PMI Tour Cono Sur 2017 Llega a ROSARIO

CONGRESO INTERNACIONAL DE DIRECCION DE PROYECTOS, LIDERAZGO & ESTRATEGIAS.

pmi-tour-2017-rosario

El Evento MAS IMPORTANTE dedicado a la GESTION DE PROYECTOS, tendrá lugar en la ciudad de Rosario el día 08 de Noviembre de 2017. Horario: 15:00 a 20:30 hs te esperamos en

Universidad Católica Argentina

Av Pellegrini 3314 – Rosario

ENTRADAS “LIMITADAS”

¡Save the Date!

Un encuentro IMPERDIBLE donde encontrar COLEGAS y conocer las novedades de lo que está sucediendo en la profesión. Conferencistas internacionales y nacionales.

Este año, el Tour Cono Sur Buenos Aires desde la Comunidad Rosario busca evidenciar el valor de la Dirección Profesional de Proyectos en el marco de la innovación y la mejora continua, no olvidando su misión fundamental de contribuir con el desarrollo de las capacidades y conocimientos de todos los profesionales de nuestra comunidad, sean ellos principiantes o experimentados, con el siguiente tema: “Innovación, Sustentabilidad y Posicionamiento Estratégico para una Dirección de Proyectos Eficaz”, considerada esta temática clave para el desarrollo socio-económico de las naciones.

 

Valores de las entradas:

Precios hasta el 20/09

Asistentes Generales $400

Asistentes por Convenios Sponsors 1 $360

Asistentes por Convenios Sponsors 2 $320

Asistentes Estudiantes $250

Asistentes Miembros PMI $250

Precios desde el 21/09

Asistentes Generales $450

Asistentes por Convenios Sponsors 1 $405

Asistentes por Convenios Sponsors 2 $360

Asistentes Estudiantes $280

Asistentes Miembros PMI $280

 

Fuente: PMI Buenos Aires, Argentina Chapter 

El evento del año de PROJECT MANAGEMENT en Rosario

JORNADAS ROSARINAS DE DIRECCION DE PROYECTOS 2016 
PMI TOUR CONO SUR

DE LA IDEA AL NEGOCIO.. UN PROYECTO

Desarrolla tu habilidad como “emprendedor”, llevando una simple idea a un exitoso negocio.
La misma a la realidad a través de la mejor manera, Un proyecto bien gestionado.
Por: Iris Gastañaga (ARGENTINA)

iris

 

Ingeniera en Sistemas de Información y Especialista en Docencia Universitaria
Certified Project Manager Professional (PMP) – Project Management Institute (PMI).
Líder del Comité Córdoba del PMI.
Miembro del Board Directivo del PMI Buenos Aires.
Directora del Posgrado de Gestión de Proyectos dictado en la UTN FRC y Profesora invitada en maestrías y congresos relacionados a gestión de Proyectos.
Presidente y CEO de KINETIC S.A, consultora especializada en Gerenciamiento de Proyectos e Ingeniería en Calidad y Procesos.
Se ha desempeñado como consultora en PMO y Project manager en numerosas instituciones públicas y privadas, tales como: EDASA Coca Cola, Arcor, Fiar, Renault, Comau, Banco de Córdoba, Proyectos del Banco Mundial, Lockheed Martin Aircraft Argentina, etc.

 

LA GESTION DE LOS PROYECTOS EN LAS ESTRATEGIAS DE LAS PYMES

Aprende a ser un mejor líder por medio del desarrollo del concepto de líder servicial. Incorpora conceptos de la gestión de proyectos para incrementar la productividad en tu empresa y mejora tu habilidad en resolución de conflictos y negociación de soluciones por medio de ejercicios y ejemplos prácticos.
Por: Agnieszka Gasperini (POLONIA)

agnieszka-gasperini-polonia

Logros:

Creación de una nueva cultura de Project managers profesionales en Siemens siendo el 1ero en pasar los exámenes PMP.
Ahorro significativo en los costos de la empresa al entrenar colegas en PM en lugar de utilizar recursos externos.
Generación sustancial de nuevos negocios, forjando numerosos nuevos clientes y referencias comerciales con algunos de los mas grandes operadores de comunicaciones de Alemania.
Mejoramiento de la performance de un departamento de 40 personas, desarrollando nuevos procesos logísticos.
Rol proactivo en la implementación de SAP e ISO.

 

ESTRATEGIAS PARA EL DESARROLLO DE COMPETENCIAS DEL TRIANGULO DEL TALENTO

Saber como definir el perfil que debe tener un profesional de dirección de proyectos es una virtud que te ayudará a conducir al éxito toda iniciativa y te lo explica en esta charla con la experiencia de mas de 8 años formando profesionales del medio.

