True Leadership …

Okay. I was wrong. Communication won’t be the next topic. True leadership is. Ahhhh, the passion is back!!!!!

The universe handed me a bone this week on the flight back from my executive retreat with my business partner. Shortly after sitting in my seat on the plane, a good-looking, confident gentleman in worn, scruffy jeans sat next to me. His confidence shone, but didn’t overwhelm. What overwhelmed was his approach-ability … one of the easiest people to talk to I’ve met. We exchanged the usual pleasantries (one day I do have to figure out how to explain what I do to someone not in the industry).

His name is Simon Baker (not The Mentalist) and he indicated he ran an asset management firm. I’d met many asset managers and traders in the past, and as I have a passion for trading the conversation got even easier. In short order, without pretense, he indicated he was one of the panelists on CNBC’s Fast Money. Instantly all the little missing pieces fell into place … the accent … the face … the poise. I’d seen the show often enough to remember him (finally).

I smiled. Not because I was sitting next to a celebrity (of sorts). I’m a keynote speaker and seminar leader. I’ve met some of the best in the my industry and I got past star-struck when fate put me in an elevator with Bill Beutel (if you know the name then you’re showing your age); a man I respected greatly.

I smiled because I found myself in the presence of a true leader. A CEO with no pretense, no bully tactics, no politics; just simple confidence in himself, his abilities and his direction. True role models are hard to find … Thank you Simon for a brief breath of fresh air.

If you really want to get this blog entry, go to Simon’s web site (BakerAve.Com) under the “Our Firm”, then “Management Team”. Do the Rollover for “The Real Me”. Then you’ll get it.

Thanks again, Simon … BTW: I think you’re right regarding the market’s reaction to Cypress (sorry, the trader in me is still trying).

A New Strategy … Continued

The universe is working with me. My endeavor for strategic planning is culminating in an exciting new venture, or rather, a significant expansion of what I do best.

It’s still a bit premature to announce, but for the benefit of my readers … ignore your environment and be yourself. IT WORKS! The universe supports true leaders.

The heck with the federal government, the heck with Illinois’ mess of a government. Just get back to business. Do it. The universe will support you.

As this is not a marketing blog, rather an informational blog, my new focus for a while will be communication. Of course, I will keep you all abreast of developments.

Cheers, and hang in there. The leaders of this country may know know what they’re doing, but there are plenty of us still out here who do.

Egos

I find it interesting that the egos of the President and Congress seem to be more important to them than the economic condition of the greatest country on the face of Earth.

The last time I faced such insanity, my solution was to simply ignore those above me and do what I do best. I think it’s time for that again.

More to follow.

The FED is now in the mortgage banking business

The Federal Reserve Bank indicated it would buy $40 Billion in mortgage backed securities as an economic stimulus until the unemployment rate improves.

Gee, I hope one day, maybe, this country can start getting back to work innovating and producing so the government doesn’t have to own my home!

Value of the Charter

Some things never change. Today, just as when I started in this business, one of the biggest problems project managers face is scope creep.

In my opinion, the first key step in controlling scope creep is the project charter. It’s the document that defines the project’s scope to senior managers, it’s a contract between PM and senior management, and it becomes the single defining document for project scope.

While I could easily write a book on the charter itself, for the purposes of scope creep, the key elements are: Business objectives, Inclusions/Exclusions and Assumptions.

The business objectives define what the organization expects to achieve from the project. From this, a savvy business analysis needs to define products (or services) to achieve these goals — no more — no less.

That same savvy business analysis then needs to limit project scope by defining inclusions and exclusions; again, with one thought in mind: achieving the business objectives — no more — no less.

As each project unfolds, almost all stakeholders will come up with new ideas. These will come from senior managers, the team, clients, everyone. As each new idea manifests itself, the project manager must be strong enough to force the ideas through change management. Here, the Change Control Board (CCB) must review the idea against the charter: it’s original business objectives, inclusions/exclusions and assumptions. The CCB must approve only those changes that enhance the enterprise while never loosing sight of the original objectives.

Remember, you don’t have to include all changes in this project; you can always enhance this project after the initial roll-out.

India, Dogs, and Project Management

I just returned from a short trip to Bengaluru, India (Bangalore to us Westerners). I admit that I was in culture shock the first few days. Fortunately, the company I worked with offered excellent guidance and support.

Close to the building where I worked is a small plot of unoccupied land (strange in a city that’s so overpopulated).  It’s a mound of dirt about 200′ long and maybe 80′ wide covered with trash. On the mound apparently lived a few dogs. They belonged to no one, they just seemed to live there.  At first, I was frighted, I’m not used to dogs just running loose. But they were quiet and peaceful. I usually found them sleeping, or just walking about the plot scrounging for food and water.

Coincidentally, my primary contact at my client, a man I’m learning quickly to respect and honor, said he registered to follow my blog.

I haven’t written anything since October and I explained to him I had all but given up on the blog. For years, I’ve been screaming at the top of my lungs, trying to show senior managers how to improve true value in their companies, but no one seemed to care (two recessions in 8 years is quite enough evidence for me).

While my contact didn’t disagree, he did remind me that there are a lot of people just trying to get better at project management and they could always use some help.

My first reaction: shame on me! For years as a project manager, I fought with incompetent and/or uneducated senior managers and back then I decided to do everything I could to educate senior managers to understand the benefits, tools and value of project management. I was so dedicated that I wrote a book on the topic — a book that released at the crest of the worst economic recession in my lifetime.

… and it hit me. No matter how loudly I scream, not matter how many books I write, whether it’s my lack of communication skill or just simply the social cycle of the planet; the rich will continue to get richer (without adding any value to the planet), and the poor will continue to get poorer. The middle class is dying (at least here in the states) and there’s nothing I can do about it.

And I found myself understanding the dogs, sitting on a mound of dirt that’s covered with trash, just trying to get through the day. That’s me, just with one minor difference. Unlike the 4-legged creatures, if I can help others, I will.

So, I’m rededicating this blog to those project manager just trying to make their next project a bit better … just trying to improve their teams and just trying to balance their private and professional life.

To my contact in India (I won’t use his name without permission), thank you for helping me refocus. For whatever I can do .. help is on the way.

Cheers,

Michael.

Ownership – A working model

Over the next few blogs, I’ll offer a model for implementing and using ownership as a management tool.

In my most recent book, I indicate the importance of ownership for running successful projects. However, it is just as applicable and process work, and perhaps more importantly, in research.

When used properly, ownership eases the manager’s job significantly. It’s the ultimate form of delegation. It motivates employees by allowing them to succeed. Finally, it makes sure the job gets done right.

Stay tuned and I’ll show you the model I’ve been using for many years, the one I teach in my seminars, and the one I describe in my most recent book, A Manager’s Guide to Project Management.

Cheer,
Michael B. Bender
The Value Strategist

Ally’s Web Site: www.AllyBusiness.com
Twitter ID: ValueStrategist

Thomas Edison, Henry Ford, and Organizational Structure

I recently attended a delightful presentation by Sarah Miller Caldicott, MBA, Great grand niece of Thomas Edison, author and speaker. She spoke about how Edison was able to achieve what he did, his leadership style, organizational structure, and the way he turned innovation into products.

Interestingly, Henry Ford and Edison were friends. Ford worked for Edison’s company (although not directly for him), but had to set off on his own to start the Ford Motor company.

Ford’s and Edison’s companies were different — one designed to innovate, the other designed for consistency.

Interestingly, projects are a hybrid, part innovation, part consistency. I’ll be working on this over the next few weeks. Stay tuned.

Cheers