4.12.11

Workflows pentru Mac OS Snow Leopard

Un Guerilla Project Manager e un productivity freak, si la fel sunt si eu. Inspirandu-ma din articolul lui Steve Pavlina Sharpen the Saw, in care Steve Pavlina pledeaza pentru folosirea timpului liber nu doar pentru relaxare ("drop the saw"), dar si pentru a face diverse lucruri ca sa devenim mai productivi ("sharpen the saw"), am folosit o jumatate de zi ca sa studiez posibilitati de automatizare cu Automator-ul din Mac OS. Ca si utilizator de Windows trezit intr-o dimineata buimac in lumea Mac OS (mi-am luat un Macbook Air pentru ca era singurul ultra-portabil de pe piata care era la fel cu minunatul meu Toshiba Portege, pe care l-am dat cand am schimbat jobul si care intre timp nu se mai fabrica), am ajuns in scurt timp sa iubesc Mac OS si sa renunt la ideea de a pune Windows pe Macbook. Dar sunt unele features ale Windows-ului care sunt grozave pentru productivitate si pe care nu le-am regasit in Mac OS, cum ar fi Cut & Paste de fisiere si Send to Mail direct de la clic dreapta pe fisier. Automatorul parea sa fie solutia la aceste probleme.

De asemeni utilizam in Windows Create New Text Document, Create New Word Document, etc, direct dintr-un director. Cautand pe web, se pare ca a existat acum mult timp un utilitar pentru Mac numit NuFile care facea exact asta, dar nu mai este intretinut si nu functioneaza pe Leopard. Dar se poate foarte simplu in Automator.

Asa ca sa le luam pe rand:
In loc de Cut and Paste am facut un worflow foarte simplu pe care l-am numit Move. In automator (se gaseste in Applications), dati new service.

Workflowul este de fapt o succesiune de operatii care se executa ca un script, de aceea ceea ce trebuie sa facem in continuare este sa spunem care sunt acesti pasi. In "Service receives selected" selectati "Files and folders" in "Finder.app". Aceasta arata Automatorului ca serviciul este un plugin pentru Finder si se aplica pe fisiere si directoare. Din stanga, din meniul Actions, alegem "Files and Folders" si actiunea "Get Selected Finder Items". Aceasta spune Automatorului sa ia selectia curenta din Finder si sa o paseze ca valoare pentru actiunea urmatoare. Pentru actiunea urmatoare, tot din meniul "Files and Folders" alegem actiunea "Move Finder Items", unde alegem un director default, de exemplu Documents. Move Finder Items nu e o actiune pe care sa o lasam 100% automata, deoarece vrem sa putem alege destinatia. De aceea, din ultima actiune dam clic pe options si bifam "Show this action when the workflow runs", ca mai jos:


Il salvam cu numele Move. La clic in Finder pe numele unui fisier sau director (merge si pe selectie multipla), se vede actiunea Move, ultima optiune a meniului contextual. Dau clic pe Move si apare fereastra de dialog:


De aici aleg unde sa dau Move.

Nu e la fel ca si Cut & Paste din Windows, dar deocamdata imi pare mult mai util pentru ca nu mai trebuie sa navighezi printre fisiere pana la destinatie si apoi sa revii la calea initiala.

In acelasi mod am creat automatorul "Send to gmail", care arata ca mai jos:


Ce e special la acest automator este ca am folosit o variabila pe care am denumit-o Files, pe care o initializez dupa primul pas cu actiunea "Set Value of Variable" si pe care o folosesc la Subject ca sa includa informatii despre numele attachmentului. De asemeni, foloseste ca si cont de mail contul de gmail (am mai multe), de aceea am botezat automatorul "Send to gmail". In mod asemanator mi-am facut un automator "Send to outlook" pe care il folosesc pentru mailul de serviciu, pentru ca datorita infrastructurii din firma trebuie sa folosesc Outlook pentru Mac pentru mailul de la firma.

Ca si observatie, daca dai Send to gmail pe un director, Automatorul il va zipui si atasa ca arhiva (fara ca eu sa fi precizat asa ceva in Automator). Dragut, nu?

N-o sa mai insist, prezint mai jos restul automatorilor pe care i-am facut:
Create New Text File direct din Finder:

Create New Excel Document direct din Finder:

Create New Word Document din Finder:

3.12.11

Communicating benefits

An important activity in Program Management is the setting, management and communication of benefits. It is not enough to carry out large-scale activities that lead to real improvements, if such improvements are understood only by a handful of top managers. A Program Manager must lobby for his Program and communicate its benefits, while making sure that all those affected by the program's results see its benefits as such. For example, when launching a new suite of products, although studies show that these products are required by the market, customers will not benefit from them if sellers were not trained and motivated to promote them. Similarly, if the organization does not provide visibility about sales growth after launching these new products, the team who worked on the program and those who were forced to make further efforts to adapt to change will not understand if their efforts mattered. Without this effort on training, communication, follow-up on training and support, the success of the program is seriously endangered, and also the organization's confidence in future initiatives may be undermined. An organization that does not believe in large-scale transformations becomes apathetic and will be quickly surprised by market movements or competition. So, before starting the program, set realistic goals for targeted change. Communicate these objectives (see chapter 12.4 Program Governance), check during the journey that they remain realistic and truly perform the work required on communication. Program Managers use the following techniques for managing and communicating the benefits, and you should make sure the designated Program Manager in your organization uses them:

Communication plan
This plan contains information about the benefits that must be communicated, and to whom. The audience is split in groups affected by the program (stakeholders) based on individual interests. Who needs that information, when (how often), and which is the most effective communication form?

Benefits Register
Similar to the concept of risk register and open problems in Project Management, the Program Management has a Benefits Registry, which lists all the benefits provided, how to touch, how to measure them, the frequency of monitoring and responsible roles in achieving benefits.

Training Plan
To ensure that all concerned benefit from improvements brought by the program, a training strategy is required. Usually, in extensive changes, training is done in several iterations, checking at each iteration the readiness of the employees. For example, in a information system implementation, the users are trained during an intensive program and then they are verify with a test a few days before the entry into production, then the entry into production, users working in the new system in the workshops, together the implementation team.

Transition Plan
Similar to the transition plan in project management, which is the hand-over of complete deliverables to their use in production, in the case of Program Management it is necessary to establish responsibility for maintaining benefits after the program is complete and operational. For example, when implementing an ERP system, before launching it, a support team should be established and a support line communicated, where users can call to request additional information. It is also important to establish a method to promote the new system and nominate champions that will gather additional requirements arising from the use of the system in production.

Support Plan
The inherent difficulties in using the results of a program can be planned and managed through a support plan. This plan should contain information about the location of the new manuals and procedures, who can give information about new procedures, and a way to frequently collect and disseminate the most common issues with how to resolve them.

Managing Benefits Process




Figure above presents the process of benefits management and how the above techniques can be used in the process. The process begins with the formalization and analysis of the benefits. The program was born as a result of targeted benefits, so this step is just to make sure they are formally stated. During analysis, the benefits are prioritized and methods of measurement are established. The Program Manager needs to plan how they will be implemented, monitored and progress communicated. As the objectives are achieved, information is communicated to those interested. At the end of the program, benefits are handed over to operations.