Por: Victor Villar Diaz (PERU)

victor-villar-diaz-peru

 

Ingeniero Industrial titulado en la Universidad Nacional de Ingeniería.
Egresado del Master en Administración de la Universidad del Pacifico.
Egresado del Programa PDD de la Universidad de PiuraAlumni del Master Class 2010 de PMI Leadership InstitutePMP vigente desde el 2003 CPIM (Certified in Production and Inventory Management) por APICS (American Production and Inventory Control Society)

 

 

MANEJO DE CONFLICTOS EN LOS PROYECTOS

Aprende a identificar que es un conflicto, Cuáles son las situaciones de conflictos en los proyectos desarrollando un análisis de un caso hipotético identificando las partes involucradas además de Cómo prevenirlo y manejarlo.
Por: Cecilia Boggi (ARGENTINA)

cecilia-boggi-argentina

Licenciada en Análisis de Sistemas de la Facultad de Ingeniería de la Universidad de Buenos Aires, realizó un Programa en Dirección de Empresas en la Universidad del CEMA en Buenos Aires y completó un Executive MBA en la Universidad Francisco de Vitoria en Madrid, España.

Está graduada del PMI Leadership Institute Master Class en el 2012.

Posee la certificación internacional de Project Management Professional (PMP®) del Project Management Institute (PMI®) desde el 2003 y está certificada como Facilitadora de SDI Nivel 1 por Personal Strenghts©.

 

EL CAMINO HACIA LA AGILIDAD ORGANIZACIONAL

Controlá la barrera de la complejidad y la incertidumbre de los proyectos generando valor agregado a la organización
Para lograrlo, te presentamos en esta charla las metodologías “Lean y Agile” que proponen técnicas y herramientas centradas en el trabajo en equipo para lidiar con contextos de alta incertidumbre y dinamismo en un entorno en el cual nos manejamos casi a diario.
Por: Ezequiel Pablo Kahan (ARGENTINA)

ezequiel-pablo-kahan-argentina

 

Ingeniero Industrial recibido en la Universidad de Buenos Aires (UBA), y Magister en Psicología Cognitiva en la Facultad de Psicología (UBA). Tiene una especialización en dirección de proyectos (UTN) y posee las certificaciones PMP, ACP del PMI y CSM de la Scrum Alliance. Además, es Coach Organizacional Certificado (UdeSA, Axialent, ICF). Realiza actividades docentes de grado, post-grado e investigación, tanto en el ámbito público como en el privado y es orador frecuente en temáticas vinculadas a la Agilidad, Dirección de Proyectos y mejora organizacional.

 

 

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Top 7 Project Management Habits that Will Make Team Building Effective

Need a simple project management software to manage your team?
Check-out our valuable and unique Top 15 Web Applications 2016.

project-management-habits-for-effective-teambuildingA project manager has a responsibility to initiate actions, plan, design, execute, monitor, and control the project. One of the key responsibilities is recognizing the risks related to the project, and reducing them through different problem-solving techniques. In other words, this person is responsible for the project’s overall success. According to a 2014 report from the Project Management Institute, almost half of the surveyed organizations (46%) reported they did not fully understand how valuable project management was for their success, although they understood that successful project management boosted the rate of strategic initiatives by 16%.

That data proves the result-oriented behavior in most organizations: although they don’t fully understand a project manager’s job, they still appreciate the success. In another report by PMI, it was estimated that poor project performance was the major culprit for government organizations wasting an average of $119 million for each billion they spend on programs and projects. It’s clear: a project manager is responsible for both success and failure.

Therefore, it’s important for the manager to do everything in their power to ensure successful completion of the business project.

How to Become a Great Project Manager through Team Building

How do you get into the hall of fame in this profession? One of the main characteristics of proper project management is creating a team-building atmosphere within the organization. The manager has to understand the project, plan the range of activities, and match the skills of each member of the team with suitable activities. When IT executives were asked to rate the difficulty of matching resource skills with demanding skills, 49% of them responded with somewhat difficult, and only 9% said that was not a difficult task for them.

Training, organizing, and monitoring a team is a difficult task. You are dealing with different characters and different sets of skills, so every decision you make needs to be carefully planned. You can get better at team building by following the practices of successful project managers. They share few common habits that make them great at what they do.

