Digital Practice of Law: On the Spot Training makes a good observation that JIT/JE is "the new thing." I have about 10 years of training experience, and coined the term "ConsulTraining" to describe the type of interaction where the trainer is being asked to arrange the training as the recipient wants it, and deliver it one-on-one with a consultative style.
When the trainer executes JIT/JE or as I call it "ConsulTraining", he or she should remember: To emphasize the value of ConsulTraining, and price it as such. I'd recommend not selling out on this process, which can be very effective for your client. To maintain discipline even in a one-on-one situation. It's easy when you're inexperienced to let this sort of situation get away from you and turn into a Free-For-All. Don't do it. To define and stick to the agenda. If your client wants an on-the-fly change, politely make it known that "this is an agenda change, and we might not be able to cover the important topics of x, y and z. Is that OK with you?" I always write down changes that my clients request, so that when the inevitable instance of forgetfulness comes up, I can tactfully remind. To recommend normal classroom training when you know the curriculum is not suitable for a quickie JIT session.
Saturday, May 05, 2007
Wednesday, February 28, 2007
PM Process - Make sure it's done right.
In any project, there are varying levels of these broad-stroke activities, including Initiation, Controlled Implementation, Closure and Maintenance. I have arrived at this definition which we use at my company eSolia, by combining the PMI and Critical Chain methods, and massaging them based on a lot of experiences during projects over the last 14 years. One of the most important points is to do all the activities - don't skimp or flinch.
Initiation: The objective of the Initiation process is to assemble an organization's ideas and intentions to solve a certain problem, and organize them into a formal, planned, resourced and funded project. Initiation involves defining project terms of reference such as organization, objectives and scope, creating a workable and realistic schedule for the overall project and each stage, and establishing a business case to get commitment from project sponsors. A successful Initiation will ensure the project is set up to be successful, and increase the probability that high-quality product is delivered on-time and within budget.
1. Agree - rough project definition, agreement and contracting for Initiation.
2. Kickoff Project - arrange sponsor, high-level definition, team brief and kickoff.
3. Define - detailed requirements, objectives, scope, deliverables, solution outline, business case outline, training requirements, organization, administrative methods for change and QC, success criteria.
4. Planning / Scheduling - create project network from deliverables, identifying dependencies and special needs, task resource requirements and constraints, hand-offs, initial schedule, completion criteria, and task and iteration variabilities. With network, create realistic time schedule, with buffers, links and clearly identified critical path.
5. Close - update all documentation, update business case, present, assess stage, review next steps.
Controlled Implementation: The objective of the Controlled Implementation process is to manage work being performed during a stage, and to prepare for the next stage. Controlled Implementation involves synchronizing introduction of work, and then controlling and managing progress, quality, change, integration, issue management, reporting, team commitment, client expectations and provision of information for decision-making. When the process is successful, it can be expected that the stage can reach a successful conclusion and the project will progress to the next stage.
1. Kickoff Phase - review of phase details, kickoff.
2. Synchronize - Introduction of work carefully considering resource constraints.
3. Execute - perform tasks, controlling project buffers and handling project administration.
4. Close Phase - reporting and preparation for next phase.
Closure: The objective of Closure is to formally close the project. Closure involves tying down any loose ends, evaluating the final products of the project, establishing product improvement mechanisms, reviewing estimation and project process, and formally presenting and closing the project with signoff. A successful close ensures project value is communicated and understood, and allows project resources to be re-deployed.
1. Task Completion - complete any loose ends.
2. Evaluation - perform a post-mortem on project, evaluating performance and products.
3. Process Improvement - check process and make improvements as needed.
4. Project Close - formal document presentation and signoff.
Maintenance: Once a project is Closed, the maintenance of the situation or products which were implemented can be defined, planned and performed. Skillful maintenance ensures the benefits of the project are enjoyed in an ongoing manner.
1. Define - define maintenance objectives, budget, scope.
2. Plan - plan and schedule.
3. Execute - perform maintenance.
4. Review - periodic review.
Initiation: The objective of the Initiation process is to assemble an organization's ideas and intentions to solve a certain problem, and organize them into a formal, planned, resourced and funded project. Initiation involves defining project terms of reference such as organization, objectives and scope, creating a workable and realistic schedule for the overall project and each stage, and establishing a business case to get commitment from project sponsors. A successful Initiation will ensure the project is set up to be successful, and increase the probability that high-quality product is delivered on-time and within budget.
