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• Trust us. We have block chain and we are here to help.

  

  Block chain's great Promise

  Middlemen are part of our daily lives. The great promise of block chain technology is eliminating the middleman. The original / most famous application of block chain is cryptocurrency, such as bitcoin. With no middleman, for example, with no bank to have to deal with, we could avoid those annoying fee’s and charges. Sounds great! Really? Who is going to do the work to provide a monthly statement of all your deposits and withdrawals? Who is going to do the work to lend money so you can buy a house or car, or pay for the hundreds of smaller purchases you make? Who am I going to call if I am having trouble logging in and can’t access my money? Who am I going to call if my bank engages in fraudulent activity?

  Block chain's technology

  Block chain uses crowd sourcing, massive computing resources, and math. The result is a process to allow us to exchange value directly with each other, without using a middle man. You might think we do this already. For example, if I make a deal with the neighbour to cut my grass for $25, you may think there is no middleman. But there is a middleman. I can’t pay unless I deposit my pay cheque and take out money from my middleman/bank. The promise of Block chain is that we can eliminate the middleman and instead of using a middleman/bank to keep track of our money, we will use the crowd to keep track of our money. The block chain response is something like, ‘Isn’t this going to be fantastic? We will deal direct with each other and rely on math and big computers as a proxy for trusting our bank/middleman’. This is not so fantastic. In the current models, we have no way to reverse a fraudulent transaction, no way to track money laundering, and no way to stop terrorist financing. Governments and banks aren’t going to hand over the keys to the economy so easily.

  Peak frenzy

  We are approaching block chain peak frenzy. I know because I failed my second-year statistics course but still read Satoshi Nakamoto’s paper on distributed databases, probability, and time-stamping. The trouble right now is the conversation is being dominated by charlatans jumping onto the next big thing. If not charlatans it is geniuses interested in the math, or disaffected folks interested in disrupting big corporations. Or, all the above.

  Steve Jobs

  Something big is happening but block chain is missing it’s Steve Jobs. I think block chain’s Steve jobs will emerge from Toronto, but that is for another article.

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  How to Improve Sales Revenue in Your Company

  A typical business goal is to execute the sales strategy and increase revenue by X% over the period. The sales process is an ongoing operational activity and is usually not suited to being treated like a formal project. However, the sales process needs to be managed and there are similarities between managing a sales process and managing a project.

  A sales process needs:

  • Management of key milestones and timing
  • Identification and assignment of people to assist
  • Encouragement of teamwork at client site and internally
  • Risk identification and mitigation planning
  • Tracking and reporting of selected metrics
  • Feedback/improvement loop

  Management of key milestones and timing in the sales process

  I recommend every sales team to work with an expert project manager to develop a template of tasks and estimated timing which gets stored in a central library. At the earliest reasonable time, the template should be fired-up and customised to suit the opportunity. That is, tailor it to needs by modifying the tasks that need to be accomplished, the estimated durations, and dependencies.

  This plan, will guide all stakeholders to manage expectations and keep everyone on track for what needs to happen next.

  Identification and assignment of resources within the organization to assist with the presentation

  Once an opportunity has been identified, team members need to be called on for assistance in various parts of the proposal. It is important that the sales person ensure that everyone has time to take on the work, understands how to do the work, and understands when and how to report that the work is completed or that some sort of issue has caused work to slow down or stop.

  The sales person may not have the authority to prioritise everyone’s time and therefore it is important to keep the lines of communication open.

  Risk identification and mitigation planning

  Sales people are able to identify unique risks because they are the closest to understanding the client’s expressed needs. These insights are extremely relevant. Combined with their own experience dealing with other customers, sales people can see risks that no one else can. Positive risks, those that have upside potential lead to new items in the sales funnel. Negative risks, those that can push a deal off the rails should not be pushed under the carpet.

  The (negative) risks, should be identified and reviewed. Each risk has a likelihood/ probability of occurring and severity/impact on the sale should it occur. The sales person’s team and management should periodically develop and review tactics to reduce the probability and lesson the severity of impact, should it occur.

  Tracking and reporting of selected metrics back to the team and management

  Peter Drucker, has been paraphrased, “you can’t manage what you can’t measure”. The selection of appropriate measures and metrics is a cornerstone of sales management. Most sales people are keenly aware at all times of the status of their metrics and how much they are exceeded or failing short of their objectives.

  In addition to short-term results, frequently communicating a sales dashboard may be more beneficial then you thought. The benefit is to improve organizational alignment with the sales strategy. Having visibility to the sales dashboard could be the trigger to makes those changes

  Feedback/improvement loop

  Deals get won. Deals get lost. The salesperson will obtain lots of knowledge about the client or at least they should. Knowledge represents a significant asset for most businesses. Left unmanaged knowledge tends to quickly fade. When deals are lost, it is important to learn from the process. Are there changes that can be made to the sales process? A lessons learned process and central repository for the post-mortem will help the next sales rep and also help when it comes time to review the process for a complete over hall or investment in technology to automate parts of the process.

  Stephen D Wise

  Stephen Wise Integration Professionals

  Dramatically Improve Traction

• Turnaround: Leading a Project Recovery

  It’s true! Most every failed project had an earlier phase as a troubled project. I will look at techniques a Project Manager can use to gain control of a troubled project and lead a turnaround. Does this sound familiar?

  • The volume of identified defects has swamped testing or development or change control.
  • No-one on the project team has a firm view of when the project will be finished.
  • The budget is red and no-one knows how much additional work is still required.
  • The customer is losing confidence and showing signs of buyer’s remorse.
  • Team members are working excessive hours of overtime, email wars are breaking out, and personal relationships are unraveling.
  • The Executive is no longer on the same page as to the status and outlook for the project.
  • Vendor contractual misunderstandings are emerging and creating additional challenges.

