If you are planning to fire your project manager you are in turn challenging your own credibility. It is you who designated your project manager knowing about his/ her strengths and weakness and arriving at a conclusion that overall assessment goes into his/ her favor as project manager who in turn will be best among the team/ peers to manage the show well. If it does not happen later, it is not him/ her, but you who needs to look into the mirror and introspect within – what went wrong?
In fact it is quite easy to fire the captain of a failed cruise but understand well that no captain would like to go his cruise perform worst or let his ship sink. He/ she will keep fighting till last moment to save the reputation at stake – his, customer’s and his own organization’s. A project manager who has just escalated from one step below to this position can’t perform as a project manager on that seat for last many years. A change in profile definitely asks for different set of activities and transformation in working style. This change and transformation can’t happen overnight. It takes time for a pebble to settle down in a troubled water. It is, at this juncture, that the newly formed project manager will need a couple of strong shoulders and arms to hold and support him/ her.
Well, at this juncture, it is someone above his position who needs to mentor, coach and groom project manager to really become a project manager. If it is a sustained performing well project manager for years who all of a sudden starts getting his project’s failed due to whatever reasons, it is more serious and again needs a learning.
In both cases, it is a great learning to understand the causes of failure and build the same existing project manager to fight against those causes by acting as a catalyst.
Quality is the longest journey in any project whereas other teams board and leave the train on various stations. Quality team has various roles during this long journey. Each role has its own set of requirements and impact on overall health of the project. These various roles can also be termed as different dimensions of Quality Team. Different dimensions because each dimension is clearly differentiable from the other but each is equally important and essential.
Following are the four dimensions of Quality Team during the complete journey of a Project:
1. Analysis of Business Analysis: As soon as business analysis/ business requirements/ user requirements document comes into final shape, it should immediately fall into the lap of Quality team for clearly understanding and conceptualizing the whole scenario in their mind and start of building their business/ logic test cases in parallel to development.
2. Quality Testing: QC (unit testing) goes hand in hand during development but a regressive testing is required at the end of development and before handing it over to key users for UAT. This is where a testbed is prepared which must be as close to the live environment as possible. Versatile range of test cases, integrity testing, load etc. is all done here. More the test cases, much better, provided all are meaningful, and not merely for the sake of just lengthening of list.
3. UAT: Presence of Q Team at the time of UAT is very important. You just can’t leave key users in isolation to perform UAT. Though it is very important to ensure the main driver here is end user and not QC team.
4. Go-Live: Mostly Quality team thinks their role get over once Testing is complete. But that is not true. Teams which agree to such kind of setup fail at large. Post deployment it is very important to notice the major bugs encountered during first six months and introspect why it could not happen during Testing Phase.
Following are the five essential guidelines for setting up your Staging Server while releasing it to key users for conducting UAT:
1. Select the right audience: If you are scared about failure of UAT and therefore select not too expert end user you are digging your own grave. Select the best of the key users who know in and out of business requirements basis which you have developed your product for them.
2. Documentation: Generate and provide right amount of documentation that included all user and business requirements captured, logical design, business flow and broad outlines of technical documentation. It will help UAT team to perform better while performing User Acceptance Testing and therefore you will get very useful feedback and Testing Results.
3. Testbed: Prepare your Staging Server as close to the real environment as possible. Though it makes more sense for QA server but still I always prefer the same alignment here too.
4. Vetting by QA and Development Head: Let your QA and development understand very clearly that getting a nod from QA during QA testing does not necessarily mean that QA is particularly relieved. UAT should be treated as an acid test for QA team.
5. Test Cases: Get all your QA functional, navigation and design test cases repository be passed to UAT team to provide them plenty of ideas to either generate their own new test cases or use from this repository (or both).
6. Plan In Advance: Since you know very well the release date committed to the customer (internal or external), plan UAT accordingly with sufficient time being provided to testing team (end users).
7: Adhere to Timelines: And last but not the least – adhere to timelines, keeping in mind that there could be blunders discovered in logic/ coding during UAT, hence keep time buffer with you accordingly.
Whether you are a rookie, amateur or an expert in coding, this book would definitely prove to be an interesting read for you. It does not really matter if you are not a developer, even then it will definitely give you a good amount of interesting information. Whether you are tester, programmer, or a non technical having a fair amount of interest in technology and logical thinking, do give it a try. I am sure once you start it, you would strive to delve into each page thoroughly right from page 1 to 248.
Nine Algorithms That Changed The Future has been beautifully written by John MacCormick is bound to give you an overview and insight of computing and possibilities about it. It starts with a pace that will be well absorbed by all kind of readers. First chapter starts with a general introduction to computing. The next 2 chapters will reveal all about algorithms for search engine covering concepts and importance of indexing and then the algorithm that works for the ranking of a page. In these 2 chapters you would learn about some amazing facts about indexing and page ranking.
Chapters 4 and 5 will give you an insight of coding theory. Where it is Introduction to public key cryptography that is covered in chapter 4, the next chapter provides you learning about error correction codes. Next chapter (no. 6) touches upon a unique kind of subject that is pattern recognition. Data compression is covered then in chapter 7 giving details of both kind of compressions – lossy and lossless; and the exact theories behind these two kind of compressions.
Without further revealing about rest of the chapters I am sure whatever revealed about is good enough to compel you to go for this lovely read.
NAO is a kid sized humanoid robot that interacts with autistic kids. The initiative named as ASK NAO initiated by a French company Aldeberan. NAO is a two feet tall humanoid robot conceptualized by this French company to assist kids who are autistic for whom in turn becomes difficult to relate people. NAO has a defined personality and with artificial intelligence it interacts with these autistic kids.
NAO has inbuilt abilities that makes him interact with children intelligently to become their good pal. Besides being their playmate NAO also assists them in learning and understanding things better. The new Autism Solution for Kids Program initiated by Aldeberan disclosed that many NAO humanoid robots are already rolled out and are performing an excellent role in playing with them and associating with them in teaching those autistic children about communication and other day to day interactive knowledgeable learnings.
As a part of ASK NAO mission Aldeberan has developed a number of educational games catering to specific needs of Autistic children to enable them on verbal and non-verbal communicative skills at a faster pace. It also helps them to learn and grow emotional intelligence, some fundamental skills matching to their age and mimicry etc. To start with this project has been launched in one of the schools in Birmingham and two schools in the United States.
As part of the ASK NAO program Aldeberan has developed educational games that allow children to work on verbal and non-verbal communication, emotional intelligence, mimicking, and even basic academic skills. The program has been tried out in three schools, one in the Birmingham (Topcliffe Primary), England the other two in the United States.
This excellent book titled Interactive Project Management: Pixels, People and Process written by Nancy Lyons and Meghan Wilker is full of wisdom covered in less than 200 pages. It is a must read for all those who manage any web based software project. When you read this book, assume yourself as a project manager (for those who are not at the time of reading this book) and only then you will get to know how to cope up with various development of various web based interactive apps.
