What is not taught in PM classes?

On this LinkedIn discussion there is this interesting question.

And here is the unconventional, Guerilla answer. It does not talk about lack of risk management or planning.

I believe they don't teach you:

1. how to be mentally tough; since being a Project Manager is a stressful job. This is a skill that all PMs, especially Guerilla PMs, must master; or they will soon become unable to enjoy their journey to completing the project.

Moreover, I consider mental toughness a life skill in business world; kinda like speaking English. There is definitely no literature on that topic directed at Project Managers; but there is some literature aimed at business people and managers in general. Most of what I've read is trash, but Developing Mental Toughness is one book that I enjoyed and learnt a lot from. It is still my reference whenever I am feeling stressful or in doubt.

2. about business; I believe it is very important for a Project Manager to be generally knowledgeable about business (e.g. Quick MBA).

First you need to understand how a business is run in order to understand what drives each of your stakeholders; then you need to understand how your project fits in the overall business model of your client.

3. how to be creative, or at least that it is necessary to be creative: in finding resources, in finding solutions to multiple constraints, in motivating your team with no budget.. and many other situations. There was a poster saying "Everything is possible if you have an endless amount of resources at your disposal".. and this is how most of the PM courses are taught. Real life projects are not like that, except perhaps if you work for DoD.


How to become a Project Manager in 6 steps

Guerilla Project Management blog will have a quick jump into project management for everybody. Here are the 6 steps of the journey (that does not mean the journey isn't long, difficult - or fun for that matter):

1. Decide this is who you want to be: Project Management comes with power, satisfaction, but also with responsibility and stress that can be overwhelming. Are you ready to give up comfort for the opportunity of going that path? For instance, I had a long period during which the stress of this job was unbearable and it was only about three years ago that I was able to overcome the stress and was able to fully enjoy the journey.

2. Understand your level of readiness; being technically outstanding is not a criteria for Project Management. You need to assess your self in term of business knowledge, decision making, problem solving and attitude. This will help you understand how much practice you need before actually being able to venture in conducting a real project. When I recruit Project Managers, I look for enough technical knowledge to make them able to speak to the team and appreciate more a "can-do" attitude, a structured speech, results orientation and a sense of urgency. That is, "I am hiring Project Managers with attitude!"

3. Read this book. Now evaluate it. Do you feel it is real? Do you recognize yourself or your organization in the situations described there? Do you see how things can be improved based on the book? If so, I believe you do have the eye for noticing Project Management issues, which are usually "soft" and cannot be easily verbalized. Whenever I read a chapter of this book, although I have read it several times, I immediately compare it with recent situations or projects and get inspired on how to improve things.

4. Choose a project on which to experiment. If you are not in charge with a project at work, choose a personal project such as a home project or a school project. However, choose the best against the following criteria:
  • a complex project (with several parts that need to work together) - will help on building integration skills
  • a project with a client - will help on building client and scope management skills
  • a project that involved spending money on external resources such as other people's labour - will help on planning, financial and people skills
  • a project that does not have an aggressive schedule - will help on giving you the time for applying all the theorethical concepts. However, you need to have some deadline!
Some good examples of off-work projects are school consultancy projects or starting your own trial business.

5. Go through the book again, but this time try to apply the theorethical concepts in the chosen project. Do the planning, the staffing, the charter, whatever notions are presented in the book, in a waterfall mode (that is - first plan, then start executing, then monitor progress, then finalize the activities), in order to accomodate yourself with the concepts and to create your own techniques on PM tasks.

6. Choose a second project with the same criteria as before, but this time with an aggressive schedule. Work on doing as much as possible in parallel, work in iterations, delivering partial results and trading between time and money. A good example is remodeling your home, while you live in it. You need to do it fast, you have several people that need to work in parallel; sometimes there will be rework if you parallelize remodeling tasks. You need to have one bedroom and bathroom ready so that you have a place to sleep, but you can live without using the kitchen for a while - of course eating out will cost you extra. This kind of decisions and tradings are key to good project management in real projects.

If you scored good at point 2 and 3, chances are you can do steps 4-5-6 in just one. However, in my opinion, Project Managers that can only do tasks 4-5 but do not reach task 6 are not really ready to conduct a project.


