lansare blog Inițiativa Cetățenească Europeană

ultimele stiri le aflati de la http://initiativacetateneascaeuropeana.blogspot.com/

Abstract Reasoning: available on your Iphone soon !!!!

Abstract Reasoning announces that an Iphone application will be made available soon!!!

Get ready to practice and succeed the challenging abstract reasoning tests, while having fun on your Iphone ;)

Until then, check the website for other free resources ;)

Job IT PM profile: oral interview for an European Executive Agency (London)

Prepare for an assalt, they are ruthless, don't smile, put a great pressure on you while continuously reminding you the time:

1. mention the most relevant work experience in 5 min.
2. mention 1 project that is more important for you and mention why.
3. talk about a failed project.
4. how often and when you involve the users during the project lifecycle; communication plan.
5. a question for sure on monitoring & controlling, how?
6. do you have ownership of your projects? (especially if you were an external consultant or CA).
7. how you get the stakeholders' buy-in?
8. how would you explain in simple words the status of your project to hi-level stakeholders?
9. most important things you do when starting a project?
10. quickly, split 5 developers/specialist into different roles.
11. rate yourself on a scale from 1 to 10.
12. detail the type of projects you have in your current portfolio.
13. how to deal with user complains?
14. what important lessons have you learned?
15. what was the biggest project (budget, team composition)?
16. when would I escalate to my manager? what would I do? 
17. the smallest work unit planned in my project plan - how small will be and why?
18. techniques to manage the scope and requirements: how would you know that were delivered (completed)?
19. what would I take into consideration when planning the user acceptance?
20. to whom does an internal consultant/specialist (should) report to?
21. multi-cultural environment: goods & bads.
22. when would you do if your manager's decisions have a negative impact on you or your work/project?
23. what would I do if your manager will distribute the projects in an unequal (incorrect) manner to the team?
24. PM square? corporate methodologies?
25. talk about your motivation?
26. why should we stop recruiting and take you?

Don`t forget to make a cool presentation about yourself as THE BEST PM that exists!!!

Sell yourself without SHAME !!!

more questions here ;)

Job: IT PM profile - eliminatory test for an European Executive Agency (London)

Case Study: a business case is given, 6 deliverables are requested:

1. a Governance model
2. a Risk Log
3. an Issue log
4. a Communication plan
5. Project plan (use of Microsoft Project)
6. A ppt presentation for all the deliverables + a dependency scheme between the deliverables

IT PM general questions:

• describe a SD methodology (what does it contain, give examples).
• What are the 3 biggest mistakes for an IT PM?
• The most important discipline (for you) from the SD methodology chosen: argument.
• Monitor & Control techniques.
• What are the 3 biggest qualities of an IT PM?

Cloud Computing - web resources (draft)

• ENISA Security Risk Assessment
• 
  

Hidden incompetence...

When I will be a CIO I will ask for an anonymous poll to evaluate internal services because laziness and stupidity is hidden by colleagues that refrein themselves in showing the problems or the issues that exist with the processes or with certain colleagues. 

Everyone should report problems with no fear...

Provide a way to report inefficiency with anonymous privilege!

IT investment - basic principles

Some guidelines from the DBIS final seminar:

• each IT project should be analysed as an investment (in the Business Case);
• make a projection on at least 3 years; each new investment during these years is managed in the same way;
• Revenues - are the earnings generated by the project results; HARD to estimate in an IT project that aims to support a business process;
• Costs - are the one time costs (depreciated usually linear over the years + the occurring costs for corrective maintenance and support each year);
• Brut Profit (sometimes called Brut Income) - the earnings minus the costs; also used EBITDA (earnings before interests, taxes, depreciation and amortization) or the EBIT (earnings before interests and taxes);
• Net Profit (Net Income) - brut profit minus the taxes; if the Net Profit is negative then the taxes are considered as positive returns;
• The Net Present Value of the future Net Profits is calculated; the Cost of Capital is used - Weighted Average Cost of Capital (WACC) - that is the cost of the debt (interests) plus the cost of the equity (dividends);

Kick-Off Meeting 1

Kick-Off Meeting (KOM) - G Project:

• Why both IT & Business believe that the other side wants to build a complex and extravagant system? Because in true, both sides are sufocated with work, they already have a lot of presure and the last thing they need is another pain...however this FEAR is always on the table...so just use words like: simple, core, main, nothing fancy!
• During the KOM the business will push strong and put a lot of presure on IT. "The more quiet is before the KOM the more kicks during the meeting"! Be prepared with QUICK WINS !!!
• Stand your ground: explain clearly your constraints and always ask a lot of things back from the business!!! Give them work!!! Also, use the expression: "It's your responsibility!"
• In most of the cases there is a mess in the business side: don't let them put the presure on you to fix their mess!!! A new system will not fix the current issues...
• Always for the KOM propose a very REDUCED scope and budget. The first iteration must be fast!!! Clients are very AFRAID!!!
• make a joke ;)

Business Meeting - Lesson Learned 1

 Meeting F consulting company:

• RISK: if the project it's BIG then they will try to sell BIG -> don't play this card right away;
• use this: "We want to walk before we can run!"
• they say that their product allows you to develop agile: Bull**** -> not the technology allows you to be agile but the software development methodology that you use;
• When it's about a Document Management System always use the DM lifecycle: Capture - Process - Store - Deliver - Preserve;
• They mention "OUT - of - BOX" features are enough. Always ask 2 questions: How big is the box? and Can we live in the box?