A dumb, static or even dynamic website showcasing a corporate to digital world carries a different set of challenges with more focus on audience, content, marketing etc. but an interactive web portal has much more (in volume and quality) higher level of challenges as compared to the former, mostly in terms of usability, security, integration, database design, application architecture and so on. The book focuses on a single area which is how to be a great project manager which besides a must read for project managers or today should also be read by the current day developers who sooner or later are going to be project managers.
A good project manager will never be carried away by smaller wins registered during the journey of a project and thereby compromising with the the larger cause of project closure successfully. Smaller announcements, wins declarations and milestone achievements do need to be celebrated to keep team’s tempo up but at no point of time any of these should be treated as a biggest ‘wow’ as the latter can only be the successful project delivery and nothing else. Logically this big message should be very clearly passed to all teams right since beginning of a project.
There are two parts of this book. First part focuses on making a project manager successful. The second part goes more practical in taking a project as an example to demonstrate. In second part more emphasis goes on real life activities done during a project like – project preparation, project definition, execution, QA, staging, production, training, launch and finally its closure. Some very useful and practical tips have been given in the second part which can easily be grabbed as they make a lot of sense. These tips take care of both technical and non technical/ people aspects of a project. Some useful stuff that a project manager will grasp in some chapters will have to be inculcated down the line to their developers – like managing clients and their expectations, understanding scope creep and managing it in the best possible way, etc.
Overall, this 192 page book titled Interactive Project Management: Pixels, People and Process written by Nancy Lyons and Meghan Wilker is a good read, easy to understand and execute in real life.
SAP AG has taken a great initiative by deciding to recruit Autistic youth as software testers, QA specialists and programmers. For this they have joined hands with an organization known as Specialisterne. After a thorough study results SAP found out that people with autism carry a unique set of talent that perfectly gels with the prerequisites for becoming a programmer, tester or QA specialist. Approximately 1% of world’s population falls in this category.
Specialisterne is a globally known company that is engaged in development of talent in autistic people so as to enable their fitment for working in technology areas like software development, testing, data management and analysis. This company started in Denmark and gradually spread its wings for this noble cause in many countries across the globe.
They have their fully functional offices in the United States, United Kingdom, Switzerland, Austria, Norway, Germany, Poland and Iceland. In this project where SAP has partnered with Specialisterne, the latter will support former in many countries in the coming years.
Hats off to Zubair-ul-Rehman Lone for his focussed determination and strong will power to achieve this solo fate from his state of Jammu and Kashmir. Zubair against all odds of belonging to a place where opportunities for youth were too less because of limited scope of education, choice of subjects which could be counted easily on fingers and on top of it residing in a place where it was highly risky to opt for a unconventional path to build his career. But nothing could stop his desire to excel in an area and ultimately providing an honor to his state.
At 27, he has surpassed all these barriers and decided to achieve his career in a pathbreaking area. Being brilliant during his school days, Zubair easily got an admission in an engineering college where he studied economics. But after his studies he decided to begin his career in information technology. He started developing very economical web based application for micro and small sized companies.
It was in the year 2011 when Zubair, after joining Mercy Corps office in Kashmir, a global software development company, that his passion for project management in development projects started taking shape. He joined there as a Project Officer and gives all his credits to this company where he feels he got enough space to learn and execute. During his tenure there, he cleared the Level 1 examination of the Project Management for Development Professional (PMD Pro). It was at this juncture that he actually decided to go ahead for project management quite seriously.
Zubair has passed PMP (Project Management Profession) from Project Management Institute in April 2013. He is the first to achieve this fate from the state of J&K. Let us all cheer for Zubair!
ProofHub Online Project Management has come out with its mobile version so as to give you a complete freedom and flexibility to control your project from anywhere, anytime. ProofHub is a web based team collaboration and project management tool which assists you in managing your projects even if you have multiple teams working from multiple locations. It also helps you in scheduling, discussing, working and communicating with your clients, team members, management and other stakeholders.
ProofHub Project Management allows you to share files among scattered or same location teams so as to collaborate well, takes care of deadlines and raises timely alarms, assigns tasks and keep monitoring and tracking them, and also provides all data related to project, tasks and teams in a secured and centralized manner. Recently ProofHub has announced launch of its mobile version. Currently it covers features like Discussions, Milestones and To-Do’s but gradually they plan to cover all features in their mobile version too.
Beauty of mobile version of ProofHub Project Management tool is that it is mobile independent solution and that was really an uphill task to build a mobile application that works on all mobile platforms be it iPhone, Blackberry, Android or Microsoft. Basically the web and mobile versions, both have been given lot of efforts so as to make them so versatile and browser/ mobile independent respectively. To summarize ProofHub is an excellent web and mobile based cloud application project management, collaborative, team and task management tool.
Everyday a large number of projects are getting ordered signed worldwide leading to its kick off. But a big chunk of this does not get signed off and completed as per the stipulated timelines. The committed deadlines go haywire and lead to customer dissatisfaction in all those cases where a project is not completed in time. The scenario is universal all across the globe and not specific to any particular location. Any delays in project lead to extra amount of money and time. Major factors that lead to project delays are change in requirements, miscommunication, lack of documentation and clarity within the teams, lack of collaboration within teams, sponsors, clients and stakeholders.
Engagement factor going low within the team and among other stakeholders is also one of the major factors that leads to project delays and failures. Traditional project management that is also known as waterfall methodology, having its own legacy way of handling a project with its own set of rules and procedures. It is probably the rigidity factor in this model that does not let it finish successfully in time. Waterfall model, though goes into minutest of the details of project management, lacks in one major aspect and that is lack of flexibility in order to manage unforeseen risks and thereby managing them.
It also does not focus on human factor. Waterfall model does not promote engagement and collaboration among team members thereby results into lack of harmony among various stakeholders of project viz a viz the progress of project.
Every company that hires you when you are out of your graduation and are aspiring to become a developer or tester, will boast about being the best technology business in the ecosystem. Every company would be seeking the best of the cream with extreme talent, sincerity and dedication. If you are the lucky one to be called for a written test and if you are able to clear it, you would have your next task to appear for an interview. The company would definitely expect you to do some homework in advance and understand the core business of them beforehand.
If you are totally dumb about ‘what about’ that company, you probably lose all your charm for next steps. You have to go prepared with whatever information you can gather about that company and should be able to throw out confidently what all you learnt about the business. Ok, fine, so you know a bit about the core business of that company. What next? What all would you be able to give if you are given a chance to serve in this organization which is focused on using best of the technologies to achieve highest of the results. It would expect you to be an excellent developer who is capable to use his skills innovatively to find out great technical solutions.