Guerilla Project Management changes URL and language

I have decided to make Guerilla Project Management more than a concept, but rather a blog. Therefore, I have given this blog a new name and a new URL, http://www.guerillaprojectmanagement.org/.

I have also decided to change the language of the blog to English, for two reasons:

a. It appears I had some visitors from abroad to the few articles that were in English

b. When I fell on Saturday when skiing, during the excruciating leg pain from the first moments after the fall, all I could say was (in English): "I think I broke something.." :).

Here is the original article that generated the Guerilla Project Management concept.


Working with senior executives

During my first years as a Project Manager, I often faced this problem: how to work with senior executives. It became frustrating at times, since I was puting a lot of work but I was unable to capitalize on it without the needed decisions from top managers. Plus, I was having a hard time figuring out what I did wrong.

Here are some wrongs I can identify in perspective, being quite a busy manager myself these days. Some are mentioned in Kerzner's Project Management book and they are all somehow unconventional:

- being humble in front of a senior manager is wrong; it shows you don't trust yourself enough, so how could she?

- trying to put things in their context and give a complete view of the picture is wrong; consider how little time these people have to spend with you and start with your request. Have 3 clear arguments, just in case they ask, as to why is it beneficial for them to do as you require. Again, more then 3 arguments is too much for a busy, multitasking manager;

- waiting for the senior manager to come with a solution or an action plan for your dilemma is very unlikely to give any results. It is best to come with a clear opinion on what's best and have her agree with you; or the decision will be slow/won't be the best for your project. Only one person has the information required to make the best decision in a project, and that person is the Project Manager.

- showing with problems that you didn't discussed first with their directs is wrong; it shows you have little respect for their time;

- being temperamental/arguing/emotional in front of her shows little control on your own person or the situation. I am not suggesting it is wrong to disagree with her, just put it in the most assertive way.

Best Project Management book, Project Management by Harold Kerzner

Many Project Managers I have spoken to, myself included, had difficulties finding the ultimate Project Management book (no, in the Guerilla Project Management blog you will not find a recommendation for PMBok). I was asked a thousand times by friends and "wanna-be" PM's what book do I recommend for beginners. So here goes the best PM book in my opinion.

It's the tenth edition of Project Management by Harold Kerzner. It has around 1100 pages and content for both the beginners and the advanced, the conventional and the Guerilla PMs. Although it contains references for PMBok to every chapter, it is the most real, down-to-earth project management book I have ever encountered.

Actually, although I strongly believe it to be the best PM book, I do not recommend this book for preparing the PMP certification. It is just too real and the PMP exam is one special species.

I liked the book right when I saw the table of contents. On the very first page, in the first chapter, there it was: one subject that is very dear to me, and very neglected in the PM literature: "Working with senior executives".

Other Guerilla Project Management ideas that recommend this book:

- In companies that do excelent Project Management, Project Managers don't need to negociate in order to get resources from Line Managers. They ask, and the Line Managers make sure they balance their resources right to grant this, since this is their primary role;

- There is an entire chapter dedicated to methodology for creating new projects as a project in itself (aka NPD - New Project Development). It is somehow misleadingly called "Marketing in the project driven organization";

- There is a topic on Concurrent engineering, meaning paralelizing different functions and tasks within a project in order to achieve time to market and flexibility to change. This topic accepts rework as necessary cost to achieve these benefits;

- Topic about how the wrong people get selected to be a Project Manager.

And many others, which is why I strongly recommend that you read this book.


Fiscal Year End

This is my first fiscal year end as a manager, P&L owner. There are some interesting things happening at the fiscal year end, and I quote top 3:

- as the moment when the financials results are announced is getting close, one can see the Agile concept of time-boxing validated (or the equivalent 'student syndrome' as they call it in software development). A lot of contracts are signed and huge amount of effort is spent for closing as much business as possible in December. I agree this pace is not sustainable for the entire year, but what is it about human nature that does not allow us to have a sweeter life by working at a faster pace during the year?

- money remain the strongest motivator. I don't care what the motivational books say, Jack Welch was right, people care a lot about money.

- ending the fiscal year in May - for instance - is a good idea. Ending the fiscal year in December adds to the sesonality of the IT industry, which results in pressure from two sources.

