UPDATE: Watch excerpt from the show. May take a minute or two to download.

If you’re up tonight at 10pm (or have time to program your Tivo) you might enjoy watching CNBC On The Money.  Jeff Taylor, the founder of Monster.com will be answering questions from people who are in the job market now, or think they may be in the near future.  The information may be useful for you or someone you care about.

I’ll be one of the people asking questions!

The program is CNBC On The Money.  Broadcast is March 6th, 2009 at 10pm ET.

Would be great to have you watch.

Originally posted 2009-03-06 14:06:56.

Free newsletter and eBook by email. Why subscribe?

Jeff Taylor on Job Search and Monster.com is a post from: Alec Satin on People, Projects and Process

Originally posted 2008-05-28 08:00:00.

Free newsletter and eBook by email. Why subscribe?

Quote – Crux of Leadership is a post from: Alec Satin on People, Projects and Process

Here’s the picture:  You rush in at 9.59 for a 10 o’clock meeting and find that the 9 others have already arrived.  Happily you see that there is one chair left.  As you sit down, you notice that you feel a little odd.  What’s happening?

Suddenly you realize that the seat of the chair is tilted 20 degrees to the left.  No amount of juggling of knobs seems to make a difference, though you are able to raise the height by 5 inches.  You think to yourself, “Next time I’m getting here earlier”.

How do you think the broken chair got here?
More importantly, how long do you think it will take for this chair to be replaced?

Be the problem solver.

Comments?

(image by reznor70)

Originally posted 2008-05-09 09:58:15.

Free newsletter and eBook by email. Why subscribe?

Nobody Likes the Broken Chair is a post from: Alec Satin on People, Projects and Process

It’s happened to you, to me, to all of us.  It’s your first day at a new job.

How often have you been given the royal treatment? While it’s fine to be simply given a desk and shown the coffee machine and rest room, the best project managers and team leads will go a few steps further to show you that you are valued and welcomed.

How many of the following have you experienced?

Seven Instructions to the Aspiring PM in Bringing in a New
Person

Dear Project Manager.  Yes – you are busy.  But this doesn’t diminish the importance of taking the time to do the right thing by your new team member.  What you do in their first few days and weeks
will go a long way towards helping – or hindering – their productivity and integration into the team.

1.  Make sure that they have a desk, chair, and working PC when they arrive.

Fill out all the procurement paperwork and notify tech services well in advance.  Don’t just send the request and hope for the best.  Keep following up until the equipment arrives, is set up, is configured properly and the new team member granted all the proper accesses.

2.  Team them up with one of your most friendly and
effective team members.

Important:  Make sure that this is okay with your existing
person FIRST.  Having a buddy will greatly speed their process
of learning your organization’s culture and norms.

3.  Give them everything they need to accomplish at
least one task successfully in the first week.

4.  Provide them with the Cliffs Notes version of the most important processes.

These should be the things which define your project management best practices.  Some examples are file naming conventions, versioning methods, examples of document templates, etc. (You do use templates on your projects don’t you? If not, contact me.  We need to talk!)

5.  Give them a high level view of the most
important business goals for your organization

When you are finished this five minute overview, they should know
exactly how what they will be doing will directly impact the
bottom line.

6.  Sketch out a chart or mind-map which connects them with their immediate team members, other stakeholders, and important people to know throughout the organization.

Include names and roles for each.

7.  Tell them explicitly that you will be available for questions at any time over the next few weeks and months.

Let them know how you prefer to be contacted (IM, drop in, email only, etc.).  If you are not available or won’t be available, walk them over and introduce them in person to their buddy on the team (see item 2 above).

Expect that you will need to go over most of the items on the list 2 or 3 times.  Be patient, warm and welcoming.

Do you do these things when you welcome a new person?  What has been your best (or worst) experience upon starting a new assignment?  Let us know in the comments.

Originally posted 2008-09-19 11:00:00.

Free newsletter and eBook by email. Why subscribe?

How to treat the new guy is a post from: Alec Satin on People, Projects and Process

Risk Management is one of those project management areas that get more lip service than practice. There’s a perception that risk management is hard, complicated, takes a lot of time, and is boring.  While some risk management implementations can be all of these things, the risk management you choose to follow on your projects just needs to be “good enough”.

