We’ve been going a lot of places and doing a lot of things in the last few months!
- Gold, Project & Portfolio Management
- Gold, Collaboration & Content
- Gold, Application Development
- Silver, Small & Midmarket Cloud Solutions
- Silver, Cloud Productivity
Are you thinking of putting in a piece of technology to support your business? Does the technology look easy enough to install without professional help, with only you and your internal team to get it done? Answer these two questions then when choosing whether to hire a vendor or not:
“Do you have time?” literally asks if you can wait for the results you want from the new technology. There is a learning curve with new technology. Not everything goes perfectly. Ask yourself honestly not if you have the skills to implement the new tech but rather if you have the time to figure something out when you get stuck and if you can indulge in the luxury of time spent waiting to benefit from using the new technology while figuring out the install.
“Do you have time?” also wonders if you (or your team) literally have nothing else to do, if you have plenty of “spare” time. Avoid asking people to multi-task, especially if one of the tasks is important (e.g. implementing new technology). If you ask busy people to put in new tech as a new chore for their day job, they will likely take shortcuts while missing small details with big impact during the long term.
By the way, “Do you have time?” can also reference the full duration of the implementation. What happens if your business-mission workloads increase and your previously idle people are now needed to get “real” work done? Does the new technology implementation get shelved?
Assuming your answer to “Do you have time?” is yes, next ask, “Which choice (DIY or hire a vendor) is cheaper?” by looking at costs comprehensively. As long as your internal salaries are lower than vendor services rates, if your only variable for cost is NPV cash flow dollars, the answer will always be Do It Yourself unless you are truly honest with the magnitude of the learning curve your team faces. Remember – vendors have already faced the learning curve.
Looking at current out-of-pocket dollars usually ignores both tangible and intangible future out-of-pocket costs (cash flow dollars) as well as opportunity costs (benefits lost by investing on DIY efforts instead). Here is a brief listing of some costs and benefits you may want to consider for DIY:
Most people use reports in business to learn something about something in the business. Project management reports, if designed properly, inform the reader well enough to decide if action need be taken regarding the report subject. Reports are communication devices cum learning aids meant for wide audiences in the control process. Anything associated with learning can benefit from instructional design techniques, so use instructional design approaches to building reports and see report quality improve.
Three instructional design tools are particularly useful for designing reports: Bloom’s taxonomy, learning outcomes, and the ADDIE model.
Start with Bloom’s taxonomy when designing new reports because the information hierarchy it calls out informs the report writer on the type of data and detail required to accomplish the appropriate level of cognition. A status report that supports a reader’s ability to recall, understand, or apply the data holds fewer cognitive demands and can be supported by a smaller data set than a forecast that asks people to analyze, evaluate, or create thinking. Bloom’s taxonomy provides a mechanism where the verbs associated with the desired level of cognition can be incorporated into the learning outcomes.
“Validate the level of performance of UAT results by listing test scripts attempted, test scripts passed, reason for failure and frequency count of reasons.”
This is an example of a learning outcome with the highest order of Bloom’s taxonomy (validating something requires an evaluative level of cognition). Learning outcomes define the knowledge, skills, or abilities a learner is meant to achieve from a given lesson or instructional material. Learning outcomes are typically comprised of objectives. Drafters of objectives are typically advised to be SMART – Specific, Measurable, Achievable, Realistic, and Time-bound. Use the verbs from Bloom’s taxonomy to guide the wording of the specificity of the learning outcomes.
Next, use the ADDIE model to accomplish the learning outcomes with the reports. Analyze the data needed for the audience looking to act on the report. Design not only the data outlay but also source collection methods. Develop and implement the report by publishing to the intended audience. Evaluate the report through routine feedback on its usefulness to complete the full ADDIE cycle and make changes as they make sense.
In other words, when looking to create a new report, follow this recipe:
The Gartner PPM Summit is coming up next week, and anyone attending will want to prepare in advance to take full advantage of the show.
Most people attending Gartner are investing resources researching which Project and Portfolio Management (PPM) solution and/or vendors they want to work with for their enterprise project management. Vendors have paid handsomely for the right to present their wares just as Conference attendees have also paid well for the right to go shopping. All attendees make these investments with no apologies that everyone attending is looking to do some business. Make the most of your investment as an attendee by taking advantage of the following methods to prepare for the conference.
Innovative-e is incredibly excited and eager for the Gartner PPM Summit and to meet with everyone! We welcome your questions of us and look forward to the chance to help you achieve your goals using #AmazingPM.
See you next week in Booth 213!
Interest and impact drive PMIS report creation foundation.
The measure of success for a Project Management Information System (PMIS) often comes down to one question: do system reports show correct, timely data for informed business decisions on any given project, program, or portfolio?
Decisions reflect overt, conscious choices made by accountable individuals who own decision outcome consequences. Accountable individuals may also be called “business decision makers” (BDMs), or “decision owners,” and may choose to share the decision—making power with a group. Informed decisions take place when all data relevant to the choices and/or consequences of a given decision are included in the conversation with the decision-maker. A PMIS report is only as good as the content tells the consumer enough to choose, with confidence, to move forward (or to stop moving forward).
Building a good PMIS report is as simple as 1-2-3:
The rest of this post will focus on the first step, Know your audience. The next post will cover point 2, and a subsequent post after that will address how to put it all together in the design.