There might be different teams working on various solutions but all teams must be imbibed with a common organizational culture that you are supposed to follow too. You have to demonstrate your passion genuinely. But in return don’t forget to demand a good culture, positive and formal environment, recognition of quality etc.
The Plateau Effect: Getting From Stuck To Success written by Bob Sullivan and Hugh Thompson is a great insight on the reality of life that for each person there is a limit to success. This book tries to make its readers understand first that any person belonging to any kind of pursuit will be able to climb the ladder of their success to a height and then will get stuck there. This height may vary from a person to person but this is what happens to each person who is running the race of success. A point comes in their life when they get stagnant and helpless at that point to get the same pace and further height to their success though till that point they were succeeding consistently and substantially.
Why this happens? Why all of a sudden a person who is capable of touching new heights and climbing ladder of his success consistently gets helpless at certain point of time in his success path and gets blocked for further growth. What is that stops him? What forces him to become so helpless so that he is not able to find a clear cut way out of this crisis? What makes him blindfolded in such a way that the path that was clear to him so far all of a sudden vanishes from his sight? Has it reached to its peak? Has he got choked in terms of improvement? Has he stopped generating inner strength to drive him on his own? What exactly causes it?
This book from Bob Sullivan and Hugh Thompson tries to simplify this complex situation in one’s life to find out solution to this road blocking problem.
Online portal Siliconrepublic.com declared Fishbowl Software Development as the Tech Startup of the week. Fishbowl Software Development, recently started by Dave GRaham, who is its co-founder and managing director, is based in Dublin and is engaged in mobile applications for smartphone. They have launched a free smartphone application which helps virtual groups to schedule, attend and manage meetings. This app helps in generating repository of ideas, important points, tasks among the virtual group and share them with their updates. The fishbowl app is currently available for apple and android phones.
Just about a year and a half back, Dave Graham O’Flaherty planned to give a shape to his concept of fishbowl. The startup has now five persons working for the company that is gaining momentum and name in area of mobile apps. Dave Graham felt that in real life we all meet various people in our profession or in personal life and as such there is no way of keep last happened conversation intact at the time of next meeting with the same person or team again. Maintaining this continuity was the main purpose that was there in Graham’s mind when he conceptualized Fishbowl app that has main goal of collaboration and interaction.
The analogy of this app is rightly set with a fishbowl in a way that you are able to set your own bowl which will have a capability of broadcasting at your various locations via its interface. So it is like you have joined in a bowl from your location and if someone else joins in from some other location and sees your bowl active, he can join in there with their login credentials. Basically it is a concept of a group collaborating for same task with the help of different kind of ideas.
So many companies and countries come into news at some moment of time promising some commitment and then vanish afterwards with people trying to find out the company sometimes, and what happened to their commitment, at other times. But this is not in the case of Vietnam Software Testing Industry that has done a marvelous job of staying on their words and displaying fantastic results of their commitment to the entire software testing industry all across the globe.
Exactly one and a half years back there was a news that started with a line stating software testing industry in Vietnam is bound to prosper. It was being foreseen in wake of various multinational companies belonging to technology had started putting their steps on Vietnamese soil. This probably made a strong case for this country coming up as a superb software testing industry. And the promising factor stayed there to fulfil this commitment. The growth rate was perceived to be at 17%.
If you notice a new item that came up recently it says Vietnam software testing industry is among top 10 in the world. What a tremendous achievement it is.
This post came up on MAy 3, 2013 on MTV blog site regarding their offer to the game, technology and testing community staying in areas of Dallas/ Fort Worth. Techies/ Gamers /Testers to visit their Bethesda studios to play and test new and unreleased games. Purpose is to get real time feedback from these communities. People from Dallas/ Fort Worth can visit Bethesda’s studios and try their hands on new games in the newly made Play Test Lab. This is a voluntary exercise and is open to all public.
The Bethesda’s website provides some further information regarding the Play Tester Application. Volunteers who join for this exercise will be required to visit Bethesda Studio for 1-2 hours play test session after which they will have to provide their comments and feedback on their experience on quality aspects. Though this is not a paid task but still entitles participants to get some goodies including the games they liked in lieu of their time and feedback.
Gamers of any skill level – rookie, expert etc., can opt to join at Bethesda, but will have to qualify some criteria – like they should have more than 18 years of age. If the interested participant is working as a video game developer/ publisher/ tester/ reviewer; then he is not eligible to opt for this opportunity.
Speed: A project never runs on a smooth track with consistent speed. It needs to be geared up, accelerated or applying brakes on it depending on the situation. It is the project manager who has to manage and control the ABC of his project (accelerator, brakes and clutch) by understanding well when to release and when to press a particular paddle.
Disbursement: An equal amount of workload among the team members always goes on a winning note in such a way that it never creates conflicts, confusions or ambiguities among the team members. Though first level control should be there with the team leaders of their respective teams, but project manager needs to have a higher level of control in his hands to manage the game.
Entertainment: It is something related to the enjoyment factor while working on serious stuff. If work under high pressure seeking finest of the results is converted into an enjoyment factor with each of the teams getting equal portion of it, there is nothing like it.
Time: Meeting timelines with higher acceptability and accuracy is something a project can never do away with. Project manager has to inculcate this culture of meeting the timelines in all levels of his teams can produce wonders.
Balance: Balancing act has to be there in all aspects. Balance between business requirements and project timelines, workload and satisfaction level, sense of achievement and sense of responsibility, enjoying wins and converting losses to wins, customer and stakeholders, and so on.
A project manager is the main driver of his project. Depending on the project size, he might have large or small size of multiple teams to assist him to reach to his destination. The amount of heat lying over a project manager during a project at any moment of time is maximum as compared to any of the team managers, or other stakeholders. Though each team leader/ manager has his own targets assigned to be done by his team bound with the timelines, but overall it is the project manager who has to keep his sixth sense active all the time keeping every activity of the project under his radar. Unless he is able to have a wide angle lens to cover all the teams within his frame, he will never be able to control the situation arising out of smallest of the deviation that might arise unalarmed.
Best way to fight with the high amount of heat in project manager’s chamber is to share this heat with other team leaders working on the same project. This can happen in two ways – either build small channels from project manager’s chamber to other team leader’s chamber’s so that heat can move through those channels and gets distributed in a balanced manner; or bring all teams in his own chamber. The latter might result into a choking as in already super-heated chamber, if the number of people increase substantially, it might create a higher risk.
It is good if there are knobs built on each channel with a complete control to project manager so as to increase or decrease heat going via different channels heading towards different team’s chambers.
If Project Manager is the engine of a fast moving train, have you ever imagined the amount of pressure he has over his head to ensure the safety of each passenger in the train, timely arrival at and departure from each station, creating comfort zone for each passenger so that each one has its own amount of enjoyment and learning during the journey, proper guidance for each station and journey to each passenger so that none misses their target lines of getting down at their destination station or boarding in from their respective station. It requires a great team effort from all ends and though the main load is on the engine, but each coach has its own role to play, each staff member and passenger has its own course of action at appropriate points of time.