1.Proactive attitude

A proactive manager doesn’t wait for problems to occur before they start thinking of solutions. Instead of reacting to issues, they are one step ahead – they prevent them. Proactive attitude is a habit; it’s a way of thinking. In team management, proactivity is translated as proper communication with every worker involved in the project, as well as accountability of each team member for their part in the big picture. 49% of organizations invest in project management training programs. Shifting the managers’ mindset towards proactive attitude is one of the most important goals of those training sessions.

How can you develop this habit? You have to give yourself more space to plan and anticipate every possible issue that may occur. Determine the critical tasks and responsibilities, and encourage your people to do the same. Then, take care of the priorities.

2. Using the right software

Well-performing project managers have developed a common habit: they rely on project management software. According to a global survey on the current state of the maturity of project management, 77% of the organizations that participated used project management software, which was linked to high-performing projects.

As a project manager, you have to find the right software to use in a particular situation, and you need to train your team to do the same. Mavenlink, Smartsheet, and Wrike are only three of the many tools you can rely on. They will improve the communication within the team, and they will help you keep track of the workflow, regardless whether you’re dealing with an in-office or a remote team.

3. Recognizing failure before it happens

This habit is part of proactive behavior. 75% of IT and business executives anticipate the failure of their software projects. Although successful managers usually start their projects with high expectations, they recognize the problems below the surface right from the start.

The question is: what do they do about it? 80% of these professionals invest at least half their time on rework. They take care of all necessary fixes throughout the project in order to prevent the anticipated failure.

4. Understanding

A study published by the Academy of Management Journal showed that although charismatic CEOs made more money, they made no difference in the performance of their corporations. This brings us to an unusual conclusion: although charismatic extroverted personalities give out the impression of being good leaders, they are not necessarily better than introverts.

Introverts have specific skills that are important for successful project management. One of them is understanding. They are not the ones you see talking non-stop during a meeting. They are doing something else – listening. That’s a very important habit you need to develop in order to become a master in this profession. Listen to other people’s opinions, evaluate the situation, and sharpen your perception. Process all information before making decisions, just like a smart introvert would do.

5. Segmentation

When you have a big project ahead, the long timeline may overwhelm both you and your team. 30% of project managers have a strategy of segmentation: they break up large projects into smaller sub-projects. Each segment comes with deliverables and evaluations, which help you to stay focused on the main goal while making it more achievable.

6. Investing in staff development

The performance of each member of your team makes significant contributions to the final result. Their skills are important for the success you’re going to achieve as a project manager, so you need to invest in their development. High-performing project managers understand that staff development programs have impact on the overall project performance. 43% of the respondents of a survey said they were often or always relying on such programs.

7. Motivating

One of the top three skills required for successful project management was the ability to motivate team members (36% of the participants of a survey said motivational skills were crucial for the project’s success). You have a responsibility to be a mentor of the team, so you need to know how to implement the right motivational method at the right time.

You may rely on bonuses, teambuilding sessions, speeches, and other techniques that will help you get the best out of everyone. You’re responsible for creating a pleasant working atmosphere, so do your best to make your team members happy to come to work every day.

Conclusion

If you incorporate these seven habits into your daily project management practices, you will notice great improvement not only in the success of your project, but in your professional growth as well. Your team carries a huge responsibility regarding the outcome, so you have to improve your team building skills in order to make the process effective. With the right attitude, you’ll strengthen the team spirit and you’ll gain more respect from everyone.

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Anatomy of an Ideal Project Manager

Need a simple project management software to manage your team?
Check-out our valuable and unique Top 15 Web Applications 2016.

anatomy-of-an-ideal-project-managerManagement seems like a simple word, but in practice it’s the very opposite. Managing a team of creatives is not everyone’s cup of tea. Yet there are some brilliant minds who succeed in doing that.

They are the ideal project managers, and they are hard to find. But what makes them so unique? Its not just their ability to reach a goal but to make the experience an extremely rewarding one. An ideal project manager is subtle in his approach but will have a tight grip on each detail of his project even while being off duty. This ability comes with education as well as experience.

A Project Manager may not always be known as the Project Manager. They can be found in every field.  They provide successful outcomes. One powerful example of successful management is present in Egypt. The pyramids were the project of a man called Imhotep, son of King Khufu. He had no machines at his disposal, yet he created a structure so unique that history students still write theses on it – using nothing but effective leadership, powerful communication and an efficient use of finances.

