Adopted from Made to Stick.

In 2007, Chip & Dan Heath wrote a book titled Made to Stick: Why Some Ideas Survive and Others Die. The book offers six traits that separate what we remember from what we don’t, or more accurately, what’s memorable and what’s not.

The six attributes are:

• Simple
• Unexpected
• Concrete
• Credible
• Emotional
• A Story

While they are pretty self-explanatory, each comes to life in one of the more memorable parts of the book where the authors explain a phenomenon called The Curse of Knowledge! (They admittedly capitalize the term to heighten the drama).

The Heath brothers describe The Curse of Knowledge as “Once we know something, we find it hard to imagine what it was like not to know it. Our knowledge has ‘cursed’ us. And it becomes difficult for us to share our knowledge with others, because we can’t readily recreate our listeners state of mind.” Read the full article…

Important note: The Sith Lord Darth Vader is actually a fictional character from the Star Wars saga. He was not real. Still, his character clearly showed brilliance for project management. And now, for your entertainment, the Top 10 Reason’s Darth Vader Was a Great Project Manager:

Number 10: Vader prioritized brutally. Vader paid close attention to the happenings of the galaxy, evaluated the impacts of any given issue, and went after the highest priorities…time after time. No emotional attachments, no personal agendas…just the right thing to do to preserve the Imperium, and see his project through to successful completion. In project management, if you can’t prioritize, you won’t get anything done, let alone anything done well.

Number 9: Vader made decisions based on objective data, not whims. Vader consistently evaluated the performance of his team, and made changes to fix problems when the team didn’t perform. Sure, there may have been some fear and terror, but put all that aside. Project teams needs to feel safe and supported, but they also need to know that the project goals need to get met, and if you aren’t delivering on your commitments, changes need to get made.

Read the full article…

Below is a great article from the October PMI eNews with great advice on how to overcome the issues involved in estimating projects.

What Causes Bad Estimates…and What You Can Do About It

by James T. Brown, PhD, PE, PMPi

Estimates are not created by machines. They are made by people with human foibles. Politics, pressure and optimism all come into play when it comes to estimating.

A study of 258 projects in 20 countries tallied an amazing nine out of 10 with cost overruns. Budget estimates can be off‐target by 100 percent or more, according to the Oxford Review of Economic Policy.

Two factors are major contributors to inaccurate project estimates. Factor one is insufficient time to deal with uncertainty in the estimating process. Factor two is the need of certain sponsors to create artificially low estimates in order to get a project initiated. Managing expectations and clear communications are a project manager’s keys to success.

Acknowledge Uncertainties

Project managers are very good at estimating…when they know about what they are estimating. But as you would expect, estimating when there is a lack of knowledge is problematic.

Time pressure can compromise the quality of estimates. Additionally, gathering estimating information can cost money, because it can involve everything from research and hiring consultants to prototyping.

When there is uncertainty, a logical course of Acton is to increase the estimate to deal with that uncertainty. Getting leaders to accept a larger estimate to account for uncertainty is where the challenge lies. Unlike project managers, stakeholders often do not look at the entre puzzle — they look for the piece that fits within their constraints. Sometimes they apply pressure to make the estimate fit.

Often leaders prefer to proceed with an optimistic number. From my experience, I have found that it is best to communicate the worst-case estimate first and then work from there.

To manage estimate expectations effectively, take every opportunity to communicate the uncertainty and assumptions associated with the estimate throughout the life cycle of the project. Try not to discuss the estimate without referencing these assumptions.

Stakeholders may acknowledge this uncertainty at the beginning. Once a number is in place and the project starts, they tend to forget the assumptions and uncertainty associated with the original estimate.

It is your job to always keep this information front‐of‐mind. Assertively communicate when an assumption proves to be invalid or there is a change in a factor that affects the uncertainty associated with an estimate.

Deal with the Pressures to Underestimate

What sells a project and what it costs to create the project deliverable can be two different things.

