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Tuesday, August 28, 2012

Project Efficiency and Effectiveness: The IT Project Management

The two primary objectives of project management are that the project should be effective and efficient. Most projects confound effectiveness, efficiency and effort to create a more efficient task, ignoring effectiveness, resulting in project breakdown.

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Projects being successful imply projects to produce effective effects, but at other end being efficient implies producing consequences with minimum effort or the caliber to carry out actions promptly.

Efficiency of the Project:

Project Efficiency and Effectiveness: The IT Project Management

Efficiency of the project is the determinant or a ratio of the out puts from a process activity in relation to the resource inputs, as a measured by the volume of output achieved for the input used. The project can be described as efficient if all stages, maturity, delivery, initiation and implementation are accomplished within the constrains identified at its beginning, in terms of workforce, cost, time and objectives.

Success: If the project is able to exploit the resources of the members of the project group and the user time to the fullest, avoiding unnecessary idle time, delays or wasted time brought about by undertaking tasks or activities.

Furthermore, the project will be effective if integration of activities of the members of the project team, and the interaction with dependences through other parties outside the project team are capable of apt delivery of resources including hardware, software services and training.

Besides, proper time management of resources also signifies efficiency of the project, as resources arrive before they are required, this may lead to problems, deterioration, unexpected fluctuation in planned cash flows and a proportion of the warranty period elapsing before equipment has been used.

Effectiveness of the Project:

Effectiveness of the project is a measure of how well or complete a project task will carry out. A project can be described as effective if it meets with established objectives including the required needs of the user producing quality standards that have been specified to satisfy the needs.
Furthermore, a project can be considered effective if it is able to integrate within the existing organizational system structures and processes with sufficient flexibility; in addition, if it is capable of responding to the changes in the environment in which the system will operate accordingly to the change in the requirement of the user.

Two terms can occur, effectiveness in subjective concept and efficiency in objective impression, in brief; project efficiency is the ratio of the resource inputs and the outputs, while effectiveness can be gauged with objective achievements of the project.

Project Efficiency and Effectiveness: The IT Project Management

Author: Bharat Bista - Edited by Bruce Cullen

Reference: Project Management [http://www.surrex-project-management.com/] -IT Project Management Solutions [http://www.surrex-project-management.com/project-management-solutions.html] -IT Project Management Tools [http://www.surrex-project-management.com/project-risk/project-management-tools.html]

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Sunday, August 26, 2012

Common Trends in Human Resource Management

Business leaders need to be aware of the trends that will impact the operating environment in the future. Trends offer clues about how the operating environment will change. Understanding these shifts will allow smart CEO's and managers to adapt and thrive. This is especially true in the area of Human Resources management since people are one of the most important resources to any enterprise. Here are five common trends in Human Resources management that business leaders will want to watch:

Leveraging Technology

Technology is ubiquitous. Whether you are in the industrialized world or developing markets, a growing number of people are connecting with mobile devices like smart cell phones and very portable computers like Apple's iPad. This allows people to communicate across traditional boundaries within companies or externally across the world. They have instant access to information and to people. Smart CEO's are thinking about ways to leverage this technology explosion. Many are already experimenting with virtual teams, non-traditional workplaces, and flatter corporate structures. How will your company leverage technology? Are there ways to connect more effectively with co-workers, customers, or investors? Can access to information help to run the company more effectively? Have you identified what information is important to your success and how it should be shared? Will you use an enterprise platform like SAP or Peoplesoft, or will you simply use basic services like email and the Internet? So, the basic question from a human resource perspective is how to use technology to connect people and information to your advantage. If you are not thinking about all of this, rest assured that your competitors are already experimenting with the new technologies. Make sure that you don't get left in the dust.