What is Good Enough Risk Management

Let’s invoke the 80/20 rule¹ in our definition. For small to medium IT projects, good enough risk management is simply this:

• Create a log of risks at the beginning of the project
• Rank each risk as follows:
  • Likelihood of it occurring (0 – 99%)
  • Impact on project scope, cost, time or quality if it occurs (0-99%)
• Prioritize the log by severity (likelihood X impact)
• Create mitigation strategies for risk items with greater than 50% severity
• Review the risks with the project team regularly throughout the project

Following this “good enough” risk management approach will put you in the driver’s seat of your project, and will reduce surprises for you on your project.

Note that the most important part of this risk management strategy is the thinking part.  If you rush through the creation of the risk items without really thinking about what you’re doing, you will likely miss some or all of the most important risks.  On the other hand, if you include too many risks, the ones that will “bite you” can hide in all the detail.  Finally, if you do this exercise in isolation from your project team, you will almost certainly miss important items.

Free Risk Management Log Template

Here is a basic risk management log template you can use freely.  If you have others that you would like to make available to other readers at no cost, please contact me.  I’ll add them here.

Originally posted 2010-03-30 06:00:07.

Free newsletter and eBook by email. Why subscribe?

Free Project Risk Management Template is a post from: Alec Satin on People, Projects and Process

1. For most things, 20 percent of the effort will provide you with 80 percent of the positive results.

This morning I found myself once again taking a negative tone in a conversation.  A coworker was speaking to me about the benefits of life in Australia over the United States.  When I came to myself I realized that I was again spouting facts and figures about the declining US Middle Class (see here, here, or here).  All these things may be true.  But who likes a pontificator?  I sure don’t want to be one.

Negativity as an indicator
When I catch myself holding negativity in a conversation, I’m usually feeling indignation at an injustice being done to some group of people.

This is almost never an effective response.

At better times, I am able to identify the policy, situation or behavior triggering my emotional response, and from there come up with improvements.  Such suggestions almost always are less expensive and result in a better experience for the people involved.

False Positive
Have you ever been around someone who insisted that only happy things were discussed?  While it’s essential for success to get in the habit of focusing on solutions, part of the growth process involves preliminary discomfort on the way to something new.  My teacher John Pierrakos used to say that all of life has a beat of Expansion – Contraction – Rest.  In the growth phase the expansion is larger than the contraction, leaving the organism at a higher level during the rest, and future cycles.

Insisting on ignoring true problems and issues is akin to taking painkillers after a serious accident rather than seeking medical attention.  You may be okay – but is it really wise to take the risk?

Originally posted 2008-04-25 11:13:00.

Free newsletter and eBook by email. Why subscribe?

Being Positive is a post from: Alec Satin on People, Projects and Process

Are you enjoying your BlackBerry smartphone? I’ve had mine for a few weeks now, and find it a real pleasure to use. It’s elegant, works well as a phone and provides 24/7 online access. Here are two add-ons and one built-in feature that can save you time and increase your enjoyment of this excellent tool.

1.  Install the Opera Mini Browser

According to the Opera website, more than 20 million people use the Opera Mini browser on their mobile phones.  You’ll like it because it is faster than the default BlackBerry browser.  (Opera compresses data before downloading.)  It’s also better organized, easier and more fun to use.

To install:

From the built in BlackBerry browser on your phone, visit mini.opera.com and follow the instructions to download.  In a few moments the new version of Opera will be installed and you’ll be ready to go.

2.  Keep your calendar and contacts synced with Google

Even if you don’t normally use these products, Google Sync for BlackBerry is worth installing.  It will keep a complete and automatic backup of all your contacts and calendar entries.  In case you lose your BlackBerry or have to turn it back to your company on short notice, your contacts will be preserved.

To install:

From your BlackBerry visit m.google.com/sync and follow the instructions.  You’ll need your google or gmail userid and password.  The first sync takes about 10 minutes.  After that, your BlackBerry calendar and/or contacts will be kept in sync with your Google calendar and contacts automatically.

3.  Use SMS Autotext

The autotext feature in your BlackBerry can save you a great deal of time, even if you only send occassional text messages.  The built-in autotext shortcuts fix some common transposition errors.  It can also be used to make it easy to type contractions.  For example, try the following from your SMS compose message screen (SMS and MMS -> Compose SMS Text -> Choose recipient)

• Type il(space) – You’ll see I’ll
• Type shel(space) – You’ll see she’ll
• Type hel(space) – You’ll see he’ll
• Type wel(space) – You’ll see we’ll
• Type wer(space) – You’ll see we’re

You can easily add the current date and time

• Type ld(space) – You’ll see the current date
• Type lt(space) – You’ll see the current time

Add Custom Autotext

If you find yourself typing the same words or phrases in multiple text messages, it makes sense to add custom autotext entries.  You may want to adopt a naming scheme to more easily keep track of your custom entries.  I tend to start all of my custom entries with 0.  This places them in a group at the top of the list.  The 0 key also does not require the ALT key.