However, I enjoy this FTL speed, so no complains here.

FTL = Faster Than Light


Personal Development for Project Managers

Promisesem un post despre dezvoltare personala (personal development) si o sa incep printr-o definitie, care este viziunea mea personala asupra subiectului.

Dezvoltarea personala este acel proces prin care iti invingi propriile limite. Ce a fost pana acum un obstacol este depasit, sau o bariera este ridicata mai sus, sau ce a parut dificil este acum usor si notiunea de dificil se aplica la un cu totul alt nivel.

Unde se aplica? In tot felul de domenii.

- cum sa fii mai activ dpdv fizic, pentru ca te ajuta sa fiu echilibrat, in forma, plin de energie;
- cum sa te trezesti devreme dimineata, pentru ca esti mai productiv si brusc anul are mai multe zile, si ai timp mai mult pentru lucrurile care iti plac (pe asta n-am cucerit-o inca :) dar e pe lista mea de prioritati);
- cum sa ai mai multa energie: e de la dieta? e de la masa prea copioasa de la pranz? (asta cu sarit masa de pranz am invatat-o de la un prieten, so thanks :); acum mananc doar un sandvis sau o salata si las masa copioasa pentru seara; contrar literaturii vehiculate nu m-am ingrasat, am mult mai multa energie si nici nu visez mese imbelsugate noaptea :) )
- cum sa-ti invingi anxietatea si teama de esec, pentru ca un esec este de fapt o oportunitate (suna a cliseu, dar asta e adevarul pe care il inveti rapid daca ai experienta esecului si te uiti in urma sa vezi cum te-a influentat esecul si cat de mult ai evoluat de atunci)
- cum sa-ti asumi riscuri si sa te pregatesti pentru succes si esec in acceasi masura (zicea un prieten drag "decat o viata mediocra, mai bine un esec rasunator!")
- cum sa tii o prezentare: e o aptitudine care se cultiva usor o data ce ai facut prima prezentare de succes
- cum sa ai incredere in tine, pentru ca atunci cand pare ca toti sunt impotriva ta tu sa iti vezi mai departe de drum fara sa te indoiesti de capabilitatile tale (zicea o melodie "everybody walks while you would run")
- ce vrei de la viata profesionala si personala, care este mantra ta - (aici am descoperit cantarind argumentele pro si contra deciziei de a schimba firma la care lucrez ca nu imi doresc doar promovarea si banii asociati, ci si sa aduc o valoare adaugata pentru firma; acest lucru a contat mult cand am hotarat sa dau o multinationala pe o companie cu management romanesc)



Assumed Negligence

Mai multe carti de Project Management vor prezenta Project Managerul ca emploiatul perfect, care controleaza totul, planifica la sange si pe deasupra mai are si superabilitati de comunicare, socializare si eventual mind reading.

Conceptul de Guerilla Project Management spune ca un Project Manager este un om cu adevarat cu multe calitati, dar care are si el niste limite. Una din limitele oricarui Project Manager, oricat de perfect este el, este timpul, al sau si al colegilor sai. In Guerilla Project Management se practica Neglijenta Asumata, adica decizia Project Manager-ului de a nu face un anumit lucru, sau o suita de lucruri, si de a-si asuma consecintele. Pana la urma, Neglijenta Asumata este chiar spre binele proiectului, presupunand ca Project Managerul foloseste timpul economisit pentru lucruri cu adevarat importante (chiar daca il foloseste in interes propriu, poate fi pentru a-si pastra un stil de viata echilibrat, pentru a se dezvolta personal, pentru a fi in forma, etc). O asemanare buna este teoria Costului de Oportunitate, care spune ca o firma are resurse limitate si atunci trebuie sa le foloseasca nu in orice fel de proiecte profitabile, ci in acele proiecte care maximizeaza profitul. Daca alegi un proiect mai putin profitabil, apare un Cost de Oportunitate, care este simplist vorbind profitul pe care l-ai fi obtinut facand alte proiecte mai profitabile.

Unul din cele mai mari obstacole in cazul Neglijentei Asumate este lipsa de perspectiva. De aceea sustin permanent ca rolul cel mai improtant al Project Managerului trebuie sa fie privirea de ansamblu asupra diverselor piese ce compun un proiect complex, inclusiv componenta umana. Numai asa poti hotari ce e cu adevarat important, unde sa aloci energia personala si pe cea a colegilor de echipa.