Common Trends in Human Resource Management

Global Marketplace

As demonstrated during the recent downturn, worldwide economic activity is more interdependent than it ever has been in the past. Although trade has crossed borders even before the Silk Road was traveled by Marco Polo, in today's global marketplace what happens in one country usually has a dramatic impact in another. The largest economies like the US, China, Japan, and Europe are so interdependent that their leaders meet periodically at the G-20 summits to discuss issues of mutual interest and common strategies. Smaller countries that were formerly called third-world countries are now called emerging markets because they have the most robust growth. It is now also possible to do business across borders more easily using global transportation services like DHL, FedEx, and UPS. Even small businesses have the opportunity to compete or buy supplies from outside their local marketplace. This is a growing trend and much of the growth will be outside of the developed countries. So, how is your company positioned to participate in this growth? Can you tap into new markets or find suppliers or contract workers at lower cost? Can you partner with other businesses or agencies in different markets at home or abroad? If you are looking for new customers, project workers or new opportunities, then it only makes sense to think about strategies that would allow your company to participate in the global economy. How can your company tap into the growth in the emerging markets? More specifically from an human resources perspective, can you leverage contract workers for projects or support staff? While this may not be feasible for every business, it might be more viable than you think. Workers who do their job primarily at a computer can do this just as well in another state or country. This is especially true if you have the right technology platforms or use cloud computing. While there are security, cultural, and other issues to address, don't let the opportunities pass you by just because you haven't thought globally about your business in the past. The future is a global marketplace. Think globally.

Rising Costs of Benefits

In the United States, health care and benefit costs generally have been rising at an unsustainable rate. Recent federal health care legislation may address some issues; however, it is still very likely that the costs will continue to rise. Thus, companies will be looking to shift the burden for the costs of benefits. Some of this will be shifted to the government, some will be shifted to workers, and still other benefits will just be cut because they are no longer affordable. Many companies have already cut their defined benefits pensions and retirement programs. Others have modified them to lower matching contributions when they aren't making a profit. Others have shifted their health insurance to high-deductible plans which offer lower premiums, but also require workers to pick up much of the basic cost even when they use health savings accounts. Thus the trend for many companies is to be more frugal with employee benefit offerings; however, other companies will use their enhanced benefit programs as a recruiting tool to attract the top talent in their industry. So each company must analyze their benefits in relation to their overall strategy to attract and retain talent for their firm while balancing the overall costs of the programs. You must be able to answer the basic question, "What is our compensation and benefits philosophy and how does if fit into our overall business strategy?

Flexible Workplace

The workplaces in the future will be more flexible. Once again, technology might be one of the driving considerations that makes this possible; however it is not the only factor. Younger generations are not only more accustomed to being treated differently, but in some cases demand that employers are flexible so that they can balance work-life issues. Unless there is a compelling reason for workers to be on site during certain hours, such as a doctor in an emergency room or a shift manager at a manufacturing facility, then employers should think about how they can be more flexible in their workplaces. Allowing workers to tele-commute has both disadvantages as well as advantages, so there is not a simple right or wrong answer for every company. However, make no mistake; some companies are working through these issues right now so that they can offer flexibility for their employees that compliments their business strategies. This will be their key to attracting top talent.

Demographics

Demographics are definitely changing. In the United States where there is a tradition of immigration, there is a shift from the traditional white-male dominated workplace to a multi-cultural environment. This is happening at all levels from line-workers to management. Additionally, women will break through the "glass ceiling" and rise to more senior management ranks. Beyond ethnic and gender considerations, age is also likely to play into the equation of workforce planning. Many leadership and managerial positions are now occupied by aging "baby-boomers" who will be retiring over the next five to ten years. This will open up new opportunities for younger workers, but only if they are prepared. On the other hand, some older workers will be working well past retirement age either because they haven't saved for retirement or because they will be retained as critical employees due to their job experience. They might be willing to stay if their employer offers some flexibility like job sharing or a four-day work week. Outside of the US, industrialized nations will also need to deal with aging populations while the emerging countries will have younger workers who are eager to share in a more affluent lifestyle. Thus, CEO's and HR managers are thinking about ways that their workforce will change in the next few years. Will you have qualified leaders to replace aging baby-boomers? Will you need to train younger workers to transfer the institutional knowledge that is currently retained by your more experienced staff? How will your company take advantage of shifts to a more diverse workforce? These are all very important questions that must have an answer if your firm is going to thrive in the future.

