastes time, but spam also generates a significant risk on the project because the project manager gets caught in a reactive loop instead of taking the proactive, look-ahead stance.<br />
<br />
<b>Solution.</b><br />
<br />
The solution is quite straight forward but, just like any PM area, requires a little bit of planning ahead. It is called "the communication plan". Among others, the communication plan tries to answer the following question: who are the stakeholders and what are their information needs: level of detail, frequency, matter of interest, preferred format, the kind of information that can be obtained from them. The communication plan tries to identify important channels of communication and direct the flow of messages across those lines. By structuring the communication we aim to:<br />
<ul>
<li>Reduce the amount of spam in the project</li>
<li>Focus on relevant matters</li>
<li>Escape the need of digesting unimportant messages</li>
<li>Less meetings </li>
</ul>
<br />
Basically the aim is to shift focus from quantity to quality and, instead of spending hours or scanning unnecessary reports, focus.<br />
<br />
Focusing the communication is not only to help the PM and the team reduce their information overload, but it is also a matter of respect towards the recipients and of their time. Above all, it significantly increases the quality of human interaction and the chances of actually getting timely answers to your needs. (Yes, it is significantly harder to write clear, shorter and focused messages than it is to quickly type 1 page of text and throw it away to 100 recipients).<br />
<br />
<b>Reporting. </b><br />
<br />
As there are many guidelines out there on how to hold effective meetings, I will focus my attention to another important part of the communication plan: reporting. All project managers and team leaders are bound to send reports and mastering this art can significantly improve their image, the image of the team and increase the chances of getting support.<br />
<br />
The aim of reporting is to:<br />
<ul>
<li>Provide a clear picture of what is happening in the project.</li>
<li>Acknowledge / celebrate successes and recognize errors.</li>
<li>Identify risks and propose solutions.</li>
<li>Involve stakeholders by providing relevant information and asking pertinent questions.</li>
<li>Provide a single reference of the project status and reduce spam.</li>
<li>Bring everyone on the same page.</li>
</ul>
<br />
As with any other communication means, visual reports are more appealing and easier to understand. Instead of throwing in a long list of items and actions, the more pictures, charts, tables we have, the better we are. And, of course, we all love statistics thus, when we have numbers, we should never hesitate to use them. Beside the visual dimension, a good report is a short, concise one.<br />
<br />
Emphatically writing a report means acknowledging that most stakeholders have a superficial understanding of what the actual situation is and thus it is of extreme importance to provide a context. If a PM complains that his reports are never read, it is because people don't understand them. Nobody bothers reading lists of items that don't make sense for him because he cannot relate them to a bigger picture. A report that presents information in context generates understanding and thus increases the chances of being read, generating reassurance and trust even if it brings bad news. What the reader wants to grasp is:<br />
<ul>
<li>How the work relates to the global objectives of the project. (again, context / plan)</li>
<li>What the objectives of the project are - better say, does the team have the same understanding of the objectives as I, the reader, do?</li>
<li>Everyone is busy with relevant work.</li>
<li>The team knows what to do next and why. The possible blockers that prevent them from proceeding according to plan have been identified and solutions have been proposed. </li>
<li>What the team actually does - this is probably the least significant. </li>
</ul>
<ul>
</ul>
<br />
Therefore, the purpose of the report is to show (<i><b>of course, all the information must be true!</b></i>):<br />
<ul>
<li>The project team knows what to do and is in control.</li>
<li>The project team has a plan that is approved, clear, with tangible objectives.</li>
<li>The project team knows where the (possible) problems are and has solutions to them.</li>
<li>The project team is proactive and focused on attaining results.</li>
<li>The project team has results that are celebrated and the morale is high.</li>
<li>The project team is not afraid of bad news and talks about them openly.</li>
</ul>
<br />
If the recipient doesn't get all that information or if he needs to perform a significant effort to understand the report, he will become less confident and we expose ourselves to the risk of having doubts spread about our work to other stakeholders. Then, the effort of counteracting and gaining the confidence again is really high. It is by far easier to keep everyone correctly informed right from the start instead of trying to set things straight after we have an image issue.<br />