Vorbim in posturile urmatoare si despre dezvoltare personala ca parte extrem de importanta a Project Managerului, si unde ar trebui sa se focalizeze ea in opinia mea.


Top 3 project success factors

Interesting question posted on Linked In (with mostly boring, by the book answers..).

Which are, in your experience, top 3 project success factors?

My top 3 on this (it might sound surprising):

- Time boxing: All minds, including the customer's, need one common and simple goal in order to work through the complex aspects of the project. That is the deadline, that has to be frequent and non negociable. Plus there is no better scope management such as fixed deadlines with consequences if they are passed by.

- Prepare and embrace change: It will happen anyway, so better make friends with the situation. Choose people that have multiple talents, cover multiple domains with fewer people, choose people with a can-do attitude and will to succeed. Have an organization that is flexible to customer demands and can feed the project with resources when change occurs. It's not that expensive, it only takes more time to put things in place.

- Sponsor involvement: This had been discussed by many colleagues, so I will not dwell into that.


Crisis Lessons

Acest post vorbeste pe scurt despre lectiile mele personale invatate in perioada de criza, care a coincis pentru mine cu absolvirea MBA-ului si o schimbare majora in cariera.

Prima lectie a fost ca daca lucrurile merg intotdeauna in sus si spre mai bine, nu inseamna ca vor merge de la sine intotdeauna asa. In anii 2000, momentul cand eu mi-am inceput activitatea profesionala, si mai tarziu pana in 2007, o mare parte din noi credeam ca nu se poate altfel decat crestere: crestere economica, cresterea veniturilor, promovari. Ca o mica anecdota, cand am facut primul imprumut si consilierul de credite a intrebat ce venituri am si a vazut ca eram cam la limita, a spus „bine, dar nu vor ramane asa, nu? Vor creste” si mie mi s-a parut 100% sigur ca asa va fi. Aveam un mindset, nu doar eu ci multa lume, care acum mi se pare naiv, dar ruptura de el a fost pentru mine un shift mental major la momentul respectiv.

A doua lectie a fost ca o criza economica cerne ce e valoros si ce nu, deci e o oportunitate pentru cei ce aduc valoare adaugata. Cred ca oamenii cu adevarat valorosi nu se vor simti nicio clipa amenintati de reducerea de costuri, hiring-freeze, salary-freeze, etc. Dimpotriva, cred ca managerii si clientii sunt mult mai atenti si apreciaza mai mult ceea ce fac, modul in care inteleg sa contribuie, coeziunea pe care o aduc in echipa. Situatia economica dificila este de natura sa dea mai multa incredere in propriile forte acestor persoane, si mai multa sustinere activitatilor care aduc valoare.

A treia lectie este sa nu-ti fie teama. Deciziile legate de cariera le-am luat fara a tine cont de situatia economica, adica nu am devenit brusc mai intoleranta la risc, si asa mi se pare ca e corect. Teama alimentata de un context economic nefavorabil te duce la lipsa actiunii si lipsa progresului. Am vazut teama la o parte din oamenii in jurul meu, si cat de bine se descurca cei carora nu le e frica sa-si asume riscuri, chiar si in aceasta perioada.

Ca sa recapitulez mica filozofie de criza: Mindset-ul ca totul merge numai in sus – naiv si periculos; dificultatile financiare releva ce e valoros pentru business, fie ca sunt oameni sau activitati; si cariera trebuie manage-uita facand abstractie de emotiile cauzate de criza economica.


Three valuable PM Day Ideas

Here are three valuable ideas from the Romanian PMDay event, that took place May 26, 2010 in Bucharest:

1. SCRUM: I was familiar with SCRUM before and I have partially apply it; anyway this presentation was a good reminder that I lost sight of the benefits of Agile. I decided to be more active about bringing Agile in the organization I work for, as I did with my previous employer. (Stephen Forte, Scrum Master)

Here is a nice picture of Agile vs Waterfall, coauthored by myself and my former colleague Dorian (thanks!):

2. Fresh blood is not sufficient to bring change in the organization. Nor is sufficient for those that adopted old habits to get out of the way, "they must die". Touche! (Velimir Srica)

3. It appears that I and the Croatian collegue Velimir also agree on a number of other things: "Hire people with attitude" (my Linked In profile was saying a couple of days ago "Honoria is hiring a Project Manager with attitude"); and "if I get three valuable ideas from a presentation, and as knowledge accumulates maybe even one, I am happy". Herethey are: three valuable ideas from PMday.