Looking into the future is hard to do, especially in the 21st Century, but trends offer some clues. We live in a more complex and interconnect world. Events in one part of the world are quickly news everywhere over the internet, cable TV and mobile phones. Although it is an exaggeration to say that the gentle flutter from a butterfly's wing in Asia can result in a hurricane on the other side of the globe, we see the far reaching effects from events in one place to other regions that would not have known about them in the past. Thus, it is important to look for trends that will impact our world. If you can capitalize on the changes that result from the trends, then you can prepare to either take advantage of them or minimize their harmful impact. These five trends in human resources trends are already impacting the way we do business. They will definitely continue to impact our world, and it is up to you to figure out how to leverage them to your advantage.

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Leonard Kloeber is an author and leadership consultant. He has extensive leadership experience as business executive and as a military officer. He has been a hands-on leader in a variety of organizations large and small. Most recently he was a human resources executive for a Fortune 100 company. His book - Victory Principles, Leadership Lessons from D-Day - illustrates seven bedrock leadership principles that all successful leaders use. Download a free summary of the Victory Principles at: http://www.victoryprinciples.com and find other bonus materials for leaders. Contact him at staffride@gmail.com

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Wednesday, August 22, 2012

The Benefits of Risk Management

To be effective, risk management should be an integral part of everyday business management. A regular and robust process should identify and manage acceptable levels of risk before they turn into disasters. Without a robust procedure for identifying and dealing with risk, the information, reputation and finances of a business are all in danger.

Establishing a strong process brings benefits from day one.

1. Raised awareness of significant risks.

The Benefits of Risk Management

The biggest danger to a business is failing to identifying a risk until it's too late. This can be costly in terms of reputation, security, money and internal morale. Early identification of threats empowers a business to categorise and prioritise risks and to deal with them in a timely and effective way.

2. Recognition of responsibility and accountability.

Having identified possible risks, a business can then assign the most relevant party (internal staff or external experts as appropriate) to deal with them. A strong risk management process will ensure that once assigned, a risk can be tracked to ensure it is dealt with on time and effectively.

3. Identification of new opportunities

Identifying and dealing with risks often presents a company with new opportunities that would have otherwise gone undiscovered. For example, where problems in remedying threats occurs a company is presented with the opportunity to review and strengthen internal policy and procedures. Risk assessments will also present opportunities at an earlier stage to explore new ways of doing things and alternative courses of action should a problem occur.

As part of a risk management process there should be opportunity for constant review to discover ways to improve business practices and reduce future threats.

4. An action plan for effectively dealing with significant risks

Unfortunately it's all too often the case that a company is unaware of a risk before it becomes a significant threat to their business.

An effective risk management process will include an action plan. This will include well thought out actions for implementation should risks threaten to become significant.

Apart from saving a company from valuable business losses, being prepared in this way plays an important part in protecting their external reputation should 'fall out' from the risk become public.

5. Enhanced corporate communication

The need to deal with risks in an effective manner instills a culture of communication throughout an organisation. It is rarely the case that a risk is dealt with in isolation and will call on interdepartmental teams to communicate with each other on a regular basis. It also encourages better communication from management board to stakeholders with the news of how risks are being better managed.

The Benefits of Risk Management

Hitec Laboratories offers companies an effective risk management software solution to enhance current risk management practice, communications and compliance. Ten Risk Manager is built around a centralised repository of risk-related information and presents a consistent, shared view of data and automates the key elements of strategic and operational risk management.

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Saturday, August 11, 2012

Creating a Work Breakdown Structure With Microsoft Project

Creating a Killer Work Breakdown Structure with Microsoft Project

The Work Breakdown Structure (WBS) is a hierarchical decomposition of the project objectives into deliverable-oriented tasks that are executed by the project team to accomplish the overall project goals. The WBS forms the backbone of all the project planning activities. The WBS divides the scope of the project work into smaller, manageable work packages for maintaining better control of the project activities. As you move from the higher levels of the WBS to the lower levels, the definition of the project works gets more detailed with the upper levels representing the major phases of the project. It is imperative to remember that the WBS represents 100% of all the work defined in the project scope. Anything that is not included in the WBS is considered out of scope for the project.