How this all is managed is quite interesting to understand. Though trains do miss timelines at times but there are numerous factors for such delays – sometimes controllable, sometimes going beyond control. Depending on other trains, station’s capacity, staff on duty, weather, any normal or abnormal risk factors etc., all this is managed at its best to provide its passengers best of the experience and service. This is not a simple task.
Imagine each train as a project, each trip as an itinerary, each staff as team member and each passenger as customer, the complete model fits into a size of a huge project. And the basic things in place have to be in place for all this to happen smoothly.
Agile manifesto talks about ‘people first’ and not about software for a software development project. it emphasizes on valuing people above everything else. If you are able to achieve that, nothing is impossible to achieve further. Though the manifesto looks simpler to adopt but is quite difficult to adhere to. Ten golden rules that emerge out of Agile manifesto can be listed as below:
1. If you treat your people as resources, you are wrong. Stop it.
2. If you are aware about your goals, don’t let yourself defocused from it, at any cost. Stay focused.
3. Enjoy the pain of delivery.
4. Make your progress measurables as short as possible so that it remains small, less risky, more chances to achieve it and build a system to learn from each such step and document it. Make your feedback process a valuable content provider for these documents.
5. If you want your teams to be highly performing all the time, keep investing in them.
6. If you hire standard people, build a standard physical environment; but then don’t look beyond standard returns. If not, do reverse to achieve higher goals and higher returns.
7. Have more leaders and less managers.
8. To build a collaborative environment, you need to build a social environment first to bind them all together.
9. Best practices can continuously be evolved.
10. Develop leaders into collaborative leaders so as to achieve better results.
If you are doing MS or Doctorate (PhD) in Computer Science or Computer Engineering or Electrical Engineering you can apply for selection in software engineer job in various global companies. This would be a full time job initially being taken as intern. It would not be a regular in nature. One needs to apply after doing some research through various global companies’ website and by the prescribed date mentioned there, if interested.
If an applicant complying above requirements, possesses 2 or more years of experience in development on .Net and have exposure in development of n-tier application in C#.Net/ ADO.Net using SQL Server; it becomes a better probability. Additional exposure on software components like GoDiagram, MS Office InterOp, Intel DAO, Infragistics, OWC would be preferred by most of the companies. The application is assumed to have complete knowledge of OOT, Java, XML and computer graphics.
Generally for such startup jobs the scope of various positions include – problem definition, path finding for the solution, development of solution and finally its implementation. One would be required to play multiple roles rather than sticking to the same profile. This would not only enhance one’s capabilities but also provide him a broader picture of the product lifecycle in such bigger organizations. The candidate once selected, will have to start as a business analyst to understand the core business requirements emerging out of addressal of their problems. Basis this, one will have to propose alternative solutions to a problem.
A prototyping would be required for demonstration of various possible solutions thereby arriving at the optimum one. Then the selected intern would be required to engage with design and development teams to get involved in database design, relationships, n-tier architecture, front end, user interface, usability, GUI etc.
Lot of software are launched on regular basis. Mostly these days you will find web based, cloud apps more in the making. At times some software get launched without much hype and propaganda and otherwise many software are launched with lot of advertising, hype creation and propaganda. Why many software falling in both above categories fail in first go, largely to such an extent that they vanish totally from the scenario. Others do vanish for a while, get repaired, replenished, revamped so as to provide a better solution and then emerge in the scenario back to cater to their respective audience.
Why these software fail just after launch indicate towards many factors, some of which can be listed as below:
1. Product not meeting customer expectations: If a product does not deliver what perception it creates in customer’s mind, it is bound to fail.
2. Product introduction is not comprehensively delivered along with the product launch: If a product launch is not accompanied with a complete set of specifications on what is it bound to deliver, what are the basic requirements to run it, what inputs it requires and what outputs it is capable to deliver along with what platform and what all integrations are possible.
3. Market study not done appropriately: A software produced in isolation without proper study of market would not be able to get appropriate amount of target audience.
4. Uncleared bugs: If product has not been tested well in terms of exploratory, exhaustive testing thereby leaving lot of leakages.
5. Compliance: If the product requires some regulatory compliance and it has not been built, the product is bound to fall flat.
Each software product launched in the market has a specific purpose, targeted audience and defined geographies. A game for instance will be targeted for a particular age group, a specific genre and available for audience all across the globe. An application related to small business segment might not have such a versatile scope as above mentioned for a game app. The latter app might have limited audience, limited part of financial transactions, limited countries and limited segment of business groups. One needs to be clear about all these factors while planning to procure a software product emerging out as a need based on the requirements specified by his business, family, personal or other fronts.
A 100% good app might appear to be bad if it is not parametrized well prior to making a purchase of it. All requirements of a user might not get catered to by any software. The set of requirements need to be matched well with the offers made by a software product. A better way is to first build a pool of software that would be capable to cater to your specific needs. There could be a level of compromise if you are going for a ready made product with negligible scope of customization. The rate of compromise would definitely vary from product to product among all the products lying in your shortlisted pool.
Next would be the exercise to sort of products where compromising is less. Among these sorted products chalk out those which do not match with your pocket. Once that is done, the pool by now would have shrunk to maximum five products. Now is the time to compare them one to one on the basis of business needs, price, vendor, availability, support and product life.
Testers have a dual responsibility while testing a product handed over to them. On one hand they are part of the organization that is responsible to launch this product. Development team, after finishing their coding part, hands over the product to testing team who in turn have to ensure that product is ready for UAT and finally to launch in production. From business and development angle, testers have to ensure that product marries well with the organizational values and standards, meets business goals, aligns well with customer requirements, developed with appropriate standards of coding and database management.
On the other hand a tester is also required to put his feet in end user’s shoes and look at the product from that angle, the way end user would look at it. Keeping aside the technicalities, standards, procedures and policies; the end user would be more focussed about the functionality, usability, navigation, ease and comfort, business flow and rules etc. From this angle, the tester is required to test the product in a manner so as to ensure complete satisfaction of end user.
That way, if you see, tester has a tough task as hand, provided he understand the gravity of matter. He is supposed to align business requirements, technology, business flow, and end user together on one platform by means of testing a product.
Nobody would like to have a bug prone app as far as end user is concerned. When an end user is paying for an app in the market, it means he expects to get what is committed to be delivered in a most satisfying manner with highest level of accuracy. Especially when the app is related to core business or financial transactions, this expectation level goes higher. Each of the end user who is going to use an app might not be a party to the core users who perform UAT (user acceptance testing).