<br />
<b>One more thing before I end.</b><br />
<br />
The purpose of any communication is not for me, the emitter, to transmit it easily; it is for the recipient to understand it clearly. Therefore, it is my duty to spend significantly more effort in being concise and clear than to write a lousy message that the recipient needs to put in effort to decipher. Even more, my effort is not only bound to transmitting the correct message. It is my duty to make sure my communication has been properly received and understood. I need to ask for feedback, comments, and spend time to understand the needs of the recipient.<br />
<br />Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com0tag:blogger.com,1999:blog-8922398602483975892.post-87355428115941715142012-02-22T22:14:00.003+02:002013-11-16T00:57:04.887+02:00Cross-Site Collaboration And Conflict ManagementThe first step in solving a conflict is to identify its cause. Then comes finding and applying a solution. For this, the conflict is taken out of the personal space and approached pragmatically, depersonalized. Safety should be guaranteed for participants by forbidding blaming and pointing fingers. Focus, instead, should be put finding solutions collaboratively. In the end, the issue and its resolution must be added to a log for further reference. Lessons and best practices are then extracted and processes improved.<br />
<br />
<br />
<br />
<b>Identifying the source of conflict:</b><br />
<br />
According to PMI, there are seven sources of conflict. In order of frequency, they are sorted as follows:<br />
<br />
<ol>
<li>Schedules</li>
<li>Project priorities</li>
<li>Resources</li>
<li>Technical opinions</li>
<li>Administrative procedures</li>
<li>Cost</li>
<li>Personality</li>
</ol>
<div>
The hard fact is that "personality" is the last frequent in reality, although many tend to blame it as the main source of issues in projects. To me, that is because many managers don't know the other 6 and it is easier to blame it on someone you can point your finger at (except the PM :) ). As the Pareto principle applies in this case as in many others, I'd say that it would be safe to begin by excluding "personality" from the list and try first to fit the issue in the other categories. Beside a better understanding of the real cause, this thinking has the benefit of cooling things down as sides can focus on finding a solution, without feeling the need to guard their personal space.<br />
<br />
<br /></div>
<div>
<br /></div>
<div>
<b>Finding solutions:</b></div>
<div>
<br /></div>
<div>
Things can become explosive in a cross site collaboration because it is more difficult to act emphatically, it is natural to think in terms of "us" and "them" and misunderstandings can occur at all stages, even if people seem to agree. Therefore, a set clear rules are mandatory to ensure conflicts surface early and that they are treated up-front, before the situation degrades. Here are a few:</div>
<div>
<ul>
<li>All teams must understand that it is their responsibility to solve the problems. Their actions are measured and recorded and a post-mortem will be done on how the collaboration went. To support this, the managers should create a set of ground rules and encourage a culture of exchange and free speech.</li>
</ul>
<div>
<br /></div>
<ul>
<li>When a problem occurs, everyone should look critically at themselves and see how they could have acted better. Acknowledge you can change yourself but you cannot change the other.</li>
<ul>
<li>Has my message been properly understood?</li>
<li>Under what conditions does the other person receive my message? Is he under heavy load? Is he under pressure? Do I understand his point of view and his situation?</li>
</ul>
</ul>
<div>
<br /></div>
<ul>
<li>Once the problem has occurred, act immediately. Problems don't solve by themselves. Be assertive, refer to yourself and express your feelings: "Look, I feel like there is a misunderstanding somewhere". Cool temper needs to be preserved even if the other side is acting aggressively.</li>
</ul>
<div>
<br /></div>
<ul>
<li>If you cannot solve it yourself, raise the problem to your manager and / or to the collaboration coordinator (if one exists). It then becomes his responsibility to interact with the other side. Provide reasons why you could not solve the problem yourself and show the steps you took. Take responsibility for what you have done. </li>
</ul>
<div>
<br /></div>
<ul>
<li>In the end, once a solution is found, a written note is archived with the problem and its solution. This written note acknowledges that the problem had, indeed, been fixed. Once the note is acknowledged by all parties, the issue is considered closed.</li>
</ul>
<div>
<br /></div>
<div>
<br /></div>
Managers should find ways to allow people to raise and fix issues safely. Don't blame, but encourage solutions and cool temper. What is measured is the capability of people to collaborate rather than the number of problems they encountered. Accept that problems will occur, but try to learn from them.<br />
