Back to Basics (Requirements Analysis)

January 4, 2010 from gannthead – “When I first started managing projects, I treated requirements as an input to the project--they would magically appear and tell me what the scope of my project was. It didn’t take me long to figure out that I was taking the wrong approach, that requirements gathering was actually an integral part in the execution of the project. But I am still surprised by how many organizations are unable to come up with good requirements…

…We still only have the functional requirements, what is to be delivered. The project team still needs to determine how those deliverables are going to be achieved…”

180 View – In preparing requirements for our clients, we try to focus on “what” needs to be done rather than the “how.” But sometimes it is believed that there is an optimal “how” and we will document it as a requirement too. For example, an organization may want to analyze their operations across multiple dimensions such as by department, region, manager… - consider this the “what”. One vendor could accomplish the requirement with a segment for each dimension in the account structure/coding block – an example of the how. Another vendor could accomplish the requirement using reporting structures or analysis codes, which for complex organizations is a much better way to get it done.

Coping with Project Scope; Eight Real-World Strategies

November 11, 2009 from ProjectTimes – “…Unfortunately, most scope-management frameworks are designed around the definition of a finite scope based on limited knowledge and advocating tight controls to manage change. Scope changes can be driven by many factors, including new ideas, regulatory change, change of needs, poor understanding of requirements, heuristic discoveries, financial circumstances, changes in leadership and more. In addition, in the absence of an agreed-upon objective and quantitative methods, assessing the impact that scope changes will have on the success of the project, emotions and politics will most likely rule the day…

A mature management will want to approach projects in such a way that the remaining time to complete and monies that need to be spent, reflect the most accurate possible appraisal of reality. However, in most cases management wants to cast early estimates in concrete and threaten grave punishment to the project manager should they miss budgetary and delivery date targets. This in turn often incents those leading the project to lie about progress, representing to management that the project-amazingly--is as complete as the monies that have been spent. The old adage that "project progress can be declared on track right up to the remaining 10 percent of the effort" has roots in this contradiction--and management's stupidity in such matters…”

180 View – This article contains some useful suggestions including “A more mature and sane approach to managing projects is to recognize from the beginning that events can occur that could substantially impact the project's budget and delivery date. Based on this analysis, a set of planned recalibrations can be forecast, along with the trigger points that would indicate a change in scope was needed. Being proactive in this regard is the key to being intelligent about true scope management.” The trick is to obtain estimates for time and costs to complete the project. The variance should be calculated as Budget – (Actual + Estimated Cost to Complete). Another recommendation ("Time boxing" is a well-accepted method for chunking deliverables into a series of smaller groups”) is a way to find out early whether there are problems rather than wait for everything to be ready at the same time.

Meet 'The Fixer' for Troubled IT Projects

October 20, 2009 from ComputerWorld - “CIO.com Senior Editor spoke with Coyne about the ill-fated patterns and emotional traps that most tech implementation teams fall prey to…

CIO.com: With large enterprise software projects, are there patterns that the people and teams fall into?

Coyne: There are very clear patterns. When the project starts, the technology-buying organization sets out clear outcomes that they wish to achieve. You generally see some strategic-looking documents about what a successful project will be: a percentage increase in the way we do this type of process; greater efficiency here; greater visibility of doing business there; faster this, that and the other thing. That's a very positive stage.

But then what generally happens is the low-level techies get involved – low, meaning detailed rather than skilled. At that point these business objectives get boiled down into technical functions… And generally at this point, there is a loss of vision into why the project was started in the first place…”

180 View – We agree that the business case that launched the project often goes missing during an implementation. But it’s too simplistic to think that there is one reason for all problems. Our top 10 implementation mistakes are:
1. Poor job in system selection process
2. Lack of testing
3. Customization at the get-go
4. Lack of training
5. Lack of knowledge transfer
6. Business goals gone missing
7. Maintaining the status quo
8. Picking the wrong people
9. Missing controls
10. Lack of project management

Oracle looks to planning apps for its next billions

August 17, 2009 from InfoWorld – “Oracle is devoting two full days and 70 sessions at the upcoming OpenWorld conference to its Primavera PPM (project portfolio management) software, which is used to track and manage the torrent of people, assets, timelines and expenses associated with projects and services engagements.