One the other hand there is someone in the team who would be happy to encounter as many bugs in the product handed over to them as possible. This someone is the bunch of testers who are supposed to go all kind of testing in the product handed over to them by development team. This is the stage where the product is expected to become completely neat, bug free and highly stable. The higher the number of bugs encountered by testing team here, the better it is for the development team. The next stage which is UAT must have very minimal amount of bugs in the product and mostly those should be user or business specific. UAT bugs could be related to usability, navigation, functionality or business logic.
That is why it is interesting to know that if the core user from customer front is testing the relevant module of the product along with testing team, concerns related to both examining parties get addressed in one go.
Web based application from TeamSnap Inc. that allows fans, sports teams, sports groups, sports enthusiasts, sports clubs and sports communities to communicate among themselves, stay connected and organized; has already been a big hit among its more than half million end users spread across 94 countries across the globe. TeamSnap, having their HQ in Boulder and have their development set up in Portland. In 2010 TeamSnap took a big challenge of developing this web based app for iPhone users. This went off successfully and finally the launch for iPhone, iPods and iPads was widely accepted by users. Average rating of this product was over 4.5 out of 5.
During the launch, Dave DuPont, CEO of TeamSnap, discussed about their decision of going for this development was inspired by their large amount of customers being iPhone users. So what was being missed in web based app got overcome in iPhone based app. Users who were on the move or away from their computer had not been able to access web based app and hence used to miss lots of last minute adventure that used to happen before, during and just after the match. With the launch of this iPhone app, users got overwhelmed when they were able to overcome above obstacles.
The app cam with many features like Match roster, team composition, schedules, timings, locations for all games and even of the practices. The users had an option of demanding map to reach to their destination. During the match, they could upload and view photographs, in real time. Any broadcasted messages or announcements from team manager, or team members was available to users for their teams marked as favorite.
This is a lovely video explaining Dr. Robert Claldini’s research on Persuasion and thereby deriving Principles of Persuasion which have been widely and globally accepted. Dr. Robert Claldini is Professor Emeritus of Psychology and Marketing in Arizona State University, U.S.
According to the Principles of Persuasion identified by Dr.Robert Claldini there are 6 main factors in any situation and under any kind of circumstances that make us say YES. These 6 factors impacting human tendencies and behavior are:
Overall it is a lovely video and you would definitely enjoy. Just correlate it with the behavior of your team members, team leaders, team managers and project manager.
A project and its project manager are supposed to be most closely knit entities. Bonding between the two has to be strongest as compared to any other bonding existing among various teams or stakeholders engaged in a project. There are certain weakening factors that would force project manager to drift away from various projects he or she is managing and that could lead to a big disaster. most affected entity would be project manager, if such disconnects exist because it is project manager who can ensure their non existence.
Five major disconnects in that regard are:
Joint Pain: Organizational requirements, customer requirements, stakeholders concerns, teams’ issues have all to be in the agenda of project manager. Any pain areas related to these entities can’t differ from project manager’s pains. A one to one alignment is very important, else the two boats will be sailing in different directions with two different kind of missions which shall lead to a big disaster.
Reporting: Incomplete reporting, wrong reporting, or delayed reporting; are all deadly weapons, that are absolutely enough to kill any project and ultimately the project manager’s growth and career.
Timelines: Timely delivery of report is critical to drive any project. A ship is sinking, and if control tower is not reported about it with complete details will lead to vanishing of ship under deep waters with no traces left.
Self Tracker: It is important for a project manager to maintain a tracker for his own tasks to overcome all above mentioned hiccups.
Escalation: Escalation to next level is very important for anything going out of control so as to align all stakeholders and plan collectively for this risk mitigation in a best possible way.
Project Managers could be of various types. No two project managers can be alike in terms of managing their project, people and events. There could be some similarities in some aspects between two project managers but their way of tackling a particular situation, handling management, managing teams, tracking milestones, process of documentation etc., cannot be same. Let us see what kind of similarities lie in animals of jungle and project managers:
1. The Lion Project Manager: A project manager resembling lion kind behavior will have excellent leadership skills. He would not hesitate in exploring the unexplored arenas. He would be very cautious about his pride but will not miss out any opportunity. He will always stay connected to his teams howsoever distant he is from them at any moment of time. He will have current status of his project intact better than anyone else among stakeholders.
2. The Wolf Project Manager: A project manager whose working style resembles with a wolf would always be clear on what he needs to make his project successful and how to get what he needs. He would be perfect in sniffing out any good ideas pulping within project teams and tracking those ideas to give them a real shape.
3. The Spider Project Manager: Spider like project manager would always be sensitive in spinning his web and would design it based on the project requirements. the depth, width and design would always optimum enough to keep all his contacts, tasks and teams engaged and up to the mark.
4. The Flamingo Project Manager: This category of project manager would never be seen at a single place with single team talking about single task, for long. He would always be on his toes, hunting for better opportunities and ways to complete his project.
5. The Cheetah Project Manager: Project manager falling under this category would have a strong networking irrelevant of distances or vicinity. He would always be fast, dependable, and full of energy; all the time.
6. The Parrot Project Manager: A parrot like project manager would be a natural talker and full of good amount of advice for anyone having any kind of problem. He will have a good personal rapport and informal bonding not only with his team mates but others too. He is perfect in selecting right kind of words to say under any kind of circumstances and the right kind of opportunity to speak them out.
7. The Chimp Project Manager: He would always have lot to say. He is a firm believer of teamwork and would love to explain minutest of the requirement to each of the member of his team, in complete detail.
Five Lessons For Project Manager From Robert Kaplan Latest Book What To Ask The Person In The Mirror
Recently read a good book from Robert S. Kaplan titled as What To Ask The Person In The Mirror. Robert Kaplan is well known as co-creator of the Balanced Scorecard. Formerly he was vice chairman of Goldman Sachs. In this book he has raised some genuine concerns related to Leadership like – Why focus is important for leaders? Is it possible to create leaders or it is only born leaders? How leaders cope up with setback? What all changes happen with moving one step up on the ladder of growth and success?
A deep introspection is required for a leader, as per Kaplan in a way that when a leader stands in front of a mirror, he must ask some basic fundamental questions from himself. Robert S Kaplan teaches in Harvard University in the field of management practice. Kaplan states that leaders have a very good quality of posing confident all the time even if they are not sure about the situation at times. What lessons can a Project Manager (Knowing that a project manager has to be a great leader) get from Robert S Kaplan based on his latest book What To Ask The Person In The Mirror, let us take a note of them as below:
1. There is a great relationship between Project Management and Being Focused.
2. Leadership qualities can be inculcated in a project manager by means of adopting few important
3. A good project manager has to be a good actor too, especially at the time of crisis.
4. A good project manager becomes expert over a period of time on getting out of state of confusion
quicker than others.