In my experience sponsors some‐times make the decision that the project is necessary but know it would never be approved by the organization or stakeholders at the project’s realistic cost. They then make a calculated decision for a lower project estimate.

Yes, most everyone knows it costs more — but it cannot be sold at that price, so the estimate for the project is essentially a political decision. Once approved, the project becomes difficult to kill because of what has been invested.

Although this can be a common situation, it is always contextually a complex one. Further, it forces the project manager to deal with unrealistic limits that have been placed on your estimates.

I believe in dealing with this kind of situation it is best to maintain your integrity and gracefully communicate what it really takes to make the project successful, so that decisions are made with the facts available. The decision might still be a political one that may put you and your project in a difficult position, but at least you have communicated all the facts.

Ideally, you would have time to generate the most accurate estimates possible and not be pressured to make the estimate conform to a target number of questionable origin.

In the real world, time pressure and target numbers are a fact of life as evidenced by the Oxford Study that showed nine out of 10 projects with overruns. Equally if not more important than how you estimate is managing stakeholders’ expectations throughout the project life cycle with regards to that estimate. Managing expectations is the human side of the estimating equation.

The most significant change to the ERP landscape we are facing is ‘the Cloud.’

Here are answers to the three most commonly asked questions:

• Why (should I consider the cloud)
• What (is the cloud opportunity)
• When (to use cloud)

Why Should I Consider the Cloud?

Microsoft Dynamics ERP Cloud solutions are intended to give customers CONTROL through visibility into their businesses, which could enable them to make smart decisions that IMPACT THEIR MARGINS and improve cash flow—ultimately driving business GROWTH.

GAIN CONTROL: Multiple insights into business performance, including mobility

INCREASE MARGINS: Shift from capital expense to annuitized operating expense

DRIVE GROWTH: Maximum server capacity is always available and the system offers flexibility & scalability that allows for growth.

What is the Cloud Opportunity?

The ERP market is shifting to the cloud. Here’s ‘what about the cloud’ that is manifesting this market change:

• Small and midsize business (SMB) prospects (10–250 PCs) and midmarket prospects (251–2,500 PCs) who are evaluating Microsoft Dynamics ERP want to realize the benefits at a decreased initial cost and minimal startup effort (“turn on & go”).
• Prospects who are seeking to consume enterprise resource planning (ERP) technology as a utility against their monthly operating budgets, which could allow them to reserve their IT capital budgets for other revenue-generating activities.
• Prospects who are interested in reducing or outsourcing their IT infrastructure to avoid the standard IT procurement process, eliminate the cost and effort of implementing regular data backups and software updates, and reduce large infrastructure investments.
• Prospects who need the flexibility to add users or locations quickly and easily.

When is the Cloud Best Utilitized?

Microsoft Dynamics ERP cloud-based solutions should be the first choice for organizations with the following characteristics:

1. Lack the hardware needed to upgrade
2. Lapsed fees that are insurmountable
3. Need to expand the user base and/or functionality, but have limited budgets
4. Limited or reduced IT staff
5. Compliance issues and multiple locations—need to get to one solution
6. Ease-of-use and quick ramp-up are top priorities
7. Have exhibited rapid growth

Stay tuned next month when I will answer the next three most commonly asked questions:

• Why should I select Microsoft ERP cloud-based solutions?
• What makes Microsoft different from its competitors?
• How do I handle objections from customers?

When managing complex projects we are bound to face some difficult situations. I consider a situation difficult if it meets any of the following criteria:

• There is an acute gap between reality and the current plan. (We are supposed to go-live in an hour and the entire database is corrupt, and the IT director is drunk.)
• Confusion exists about what the gap is, what is causing it, whose job it is to resolve it, or possibly whether it even exists. (What iceberg? I don’t see an iceberg.)
• It’s unclear how resources should be applied to resolve the gap. Fear that taking action or doing nothing may make things worse. (Don’t just stand there, do something! Wait, no. Don’t do anything, you might make it worse!)