It's no accident that Oracle has decided to give such a high-profile showcase to Primavera, which it acquired last year. While PPM software may not be sexy, demand for it is growing explosively. Forrester Research expects what it defines as the "project based solutions" market to reach $6.5 billion by 2010, up from $4.25 billion in 2007…”

180 View – PPM is more than just managing a project. Primavera does that – so does Microsoft Project and many other products. Per Oracle’s website – “Companies turn to Primavera project portfolio management solutions to help them make better portfolio management decisions, evaluate the risks and rewards associated with projects, and determine whether there are sufficient resources with the right skills to accomplish the work.” PPM makes sense for any company with competing projects, and require a methodology and tools to help evaluate which ones to pursue.

Successful Projects; It's not Rocket Science

September 16, 2009 from ProjectTimes –“There is no worse person to be than the project manager at the end of a failed project. As an IT project manager, I have experienced that feeling and I can tell you it's not nice. IT projects are particularly difficult to manage. In fact there really aren't any IT projects, just projects that have elements of IT in them…”

180 View (written by Lawrence Young) – This article talks about the issues that affect the success, and the usual lack thereof, of IT projects. The author talks about the reality that ‘IT projects are particularly difficult to manage. In fact there really aren't any IT projects, just projects that have elements of IT in them.’

The article further states (with which we couldn’t agree more) that ‘avoiding the common pitfalls of IT project management is not rocket science-it is simply a case of taking some sensible measures’.

The article provides practical advice on how to avoid making the five most critical mistakes when managing IT projects, which require the project manager to:

1. Provide appropriate support for the project
2. Get users involved
3. Stop scope creep
4. Manage expectations
5. Ensure that project participants ‘understand the lingo’
   

The World of Project Management; Getting it Right

July 15, 2009 from ProjectTimes - “In most organizations, project management is practised on an exception basis. We only think of it seriously when the project is in big trouble. The need for project management, and in some cases, even its existence, is acknowledged only when we are squarely faced with the reality that the project is out of control…”

It is not surprising that, even today, many organizations think of Project Management as just another overhead, full of meetings, administration and paperwork that they can ill afford. It is only in the last 20 years that project management has gained recognition as a management discipline and embraced by professionals and academics as a core competency for managing projects.

180 View (written by Lawrence Young) – This article provides a compelling set of reasons why companies should adopt a formal and structured approach to managing their projects.

After explaining the 10 key characteristics of a project, the author rightfully points out that projects are ‘full of uncertainties and risks’, and that most companies make a concerted effort to manage a project only when the project is in ‘big trouble’. In our opinion, this is tantamount to buying car insurance after you’ve been involved in an accident!

The article points out that the failure of many projects can be traced back to the absence of one or more of these 10 project characteristics i.e. projects are ‘hastily started and poorly executed without a proper foundation, a business need, a sponsor, a customer, a risk assessment or completion criteria. It is no wonder that they are headed for the rat hole right when they started’.

The author also states that ‘implementing quick-fixes in lieu of formal project management is like sending a novice pilot on a flying mission. With little training and experience, the pilot is expected to learn the fundamentals the hard way, in the midst of a crisis, and to fix the problems while the plane is still up in the air! Surely, we cannot succeed with this approach, be it with flying or project management’.

Our decades of experience has taught us that projects such as selecting and implementing business software are often plagued with costly and painful problems and unrealized expectations that could have been substantially if not totally avoided with proper project management.

So if you decide that the success of your project is important enough that failure is simply not an option, ensure that you adopt and promote formal and proven project management practices. Remember, ‘an ounce of prevention is worth a pound of cure’!

How projects really work

August 24, 2009 from NetworkWorld - “This timeless illustration of IT project management just seems to strike a chord, and every time someone sees it for the first time, they recognize its simple truths.”