5. A good project manager when not sure about their decisions, takes a call based on their inner
There is a very interesting story that I read online recently. When an abandoned fort that was used as a prison was being stripped by a group of contracted laborers, they discovered a very amazing fact. When this team was dismantling this jail if was found that huge sized powerful locks and strong/ heavy doors were used along with solid iron bars covering the windows. Surprising fact that came out was that the walls were not the real walls. Those were constructed with only clay and paper but the finishing done on them with paints etc was so realistic that those appeared like iron walls. If one had wanted to escape away, walls would have easily broken with least of the efforts and all the prisoners would have escaped easily. Nobody ever tried because not a single person thought about it.
Does that not happen in a project. The teams working on various assignments of an ongoing project. We all become prisoners of our fears of exploring new possibilities because we have to follow predefined processes and procedures. At some moment of time someone needs to dare and try breaking the strong looking weak walls around so as to get some real fresh air that pumps up additional photons of energy.
Can this element be part of all projects. What exactly will be its driving elements and what will it derive out at the end can be quite interesting. Probably it is the first time across the globe that we are using this term for associating with project management. The term itself reflects that it is more connected to ‘people’ factor hence all teams and team members will be the substantial driving and deriving factor of this value. Now if we see, it is only the people who are most crucial and critical component of any project. Rest all entities required during a project – be it resources other than people, be it travel logistics, be it location or space; all become secondary in front of ‘people’ required for a project.
If it is people who are primarily responsible to run a project, what do we really do to understand/ assess something in objective terms known as “Happiness”. We use a number of metrics to monitor and control project to manage it. Some commonly used activities being used worldwide are – project review report, project review meeting, project activity completion report, sign offs, milestones identification at the beginning of a project and their closures as per timelines, customer requirements documentation and a large amount of other documentation, project closure & sign off and finally project support. Ways to perform these activities can be different but goals to achieve while monitoring and managing these reports are more or less common.
In previous three posts we discussed about what one team thinks about other teams while working on a project. There was a picture shown in the post where we discussed what Developers think about other teams in a project. Further on we saw what Design team perceives about other teams of the project. Finally we saw what QA thinks about various teams working on a project. In last of the perception series we will see what Project Managers think about various teams of his project viz QA, Development team and Design team.
A project manager has his own perception about his designer, development and QA teams which can be listed as below:
1. Project Manager thinks about Development team comprising of guys having multiple number of hands and capable of doing various different things at the same time. One who does not fit into this kind of bill can not be called as a developer. Developers are treated by them as multi-tasking guys.
2. Designing team as perceived by Project Manager is a team of highly skilled set of kids having mindset of an engineer.
3. Project Managers think themselves as the most handsome, dashing, not less than the most famous hero of the film industry. They think they are the most charismatic persons on this earth who can do any kind of wonders.
4. QA team is perceived as a set of referees keeping a close watch on the boxing match going on between Business requirements and development team’s understanding of the same.
Referring to last two posts where we discussed what is the general perception of Developers about various other teams of project, and what perceptions Designers carry about other teams in the same context. Based on the picture given in the earlier post perception of Developers about various other teams, Let us now conclude What QA thinks about other teams in the project:
1. QA takes Developers as a bunch of monkeys who are made to sit on laptops to do coding. So basically they treat Developers as copy cats and not related to the trade they are into. These guys while writing codes etc keep thinking that they are doing something very great but finally they don’t produce anything other than a piece of junk.
2. QA thinks Designers as a bunch of kids wearing different color wigs on their heads and enjoying life by their playful activities.
3. QA perceive about a Project Manager as a person who is always behind the schedule and late as per his planned activities. He is so engrossed in monitoring and managing project that he misses all tracks and timelines.
4. QA thinks that the guy in QA is a Superman who is capable of doing anything on this earth. They are born to help developers to come out of their graves and convert their lousy, useless stuff that they produced into some meaningful stuff with the help of QA guys.
Referring to the interesting chart/diagram in my previous post depicting what one team perceives or thinks about other teams in a project. In this post let us take that interesting analysis a step ahead. In previous post we discussed about what development team thinks about themselves, Designers, Project Managers and QA. In this post we will talk about what Designers think about themselves, Developers, Project Managers and QA team members. Looking at the same picture of my previous post, here is the analysis:
1. Designers think about Developers as a bunch of old people having heavy spectacles with no charm left in them. Designers think that developers find no charm in life and in this world. They do only one thing in life – coding.
2. Designers think about themselves as most sophisticated, modern, state of the art guys having no match in this world.
3. Designers think about Project Managers the most dangerous species on this earth having no knowledge and lot of destructive power. They have no knowledge about the technology and are always anti to what Developers do.
4. Designers think about QA as posers, actors who always pose that they are great thinkers but otherwise are not.
What an excellent crux has been concluded in this one picture by QATestLab on their blog. It depicts how a team during a project guesses about other teams working in the same project. Probably it might have been designed upon some large amount of experience and a feedback from various team members. If we leave two heavyweight stakeholders – the management and the customer – and keep them aside for a while, we are left with Developers, Designers, Project Managers and QA as other stakeholders of the project. Let us see what each one of them perceives about the others as below:
1. Developers think about themselves as the solution providers sitting at the top of the ladder and being capable of solving all kind of problems.
2. Developers think of Designers as kids playing with colors.
3. Developers think of Project Managers as totally free kind of species always relaxing and sleeping, even on their seat in the office.
4. Developers think about QA as ‘big brother’ with only one mission in life – watch them and beat them all the time.
What does project manager do in such situation when issues from all around have grown tall, intermingled and he find nobody around to discuss or consult about these issues. This is a practical scenario where any project manager may find himself into. It is quite important to know that under such circumstances the whole project is in shambles, teams working in silos – with no synchronization among them – within the team or among different teams. That situation is very serious.
Point to ponder here is how a project manager has managed (or mismanaged) to let his project reach to such a situation. This can not be treated as a normal situation. When things are totally haywire it is more important to understand what had made this project reach to such titanic condition and why has it happened. Once what, how and why are clear, next step would be to build a solid fence so that it does not happen again.
As per a new study concluded recently that pointed out that organizations across the globe are focusing more on tailor made business solutions rather than going for standard solutions available in the market. As a result of that, software application development team within the organization is getting more and more loaded with new requirements whether related to new applications or customization in existing applications. Without doubting on the capabilities of the software team, the fact is that the gap between business requirements and availability of applications to take care of that is increasing.
AS the gap keeps increasing between the demand and the supply, so is the frustration at both ends. On one hand management appoints high salaried software developers expecting that whatever requirements are given to them must be executed and completed by them within no time. On the other hand with increasing requirements and expectations from the management, development team starts declining in delivery and productivity and finally both management and development team reaching to same conclusion that it is becoming impossible for development team to deliver or understand business requirements.
Why it happens so?
Project Manager is not the only person to be blamed for failure of a project. Like the credit of success goes to the whole team, same must happen at the time of failure too. But that is not the case. Most of the brunt falls on the head of Project Manager, and there is a reason for that. First reason is that Project Manager is the whole sole in-charge and primary coordinator of his project. He must be aware of all the good and bad things happening in and around his project right since the inception of project. Timelines, project tasks, delays, problems, risks – all angles must be handled properly by the project manager.