Creating a new report qualifies as a project. One performs stakeholder analysis early in projects to identify the proper folks for requirements gathering, communication management, risk identification, issue management, etc. Techniques used for such stakeholder analysis work well for creating new reports; one easy-to-use technique is an Impact-Interest prioritization matrix.
The first step in the Impact-Interest prioritization matrix for a new report is to name the report and identify the potential questions to be expected from such a report title (e.g. if I am looking to create a “Past expenditures” report showing how money was spent, some questions might include: was past money spent wisely based upon outcomes achieved to date? Do I need to request more funds for future intentions I have? Are there actions to take now to improve current acceptable performance? Do I need to give budget back because I can’t spend the money allocated to my group? Etc.).
These questions identify the people, groups, and other entities (the stakeholders) holding any interest in report content.
Plot the level of sincere interest (ranging from low to high) for each person, group, or other entity listed above. Next, very honestly determine, and plot, the level of direct impact felt by or influenced by each stakeholder entity. Also determine if each stakeholder’s impact or influence holds sway over a) inputs to answering the questions or b) the consequences of the answers (or c) both). The greatest interest and the greatest impact stakeholder group comprise the core audience to consider when moving to the next step for deciding the most relevant content to include.
Do you manage projects in the manufacturing industry? Innovative-e offers an array of #AmazingPM tools to deliver winning projects, realize better ROI on PM portfolio investments, and empower your teams with decisive insight and control over your projects. Ranging from mass-produced, OOTB Microsoft products to standardized, yet tailored, Innovative-e services and products, our tools answersthe question, “What should you have in YOUR toolbox?”
Tools in Innovative-e’s Toolbox for the Manufacturing PM
Microsoft PPM provides, on its own, robust project management capabilities to maximize business value. Increase PM performance and project throughput, optimize productivity by increasing resource utilization, and improve enterprise resource management with Microsoft Project with cost-effective features such as:
Check out our fact sheet about the business value of Microsoft PPM here.
Built to leverage the power of Microsoft PPM, OutageHawk™ is an outage planning and performance management tool created especially for PMs in heavy industry. OutageHawk™ enables project managers in pulp and paper manufacturing plants, chemical manufacturers, energy companies and other heavy manufacturing industries to manage non-routine, planned maintenance outages, plant upgrades, and critical repair outages smarter and more efficiently to come in on-schedule and under budget safely, sometimes by millions of dollars.
Manufacturing PMs who use OutageHawk™ will be able to:
Edison365 Projects (previously known as PS+) is an award-winning add-on for Microsoft Project to empower you and your team with even greater insight and control than comes with standard OOTB PPM. Improve collaboration and manage your entire project from start to finish with an intuitive add-on that extends Microsoft Project’s capabilities to give you:
With Edison365, you’ll gain insights into your portfolio project management performance, take control of resources and expenditures, make more informed decisions, have critical near-real-time information at your fingertips, maximize your resources, and enable more productive collaboration. All of this in an easy-to-use, intuitive interface!
Customer Success Management Services (CSMS) Subscription
With these PPM tools at your disposal, you want to protect your investment and make the very most of it. Innovative-e’s Customer Success Management Services (CSMS) subscription and Application Management and Ongoing Adoption (AMOA) service product give a solid foundation for your user community and your PPM toolset. We will train you to effectively use, manage, and maintain these tools to achieve your business goals at your desired level of self-sufficiency.
Innovative-e uses our years of expertise and stable of PPM subject matter experts to address your PM pain points and attain your organization’s project management goals using the people, processes, and technology you already have in place.
Use some or all of these tools to maximize productivity, gain better visibility into your portfolio project management, and access up-to-date project performance information to enable informed business decisions. These tools lead to better control over resource management, project scheduling, and portfolio reporting so projects stay on time, on- or under-budget. Each of these tools is designed to help project managers across a number of industries do what they aim to do with their project portfolios and they are especially helpful for PMs on projects in the manufacturing industry.
If you want better ROI and decisive insight from your manufacturing industry project management tools, drop us a line at firstname.lastname@example.org today!
Now that all the prep work has been done, the simulations ran, and the pumps put in place, it was finally time to raise Slow Ride from her watery grave.
As Mike points out in this video, before we start pumping out water with the pumps we must close all the openings in Slow Ride. The main openings that needed to be closed were the port side window, the rear siding class doors, the front door, and the vent cover on the starboard side. By plugging up those holes, Mike and his team hoped to maximize the outflow of water that the pumps could generate. Between the two pumps they could generate pump out 26,000 gallons of water per hour. To give you an idea of how much water that is, a large swimming pool (22×40) could be pumped out in one hour! But would they raise Slow Ride?
As Mike’s team begins pumping water they hit a snag, a piece of debris has gotten lodged in the pump and is keeping it from working. After shutting the pumps down and removing the debris the pump out continues. It takes hours but as in the simulation the bow raises out of the water first, but the stern is still underwater. This is a crucial moment in the fate of Slow Ride. With the bow out of the water it has less weight than the stern, this puts stress on the structure of the boat. If this continues for an extended period, she could falter and break into two pieces.
Late that night the stern is out of the water and Slow Ride is now floating again. But will she stay afloat through the night, only time would tell. As first light broke there she stood, beaten, battered, and scarred but still afloat. Mike and his team had done it!