Risk Management

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Uses of the WBS

Creating a Work Breakdown Structure With Microsoft Project

The WBS addresses the following requirements of the project:

· Defining the project scope in terms of deliverables and components

· Providing the framework on which the project status and progress reports are based

· Facilitating communication regarding the project scope, schedule, risk, performance, cost etc with the stakeholders throughout the project life cycle

· Providing inputs for other project management processes like estimation, scheduling, risk assessment etc

While creating the WBS, it is important to ensure that the WBS format is standardized across an entire portfolio of projects. This will ensure that data from a specific project can be easily retrieved and a repository comprising project data can be formed for future reference over a period of time.

Components of the Work Breakdown Structure

The essential components of a WBS are detailed below:

· WBS Levels: All the work to be done on the project is categorized into hierarchical levels with the upper levels depicting the major deliverables for the project and the lower levels depicting the granular level activities needed to be performed towards achieving the deliverable. The number and complexity of the WBS levels is dependent on the size and nature of the project.

· WBS Dictionary: The WBS dictionary is an important part of the WBS and it further details the activities of each element of the WBS. It provides detailed information about the work to be done, activities, and milestones, cost estimates, resources required, and contract information for each element of the WBS. The basic purpose of the WBS dictionary is to remove any ambiguity regarding the scope of work.

· WBS Code numbers: The WBS code number is a unique identifier for each element of the WBS and should be such that it can be easily expanded to accommodate any future revisions to the WBS.

· Visual representation format: A WBS can be represented in a number of ways, depending on the ease of use for the project team and the organization. Typical formats for representing a WBS structure are:

o Outline view: In this format, the WBS is depicted using different levels of indentation, with an accompanying WBS code number for each element.

o Tabular view: In this format, the hierarchical structure of the WBS is represented with the help of the columns of a table.

o Tree structure view: In this format, the WBS is depicted using a tree structure with each child element connected to the parent element through a line. The parent depicts a higher level which is decomposed into the child element.

· WBS Element: Each component of the WBS and its attributes comprise a WBS element.

· Work Package: The lowest level WBS component for each branch of the WBS is known as the work package. The work package also includes the schedule activities and milestones to be accomplished to complete the work package deliverable. One of the main problems that project managers face while creating a WBS is deciding on the correct size for a work package. A work package that is too big would imply loose control on the activities. Similarly, if the work package is too small, it would consume a lot of effort in managing. The 8/80 rule commonly followed by project managers, propagates that the size of the work package should not be less than 1 hour and not greater than 80 hours.

Creating a WBS in MS Project using the Top- down Methodology

A WBS can be created by using a number of tools and methodologies. One of the commonly used methodologies for creating a WBS is the top-down methodology. The steps followed in the top-down approach are listed below:

1. Identify the final objective of the project. This involves a detailed analysis of the project scope document. In MS Project, type the name of the final objective in the Task Name field.

2. Evaluate the final deliverables that need to be created to achieve the objectives identified in step 1. Enter the list of final deliverables in the Task Name field. Indent all the sub-deliverables by using the forward arrow key in MS Project. Now, you will have the final deliverable comprising the sub-deliverables in MS Project.

3. Decompose the final deliverables into activities and continue this exercise till a level is reached (work package) where you can control and monitor the individual tasks. You should be careful to ensure that each work package contains only one deliverable. In MS Project, for each sub-deliverable, type the list of activities. Repeat this process till you reach the work package level. Make sure that you keep indenting each level. Indentation creates relationships between the deliverables and its component sub-deliverables. MS Project automatically creates the WBS codes in the Outline Number field, based on the outline structure of each task/activity. These outline numbers change when you move the task to a different level or location.

4. Re-evaluate the entire WBS after a thorough brainstorming session with the project team and key stakeholders. The objective should be to achieve a consensus on the feasibility of the success of the project planning exercise which in turn will ensure the success of your project.

The top-down method for creating the WBS is typically used when both the project manager and the project team have inadequate experience in creating the WBS or the project requirements are not thoroughly understood. This method enables the project manager and the team to progressively elaborate on the WBS after several meetings and brainstorming sessions.

Integration of the WBS in the Project Schedule

The WBS forms the backbone for a number of project management activities. It provides a valuable input for cost estimation, scheduling, and evaluating the progress of the project.

To integrate the WBS in the project schedule using MS Project, you need to add more information to the indented tree-structure of the WBS that you have already created. The important information that you need to add includes:

· Duration: The total time required to complete each task needs to be specified in the WBS.