At times he might have to escalate a serious issue, bottleneck or showstopper to the higher management without whose intervention it is becoming to control or resolve. At such times when things go out of control of project manager, he must understand the gravity of matter and immediately prepare a detailed report to be presented to higher management with a high alert. This is what is the most important action to be taken if project reaches to a juncture. If it is not the project manager who has to raise a red alert then who else will do it. It is essential for project manager to stay away from a condition of going into the shell and start thinking that such highly critical worsened situation will come back on track on its own.
If that could happen, then probably project manager’s role would be much easier. One can’t live on hope of happening of miracles to save the sinking ship.
G4S is a worldwide largest personal security company having almost 650,000 employees on its role. Recently they had a major setback in a project that was done with London Olympics where they had to supply a large number of guards. They failed to recruit such a large number of employees and therefore failed to place them for London Games as per the contract. Such a devastating failure gave them a bad name all across the globe. Some important points that come out of it may be listed as below:
1. G4S probably overestimated their capabilities and failed drastically.
2. G4S does not work in an organized manner and hence they had to fall flat on the floor while trying to dance in
the biggest ever title competition of their life.
3. It will take a decade or so to recover from this shocking failure as the whole organization has got shattered
with this failure.
4. Overall they have been exposed as an incapable MNC company that shouts more and delivers less.
5. Top management of G4S Headquarter in UK could not clearly spell out the actual reason of their failure except
pointing out fingers to one another in the team.
6. UK Army soldiers had to be recalled from leave to fill up this gap created by G4S for London Games.
Gradually besides getting a huge setback to their failure all across the globe, their latest financial results have put them in shambles. It is apparently clear that the shareholders have lost faith in this organization. The current results have shown a fall of 34% from their previous year results. London Games failure costed them almost USD 90m.
Let us learn that large or small – whatever is the project size, we should be committed to whatever has been promised to the customer, whatever may the situation be. Has Nick Buckles learnt any good lessons from this drastic failure?
A project manager has a lot of tasks in his bag at any moment of time during a running project. Distribution of tasks to right guys is an art but requires a science behind it. Before these important tasks become obliterate, it need to be allocated to some of the team member so as putting in one’s radar with a target timeline for its completion. It is not that any task can be allocated to any team member. Each team has its own specialization in specific tasks or roles. Assigning them appropriate tasks helps both sides in attaining a win-win situation. Team’s morale, on one hand, stays high, if they get most appropriate tasks and are able to close them with an optimum speed.
This keeps whole team’s performance up to the mark and overall project progress pace too stays under control. Even within a team, if a wrong hat is chosen for a wrong guy, it may put a bigger impact on the overall health of the project. Choosing a right task for right candidate though might not be possible for a project manager to manager up to the last level, but building that culture is always in his hands. If a proper message is conveyed to team leaders regarding assigning appropriate tasks to each of the team member will also help in building a higher level of understanding of their team members among team leaders.
Team leaders, once are able to understand the highs and lows of each of their team members, will always be able to identify right kind of guy for assigning them right kind of tasks.
There are two lovely messages for a project manager on making decisions and promises/ commitments during project lifecycle to various stakeholders on behalf of various teams.
On Decision: The message is – “Never make a decision when you are angry”
make it a golden rule in your life.
On Promise: The message is: Never make a promise when you are happy”
This is a very important message to follow.
All kind of issues arise during any kind of project. They can’t be avoided. Rather, being a project manager, you must welcome as many issues as possible from any corner of your project management teams. The more, the better – in terms of openness and surety of things moving in a right direction. In fact if you are not getting too many of queries, doubts or questions regarding the project, you can very well assume that things are not settled well below the still water. You can perceive lot of turbulence below, in that case, that may lead to troubles at a later stage.
Best way to manage issues is to have a response time, turnaround time and resolution time – commitments well defined in the system. And if this system is having a good alert and escalation on top of it, it would a cherry on the cake. Focusing more on the ageing of unresolved issues is more important at any stage of the project rather than on the count of issues. A pending issues list with a count of 5 but staying unresolved for 20 days is more dangerous for the system than having a count of 20 issues remaining unresolved for 5 days.
A project manager can’t afford to vanish out of the stage during any phase of a project. His visibility and availability even at the time when he thinks it is not required, will always help in achieving better results during the project management. It does not mean that you have to be present in front of all team members all the time. That might not be possible, especially during offshore project when your teams are scattered geographically. But there are ways of being present and making your presence felt across the teams and during all important project review meetings.
Avoiding team members for the fear of their queries of doubts will be a big disaster, if you think of doing that. The privilege that you seek from them at the time of asking them any kind of question or status related to project tasks, in a similar manner, provide them this privilege of coming to you, or approaching you, the moment any of the team member has an ambiguity or doubt related to any of the project tasks. A doubt infused in a team member’s mind, that remains unanswered, may lead to a sleeping volcano that may lead to a huge burst at a later stage. This may lead to things going out of shape or control, and at times, a complete failure.
Questioning and Criticism in a constructive manner always leads to the betterment of a project rather than hiding out faults or leaving some threads untied, thereby creating a disconnect among team members.
A project manager with short tamper, over reactive attitude and less communicative always calls for trouble for himself during his important task of project management. Being crisp, to the point and precise in his communication is as important as being over communicative. Over communicative quality does not mean that communication can’t be precise and crisp. Both these qualities can go hand in hand. And rather PMs with these two qualities get extra thrust in their career and tasks.
There are lots of things that might be clear in a project manager’s mind while communicating to his various project teams or the stakeholders. Imagining that all, to whom he is communicating, will be on same platform will be a big mistake. Hence to bring them all on the same page before putting down the points you want to put in front of them, it is important to build a proper background so that everyone in the room is clear about what you want to convey and what you want to achieve. Otherwise there will always remain a big gap between what exactly you are trying to convey, what they all are understanding out of that, and on top of that what all you intend to achieve with this communication.
The wider the gap, the more will be the chances of things going haywire. And once during any phase of the project, you lose track and deviate from your desired goals, by means of improper communication, it will be taking lot of efforts, energies and time to get back on track. This could lead to disasters and larger financial impacts.
Being precise is a very important quality of a project manager. Being precise does not mean being short in communication or being non elaborative. Being precise means crisp and to the point in all kind of communication during any project phase and with any of the teams engaged in the project. At times you need to be a little explanatory in terms of preparing some background for what exactly you want to convey to different stakeholders of a project or to the teams engaged in a project.
Where being precise in your communication is a big boon on one hand, on the other hand, it is not too well groomed feature found in project manager. Most of them do leave a scope of non clarity, ambiguity and wrong message delivery during their conversation in project meetings or communication to project stakeholders. It is very important to avoid such kind of mismanagement so as to avoid confusions that can become roadblocks in project progress.