Delivering the Goods (Re Project Management)

July 2009 from PM Network – “Typical PMS (Project Management Offices) focus only on project success rates – in terms of on time or within budget – but they need to look beyond those metrics to define how their projects benefit the company. That means looking at revenue, cost savings, customer satisfaction or other business-focused metrics…”

180 View – Finally. It looks like project managers are catching on that successful projects are not just about being on time, on budget and in scope. It's not enough to do the things right. You also need to do the right things.

Managing Scope for Project Success

June 24, 2009 from Project Times – “Ever start a project without a stable foundation for scope? How did it go? To ensure project success, it is essential that scope be unambiguous and carefully managed. This can be accomplished with the Scope Management Process, which provides a formal set of procedures for planning, executing, monitoring and controlling scope…

Basic functions in the Scope Management Process include reviewing the project charter and other documents such as the contract, statement of work and request for proposal…”

180 View – Anyone familiar with project management methodology will already know most of what’s in the article. The main reason for including it is the discussion of where scope is defined. The article suggests the contract and statement of work as a source. It is extremely unlikely that scope will be defined well enough in either of these documents. The article also suggests the request for proposal. I agree with that but it needs to be part of the contract, which it is usually not. If using the RFP as scope, the requirements in the RFP need to be defined specifically enough to avoid misunderstanding later. The requirements should also be prioritized to ensure focus on the most important requirements.

Why Debate? Let Formality and Agility Coexist

June 2009 from Project Times – “From PMI Network to blogs all over the web there is a continuing debate over Agile project management. I find it interesting, if not distressing, that the debate still rages. While there are distinct attributes of Agile methods, overall the basic tenets of formal PM are certainly there. Planning exists, there is a clear point of responsibility and accountability, there is monitoring and control (often a lot tighter and more useful than in more traditionally managed projects) as well as a closing. The predominant differences are in the way these are accomplished and the "weight" of the PM activities. The Agile Manifesto values some things over others, for example "individuals and interactions over processes and tools". This does not mean it seeks to eliminate processes and tools. Valuing the ability of "responding to change over following a plan" does not mean never following a plan…”

180 View – The article is biased to agile project management that includes formal project management as well as being able to not follow it if there are compelling reasons. When I was a bit younger, I was responsible for a multi-million dollar software development project. I was the project manager but I was also responsible for detail design along with a number of other things. I was told by some people that I should be allocating 100% of my time to project management but I never did. It was more like 30%. I was able to reduce the amount if time I spent on project management because of tools that I developed and acquired, and because I was intimately familiar with all aspects of the software. It would be very difficult for anyone on the project team to mislead me. I knew exactly where we stood in terms of quality, scope, timing and budget. So I think project management should adjust to the situation and especially the people involved.

CRM On The Cheap: 5 Strategies That Backfire

April 27, 2009 from ComputerWorld - “Your company knows that it wants a serious CRM system. But the CFO, nervous about the costs, starts to suggest strategies that could keep things under control. Meanwhile, you know the implementation team has some ideas that go in a completely different direction. How can you manage executive expectations that may be based on misinformation? This two-part article will cover common traps that you should avoid, followed by advice on the best ways to save some real money.…”

180 View – The article makes some good points that apply not just to CRM. For example – “The complete-system launch, sometimes called a Big Bang project, just doesn't work very well for software. The warning signs of Big-Bang thinking include: Infrequent project milestones; large, complex, monolithic project deliverables; little consideration of political or change-management issues; fake, vague, or overstated requirements, particularly for scope of system integration or historical data; scope creep. Better to deliver incrementally, deploying something of value to the business at least once a quarter.” We believe that during the design phase, you should consider the big picture/bang, but build and roll it out in manageable phases.