PMO Mantra

De curand, m-a intrebat lumea: Si cam cu ce va ocupati voi acolo la PMO?

Asa ca am creat "PMO Mantra" noastra:

The role of the Project Management Office is to supervise all Project Management activities and to ensure standardization and predictability in the way projects are run. Standardization is ensured through Project Management Methodology, and predictability is ensured via consistent processes such as revenue forecast, project progress reporting and portfolio reporting.

For the PMO, the cross-departamental lines are transparent, and the decisions in the projects are correlated at the portfolio level, rather then having silo decisions. For the top management, the PMO ensures better capacity planning and quick access to project-related information. We are the single point of accountability for the projects in our portfolio.


Project Management Maturity

In data de 18 mai a.c. MBA-ul Romano-Canadian lanseaza cursul “Project Management Maturity”, unde trainer vor fi .. chiar eu.


Titlu Curs: “Project Management Maturity”
Durata: 18 ore
Perioada desfasurare: 18 mai – 3 iunie 2010, in zilele de marti si joi, in intervalul 18.00-21.00
Locatie: Bucuresti, Str. Calea Grivitei , nr. 2-2A , etaj 3, sector 1
Cost curs: 1100 RON - 10% reducere pentru absolventii programului de MBA Romano-Canadian sau pentru grupuri mai mari de 3 persoane acordam reducere de 10%/grup

Cui ne adresam:
• Manageri care folosesc organizarea pe proiecte pentru a-si atinge obiectivele de afaceri;
• Manageri care lucreaza in companii care nu sunt orientate pe proiecte, dar vor sa inteleaga beneficiile unei astfel de abordari;
• Project Manageri care conduc proiecte cu beneficiar intern;
• Project Manageri care conduc proiecte cu beneficiar extern;
• Project Manageri de facto, chiar daca nu se numesc astfel; practic fiecare din noi suntem la un moment dat in situatia de a conduce un proiect, fie el si personal.

• Intelegerea modului de organizare orientat pe proiecte si de ce este acesta considerat “sound business practice”;
• Intelegerea conceptului de metodologie de Project Management si care sunt avantajele utilizarii ei in mod consistent;
• Intelegerea ciclului de viata al proiectului: Start-up, Planificare, Executie, Control si Inchidere;
• Simularea rularii unui proiect;
• Intelegerea conceptului de Program Management si conducere a Programelor;
• Ce inseamna un Project Manager bun si selectarea unui Project Manager potrivit;
• Intelegerea culturii organizationale necesare pentru a atinge maturitatea in Project Management;
• Cum punem bazele unui Project Management Office.
Beneficii cursant si organizatie:
• Asigurarea succesului in atingerea obiectivelor de afaceri folosind organizarea pe proiecte;
• Adaugarea unui set complex de competente in intelegerea planificarii si gestionarii unui proiect de orice tip precum si transformarea acestora intr-un set de avantaje competitive pentru organizatie
• Exersarea rularii unui proiect intr-un mediu controlat, cu feedback de la lector;
• Asigurarea succesului initiativelor cross-functionale si cross-departament folosind echipe virtuale;
• Instaurarea unei culturi care permite luarea de decizii rapide si scurtarea cailor de comunicare in organizatie;
• Management eficient prin delegarea autoritatii si controlului catre Project Manager;
• Stimularea initiativei, participarii si motivarii catre grupuri la toate nivelurile organizatiei;
• Intelegerea nivelului de competente necesare pentru conducerea proiectelor mari si avansarea de la Project la Program Manager.