<div>
<br /></div>
<div>
<b><br /></b>
<b>Lessons learned:</b></div>
</div>
<div>
<br /></div>
<div>
The issues should be kept in a log. This log will be used for two purposes: to see how the conflicts evolved and to evaluate the capacity of the team to manage conflictual situations. Based on it, processes are improved and people learn to interact and collaborate. The knowledge is then passed to the next project.</div>
<div>
<br /></div>
<div>
<b><br /></b>
<b>Prevention:</b></div>
<div>
<br /></div>
<div>
While I believe that constructive conflicts are a positive sign that things move forward, it is better to proactively diffuse latent problems before they appear. To do this, management focus should be kept on the following areas:</div>
<div>
<br /></div>
<div>
<ul>
<li><b>Risk management </b>- key to project success. If risks are identified early, acknowledged by everyone and mitigation plans sketched, trust is enhanced. Therefore, people are less afraid, they have a better sense of security and thus will less likely be in defensive mode. </li>
</ul>
<div>
<br /></div>
<ul>
<li><b>Prevent stress / project pressure</b> - the same as above. Pressure raises schedule and priority issues which tend to be explosive as people become more tense. Therefore, management should focus on releasing stress and encouraging a relaxed atmosphere.</li>
</ul>
<div>
<br /></div>
<ul>
<li><b>Prevent fear</b> - when management looks for assigning guilt, people will be less willing to confront problems early and they will start pointing fingers. No room for collaboration.</li>
</ul>
<div>
<br /></div>
<ul>
<li><b>Prevent directive management</b> - a directive management style will generally not encourage openness and engagement. Therefore, problems can linger around uncovered for longer periods of time, without being solved. Otherwise, pointing fingers and blaming can occur.</li>
</ul>
<div>
<br /></div>
<ul>
<li><b>Having a clear, common set of ground rules to follow -</b> provides a reference for the desired behaviour.</li>
</ul>
<div>
<b><br /></b></div>
<ul>
<li><b>Having a clear organizational structure, decision process and information flow - </b>standardizes how people interact and what responsibilities they have. A go-to book for management of expectations.</li>
</ul>
<div>
<b><br /></b></div>
<div>
To sum-up, a healthy, empowering management culture together with good project management practices form a solid basis for a cross-site collaboration. It is more difficult at a distance and, therefore, more records should be kept and more attention should be given to developing a culture of mutual respect, empathy and understanding. Also, a continuous, open learning process should be put in place. Ideally, it should all be treated like a game, so that people feel safe and are willing to explore their boundaries without concerns. </div>
</div>
<div>
<br /></div>
<div>
<br /></div>
Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com1tag:blogger.com,1999:blog-8922398602483975892.post-80159364703971677272012-01-21T18:57:00.003+02:002012-01-23T07:39:41.323+02:00How I Passed the PMP Exam<b>Why PMP?</b><br />
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From my perspective, a credential such as the <a href="http://www.pmi.org/Certification/Project-Management-Professional-PMP.aspx">PMP</a> has tangible benefits that can be divided in two main categories: the recognition of knowledge that comes from passing the exam and the process of becoming a better project manager by learning for the exam.<br />
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The PMP credential means that one's experience and knowledge of project management is recognized by the standardizing body (the <a href="http://www.pmi.org/">PMI</a>), giving the owner international credibility.<br />
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On the other hand, learning for the exam itself has a strong transformational power. It forces the student to mentally walk through a series of scenarios and relive past projects to understand what went right and what went wrong then. It takes all the previous experience and knowledge and benchmarks it against standardized best practices, recognized across all industries - <a href="http://en.wikipedia.org/wiki/A_Guide_to_the_Project_Management_Body_of_Knowledge">The PMBOK</a>. I've mentioned experience: to qualify for the exam itself, one needs at least three full years of project management practice*.</div>
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<b>How does the exam look like?</b></div>
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It is a computer based, 4 hours / 200 questions exam, which is taken at a Prometric site. There is no official break. To get a flavor of how it goes, one can check many resources online that provide test samples. Here is an example:</div>
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<a href="http://www.oliverlehmann.com/pmp-self-test/75-free-questions.htm">http://www.oliverlehmann.com/pmp-self-test/75-free-questions.htm</a></div>