Eight simple steps to successfully manage a project

June 3, 2009 from itBusiness – “…Businesses of all sizes embark on thousands of projects for new products and services every year. Unfortunately, most projects are doomed to fail outright, or at launch, because the original success criteria were not met. Some project failures lead to delays in product launches, such as the AirBus A380; others, like Boston's Big Dig, incur huge cost overruns. These examples, as well as the results from survey after survey, show that American businesses have not been able to figure out how to consistently get products and services delivered on time, on budget and with the highest quality…”

1. Definition

It is critical to start with a solid foundation. The foundation must be built at the organizational level and not with individuals. It is imperative that, from the CEO down, there is understanding and buy-in when it comes to defining or redefining the following items:

• Roles and Responsibilities: This can be painstaking, but the effort will pay off when it's time to execute. The exercise may outline the need to develop new organizational structures to better support efficiency and communication within the delivery teams…"

180 View – There are some good points in the article. We would like to emphasize and expand on the first one – defining roles and responsibilities. You need to be very specific about responsibilities. Consider for example the issue log. Many projects will have an issue log to track issues that arise during a project. Who is responsible to prepare it? Who is responsible to review and give feedback? Who is responsible for approving it?

Improving Project Success Rates with Better Leadership

April 29 from ProjectTimes - “Factual and anecdotal evidence confirms that IT investments are inherently risky. On average, about 70% of all IT related projects fail to meet their on-time, on-budget objectives or to produce the expected business results. In one KPMG survey, 67% of the companies who participated said that their program/project management function was in need of improvement. Why? A number of leading factors for project failure were suggested by the survey, including the "usual suspects": unreasonable project timelines, poorly defined requirements, poor scope management, and unclear project objectives. Granted, all of these factors can play a role in project success. But are they the cause or project failure, or just a symptom of some larger issue? In this article, we will discuss that the root cause for many of these common failure points is really the ability to lead projects, not just manage them…”

180 View – The article identifies missing leadership as the key reason for project failure and discusses the competencies required by leadership – 1) Leading courageously, 2) Influencing others, and 3) Acting with resilience. We agree that leadership is vital but we are not convinced that project management leadership is the primary driver of success or failure. Project managers are often middle management types or external consultants. The real power is usually found elsewhere. So it is vital that management demonstrate clearly their support of the project manager. The project manager may also not be able to select all the project team members or the amount of time they can spend on the project.

When the Agile project goes over the Waterfall methodology

April 13, 2009 from Toolbox for IT – “…This is the situation where I find myself. I have a finite budget to drive this project. It would be good if I knew that I could complete the project before I ran out of money. Conversely, it would be good if I knew that I need more, and should either cancel the project or start setting expectations about the funding request I'll be making in the future…”

180 View – At the beginning of any project, you don’t know all there is to know. Project managers would like to wait until they know exactly the scope of work, but they can’t do that. Management is not about to give the go-ahead without understanding scope, timing and costs. The people who will be involved in the project need to know that they have enough availability to get the job done in time. The article discusses a methodology that might work for you.

Six ways to save your IT project from the scrap heap

February 2, 2009 from InfoWorld – “To weather the current economic maelstrom, enterprises not only are reducing head count but also are cutting back on ambitious or long-term projects in IT. Knowing how best to keep your IT project in the pipeline could mean taking a cue from those best versed in achieving project approval: outside consultants...

To paraphrase Benjamin Disraeli, there are three kinds of lies: lies, damn lies, and ROI calculations for IT projects...”

180 View – The author of the article should have qualified the advice to get outside consultants to save an IT project. The advice given by a consultant that is trying to sell their product and services should be highly suspect. Later in the article we read “Most ROI calculations from vendors are flawed toward magical and large returns” However the vendors may have ideas or formatting that could potentially be useful.

The article’s first tip is to work the numbers but it does not offer much guidance. The article distinguishes between hard ROI based on reduced head count, inventory or transaction costs and soft ROI such as improved relationships. We would add that the hard numbers need to be backed up by some evidence. We also suggest trying to turn the soft ROI into hard ROI. For example, improved relationships could lead to better customer retention.