Sesiunea 1. (3h):
Intelegerea conceptului de Project Management si a rolului Project Managerului
Organizatii orientate pe proiecte si avantajele si dezavantajele lor
Metodologii de Project Management
Sesiunea 2. (3h):
Ciclul de viata al proiectului
Project Start-up si procesele necesare lansarii proiectului
Planificare si procesele necesare planificarii
Simulare (I)
Sesiunea 3. (3h):
Prezentare rezultate simulare (I)
Executie si control si procesele necesare executiei si controlului
Inchidere si procesele necesare inchiderii proiectului
Simulare (II)
Sesiunea 4. (3h):
Prezentare rezultate simulare (II)
Program Management si conducerea Programelor
Nivele de competente – Program vs. Project Manager
Sesiunea 5. (3h):
Organizatia matura dpdv Project Management: factori cheie pentru succes si cauze pentru esec
Interactiunea Project Managerului cu Managerii Functionali
Recrutarea si alocarea Project Managerului potrivit
Sesiunea 6. (3h):
Modelul de organizare folosind Project Management Office (PMO)
Impactul organizational al infiintarii PMO
Politici si proceduri PMO
BONUS: Proverbe si legi empirice (si amuzante) de Project Management
Derularea cursului va presupune:
• Prelegeri
• Simularea desfasurarii unui proiect real (in functie de profilul cursantilor: intern sau extern)
• Discutii interactive bazate pe schimbul de experienta al cursantilor
• Exemple concrete
Termen limita de inscriere: 1 iunie 2010

Pentru detalii suplimentare si inscrieri, contactati:
Oana Bucur - Office Manager, Bucharest School of Management
Email: oana.bucur@bsm-mba.ro
Telefon / fax: (021)312 97 24, (021)312 97 25, 0724 55 80 90


Guerilla Project Management

In timpul carierei mele, am trecut pe rand de la Project Management traditional la Agile Project Management si in ultima perioada la Guerilla Project Management. Sunt cateva definitii pe web despre Guerilla PM, dar niciuna nu se potriveste cu ce vreau eu sa va spun. In conceptia mea, Guerilla PM este acea abordare de criza pe care o aplici cand nimic din bunele practici de PM nu mai merge, buna pentru un mediu ostil project managerului si proiectului lui, cum este cazul de foarte multe ori in piata din Romania. Articolul de mai jos face referire la Project Management in contextul proiectelor de sisteme informatice.

Asadar, ce faci cand ai resurse insuficiente, un contract care nu te avantajeaza si la scrierea caruia nu ai participat, un client nepregatit si un proiect nedorit de utilizatorii finali?

1. Impui termene
Deoarece clientul nu are cultura de proiect, aceea a planificarii si respectarii termenelor, va trebui sa vii cu niste termene pentru activitatile clientului pe care sa le impui, sa le urmaresti si apoi sa arati cu multa insistenta orice depasire (exact, finger-pointing!). Pentru ca aceasta metoda sa mearga, este nevoie sa identifici in organizatia clientului persoana care da banii pe proiect, celebrul Sponsor, caruia sa-i pese cand termenele sunt depasite si practic banii sunt aruncati pe fereastra din cauza propriei organizatii. Efectul va fi ca Sponsorul va muta organizatia clientului in directia dorita de tine.

2. Planifici folosind backward planning
Deoarece nu ai resurse suficiente, cum e cazul in cele mai multe din situatii, nu poti sa planifici decat folosind backward planning, adica plecand de la milestoneul final si mergand inapoi pana la ziua curenta. Incercand sa planifici cum ar fi normal nu vei constata decat ca nu iti ajunge timpul sub nicio forma. Planificarea o faci tot impreuna cu echipa si vei vedea ca termenele agresive care rezulta din acest mod de planificare ii vor mobiliza pe toti si in multe cazuri veti reusi sa le respectati, stiind cu totii ca la capatul drumului nu exista niciun fel de contingenta.