IT Top Predictions for 2011 - Gartner

Trends that will shape the IT ecosystem in the near future..

The biggest bet on the Internet: the Internet himself !!!

Are all bits in the Internet equal? Well they still are...but maybe not for long because the freedom of Internet is under discussion: the debate is called Net Neutrality and some major players like Google and Verizon just proposed a common legislative proposal against Internet independence :(

Liberte, egalite, fraternite...but not for Internet ?!?

How to use Six Sigma to improve the Helpdesk

If I were a good Help Desk Manager (See also the bad approach):

and Moses (the CIO) would tell me: "You have to lower the costs for the next budget year with 10% or you'll be fired", I could do the followings:

• I would consider all expenses, I will not make any assumptions for savings and I would define the project in terms of CTQ, opportunity, defects;
• I would Define the correct measurements (how to calculate the cost per call), validate them, and gather data for 3 months;
• The Measure phase shows me that statistically the process fluctuates because some calls are significantly more expensive than others;
• The Analysis reviews point out that the phone bill is very high, so I check the phone records of each employee;
• After some brainstorming sessions we discover the root cause: when there is no experienced employee to resolve difficult calls, the call is logged and the company calls back the client and pays the bills! Damn!
• I start calculating the savings in a scenario with 2 more experienced consultants: the savings in the phone bill overcome the costs attached to the new employees. Joy!
• In order not to give a heart attack to Moses by hiring 2 extra people when I should reduce costs, I prepare a business case (the improve phase): the investments, benefits, risks and timeline. I check with the financial cell and after I try to sell it to Moses: he approves ;)
• I inform the operations about the change and I pass the project to a PM for the implementation;
• I will not stop, but after the new process is implemented I would establish control procedures so that the process does not revert back. Usually it takes around 1 year for the process to generate a lasting improvement. In the end it will pay back!!!

I'm a happy Help Desk Manager now, and Moses a happy CIO ;)

Adaptation from "Six Sigma for IT Management", Sven den Boer, ITSM Library, 2006

How NOT to use Six Sigma to improve the Helpdesk

If I were a bad Help Desk Manager:

and Moses (the CIO) would tell me: "You have to lower the costs for the next budget year with 10% or you'll be fired", I could do the followings:

• 
  
  I will think at a quick win and I will define the goal of the project: reduce the costs with 10%;
• 
  
  I would say to myself that cannot be too difficult after all because most of the times the biggest costs are generated by the headcount, so there should the place to investigate first;
• 
  
  I will start to measure the number of calls each employee takes daily and by knowing their wages I can calculate the cost per call. The employees with the biggest costs per call are probably the ones to consider for firing;
• 
  
  I will even do a SQL script that looks in the Incident Database for the times per call. After 1 day of testing I believe I have the correct report: the employees that earn the most take the fewest calls per day! It's incredible!!! So, my boss Moses was right: the costs are too high...
• 
  
  I would immediatly inform Moses that I will manage to reduce the costs so that he can prepare the new financial projections: he will be thrilled!
• 
  
  I will invite in my office the 2 employees that generate the biggest costs and present them my findings;
• 
  
  I will then realize that I did a tremendous mistake: they generate these costs because they are the most experienced from the team and they actually solve the most difficult problems instead of transferring them...
• 
  
  I call Moses but it's too late: the new projects are already in the budget for next year (the stakeholders are already informed)...
• 
  
  All I can do now is to fire any 2 inexperienced people...I cannot fire the experienced team members;
• 
  
  Soon, the Help Desk goes out of control...what were my mistakes?

I soon realize that I did everything wrong...read my next blog post ;)

Adaptation from "Six Sigma for IT Management", Sven den Boer, ITSM Library, 2006

this is our new IT strategy for 2011 and beyond

If I were a CIO:

I would be a responsible manager that prepares from time the new IT strategy for 2011. And because we are almost in the last quarter of 2010 and there is not a lot of time left I would definitely take a look at the following trends projections for the technologies and IT priorities.

• 
  
  IT's Top 10 Business Priorities for 2010
• 
  
  Top 10 Tech Priorities for 2010
• 
  
  Gartner Hype Cycle Special Technologies Report
• Gartner Top Predictions of 2010

All free of charge ;)