Acquiring precision in getting to next level of precise communication is an uphill task as soon as you start reaching to higher levels. First of all it requires a change in age old practice of the habits of communication that have all these kinds of shortfalls. Change always invites resistance. Conviction is the first thing that needs to come for that change.
If you are not convinced that your communication lacks in certain areas that need to be polished and groomed, nothing on this earth can bring in that change that is very critical and important for you to acquire.
It is interesting to note that Indonesia won over US and Europe for testing of this great feature of mobile transfer by this Canadian mobile company while planning the launch of BB10 (BlackBerry 10 platform). There are certain factual reasons behind choosing Indonesia and not US or Europe for that matter for this serious testing of mobile transfer module in BlackBerry on BB10 operating system. One major reason is the volume of users of BlackBerry in Indonesia as compared to the similar kind of users in the whole of Europe or the U.S.
Testing of two main features – one mentioned above – the money transfer on BlackBerry mobile and another one is BB Messenger services, has started in Indonesia since December 2012. Another major factor of performing this testing here in Indonesia is that this Canadian mobile manufacturing company is anticipating better results in one of the major emerging and fast growing markets like in this part of Asia rather than in Europe or the U.S. BB10, the new operating system of BlackBerry was launched last month only.
The tie up has happened between the mobile giant BlackBerry and one of the top Indonesian Banks – Bank Permata. Notably, Standard Chartered Bank is one of the stakeholders in this local bank. The main focus is on testing of feature of money transferring among friends through the BBM10 messaging services.
Almost a million of the total population of around 250 million in Indonesia own credit cards and keeping this in mind, the country has been chosen for this testing.
Ten Organizational Factors That Make It Possible To Complete Projects Successfully:
1. Culture: Culture makes a lot hell of difference in the mindset of people working in an organization. Though Best in Class and Worst in Class are subjective terms and are in relevance to something or the other, it is the overall morale that makes a difference. Why keep thinking yourself belonging to the latter class and why not to former one. The organization giving a feel of ‘best in class’ is always in a win-win situation from all angles.
2. Ownership: Leaders are not born, they are made within the organization. Once an organization learns this mantra, it is able to transform its people from their current level to next level thereby attaining higher results and better closures.
3. Mentoring: This is done on papers in many organizations but doing it in actual, effectively and in a measurable manner is not everybody’s cup of tea. But if done ethically, it produces excellent results.
4. Empowerment: Empowering down the line is something that is a great thing. For empowerment, it is important to groom and enablement by means of teaming, training and coaching.
5. Respect: Respect is something that is weighed more than monetary benefits one gets in an organization. Best bet is to get it in the blood of everyone by means of building a top down approach and culture.
6. Rewards: Some organizations think reward is a bad technique. This could be true only if rewards are measured in terms of money. There are better ways of rewards and recognition.
7. Accountability: Empowerment, respect, mentoring and ownership are such things that automatically bring in accountability in clear terms.
8. Celebration of Success: Success is not everyone’s cup of tea. Let there be as many possibilities and occasions to celebrate success. The higher the better. It builds a health competition among various teams and within the teams.
9. Growth Roadmap: A clear cut growth chart visibility is dear to everyone but is not clear in most of the organizations.
10. Freedom: Give space to the team members along with responsibilities and accountability. Ownership and accountability seek some kind of freedom to execute and complete tasks in time.
Microsoft has decided to tie up with local software development professionals with dual motive. First, to act enabler for those guys in terms of providing them a platform and resources for their hunger for coding & development. Second, to get a benefit of engaging local brains for development of locally required applications. This initiative is being taken up by Microsoft in Nigeria where they are enhancing local developer’s skills for the purpose of their higher level of involvement in innovative software projects aiming to cater to all kind of local requirements from the market.
Recently a one day exhaustive workshop was organized by Microsoft for enhancement of skillsets of indigenous developers in order to increase their productivity manifold. Microsoft encouraged use of all kind of their innovative products in any manner thereby aiming to produce various kind of solutions. This one day workshop attracted large volume of local developers from various corners of Nigeria who understood that acquiring additional skills and innovative techniques would help them in acquiring better position in the development industry. Another aim of the workshop was to increase profitability of developers in whichever field they choose to work in.
It was bascially initiated by Microsoft Anglophone West Africa with all round efforts of their Developer Platform Evangelism Lead, Shina Oyetoso who explained that the motive behind this drive was the initiative of their mission Microsoft 4Afrika whereby they intend to empower local development community in various aspects.
How many companies would have adopted Agile and then felt helpless in carrying on with it? There would be. Plenty of them. Such organizations get influenced with any new technology, methodology, process or concept in such a manner that they forget to do their homework before deciding on jumping into it. There are certain things that need to be examined, introspected and mapped with current state. Top management needs to be interrogated on their reasons for going for any change management tool. Once the clarity is established, they must be then able to answer next set of questions – What do they plan to achieve by adoption of these change agents? What is the time frame they have in mind for getting results? What is the occupancy rate of various concerned people in the organization they anticipate for this transformation?
Sometimes reasons are not clear to the top management on why they are zeroing down on the adoption of say Agile. The whole exercise must be stopped immediately for any further actions as long is this clarity does not reflect from the minds of each and every top decision makers. What is the level of scaling up in the organization is being anticipated – must also be known for the change agent stakeholders. Is it going to be a pilot for just a single project or once pilot is through it will be deployed horizontally across all projects running in the organization.
Lean is another concept that can be looked into. Organizations are adopting Lean and Agile together for some specific projects. Tracking of projects under Agile is very much different from the Lean projects. At times, Agile and Lean might be though of as complementing agents to each other and giving an extra edge, thrust or power to projects in the organization.
There is not limit in making effort for making a project success (or failure). Using a latest technology or tool for managing a project does not guarantee you that you are going to succeed in your project. There are a lot more things that matter. Adopting agile, for that matter and actually following agile are two different things. Sometimes even adopted processes do not gel well in the environment depending on certain factors. Getting some processes in the system just for the sake of some higher official’s demand does not ensure that the system gets into the blood of teams.
Provision of scaling up of any process or methodology is very important in any system. Not having a provision of scaling up ensures least scope of improvement of enhancement in the system. This kind of approach sometimes leave a project, or for that sake, the whole organization as stagnant with no outflow of shortfalls in the system as there is no outlet for the same in this kind of system. Popularity of a system or process elsewhere does not ensure it will be successful in your environment too. A thorough study before adopting any system for its fitment in your kind of environment is important. If this is skipped it is 50-50 chances of its success since you have taken a risk of its success without getting deeper into its adoption and sustenance in your culture.
What kind of project fit in what kind of methodologies or processes needs to be intervened prior to adopting any kind of tool, methodology or process.