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The exam is not very difficult yet it is not easy either. Beside a good understanding of project management philosophy, it requires concentration to correctly identify the problem, then to identify the right project management process that the problem is part of. Besides that,<br />
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<li>Some questions are very long and difficult to read.</li>
<li>Some questions have very similar answers.</li>
<li>Some questions have may seem to have all the choices correct.</li>
<li>Some questions have unnecessary information.</li>
<li>Some questions may pose more problems and the student is asked to identify what is the most critical to be solved next.</li>
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During my learning, I realized that it was a very thin balance between answering the questions correctly and wrongly. A mere interruption as small as going to drink a glass water for 5 minutes resulted in a higher probability of mistake that spanned across roughly 10-15 questions (10-15 minutes). I made this measurement over many tests by identifying clusters of wrong answers around the same time I had an interruption. </div>
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<b>How did I study?</b></div>
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1. I picked a less professionally demanding period (after the first patch of Assassin's Creed Revelations PC was released) - November - December last year 2011. </div>
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2. I enrolled in a PMP class <a href="http://edu.eupc.ro/">here</a>. Fortunately, they had a session in December. The course itself was based on the <a href="http://www.rmcproject.com/about/rita.aspx">Rita Mulcahy</a> method, which I warmly recommend.</div>
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3. Roughly 3 weeks before class, I started reading the materials (The <a href="http://www.rmcproject.com/product/pmp-prep.aspx">PMP Exam Prep</a> book, by Rita Mulcahy). </div>
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4. I took 4 working days off of work just before the class started, to finish the book and the exercises it contained.</div>
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5. I went for 4 days in class.</div>
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6. After the class, 1 week - no learning. During this period I paid my PMI membership, completed my application, submitted it and then, after it was approved, scheduled the exam. </div>
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7. After that, for one week, I did 50 questions a day from each knowledge area. At the end of the week I took a 100 questions sample PMP exam. For all these, I used the <a href="http://www.rmcproject.com/product/pmp-prep.aspx">PMP Fast Track</a> software, also from Rita Mulcahy. This was between Christmas and New Year's Eve.</div>
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8. For 4 days after the New Year's Eve party - nothing.</div>
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9. 3 days before the exam, I passed through the <a href="http://www.rmcproject.com/product/pmp-prep.aspx">PMP Hot Topics Exam Flashcards</a>. It took 2 days.</div>
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10. 1 day before the exam I took a full 200 questions PMP Exam to see where I stood.</div>
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11. On the 8th of January 2012 I passed the exam.<br />
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<b>Suggestions for taking the exam:</b></div>
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1. Reading the materials prior to class was of extreme importance. That way, I was able to solidify my knowledge and identify gaps by asking the teacher all sorts of questions.</div>
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2. Exam questions are asked from the perspective of a large (100+ people, 1 year+, 1 million+ EUR) international project. Having experience managing this kind of project helps. </div>
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3. It helps a lot being in a less demanding period at work. </div>
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4. Overstudying does not help, nor does taking the exam lightly.</div>
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<b>Good luck! :)</b></div>
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<b>Note:</b><br />
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<i>One insight I had while studying for the exam was that project management knowledge alone was not enough for one to succeed. Strong industry experience is also required to become an accomplished project manager.</i></div>Alexandru Grishttp://www.blogger.com/profile/13392423743610937991noreply@blogger.com3Constanta, Romania44.1733333 28.638333344.0822243 28.4804048 44.264442300000006 28.7962618