The article also talks about the importance of business need – “If the business has asked for IT's hand in a project, that should be enough.” We disagree – business need is obviously important but it is not enough. Business need should also be translated into ROI. There are some projects where you have no choice and something needs to be done. But even for these projects, there are alternatives with different benefits, costs and risks that should be quantified.

Squeezing the Most Out of Your Project Budget

January 26, 2009 from gantthead.com – “The economy is clearly the worst it has been since I entered the professional workforce in the early 1990s. I have been asked to cut everything from people to paper to pencils…

While there is great scrutiny against project expenses and hard business return, companies know they must continue to invest in good projects to position themselves when the economy recovers. The mantra of this year seems to be: Do more with much less. The question on everyone’s mind is clear: How can you deliver in the face of significant cost pressures?...”

180 View – The topic is a good one but the article could be better. The author says “Projects that are required should fall into one of three categories: efficiency drivers, revenue generators or mandatory regulations.” These are good but I would also include effectiveness drivers, which allow an organization to more effectively achieve their critical success factors or what they must do well in order to be successful.

The author also says “Efficiency drivers are those projects that focus on a company’s cost structure. These may include projects around software efficiencies, application decommissioning, alternate sourcing and hardware consolidation (just to name a few). However, the clear driver is operating cost reduction. The key is that over a short timeframe, the project should pay itself back many times over.” Unfortunately the reality is that it’s highly unusual for projects to generate that kind of ROI.

“During good times, hiring marquee consultants at high bill rates is no object. However, during these times, frugality is king. There are few consultants that are worth the value of a bill rate over $100/hr”. Paying inflated rates for consultants will be an issue in both good and bad times for any organization. As well, finding good consultants (other than lone wolves) at less than $100/hr is unlikely.

10 Steps to Creating a Project Plan

January 2009 from ProjectTimes – “One of the critical factors for project success is having a well-developed project plan. This article provides a 10-step approach to creating the project plan, not only showing how it provides a roadmap for project managers to follow, but also exploring why it is the project manager's premier communications and control tool throughout the project…”

180 View – The article explains that a project plan is much more than a schedule. For anyone not well versed in project management and about to start a project, this article should be useful.

The Project Manager’s Dilemma; Responsibility without Authority

November 2008 from ProjectTimes – “…They’ve given us all the responsibility for the project, but minimal authority over what we need for the project ….. Responsibility without associated authority!” is the common lament of project managers. Well, folks, I have news for you! You will never have the authority you wish you had, but you will always have the full responsibility for the project. In fact, the reason you have been asked to be the project manager is usually because of your skills and ability to manage this dilemma…

The professional project manager “walks the talk” of project management principles, “knows the talk” of systems and technologies associated with the project, and “understands the talk” of business and users who will be impacted by the project.

The project manager has various roles as an implementer, facilitator, negotiator and a change agent. The fundamental set of skills to accomplish this is through communication, which is the ability to effectively exercise the necessary skills and drive the project towards its intended outcome…”

180 View – Read this article if you’re at all interested in project management.

Implementation is all about people

October 2008 from CAmagazine – “It should be no surprise that all projects depend on people not only outside, but also inside, the organization. Nevertheless, many organizations think they just need to find a system with a good fit, and they are off to the races. Unfortunately they stumble out of the starting block and sometimes never finish. What they really need is the right people at the right time…” This article also discusses responsibilities of the steering committee, project manager and subject matter experts as well as how much effort is required.

Project Management Lite: Basecamp and Wrike

July 23, 2008 from PCWorld – “As a small business grows, coordinating the work among employees becomes more important. Achieving a business objective, such as completing a client project on time, often requires the skills of more than one person. A business manager must allocate tasks to different team members and monitor results to ensure everyone stays on track.
Project management software aims to help organize teamwork. Microsoft Project is one of the best-known project management apps, but not every business requires its power. A new generation of simpler, Web-based services can do the job…”

180 View – We have not tried either of the systems discussed in the article, but if our friend Richard Morochove (the writer if the article) says they’re good, then you should check them out if the products are applicable to your business.