For example:
0in(space) -> In a meeting, get back to you later.
0tt(space) -> Talk to you later.

To add a new autotext entry, from your SMS compose message screen (SMS and MMS -> Compose SMS text -> Choose recipient), open autotext (menu button ->  Edit Autotext -> menu button -> new).  In the replace field enter the autotext shortcut (e.g. 0tt).  In the with field enter the full text (e.g. Talk to you later.)  Save and you are ready to go.

Enjoy!
Alec
(Photo credit: ifatma)

Originally posted 2009-05-26 08:00:31.

Free newsletter and eBook by email. Why subscribe?

3 Blackberry Smartphone Tweaks is a post from: Alec Satin on People, Projects and Process

Last week Lori and I took a working vacation on Cape Cod.  Have you ever taken one of these?  Meetings are by conference call.  Your laptop comes with you.  You find yourself in a beautiful locale, preferably with someone you love.  While perhaps not exactly restful, such times can be incredibly refreshing and stimulating.

On the way to the Cape we had a fantastic meal in Mystic, CT at the Captain Daniel Packer Inne, which is recommended if ever you find yourself in that part of the world.  While waiting I read a column in a local paper which talked about the old measure of assessing a person’s character by their treatment of waiters.  This started me thinking about how we as project managers deal with our own power.

Waiters in Project Management

In your role as project manager, there are people who are in a lower power position than you.  How you treat them is an indication of your true character now, and may give you some ideas of ways in which you might want to improve.

Business Analyst

• Do you consider yourself more important than the BAs on your team?
• Have you ever changed documents that other team members prepared without notifying them or giving them a chance to make the revision themselves?
• Do you ever have requirements related discussions without the business analyst present?

Quality Assurance (QA) Tester

• Have you ever marked a bug “fixed” without notifying the test team?
• Do you intentionally leave QA out of the loop?
• Have you ever made a “joke” or snide comment about testers?

Security and/or Help Desk Staff

• Do you gripe or grumble if walking through the security check takes longer than usual?
• Have you ever smiled to the security or help desk person?
• Do you know even one security guard’s name?

Project management can be a demanding profession.  This is why ethics and values are so crucial to success.  The decisions you make about how you will act in given situations before those situations occur will tend to protect you when the high-stress times arrive.

Rest assured that over time, your true nature will become known.

How do you trait the waiters in your project management world?

If you feel good about your track record or would like to do better please let us know in the comments.

(Image by Tangerine Dreams on flickr)

Originally posted 2008-08-20 07:00:00.

Free newsletter and eBook by email. Why subscribe?

How do you treat the waiters on your project team? is a post from: Alec Satin on People, Projects and Process

You may be wondering why anyone would plunk down $54 to purchase a dictionary of project management terms.  After all, you can google terms or use the online PM dictionaries available at PMHut, Project Auditors, or Visitask.

Your time is valuable!

There are too many books out there.

PM Bookshelf posts present you with a core of books that are worth your time to buy and read.

I wondered too when Christine Hohlbaum contacted me on behalf of ESI International and offered to send me a review copy of J. LeRoy Ward’s new third edition of the Dictionary of Project Management Terms.  Here’s what I found.

Impressions

• The book itself is lightweight and comfortable to hold.  It’s bound in what used to be called “imitation leather” and feels like it could withstand a lot of abuse.
• Good typeface choice.  Text is easy to read.
• The definitions are clear and concise.
• It begs to be picked up and browsed.

Why You Might Find This Useful

• Wonderful reference for the PMP exam.
• Could reduce the learning curve significantly for new project managers.
• Answers questions you might not know you have.
• Easy to carry with you.
• Gives you a reason to look away from your computer when Workrave reminds you to take a break.  (If you are not using Workrave, please contact me – we need to talk!)
• Impress project team members with your knowledge.
• Looks good on your desk.

Summary

If you are a new project manager, or think you might want to be a project manager, you would do well to purchase this book.   More experienced project managers will also find value.