Let’s take a look at the key skills of an ideal project manager:

Smooth Communicator

Communication is the most essential skill required for success in the corporate world. People who work in the business world know that communication is not just limited to words. There are facial expressions, gestures, inferences, behaviors, words, mails, tweets…

A great Project Manager is the king of them all. This person will make you feel like you are their best friend/employee/client. Their communication skills are so good, they make these project managers almost charismatic. “Where body language conflicts with the words that are being said, the body language will usually be the more ‘truthful’ in the sense of revealing true feelings.” Says Glen Wilson in his book ‘Introducing Body Language-A Practical Guide’.

This is why meetings are fun with such a manager. Smooth communication encourages the flow of ideas.

Robust Leader

Leadership qualities are a must-have. A PM knows that his team members are coming in from so many walks of life. Each has different strengths and weaknesses. They overcome all barriers to make sure the team stays on one page. How? They constantly learn. The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it. —Theodore Roosevelt.

Additionally, successful project managers don’t micro manage their team. Even if they make mistakes, intelligent project managers allow them to rectify mistakes as soon as possible. A true leader doesn’t just show authority, but is also a soft person with whom subordinates can communicate comfortably about their challenges – to seek the best way forward.

Quick Learner

How many times have you heard a management professional say, “Twitter is just not my thing.” Or “This digital software goes above my head.” Many times, managers who didn’t experience the tech boom in their 20s have trouble dealing with new inventions in the business world. For that ideal project manager, new inventions are equal to ten new ways of doing productive work. They never stop learning and trying new things. That’s how it is in managing a project. A new project is always a new wave of excitement. It seeks the same level of anticipation that an ideal project manager has.

Very competitive

It is about being a skilled PM, but also a very possessive maternal/paternal figure who takes the project as their child.  Simply put, they know what they are doing and people under them, trust them a lot. History will always remember great project managers as people who had the ability to lead the team effectively. Degrees from excellent institutes instill these skills in students – which get polished further through experience. These people are great problem solvers who know how and when to act.

Shows empathy

Empathy is a universal language. It is also the language of an ideal project manager. They care for people, their feelings and their aspirations. They also care about schedules, stakeholders, missions and the risks involved. The world is currently suffering from a massive empathy deficit, so please take good care of this tip. Good project managers are kind and gentle, because this way of dealing with a human is more effective than coercion.

Enthusiastic and active

These heroes think that waking up each day is a blessing and facing new challenges is exciting. They are never demotivated by a late or early hour, and you can often spot them in a chirpy mood. They take their responsibility very seriously because to them it is more of a passion than a day/night job.

Takes the team along

Good PM are the substance that holds the team together. They are deep-rooted and sound-minded, which reflects well on their team. In order to make the team function as a fully cohesive unit, this one manager gives all and succeeds. Such a person plans ahead, but also plans in time. Planning and punctuality are the two most important things in a great project manager’s personality.

Thrives under pressure

Most of us would break under severe pressure. We see athletes doing it all the time and people doing deadline-based work are no different. However, an ideal project manager will wear their workout kicks and be on their mark to look deadlines in the eye. If there’s a situation and some time to solve, why not use the time instead of regretting later?

This is what goes on inside their heads. This ability doesn’t end in the office. It is a keeper in life too. There’s a good chance that a great project manager is great because he or she is 90% amazing under pressure, as testing situations often bring out the best in us.

Conclusion

Mentioned above are some abilities that an ideal project manager should have. Are you a project manager, managing your team successfully? Please share your opinions and suggestions in the comments below.

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Project Finance Financial Model: Secure Your Investment

Need a simple project management software to manage your team?
Check-out our valuable and unique Top 15 Web Applications 2016.

project-finance-financial-model-secure-your-investmentMany professionals have business ideas that seem like practical business ventures. Most of these ventures require funding from multiple funding sources. So to reduce risks, the professional with the business idea, or sometimes even the investor or other interested parties will want to perform an analysis of all of the financial activity that is involved in the project. They depend on reliable financial information to perform the best financial analysis possible.

The financial information required is also needed so that the proposed business venture can be compared to similar ventures in its industry. This allows interested parties to gain a more realistic picture of the potential financial performance of the venture. Their main concern is that they receive a return on their investment or that they are repaid for various loans that have been made on behalf of the venture.

Some of the financial methods used to perform the best analysis possible are designed to ensure that investors and lenders can secure their investments; they are described in more detail below.

Financial Modeling

Financial modeling is one of the major sources used to perform a financial analysis of a business venture. It creates a financial reflection of the venture’s structure by clearly mapping out all aspects of the venture, including its sources of revenue, all project costs that are associated with the venture, as well as capital expenditures and its fixed and variable expenses. It helps funders make better, more informed decisions.