How Management Metrics Doom IT Projects

August 4, 2008 from PC World – “The metrics organizations commonly use to determine whether an IT project is a success or a failure-whether the project is completed on time, on budget, and delivered the initial requirements-do more harm than good for IT departments, according to a new report from Forrester Research…

Project sponsors latch on to the initial estimates project managers propose for the schedule and cost of a project. And because project sponsors don't understand project complexity and other factors influencing cost and timeline when requirements change, they may see the project as a failure if costs increased, even if the changes improved the value delivered to the business. Unfortunately, business executives' lack of understanding about project management influences their perception of IT project success and failure.”

180 View – I (Michael Burns) have personal experience in project sponsors latching onto initial estimates but the problem is not with the business executives. The problem is with the project managers who have not set expectations or kept business executives up to speed. It’s true that requirements can change but most of this should be caught in the 1st phase of a project. The Project Manager should be estimating time and budget before the requirements are defined and firming them up once requirements are confirmed and implementers have agreed with the time and budget expectations. If requirements should change partly though a project, the Project Manager should get permission to proceed based on a business case.

The New Brood of Best-of-Breed

July 1, 2008 from Business Finance – “Today's Best-of-Breed software market offers more to dazzle CFOs than ever before. The pace of innovation is fierce, slackening only when vendors pause to digest their gains after the waves of consolidation that periodically sweep over each sector.

The governance, risk, and compliance (GRC) category, for example, continues to attract new entrants and to generate a bewildering variety of applications for mandates ranging from email retention management to enterprise risk management. John E. Van Decker, research vice president with Gartner Inc., points to a burst of innovation around reconciliations management: “Financial governance software is starting to bring together process-management-type solutions for all of the activities that you need to do before you close the books. These may or may not be managed in larger systems, but you need some type of process to line up these activities and ensure that these things are done...”

Plus, a best-of-breed package can be an attractive option for companies that don't want to take on a mammoth project at this point. Many organizations are “looking for something that can provide incremental steps to value,” Van Decker notes. “We're also starting to see more use of software-as-a-service, where companies may want to do something on a 3-year basis, but with the understanding that by the end of that period they will have implemented a much larger set of applications.”

180 View – You will also find lists of products in this article for Corporate Performance Management (they call it Business Performance Management), Business Process Management, Spend Management, Cash Management, Receivables and Collection Management, Fixed Assets Management, Tax Management, Expense Management, GRC (Governance, Risk Compliance) Management and Project Portfolio Management.

We have also seen that some companies try to save time and costs by taking a best of breed product. This is can be a good strategy as long as there is not excessive integration required.

Managing change the right way

April 2008 from CAmagazine and written by Michael Burns – “Many will tell you change management is critical to the success of any project and especially to the implementation of a new system. In fact, you can find consulting firms that specialize just in change management. But in my view, change management sometimes gets blown out of proportion based on false assumptions about employees…”

It's a (Web) Hit

March 27, 2008 from bMighty - The article offers suggestions to use the internet more effectively such as adding content and collaboration. “Web applications such as Basecamp make it easy for you to create online client project areas that can be branded and designed with the look and feel of your Website.”

180 View – We thought that the Basecamp recommendation looked very interesting. Basecamp’s website (http://www.basecamphq.com/) says “Basecamp takes a fresh, novel approach to project collaboration. Projects don't fail from a lack of charts, graphs, stats, or reports, they fail from a lack of clear communication. Basecamp solves this problem by providing tools tailored to improve the communication between people working together on a project.” Anyone out there used it yet?