Typical causes for difficult project situations are listed here: Read the full article…

Another great area to address in project management is context. I agree with Scott Berkum who states in Making Things Happen that in project management one fundamental question is:

Do people always need to see the big picture?

At first glance it would seem reasonable to assume that anyone could benefit and perform his or her job better with an understanding of the context and greater picture. However, even when it comes to information, more is not always better. Consider this popular anecdote:

• In an old story three stonecutters were asked what they were doing. The first replied, “I am making a living.”
• The second kept on hammering while he said, “I am doing the best job of stonecutting in the entire country.”
• The third one looked up with a visionary gleam in his eyes and said, “I am building a cathedral.”

If we analyze the replies we find the first stonecutter who is focused on making a living, will typically give an adequate effort for his day’s wages. The third stonecutter has a more holistic approach and is likely a manager or leader, with a keen eye towards the big picture and the finished product. The caution is the second stonecutter, the one who is focused on doing the best job in the entire country; he has set his own agenda and could prove to be troublesome if he is not properly tuned in to the overall goal. He thinks he is performing excellent work, in becoming the best stonecutter in the country, when in reality; he could be way off base.

This anecdote illustrates the theory that if people understand why something is being done, they will more likely meet the requirements of their task, have higher morale, and be in a better position to act independently. However, in project management, as in many aspects of life, some situations may cause us to think twice about whether it makes sense to share the full vision. For example, we may not have fleshed out a long-term vision yet, so it wouldn’t make sense in that case.

In looking at how to engage as a team, two things need to be considered when we share the big picture: simplicity and context. Simply put, people need to have simple, digestible messages to focus on and they need to understand why they are being asked to do something or to embrace something. Or, again simply put people need to know “how their contribution fits into the outcome we want.” In order to be effective team members we must endeavor to address both simplicity and context when we communicate. Whether it is setting priorities, addressing project goals or getting agreement on shared outcomes, keep it simple and focused.

Read more about project management Theory in Practice at www.oreilly.com, Making Things Happen by Scott Berkun.

When it comes to taking action when things go wrong, Scott Berkun has some great suggestions for how to approach the situation. This article drawn from Making Things Happen by Scott Berkun.

Project Managers must be prepared to deal with difficult situations. It takes a certain kind of wisdom to realize that when bad things happen, they happen. Nothing can be done to change them after the fact. Instead, how the team responds to adversity may be a larger factor in project success than the team’s ability to avoid adversity in the first place. Both are important, but resiliency and recovery ability are the attributes that make dealing with the unexpected possible. Without them, a perfect team and a perfect plan can spiral out of control with the slightest nudge in the wrong direction.

Difficult times are learning opportunities. People respond to pressure in different ways. Be observant and open in how you deal with tough project situations. Here are some thoughts on what to do when things go wrong, and how to handle tricky project situations:

Calm down

Nothing makes a situation worse than basing your actions on fear, anger, or frustration. If something bad happens to you, try not to let these emotions influence your thinking or behavior. Do not flinch or overreact: be patient, keep breathing, and pay attention.

Evaluate the problem in relation to the project.

Just because someone else thinks the sky has fallen doesn’t mean it has. Is this really a problem at all? Whose problem is it? How much of the project or its goal is at risk or may need to change because of this situation: 5%? 20%? 90%? Put things in perspective. Help everyone frame the problem to the right emotional and intellectual scale. Ask tons of questions and get people thinking rather than reacting. Work to eliminate assumptions. Make sure you have a tangible understanding of the problem and its true impact, and then prioritize.

Calm down again.

Now that you know something about the problem, you might really get upset. Find a way to express emptions safely: scream at the sky, workout at the gym, or talk to a friend. Then return to the problem. Consider that you need to be calm to make good decisions, but you need your team to be calm as well. Pay attention to who is worried or upset and help them to calm down. Taking responsibility for the situation regardless of whose fault it was tends to accelerate a team’s recovery form a problem.