The financial model allows participants to evaluate the project’s estimated cash flows, estimated net profits, the estimated net worth, as well as a wide variety of other key financial indicators. The key financial indicators are used by investors and banks to compare the projected financial performance to other similar ventures in the marketplace. A credit union may also be a financial source that could have an interest in reviewing a financial model as well.

The financial model also clearly maps out the sources of business finance along with the timing of all of the funding sources and the investment loan repayments that are required at designated periods within the project.

Project Valuation Methods

In addition to analyzing the financial model for a specific venture, it is also very important to perform an analysis of the project’s valuation. The valuation of a business venture consists of a process and various procedures that are used to perform an estimation of the economic value of the venture – more specifically the owner, investor’s or lender’s interest in the venture. Typically, those who are involved in the venture in any capacity and have a financial interest in the project, uses the information provided in project valuations to better determine the future economic outcomes of the business venture.

There are a wide array of valuation methods used based on the specifics involved with the project. One of the more common one’s involves the project’s value after the sale of a business for a future period of time. Other methods consist of comparable multiples whereby areas such as P/E multiples are used, price to revenue, market to book and enterprise value to EBIT multiples are used.

Another method consists of the Discounted Cash Flow method whereby areas such as the net present value, the internal rate of return or the economic value added based methods may be used.

What is Project Analysis?

To ensure that their investments and funds are protected, investors and other lenders often hire a financial project manager who is responsible for overseeing how the venture is played out. They are also responsible for knowing how to read and understand the various financial modeling and valuation methods, as well as have knowledge about performing a thorough project analysis. Project valuation methods and a project finance valuation is also of great importance and is within the overall scope of analyzing the project.

The project manager must also be able to properly articulate what’s been analyzed along with their professional evaluation of the overall project. In essence, the financial project manager must be able to properly perform a detailed review of the project as well as oversee insurance for investments that have been made.

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How to Draft a Stakeholder Communication Plan

how-to-draft-a-stakeholder-communication-planThe truth is that there are quite a lot of things that you would need to take into account when you manage a project. Even though a stakeholder communication plan isn’t always necessary, for long-term and heavy projects you are most certainly going to need to have one. With this in mind, we would like to go through a few things that you might want to take into account in order to be able to create one from scratch which meets the expectations of the stakeholder and fulfills its overall requirements and expectations. Let’s go right ahead and take a look.

Identify the need for communication

This is rather obvious but it’s particularly important. Your client and all of the stakeholders need to be well aware of the fact that you are incredibly concerned with their critical opinion and that breeds the need for transparency and communication. Upon doing so you are instantly gaining their trust and that’s generally one of the most important things that you would have to do in the first stages of the project. Read the Complete Article

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3 Important Things for Project Managers to Consider

3-important-things-for-project-managers-to-considerAccording to a survey, 64% of companies confirmed that project management leads to better alignment of projects within their business strategy. Organizations also reportedly identified a nearly 27% hike in ROI, and budget performance. Effective Project management also helps organizations in maximizing their returns, and increasing profit margins. However, it is easier said than done. Following the right path to managing projects is often replete with numerous challenges and hurdles. Therefore, it is important to choose the right project management methodology and follow it through to ensure success in business projects.

Key Considerations for Effective Project Management

Project managers possess natural problem solving skills, and tend to have a finger on the pulse when it comes to project changes and technology. This is because projects today are so multifaceted, they cannot be categorized. Every project is unique and comes with its own set of complexities and problems. So let’s discuss some best practices for project managers that can help them be more efficient.

1. Create a new MAP (methodology assessment process) for each project.

Project Management Methodologies do not follow the one-size-fits-all approach as it is highly dependent on various factors including industry, scale, markets, project type, and even situation. One approach that is correct for a particular situation may not be the ideal one for another. The same methodology seldom works for all projects in an organization. However, it is also important to remain flexible since projects sometimes undergo unforeseen changes that need to be factored in.

2. Select the appropriate PMM (Project Management Methodology)

Whether you go for Agile, Waterfall or Hybrid method for your project, depends on individual project requirements which may include criteria such as business requirements, size and complexity, processes and policies, risks involved etc.

  • Agile is ideal for projects where the dynamics are quickly changing and the project needs to keep pace by following an iterative approach.
  • Waterfall method is a traditional PMM that captures all requirements upfront, thus minimizing errors due to loss of information in the initial planning stages.
  • Hybrid: The best of both worlds get combined in this approach, thus tying the benefits of both Waterfall and Agile together in one model.

