Attempting to raise Slow Ride

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!

#AmazingPM, project management, Uncategorized

What creates an amazing project management experience?

As it relates to a Project Management Information (PMIS), amazing experiences may mean different things to different people.  One core theme we have heard repeatedly, is that to be amazing, a project management solution must provide value to all stakeholders.

There are many types of stakeholders for a PMIS, but we find there are 3 core roles.  These have common value points they seek:


Executives are most interested in information that helps them make better decisions.  Project transparency that is surfaced via dashboards, reports, and other data analysis tools allows for better project outcomes.

For this level of management, the ability to visualize problems before or as they are happening is critical.  Whether it’s schedule, budget, cost, risks, or other dimensions of project management, near real time information anywhere, on any device, is paramount.


Project Managers want to have all the information in one place to manage their project data and resources more effectively.

Managing data in multiple sources such as individual project plans, excel, shared drives/SharePoint, email, etc. by multiple people can be inefficient at best and downright impossible at worst.

A single source of truth for all PM information is vital.



Team Members are the folks are the ones doing the actual project work.  They need tools that create the least disruption of this work.  Ease of use by the team members is a key factor to sustainable adoption.

Bringing data together into a single, easy to use, purpose built system with relevant information available at a click can create an Amazing Project Management solution for all!


Six Ways to Be a Leader Instead of a Boss

Innovative-e’s own Eoin Callan, Managing Partner, was recently a speaker at PMI Tampa Bay’s Annual Symposium, and upon his return, he reported back to our team some of the things he learned while at the conference. Eoin was particularly impressed by one of the keynote workshop speakers’ differentiation between bosses and leaders.

The keynote workshop speaker in question is Andy Worshek, who led the chapter in a workshop called “Turn the Ship Around,” an examination of how David Marquette built a culture of teamwork to achieve excellence aboard the USS Santa Fe with lessons for people in business.

Eoin’s takeaway from Andy’s presentation keynote included these points:

  1. Bosses make people “do.” Leaders make people “think.”
  2. Bosses make people feel stress. Leaders make people feel safe.
  3. Bosses push information to authority. Leaders push authority to information.
  4. Bosses want to be good. Leaders want to get better.
  5. Bosses fix people. Leaders fix the environment.
  6. Bosses think their way to new action. Leaders act their way to new thinking.

Let’s drill down and look at some of the specific tactics a project manager can implement to be a leader rather than a boss:

  1. A leader’s role is not to come to a consensus, but to uncover all the info needed in order to make a proper decision.
  2. To foster an open and “safe” atmosphere, try saying, “Tell me about…” rather than demanding to know “Why?”
  3. Don’t use binary questions – leave things open-ended to promote more thorough and useful discussion.
  4. Separate the positions from the people.
  5. Speak last if you want different opinions – as a leader, you’re a pace-setter, and you will garner more varied response if you let other people express their thoughts before they know yours.
  6. Speak first if you want to win an argument (but lose relationships).
  7. Allow anonymous responses.
  8. Investigate outliers – there may be a good reason for dissenting opinions that you might not have considered.
  9. Fear shuts down curiosity.
  10. Watch out for folks looking to avoid errors rather than those looking to achieve excellence. The latter always strive for what’s best for the client/organization/everybody.

Are you a leader or a boss? We’d love to hear how you distinguish yourself as a leader and what lessons you’ve learned as a project manager. Drop us a line at info@innovative-e.com and tell us your tactics!

Like diving deeper into topics treating effective leadership? You might like our Leadership Insights video series, by Jim Kennedy, retired Director of Kennedy Space Center. Check it out!



Project Hosts and Innovative-e team to accelerate Project Management for Government with FedRAMP compliant solution


We recently announced that our popular Project Management on Your Terms™ (PMOYT) for Government is now available as a FedRAMP-compliant solution thanks to our longtime partner, Project Hosts .  Project Hosts is a Cloud Service Provider (CSP) that has achieved FedRAMP SaaS Level Compliance for Project Server private cloud environments. Innovative-e’s PMOYT solution was deployed and tested in Project Hosts’ Federal private cloud and was verified to be compliant with all relevant FedRAMP security controls.

Innovative-e’s experience with government customers enabled us to develop Project Management On Your Terms™, a unique solution that helps agencies gain better visibility into their portfolio of projects.  PMOYT is a framework and toolset that places an increased focus on common public sector requirements including dashboards for executives while also addressing the ongoing adoption concerns of project managers and users.

At its core, PMOYT is built on the Microsoft Project Management suite of software, anchored with Project Server.  It is a flexible solution that can be rapidly deployed, helps achieve initial wins and build momentum that fosters widespread and lasting organizational adoption. PMOYT for Government is often paired with the Application Management and Organizational Adoption (AMOA) component that provides ongoing application planning, enhancements, and consultative support to customers, ensuring that an organization’s investment remains relevant and effective well beyond the initial deployment.

In a news release from January 22, 2015, Scott Chapman, CEO and Co-Founder of Project Hosts, Inc., said, “By achieving FedRAMP compliance at the SaaS level for Microsoft SharePoint, Project, TFS and CRM, we are removing a huge IT burden and expense for any government agency considering building their own FedRAMP or FISMA compliant deployment. FedRAMP SaaS compliance at the Moderate impact level means that we have fully implemented all of the 325 unique security controls required to achieve this standard, unlike IaaS FedRAMP certified platforms which only fully implement around 70 controls, leaving it up each agency to implement the remaining 78% of the security controls.”

We believe that by removing complexity, costs, and time for developing, deploying, and maintaining Project Management Information Systems (PMIS), government organizations will be able to gain value from real enterprise class solutions like never before.