Get the right people in the room.

Any major problem won’t impact you alone. Identify who else is most responsible, knowledgeable and useful.

Explore alternatives.

Figure out what your options are. Clarify the situation, answer all questions, and be specific.

Make the simplest plan.

Weigh the options, pick the best choice, and make a simple plan. The best available choice is the best available choice, no matter how much it sucks. The bigger the hole you’re in, the more direct and bold your path out of it should be. Break the plan into as many simple steps as necessary to make sure no one gets confused.

Execute. Make it happen.

Have specific checkpoints to make sure the plan has the desired effect and new problems do not arise.

Debrief.

After the fire has been put out, get the right people in the room and generate a list of lessons learned. Ask the question: what can we do next time to avoid this? The bigger the issue, the more answers you will have, so work with the team to prioritize the list. Then share it with your colleagues and peers so others can learn as well.

Read more about Theory in Practice..

This excerpt from David Maister, author of True Professionalism, is a powerful reminder to remember what it means to be the customer. What exactly is their experience? How is their experience unique from our experience as service providers?

Maister says “Being a buyer of professional services is rarely a comfortable experience,” and offers this list of unpleasant emotions that are frequently felt by a customer engaging in a selection cycle or an on-going project with a services practice:

• I’m feeling insecure
• I’m feeling threatened
• I’m taking a personal risk
• I’m feeling impatient
• I’m feeling worried
• I’m feeling exposed
• I’m feeling ignorant
• I’m feeling skeptical
• I’m feeling concerned
• I’m feeling suspicious

Maister offers many off-sets for project managers, consultants and sales teams to help them build trust and earn a customer’s confidence. Here are a few of his recommendations:

Preparation.

There is nothing so off-putting as someone who begins the meeting by asking some basic facts about the company or situation that could have been found out in advance. It generally reveals laziness.

Give me an education.

Tell the customer about alternate ways the common problems of their industry might be dealt with. Help the customer understand the advantages and disadvantages of some of the things the customer has been reading about, ask them how are they doing things now, and tell them something they didn’t already know.

Show a sympathetic understanding of my role in the company.

Understand who that person reports to, how they are measured, what their budgets are. This shows that you are treating the customer as a person, not just a purchasing agent.

Ask me: ‘How valuable would it be if….?’

And complete the sentence by describing some future state of affairs that you can help get the customer to. This is the most productive tactic you can act on as you engage with a customer, getting the customer excited about possible benefits. If you get them excited, then they will want to know more about how you can help get them there.

Maister concludes that customers seek to hire the rare professional who has both the technical skill and a sincere desire to be helpful to work out their problem.

Want to read more?

The eSoftware Professionals NAV Implementer/Business Analyst position is tasked with the performing professional services on behalf of the organization for clients or product specific IP as directed by the supervisor.  While the majority of the professional services rendered by this position involve implementation activities, this position is also expected to participate in other types of professional services such as analysis, training, testing, documentation, development, etc.  The primary product that this position works with is Dynamics NAV.

ESSENTIAL DUTIES AND RESPONSIBILITIES
Perform Professional Services for the organization and on behalf of the organization for clients including: Read the full article…

We’re pleased to share that Dynamics NAV 2009 will soon include Jet Reports Express. This great news was announced at Directions EMEA this week in Berlin.

Jet Reports Express, a business reporting tool from Jet Reports, gives NAV users an easy and simple way to create high impact reports. Within a familiar Microsoft Excel environment, users will be able to access and merge Microsoft Dynamics NAV data and utilize all of the Microsoft Excel capabilities, such as Power Pivot, formatting, charting and Pivot Tables, to create powerful, insightful and well-formatted reports – quickly and easily.

Starting in September all versions of Microsoft Dynamics NAV 2009 will include Jet Reports Express. We’ll be sending current Dynamics NAV 2009 customers information on how to download Jet Reports Express when it’s available.

Stay tuned for more about this great new enhancement to Dynamics NAV 2009.