3. Be SMART (specific, measurable, agreed, realistic, time-framed) when it comes to setting milestones.

Milestones are generally used as focal points for project managers and teams, to monitor and forecast correctly, so that regular reporting can be done. Following milestones also helps maintain the structure of the project and keep project teams in loop about task status.

Although, there’s a lot a project manager has to do and take care of, these are the three basic things to consider for managers who are handling projects. Identifying key concern areas, understanding priorities, determining what, when, where and how each methodology, creates the most productive impact is a key to project success. This is where project managers are able to provide assistance to companies and bring invaluable knowledge to the table, thus establishing their expertise in implementing projects in the most efficient and effective manner while minimizing risks.

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Top 7 Tips for Improving Software Project Management Efficiency

software-project-management-going-from-good-to-great-mNew product development requires excellent project management in order to be successfully completed. Software project management is an active process that includes planning, resource management and organization in order to complete the development of the new product. Proficient software project managers will ensure that they deliver the very best possible end product by using whatever resources are available to them.

The variation seen in software project management is quite considerable. Excellent managers will be strategic about the application of their skills, experience and knowledge in order to plan effectively, manage the project and complete it. Here are a few suggestions to help you improve your own process of project management.

7 Tips for Improving Project Management Efficiency

You won’t necessarily find SOPs (Standard Operating Procedures) for successfully managing your software project. However, you are still able to make some improvements in order to augment the overall effectiveness of your process. These 7 tips will help you improve on your skills ensuring that you run things a lot more smoothly.

1. Proper planning

Proper planning is a critical factor in the management of any project. Truthfully, most of the deficiencies that are found in many projects result from planning poorly or have a planning process that is not well thought out from the very beginning. Since each project has a planning phase, this is where you need to establish the definition of your project, create your work plan and also identify the basic management procedures. Once you clearly understand the project, you will be able to manage the project more smoothly from the beginning to the end.

2. Risk Identification

One of the things that you must do as you are going through your planning process is to figure out what could possibly go wrong and at which stage it could happen. This type of risk assessment helps you in assessing just how possible it is for that particular risk to occur and also create a contingency plan should it become a reality. In defining risk, you want to place the possible risks in three different categories: Low, medium or high. With heightened awareness of the various problems that could crop up as you work on your project, it can save you much money and time overall, especially if you have assessed these early during planning.

3. Scheduling

One of the important things that must be done during the entire project management process is to figure out which tasks need to be done and to monitor your work plan in order to ensure that they have been completed as scheduled. This will be great for ensuring that all your team members know what is happening and where they are in the process at all times. As you monitor your work plan, you can take note of what is on schedule and what is lagging behind and then make whatever changes are necessary as quickly as possible.

4. Budget

You will need to come up with a budget for your project ahead of time. Just like you will be doing with the schedule of your work plan, you will need to monitor the project’s budget consistently throughout the process keeping track of your expenditure in order to remain within the budget limits you have set for yourself. One of the most important skills that any project manager can learn is to ensure that the project operates without spilling over the budget limit. The key to ensuring this happens is to carefully and frequently monitor it and make changes as needed.

5. Managing the project scope

It is not uncommon for the stakeholders of a project to request that changes be made when the project is ongoing. The changes requested are in addition to what was originally defined in the scope of the project and could be major changes or minor ones. If your project is to be successful, you will need to know to steer through any change requests effectively. This is a critical factor if your project is to be successful. Over time, you may find that your clients keep requesting small changes in the scope here and there, which can accumulate considerably amounting to ‘scope creep.’ It is possible for these changes to impact your deadlines, budget and resources negatively, so keep an eye on them.

6. Resolve issues urgently

Even after you have planned like you should, carried out your risk assessment and come up with risk mitigation plans and contingencies, you may still run into problems that you have not foreseen. If you do not resolve them in a timely fashion, they can end up being big problems. As such, you and your team will need to be focused on ensuring that problems are fixed urgently. This will ensure that your project moves along smoothly.

7. Communication

This is a big deal in software project management because any communication breakdowns can create problems. You will find that sometimes your team members may not fully understand the project status or their expectations may be different. The key is to ensure that communication between stakeholders, team members and management is honest and frequent. In order to succeed as a project manager, you will need to make sure that everybody is reading from the same script at all times.

Conclusion

The goal for your firm when it comes to software development should always be to create a fantastic end product. The difference between producing a mediocre product verses a great one may well lie in your implementation of effective project management.

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How to Write a Winning Project Plan

how-to-write-a-winning-project-planThere are quite a few things that are going to make tremendous impression to the client and your project plan is without a doubt one of them. Now that you’ve managed to get their attention, it’s absolutely vital that you follow up with a project plan which is tailored to the needs of the client. It should encompass everything of importance and it should place the proper emphasis in order to convince the client that it’s what his company needs. With this in mind, we’ve prepared a few tips on how to properly craft convincing and marketable project plans which are definitely going to help you close more clients.