1. Agree - rough project definition, agreement and contracting for Initiation.
2. Kickoff Project - arrange sponsor, high-level definition, team brief and kickoff.
3. Define - detailed requirements, objectives, scope, deliverables, solution outline, business case outline, training requirements, organization, administrative methods for change and QC, success criteria.
4. Planning / Scheduling - create project network from deliverables, identifying dependencies and special needs, task resource requirements and constraints, hand-offs, initial schedule, completion criteria, and task and iteration variabilities. With network, create realistic time schedule, with buffers, links and clearly identified critical path.
5. Close - update all documentation, update business case, present, assess stage, review next steps.
Controlled Implementation: The objective of the Controlled Implementation process is to manage work being performed during a stage, and to prepare for the next stage. Controlled Implementation involves synchronizing introduction of work, and then controlling and managing progress, quality, change, integration, issue management, reporting, team commitment, client expectations and provision of information for decision-making. When the process is successful, it can be expected that the stage can reach a successful conclusion and the project will progress to the next stage.
1. Kickoff Phase - review of phase details, kickoff.
2. Synchronize - Introduction of work carefully considering resource constraints.
3. Execute - perform tasks, controlling project buffers and handling project administration.
4. Close Phase - reporting and preparation for next phase.
Closure: The objective of Closure is to formally close the project. Closure involves tying down any loose ends, evaluating the final products of the project, establishing product improvement mechanisms, reviewing estimation and project process, and formally presenting and closing the project with signoff. A successful close ensures project value is communicated and understood, and allows project resources to be re-deployed.
1. Task Completion - complete any loose ends.
2. Evaluation - perform a post-mortem on project, evaluating performance and products.
3. Process Improvement - check process and make improvements as needed.
4. Project Close - formal document presentation and signoff.
Maintenance: Once a project is Closed, the maintenance of the situation or products which were implemented can be defined, planned and performed. Skillful maintenance ensures the benefits of the project are enjoyed in an ongoing manner.
1. Define - define maintenance objectives, budget, scope.
2. Plan - plan and schedule.
3. Execute - perform maintenance.
4. Review - periodic review.
Saturday, April 01, 2006
Blinkenlights
Gotta have a little humor in your professional life. Do you know the story of blinkenlights? This was Pseudo-German the computer hackers at Stanford, c. 1959, put up in their computer room.
German hackers rebutted with a version of their own in Pseudo-English:
ACHTUNG! ALLES LOOKENSPEEPERS! Das computermachine ist nicht fuer gefingerpoken und mittengrabben. Ist easy schnappen der springenwerk, blowenfusen und poppencorken mit spitzensparken. Ist nicht fuer gewerken bei das dumpkopfen. Das rubbernecken sichtseeren keepen das cotten-pickenen hans in das pockets muss; relaxen und watchen das blinkenlichten.
German hackers rebutted with a version of their own in Pseudo-English:
ATTENTION This room is fullfilled mit special electronische equippment. Fingergrabbing and pressing the cnoeppkes from the computers is allowed for die experts only! So all the "lefthanders" stay away and do not disturben the brainstorming von here working intelligencies. Otherwise you will be out thrown and kicked anderswhere! Also: please keep still and only watchen astaunished the blinkenlights.
Friday, March 03, 2006
Five Basic Consulting Steps - ADFIR
I identified five steps for our consulting practice at eSolia, which include Agreement, Discovery, Feedback, Implementation and Recycling. If the consultant takes care to complete each step diligently, he or she will find that the consulting process goes more smoothly, and overall it is better for business.
Agreement: The first step in the consulting process allows us to come to a clear understanding with the client as to what each party wishes to achieve, and how they are going to approach the engagement, working up an equitable engagement agreement document to act as a touch-point throughout the engagement. I think the agreement is best kept simple but thorough enough.
Discovery: Discovery is the bulk of the consulting engagement, where the key dialogue occurs that allows us to act as a catalyst to convince our clients to take action. Here, we identify the problem clearly focussing on both the presenting and root challenges, select problem dimensions to study, pick engagement team members, decide data collection methods, and then collect, filter and summarize the data. Finally, an analysis of the data is performed to prepare for the next step - feeding back to the client. Our job in discovery is to collect then cut.
Feedback: Feedback is the step in which we take the results of the Discovery process, and assertively feed back our recommendations to our client. Here, we create a focused feedback report from our findings, condensing them into relevant actions against challenges our client can control. Our primary goal in Feedback is to work with our client to come to a decision about which actions to take. There are some key phrases here - "assertively feed back", "changes the client can control". I think we should pick a path and feed it back assertively, without flinching, but, the changes you are recommending have to be something the client can do something about.