3. Dai in productie la termenul stabilit cu orice pret (time-boxing)
Acest concept vine din Agile Project Management, dar dus la extrem spune ca un client rezistent la schimbare si care nu isi doreste proiectul nu va fi niciodata suficient de pregatit pentru adoptarea sistemului, si atunci singura solutie este de a-l coplesi cu un sistem informatic in productie cu care nu prea va sti ce sa faca. Odata pus in fata faptului implinit, ii va lua timp pana sa inceapa sa il foloseasca si sa il desteleneasca, iar toate fineturile cerute in faza de analiza vor fi abandonate in lupta lui de a se obisnui cu cele mai primare functiuni ale sistemului. Experienta mea este ca, in aceasta faza, utilizatorii isi vor micsora singuri expectantele, dorindu-si sa fie capabil macar sa isi termine taskurile de zi cu zi la timp. De aceea, solutia nu este nevoie sa fie foarte complicata, doar trebuie sa fie data in productie la timp si sa faca fata acestor necesitati primare. Va fi timp dupa aceea pentru a o rafina, si de multe ori dupa folosirea sistemului timp de cateva luni clientul va avea o cu totul alta viziune a nevoilor lui decat a avut in faza de analiza.

4. In loc de a incerca sa mitighezi riscurile, te pregatesti pentru crisis management
Din pacate, toate planurile tale de a mitiga riscurile vor fi date peste cap de diverse constrangeri. Contingenta va lipsi, resursele vor fi insuficiente sau termenele prea stranse. Sansa ta este sa te expui la riscuri devreme si sa te pregatesti sa le faci fata cat mai bine. O metoda de a te expune la riscuri este cea de mai sus, de a livra la termenul stabilit orice ar fi, dupa care te pregatesti cu ceva resurse aditionale pentru o perioada scurta de timp daca proiectul intra in criza.

5. Lucrezi exclusiv la nivel politic
Intr-un proiect de Guerilla din pacate solutia tehnica conteaza prea putin. Aspectele politice, organizationale si de imagine sunt principala ta preocupare, si trebuie sa le dai importanta cuvenita. Pentru a asigura consistenta tehnica a solutiei, iti vei gasi un membru al echipei in mainile caruia vei pune in totalitate aspectele tehnice, urmand ca tu sa nu te preocupi de asa ceva. Pur si simplu nu vei avea timp si mai mult iti vei incurca colegii care livreaza. Bineinteles ca te vei informa in permanenta si vei modera procesul decizional atunci cand membrii echipei vor escalada probleme catre tine, dar nu vei cunoaste suficient si nu vei merge in amanunt astfel incat sa poti lua tu aceste decizii. Foarte multi project manageri sunt fosti oameni tehnici carora le place sa se implice in astfel de amanunte; dar rolul tau politic acum este mult mai important decat cel tehnic.

6. Iti dezvolti o foarte buna rezistenta psihica
Am lasat la urma cel mai dificil si mai important aspect. Pentru a dezvolta rezistenta psihica necesara pentru a face fata stresului si presiunii s-au scris carti intregi pe care nu le voi putea sumariza aici. Voi sublinia doar doua aspecte, si anume ca acest ultim punct trebuie sa fie in atentia project managerului ca subiect de dezvoltare personala, si rar l-am vazut abordat prin cursurile de project management; si doi ca rezistenta psihica se bazeaza pe un pilon foarte important care este liberul arbitru. Mai exact, trebuie sa simti in permanenta ca este alegerea ta sa fii in acel proiect, in acel context dificil, sa-i faci fata si sa inveti din aceasta experienta. Orice sentiment ca esti prins intr-o capcana, intr-o situatie nedorita de tine, va face mult mai dificila lupta ta cu toate problemele expuse mai sus.


Tax the taxes

Back to school, de data asta la specializarea Marketing, dar parca tot finantele imi sunt mai aproape..

Asadar, ia sa vedem ce taxe mai nascoceste guvernul: taxa pe fast food.

Aberant ca si concept, dar aberant si din punct de vedere economic.

O taxa pusa la vanzator va determina cresterea pretului de vanzare, implicit diminuarea cererii, eventual falimente si poate duce chiar si la diminuarea banilor incasati de stat, deci avand efectul advers.

Valabil pentru toate domeniile unde solutia gasita pentru acoperirea gaurilor de la bugetul de stat a fost cresterea taxelor.

Deoarece nu cred ca aceasta lege de clasa a Xi a economiei nu este inteleasa de niste oameni chiar si cu inteligenta mediocra, deduc ca tot ce cauta guvernantii este un quick fix care sa le permita sa supravietuiasca pana luna viitoare, astfel incat sa mai traga bani in buzunarele lor, inca o luna, pe principiul dupa noi potopul.