Start the plan with research

The first thing that you need to show your client is that you are well aware of all the variables. You need to impress them in order to gain their trust. Thorough research is definitely paramount for the success of the venue. Dive into the documents and into the communications which are relevant to the project and get the scope of your work lined up.

Identify the goals of the project

A common mistake that a lot of people tend to make is they provide solutions before they’ve identified the problems and the goals. This is a gradual process which requires a lot of aforethought and consideration. Identifying the problem areas of the project and setting relevant goals is something which is going to give the client a concise idea of what’s going to be done.

Lay out reasonable solutions

You shouldn’t mix these parts. Presenting solutions need to come after you’ve properly identified the problems that actually need to be resolved. This is going to give the client a concise idea of what to expect. Furthermore, by identifying the solution and laying down the course of action, you are essentially setting the scope of the work you will be providing. This is especially important as it’s without a doubt the cornerstone of your framework.

Other Important Considerations

Of course, putting down a successful business strategy and project plan is without a doubt more complicated than this. There are tough questions that you’d need to get answers to. For instance, who the owner of the project is has a tremendous impact on the overall process. Working with third parties or representatives is usually more complicated as they need to get the necessary approvals. Account for that when formulating the price and offer alternatives.

You need to set up a comprehensive deadline which is tailored to the preferences of the client yet realistic enough so you do not get behind it. Doing so is going to result in cut-backs and that’s definitely something that you don’t want. Furthermore, being on-point and punctual is going to enhance your brand’s reputation and it’s likely to bring you a lot of trust. In any case, there are quite a few things that you’d have to consider when it comes to it.

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Tips on Forming an Outsourcing Development Team

When outsourcing software development, the customer naturally wants to be confident of success and satisfied with the result. Unlike with an in-house development team, the customer cannot keep an eye on the outsourcing team, and everyday work is not always visible. This is why choosing suitable people and forming an effective team is a significant challenge.

What really matters

For successful software development, it is not just technical experience that matters: the following should also be considered:

  • Communication skills are one of the core aspects for an outsourcer. Miscommunication and misunderstanding can result in the failure of an iteration or even the entire project.
  • Personal soft skills of each team member may have considerable meaning for the entire team.
  • Ability to work in a distributed environment is another core quality for an outsourcer.
  • Self-discipline is required to perform satisfactory work on time, without being permanently monitored.
  • Problem-solving skills allow developers to not only be not task performers, who stop working as soon as an unexpected problem arises, but to understand the problem, find out what has caused it and be able to overcome it.

These qualities are required for each developer in an outsourcing team. When forming such a team for software development, it is not only the skills and qualities of each developer that are important, but also their synergy.

How to choose

The BusinessDictionary gives the following definition of the term team: “A group of people with a full set of complementary skills required to complete a task, job, or project… A team becomes more than just a collection of people when a strong sense of mutual commitment creates synergy, thus generating performance greater than the sum of the performance of its individual members.

I would highlight two approaches to forming an outsourced IT development team:

  1. Choosing individuals—Under this approach, the customer interviews every candidate and forms a team from the chosen developers.
  2. Choosing the team core—The customer interviews and chooses core specialists (team lead (TL), tech lead, etc.). Later, the team lead forms the development team according to the project requirements.

Both approaches are widely used in our company. Below, I will to describe the process of forming the team in each case in detail.

Choosing individuals

During the pre-contract negotiations, we offer the customer the delivery manager with expertise in the domain of the project (FinTech, Mobile development, Telecom & Networks, Enterprise software, etc.). The customer talks to each delivery manager and starts to work with one of them. The customer then gives us a list of developers and other specialists required for the project, or the delivery manager suggests what the team should look like based on project requirements. We select people relevant to the customer’s requirements. The customer reviews their resumes, interviews those who seem to correspond with expectations, and then makes their selection chooses the proper ones. The team lead works with the team formed by the customer.

If after the project has started, a developer leaves the team—for personal reasons, because he/she can’t integrate into the team, or because the customer is disappointed with his/her performance—then we offer new resumes, and the customer interviews new candidates.

This approach has its pros and cons.

Pros:

  • The customer feels more confident about the chosen developers because each of them was interviewed personally.