Implementation: The Implementation step is where we assist our clients in implementing the plans everyone has had a hand in creating. eSolia professionals recognize that this process is not just technical step-by-step execution, but also requires acknowledgement of relationship and commitment changes during the process. To this end, we attempt to create an atmosphere of trust where team members can express their opinions or reservations fully, and in which listening and presenting occur in equal measure.
Recycle: The final step is to perform a "post-mortem" on the engagement to decide if there is anything else that needs solved, whether to extend, recycle or terminate. At this stage, we feel a certain success if our client can solve related problems independently, the next time around.
Happy Consulting!
Agreement: The first step in the consulting process allows us to come to a clear understanding with the client as to what each party wishes to achieve, and how they are going to approach the engagement, working up an equitable engagement agreement document to act as a touch-point throughout the engagement. I think the agreement is best kept simple but thorough enough.
Discovery: Discovery is the bulk of the consulting engagement, where the key dialogue occurs that allows us to act as a catalyst to convince our clients to take action. Here, we identify the problem clearly focussing on both the presenting and root challenges, select problem dimensions to study, pick engagement team members, decide data collection methods, and then collect, filter and summarize the data. Finally, an analysis of the data is performed to prepare for the next step - feeding back to the client. Our job in discovery is to collect then cut.
Feedback: Feedback is the step in which we take the results of the Discovery process, and assertively feed back our recommendations to our client. Here, we create a focused feedback report from our findings, condensing them into relevant actions against challenges our client can control. Our primary goal in Feedback is to work with our client to come to a decision about which actions to take. There are some key phrases here - "assertively feed back", "changes the client can control". I think we should pick a path and feed it back assertively, without flinching, but, the changes you are recommending have to be something the client can do something about.
Implementation: The Implementation step is where we assist our clients in implementing the plans everyone has had a hand in creating. eSolia professionals recognize that this process is not just technical step-by-step execution, but also requires acknowledgement of relationship and commitment changes during the process. To this end, we attempt to create an atmosphere of trust where team members can express their opinions or reservations fully, and in which listening and presenting occur in equal measure.
Recycle: The final step is to perform a "post-mortem" on the engagement to decide if there is anything else that needs solved, whether to extend, recycle or terminate. At this stage, we feel a certain success if our client can solve related problems independently, the next time around.
Happy Consulting!
Friday, April 08, 2005
Client Wants vs. Practicality
I had a discussion about an Important Concept the other day with my German IT colleagues from a client. During their visit to Japan, we were discussing that for good user support, it should not be "I want application X" but rather "I want software that does function X". There's a big difference, and it's important for various situations, and not merely in the context of user support.
Let me give you some background: corporate Information Technology departments usually have to provide support for a fairly large number of applications (I worked with a large one that had over 500 packages to cover), without even considering the possible version-driven variations. Some companies simply decide "whatever the users want, they get" and more so if those users happen to be the lifeblood of the company's profits - for example big-name traders in securities firms or top sales professionals for instance. In my experience though, IT departments have to balance user demands with practicality, and limit the number of applications supported. A firm stance is required within the IT department, and should be presented consistently to the company's users, so that when a user asks for a specific and non-standard application, IT staffers or consultants will automatically begin a process of instead considering, with the user, what function that user needs.
If you're an IT support staffer or consultant with enough experience, you'll probably agree that few of your customers likely have the time, experience or patience to understand the depth to which a solution should be examined prior to implementation. However, looking at it from the receiving end, the fact that users or clients want to dictate their solutions to IT consultants is natural. A CFO somewhere might say - "I want an Sleek!Base database that will let everyone in the corporation to do their expenses." The CFO has diligently researched the issues, and as far as she is aware, Sleek!Base is THE answer.
Assuming you have the backing of the department and a mandate to do so, instead of jumping to the conclusion that "Sleek!Base is the right platform for the job of allowing 40,000 users to do their expenses", there are some important initial actions that the IT staffer or consultant should take:
At last, it's important to maintain momentum by following up thoroughly (don't skip steps) with either a standard solution, or a custom one, based on what is agreed.
Thanks for reading.
Let me give you some background: corporate Information Technology departments usually have to provide support for a fairly large number of applications (I worked with a large one that had over 500 packages to cover), without even considering the possible version-driven variations. Some companies simply decide "whatever the users want, they get" and more so if those users happen to be the lifeblood of the company's profits - for example big-name traders in securities firms or top sales professionals for instance. In my experience though, IT departments have to balance user demands with practicality, and limit the number of applications supported. A firm stance is required within the IT department, and should be presented consistently to the company's users, so that when a user asks for a specific and non-standard application, IT staffers or consultants will automatically begin a process of instead considering, with the user, what function that user needs.