In future you can look forward to other quick summaries of books which can improve your abilities as a project manager or IT leader.

Originally posted 2008-12-02 12:24:42.

Free newsletter and eBook by email. Why subscribe?

PM Bookshelf – Dictionary of Project Management Terms Third Edition by Ward is a post from: Alec Satin on People, Projects and Process

This month I had my first meeting with a new mentor.  We met after work at the Radiance tea house in Manhattan.  The location was convenient.  The atmosphere was soothing, quiet and conducive to the kind of focused and relaxed conversation which marks good mentoring.  I left feeling hopeful, inspired and ready to act.

Have you ever thought of working with a mentor?  Here are some guidelines.

1.    What is mentoring

A mentor is a wise counselor or teacher.  In a mentoring relationship the mentor shares knowledge, skills, information, and perspective  to foster the personal and professional growth of the mentee.

Structured mentoring programs bring people together using a formal process to meet the goals of an organization.  While there are benefits to this kind of mentoring program, you would do well to focus on creating your own informal mentoring program.

Informal, or casual mentoring is arranged directly by the people involved, and can take a number of forms.  Peer Mentoring, either structured or informal involves two or more people coming together to provide mutual support and advice.

Informal mentoring between an experienced person and one with less experience is what is discussed in this chapter.

2.    Why have a mentor?

Mentoring provides you with the benefit of someone else’s experience.  The guidance you receive can shield you from having to reinvent the wheel as you grow in your career.  Being able to see yourself and your situation from another viewpoint can greatly increase your effectiveness.

To make the most of the mentoring relationship, it’s important to be clear as to what you want you are trying to achieve.  On which areas of your career would you like to focus?  (Some examples: stakeholder relationships, managing conflict, setting up your plan to land your next position).

Having a clear goal for what you are trying to achieve will make it easier for you to approach potential mentors.

3.    What’s in it for the mentor?

One of the great pleasures in life is to share the benefit of one’s experience with others.  Most working professionals have relatively few opportunities to do this.  For busy leaders, the time spent mentoring can provide a refreshing break in the midst of all their other activities.  This is especially true if you enter into the mentoring relationship with the intention of acting on the ideas the both of you discuss.

4.    What to look for in a mentor

Once you are clear as to what you want to achieve through your mentoring, you can begin to think about possible mentors.  It may be best to identify at least 3 people.  Some potential mentors will not have the time.  Others may not be interested in mentoring.  Don’t take this personally.  Just be courteous and respectful to everyone you speak with.  There will be someone out there more than willing to mentor you!

Your mentor may be in a different position, role or even field from your own.  This need not be a concern, as long as they have experience in the area or areas in which you are seeking mentoring.  What is important is that your mentor has these characteristics:

• Know what they are doing
• Respected by people at all levels (peers, direct reports, their leadership)
• Have skills and qualities you admire
• Demonstrate integrity (e.g. they do what they say)

5.    How to ask to be mentored

When you approach a potential mentor, be calm, confident and respectful.  If they do not know you, introduce yourself, give a brief description of your role, and explain that you are looking for a mentor to help you with the issue you are looking to address.

Let the mentor know exactly how much time and effort will be required.

For example, “My name is Joanne Wilson.  I’m a business analyst here at JJK.  You were recommended by Mary Hines as someone with a great deal of experience with project stakeholders.  I’m looking for guidance in this area, and wondered if you’d be interested in exploring a mentoring relationship.  If we decided to work together the time involved would be not more than a half-hour every three weeks or so.  What do you think about mentoring?

6.    Mentoring session

Whatever format your relationship with your mentor takes, it’s crucial that you show courtesy for your mentor by coming prepared to each session.  This means that you have a clear topic or agenda for the meeting, you show up when expected and keep to the allotted time.  Don’t contact your mentor between meetings unless your mentor has invited you to do so.

7.    Further Resources

• How to Find a Good Mentor by Ellesse Chow on Goal Setting College
• How to find and utilize a mentor no matter what you’re doing by Trent Hamm on Simple Dollar
• How to find a mentor by Roman Rytov on Roman’s Miles
• Finding a mentor on Inc. Guides
• The value of a mentor by Katharine Hansen on QuintCareers

(Photo credit: lebenszentrum adelshofen)

Originally posted 2009-08-25 08:45:47.

Free newsletter and eBook by email. Why subscribe?

Mentoring how to: Mentor and be mentored! is a post from: Alec Satin on People, Projects and Process