Cons:

  • Selecting and interviewing each candidate takes time and delays the project development.
  • Separate individuals cannot always generate the synergy required for effective performance.
  • If the team lead does not participate in forming the team, he/she may not be able to guarantee the best result. In this way, an IT development team can be compared with a soccer team: the coach cannot guarantee the result if the team players are chosen by the club’s president.

Choosing the team core

Similar to the approach described above, in this case, the customer first chooses a delivery manager with the relevant expertise. Then, according to the project details, the delivery manager identifies whether the project needs aTL or a project manager, or any other core specialists (business analyst, technical lead, quality assurance lead). The requirements for core specialists are defined by the customer in accordance with suggestions made by the delivery manager.

The process includes the following steps:

  1. If core specialists who meet demands of the project are unavailable, we find candidates from the market.
  2. The delivery manager interviews all available candidates and selects the several of best. Their resumes are offered to the customer.
  3. The customer chooses, interviews, and approves the most proper specialists. Work on the project starts.
  4. The customer subsequently works with the TL to form requirements for other team members.
  5. Based on the requirements, the TL forms a development team for the project.

This approach assumes that after the customer has chosen the core specialists, he/she will trust them to form the team and ensure the project development. If a developer needs to be replaced, new candidates are interviewed and chosen by the TL. This replacement can even go unnoticed by the customer: he/she sees the result (another iteration is successfully completed), and doesn’t delve into how and by whom it was done.

To use the soccer team analogy again, this approach corresponds to a case in which the coach chooses the team players and thus guarantees the result. The club’s president doesn’t interfere in the team building process, but instead he/she demands results from the coach. The same situation applies to a development team formed by the TL without the customer approving each candidate.

This approach also has its pros and cons.

Pros:

  • The customer doesn’t have to spend time interviewing every candidate. Only core specialists are selected by the customer, and other developers are hired by the TL according to the project requirements.
  • Having formed the development team, the TL can be confident he/she will be able to make the team create synergy and perform as highly as possible.
  • Having selected people personally, the TL can rule out the possibility of incompatibilities between team members.

Cons:

  • The customer may have doubts about the project success.

To mitigate any doubts customer has about the TL’s ability to work and create an effective team, we offer to provide a trial mini project to demonstrate the TL’s ability.

Interviewing a TL

In my experience, the TL is one of the most important roles in a development team. The TL influences the entire team’s work, and the project success depends on the TL’s effective work with the team.

This is why I want to discuss interviewing the TL in detail. In addition to possessing technical skills, the candidate should be able to form an effective team and have enough experience of managing teams. To identify the TL’s suitability in this regard, it is worth examining him/her:

  • Experience in starting a development team—The candidate should be able to describe how he/she formed teams for various projects. What was the candidate’s best experience in forming a development team and starting a project?
  • Ability to comprehend his/her own mistakes—What mistakes have been made in terms of choosing team members? What were the consequences of these mistakes?
  • Ability to draw conclusions from his/her own experience—The candidate should be able to give advice about forming and managing a team, and share his/her best practices regarding establishing communication and providing an effective working environment.
  • Ability to act in a conflict situation—What actions does he/she take if a team member is inefficient? How does he/she minimize the loss from replacing the team member?
  • Strategy to provide team stability—How does he/she seek to minimize the possibility of personnel turnover in the team, and to stabilize the performance indicators?
  • Approach to building the development process inside the team—How does he/she facilitate effective communication between team members, code review, mentor ramp-up of new specialists, etc.?
  • Approach to ensuring transparency in teamwork—The candidate should describe what forms of reporting can demonstrate the teamwork and results.
  • Use of key performance indicators—Which indicators show whether the team is efficient?
  • Approach to providing feedback—How would the candidate ensure effective and rapid development, without quality loss?

I would emphasize the importance of technical skills for a TL, in addition to team management experience.

Conclusion

He who pays the piper calls the tune. When hiring an outsourcing team, the company-customer chooses the most convenient way to form the development team. Each of the above-described approaches has its advantages, but at the same time, each has its drawbacks.

The following issues should be noted when forming an outsourcing development team:

  1. Not only do the skills of every team member matter, but so too does their ability to show better performance when working together.
  2. Speaking English is very important for core specialists, but not so important for other developers. Communication mostly occurs between the customer and core specialists. Sometimes it is better to pay the same wage for a developer with more experience but poorer English skills, than a developer with intermediate English but worse technical skills.
  3. If a TL has shown his/her best qualities during a trial mini-project and further work, he/she can be trusted with forming the development team.

Which of the above-described approaches do you use to form outsourcing teams? Maybe you use a completely different approach? Share your experiences in the comments—I would appreciate the chance to discuss your ideas.

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