· Task Dependencies: The relationship between tasks is specified. You can establish the dependency by using the network diagram analysis done in the scheduling phase.

· Constraints: You need to specify the constraints or limitations (if any) for each task. The constraints are also established in the schedule analysis phase.

· Task Start date and Task Finish date: When you specify the duration for each task, MS Project automatically calculates the Task Start and Finish Dates.

· Resource Names: You can specify the resources by clicking the Assign Resources button.

While integrating the WBS in the project plan, it is imperative to add the WBS dictionary. The WBS dictionary helps in integrating other project management processes with the project scope and serves as a useful tool for clarifying the exact project requirements in terms of the scope of work, cost, milestones etc.

A well-defined WBS can be a major contributing factor in ensuring the success of your project. It serves as the key integrating factor between different the project management processes and is considered to be the foundation stone for the project.

Creating a Work Breakdown Structure With Microsoft Project

Mark Piscopo is the founder of FastProjectPlans.com, a website dedicated to advancing project management through the distribution of free project management tools, templates and educational material. Mr. Piscopo is a highly accomplished professional offering 20+ years of documented achievements in; Strategic Business Planning; Project & Program Management; Project Management Office (PMO); Team Building & Leadership; Change Management; Process Improvement; Cost Reduction; Risk Management; Partner & Customer Relationship Management; and Technology Advancements. Mr. Piscopo is a certified Project Management Professional (PMP). Visit www.FastProjectPlans.com to download free PMBOK based project management templates, tools and educational articles.

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Tuesday, August 7, 2012

Frequency of Risk Assessment For Fire Safety - How Often Should You Carry it Out?

Every UK business now has to carry out a Fire Risk Assessment. This is a requirement under the Regulatory Reform (Fire Safety) Order 2005, and if you employ five or more people, you must also record the findings of your fire risk assessment.

How often you need to carry out a fire risk assessment is not set in stone by the legislation. What you are required to do, however, is to review it regularly. For most workplace situations an annual review is going to be a good start, but the main thing is to monitor it to see how well the risk management steps you put in place are working in practice. If you are finding regular problems because your situation changes frequently, you may need to review your assessment more regularly.

You need to be on the lookout for any changes in your work environment or practices. Any alterations to buildings, new furniture, machinery or other equipment, different chemicals or working materials can all affect your fire risk and therefore your risk management plans. If any such changes occur, you should re-visit your fire risk assessment and check to see if it requires any alterations or additions to take into account the altered circumstances.

Carrying out your first assessment is the main step to take, and updating it will be a relatively simple matter compared to the initial assessment, particularly if you are new to it. However, carrying out an assessment does not need to be a complicated process, and you will almost certainly be able to carry it out yourself, unless you have a particularly complicated or specialised workplace.

The legislation requires that the assessment is carried out by a 'competent person'. This will normally be the person responsible for the workplace, and could be shared among several people where different organisations share a building. The Order does not specify a level of competence that this person must have, but for small straightforward workplaces, a degree of common sense will probably suffice. If you do not feel competent enough, or do not have the time, there are plenty of consultants available who will be more than happy to carry out the fire risk assessment for you.

The fire risk assessment itself is a straightforward five step process, and free advice is available online to help you through each stage. The first three stages are to identify the potential hazards, identify any people who are at risk, then to evaluate these risks and put risk management measures in place. You then need to record your findings and the final stage is to review your assessment at regular intervals.

You can download free forms online to use for your fire risk assessment, which help to guide you through each stage and record your findings in a structured way. If you only have a small business your assessment does not need to be a long complicated process. The time it takes and the detail you go into will be very much in proportion to the size and complexity of your business.

Risk Management

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Frequency of Risk Assessment For Fire Safety - How Often Should You Carry it Out?

Use the free step by step guide on how to carry out your own fire risk assessment on the author's website, where you can also download free forms to help you. K Garrow has managed large public buildings for the last twenty years and has a wealth of experience in health and safety legislation and practice. His website offers free advice on a range of workplace safety issues, including PAT Testing, disaster recovery plans, business continuity, fire extinguishers, emergency lighting, alarm systems, etc.

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