If you're an IT support staffer or consultant with enough experience, you'll probably agree that few of your customers likely have the time, experience or patience to understand the depth to which a solution should be examined prior to implementation. However, looking at it from the receiving end, the fact that users or clients want to dictate their solutions to IT consultants is natural. A CFO somewhere might say - "I want an Sleek!Base database that will let everyone in the corporation to do their expenses." The CFO has diligently researched the issues, and as far as she is aware, Sleek!Base is THE answer.
Assuming you have the backing of the department and a mandate to do so, instead of jumping to the conclusion that "Sleek!Base is the right platform for the job of allowing 40,000 users to do their expenses", there are some important initial actions that the IT staffer or consultant should take:
- If you don't have management backing for this sort of strategy, get it before you enter into negotiations, even ad hoc.
- Leaving any trace of arrogance at the door, explain what the standards are if they exist. IT group standards should be rolled out in a transparent and accessible way, before you can easily make such an argument. "Because I said so" does not work.
- If there are no standards that match the request, be prepared with an business-oriented, non-technical explanation of what actions are normally required. How it will be paid for is a matter which will change for every site.
- Allow the requester's resistance to be voiced, and listen carefully. Address the resistance specifically, and simply allow the debate or argument to occur.
At last, it's important to maintain momentum by following up thoroughly (don't skip steps) with either a standard solution, or a custom one, based on what is agreed.
Thanks for reading.
Thursday, January 01, 2004
A successful year in 2003
My company eSolia had a very successful year coming off a weak one. I'm thankful for how things went!
Thanks to our faithful customers, my incredible executive partners Yuui and Takumi, the dogged perseverance of our very professional staff Hiroki, Ena, Maki, Momo, Scott, Yasu et al, and the saintly patience of our capital partner, we pulled the company back into the black.
To those people who thought we'd be dead in the water - thanks for nothing! This just shows you how powerful people can be when they set their minds to something. Thank all of you who hung in there so much! We slimmed down, and refocused the company, revamping our thinking by re-doing our website. This exercise gave us a great opportunity to work out a lot of inconsistencies, and define what we do, and don't do. It was quite painful just due to the sheer amount of work, but we managed to get it done in about 2 months.
We hired a great young web designer, Ryoko, who kept things organized while we all pushed to define our concept and the content of the site, and whose golden design touch got us away from my amateurish designs. Speaking of which, our site uses MovableType set up on an Apache server hosted at XREA to do announcements and news and such, and has its static pages hosted on an inhouse IIS server. We used a lot of excellent third-party utils such as the guardian script for error handling, the formprocessor pro script for forms, and some custom ASP scripts to pick up RSS feeds off our MovableType site.
eSolia strengthened our business with existing customers, and I started doing consulting full force. My main work besides managing eSolia was consulting on an ERP rollout, revamping an IT department, and managing a large office move. I have been back and forth to California several times, and I am thankful for my full schedule.
Thanks to our faithful customers, my incredible executive partners Yuui and Takumi, the dogged perseverance of our very professional staff Hiroki, Ena, Maki, Momo, Scott, Yasu et al, and the saintly patience of our capital partner, we pulled the company back into the black.
To those people who thought we'd be dead in the water - thanks for nothing! This just shows you how powerful people can be when they set their minds to something. Thank all of you who hung in there so much! We slimmed down, and refocused the company, revamping our thinking by re-doing our website. This exercise gave us a great opportunity to work out a lot of inconsistencies, and define what we do, and don't do. It was quite painful just due to the sheer amount of work, but we managed to get it done in about 2 months.
We hired a great young web designer, Ryoko, who kept things organized while we all pushed to define our concept and the content of the site, and whose golden design touch got us away from my amateurish designs. Speaking of which, our site uses MovableType set up on an Apache server hosted at XREA to do announcements and news and such, and has its static pages hosted on an inhouse IIS server. We used a lot of excellent third-party utils such as the guardian script for error handling, the formprocessor pro script for forms, and some custom ASP scripts to pick up RSS feeds off our MovableType site.
eSolia strengthened our business with existing customers, and I started doing consulting full force. My main work besides managing eSolia was consulting on an ERP rollout, revamping an IT department, and managing a large office move. I have been back and forth to California several times, and I am thankful for my full schedule.
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