Project management to the rescue

March 2008 from CAmagazine and written by Michael Burns – “The project manager’s job is to manage scope, timing and costs. Unfortunately, most people learn those skills at the school of hard knocks…”

The Politics of Portfolio Management: Why It’s Harder Than It Looks

January 21, 2008 from gannthead.com and written by Mark Mullaly, PMP – “Portfolio management is one of the concepts that, on the face of it, organizations should naturally want to embrace. Most executives and project managers alike will acknowledge with little prompting that many of their challenges go beyond just the project level. Competition for resources and funding, too much work underway and pressure to address both operational and project responsibilities all speak to the need to make more effective project choices. Once this need is recognized, the concept of portfolio management quickly emerges as a logical direction to explore.

The principles of portfolio management are extremely straightforward. At its core essence, portfolio management addresses three fundamental questions:

• Are we doing the right projects?
• For the projects that we have chosen to undertake, are we confident that the projects are being delivered well and meet their goals?
• For the projects that we have completed, are we consciously changing how the organization operates in order to realize the value we expected?

While these are entirely reasonable questions, and relatively simple ones to ask, the answers are more complex and involved. How do we know we are doing the right projects? What criteria do we apply? What judgments do we make? Right projects as compared to what?"

...Attempting to introduce portfolio management without acknowledging the politics of the organization is foolhardy” And he goes on to say “For the profit centers, however, any attempt to introduce a more objective level of scrutiny is going to be regarded as a significant threat to the status quo. For the profit centers of the world, they already have a positive level of influence in determining what projects proceed. More importantly, they are able to ensure that it is their projects that are the ones that do go ahead.”

180 View – People who belong to a profit centre will resist the imposition of change from head office or the project management office if it diminishes their control or could negatively impact their success. Even if the change is for the good of the company as a whole, the change will be resisted. You will need to change the organizational structure or the motivation/compensation if you want the profit centres to sign up.

What Really Works

August 20, 2007 from Harvard Business Review and included in SAP’s newsletter – “Our findings took us quite by surprise. Most of the management tools and techniques we studied had no direct causal relationship to superior business performance. What does matter, it turns out, is having a strong grasp of the business basics. Without exception, companies that outperformed their industry peers excelled at what we call the four primary management practices—strategy, execution, culture, and structure. And they supplemented their great skill in those areas with a mastery of any two out of four secondary management practices—talent, innovation, leadership, and mergers and partnerships. We learned, for example, that it doesn’t really matter if you implement ERP software or a CRM system; it matters very much, though, that whatever technology you choose to implement you execute it flawlessly.

180 View – Although SAP’s newsletter showed this article under the heading “More Recent Headlines”, it was actually published in July 2003. Nevertheless the article is a good one and is not available from Harvard Business Review without a premium subscription. So check it out if you’re interested in management practices such as:

• Build a strategy around a clear value proposition for the customer.
• Develop strategy from the outside in, based on what your customers, partners, and investors have to say—and how they behave—not on gut feel or instinct.
• Continually fine-tune your strategy based on changes in the marketplace— for example, a new technology, a social trend, a government regulation, or a competitor’s breakaway product.
• Clearly communicate your strategy within the organization and to customers and other external stakeholders.
• Keep focused.
• Grow your core business, and beware the unfamiliar.

When a project has you stumped, just think: 'What would Yogi do?

October 23, 2006 from Computerworld – “If baseball and project management have one thing in common, it’s the direct relationship between teamwork and success. Yogi Berra, a baseball legend with a unique approach to management and life, is a particular favorite of mine, so I recently asked myself, “What if Yogi were a project manager?”

As I thought about it, I realized that Yogi has a lot to say about my line of work. Many of the most famous quotes that have been attributed to him seem to bear directly on the art and science of project management...” The article contains project management perspectives on the following quotes:

• "You’ve got to be very careful if you don’t know where you’re going, because you might not get there.”
• “I didn’t really say everything I said.”
• “If you come to a fork in the road, take it.”
• “You’d better cut the pizza in four pieces, because I’m not hungry enough to eat six.”
• "Think? How the hell are you gonna think and hit at the same time?”
• “You can observe a lot just by watching.”
• “I knew I was going to take the wrong train, so I left early.”
• “This is like deja vu all over again.”

180 View – You don’t need to be a project manager to appreciate Yogi’s view.