  If you have a troubled project, crisis is imminent and your world needs to change. Sooner rather than later management will request increased and more detailed updates. Customers, team members, and other internal stakeholders, such as audit, will soon be checking old project emails and asking additional questions. Now is not the time to become defensive. You are the Project Manager, and now more than ever, the stakeholders need you to lead them through the turnaround steps to project recovery. Step 1 – Initiate Recovery

  1. Seek guidance from the project team, business owner, and corporate methodology on an appropriate approach to initiate recovery planning. This step shouldn’t bog you down. Equally important as the guidance gained, is the communication you share with the stakeholders. That is, “You are leading the team into project turnaround and recovery mode.”
  2. In order to understand the status of the project and the nature of the recovery required, interview key stakeholders and analyze key project documentation such as project org chart, Charter, Work breakdown Structure, Issue log, Schedule (planned and actual Activities, resources, assignments, timing, and costs), and Change Log.
  3. Ensure the Project Team and executive reflect on the status of the project as measured against the business case benefit. Many events have occurred since original assumptions and it is possible that changes in market needs, technology, and enterprise risk, et cetera, render the existing project as unviable.

  A very common mistake is to rationalize the continuation of a project due to the vast money and effort expended to date. Never use the amount of time and effort spent to date as a reason to continue a project with a broken business case – the money that has been spent can’t be recovered, however, it is possible that additional money about to be spent could be re-allocated to bring relatively more benefit to the organization. If the business case is broken, recovery is not possible, and your job as Project Manager is to ensure an updated business case is approved or the project is stopped. Step 2 – Planning Recovery Assuming that the Executive, Sponsor, and Project Team are in agreement with implementing a project recovery, it is time to gather the stakeholders in a series of planning sessions. It is crucial that all stakeholders are represented in the re-planning exercise and that they are representing their relevant departments in committing to the new estimates in the plan. The Project Manager has several levers available to make change over the original project plan. I recommend working each of the three levers below.

  1. Reduce Scope Facilitate review of the incomplete scope elements by the team. Identify and validate dependencies, resource requirements, and alignment to the business case. Request or impose a haircut to the scope of the project.
  2. Increase Schedule Seek deep clarity on the reasons and alternatives to any “drop-dead” dates articulated by stakeholders. Review duration estimates and resource leveling for the remaining work. It is common for team members to underestimate overall time required and to spread individuals too thin across numerous tasks. Unless the customer is willing to accept reduced deliverables, avoid planning backwards from a “drop-dead’ date as this is likely one of the factors that sent the project schedule into trouble in the first place.
  3. Increase Productivity Tailor the approach to meetings, documentation, bug tracking, task assignments, and overall communication for ways to make it easier to get the work done. A caveat – if the team is working on the wrong things or running into problems that impact others, now more than ever, it is up to the PM to surface these things and help to resolve. Now is not the time to tailor your approach by skipping status meetings or decreasing PM follow-up activities.

  As an output of the re-planning exercise a new plan must be built. To ensure the new plan will not fail, it must have buy in/commitment from all appropriate stakeholders; and it must be maintained and updated rigorously by the Project Manager. Step 3 – Execute the Plan Over and above the tremendous efforts from those doing the work, the success of the recovery depends on the persistent monitoring and tracking of the agreed recovery schedule and issue log. Avoid the noise - a good PM must repeatedly step-up and exert pressure to steer the team away from the many potholes that seem significant but in actuality, are not really blocking the path of the project. Conversely, the PM must be prepared to step outside their own comfort zone to influence stakeholders for the sake of the project when tasks are slipping or issues aren’t being resolved in a timely fashion. The essence of project recovery turnaround is to demonstrate leadership and renew the team with a refreshed analysis of the situation, a re-invigorated sense of purpose and shared commitment, and a clear and detailed plan to reach the end of the project. Finally, I note that I have not addressed reporting and metrics unique to project recovery. This will be covered at a later date. Stephen Wise Integration Professionals http://www.IntegrationProfessionals.com/ http://www.IntegrationProfessionals.com/Twitter/
• Two themes for Portfolio Agility

  I have seen the future and it is agile. The agile I am talking about is not a tool, or methodology, or a movement. It is the outcome when Project Managers have discussions with Sponsors on how to go faster, or how to beat competitors, or how to win new business. Portfolio management is listing, prioritizing, selecting, and controlling business ideas/investments in the context of the top success drivers and constraints affecting the business. In my experience, many projects are handed to the Project Manager that have risks or budget or schedule issues that the PM can’t even quantify. Unfortunately, these very items are likely to be the root cause of missed expectations, budget overruns or schedule delays. Our challenge is to enter into an ongoing conversation to ensure the right investments are being made at the right time. We need to develop and design a new way of thinking to respond to the needs of the business. Here are two themes to help support this change: 1. Focus on enhancing the collaboration and communication between the person managing the work (Project Manager) and the person who wants the work done (Sponsor).

  • Create visibility anytime and to any desired level of detail.
  • Speed everything up so that we can see business benefits/failures faster.

  2. Gain trust by eliminating multiple sources of data/truth by bringing data integrity into the project and program environment.

  • Ensure culture is conducive to increased reporting.
  • Communicate better about those things that people care about.

  I first head the following from an industry research analyst, “We need better brakes … so we can go faster”. How true! By investing in portfolio management skills and tools to improve communication and data quality, the organizations we support will have improved agility to amplify successes and reallocate resources from underperforming projects.
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  What value are you creating with your IoT?

  The increasing capability to digitize the physical world presents enormous dollar opportunities. IoT and its technology provides the ability to sense the world or take an action or both. For example, manufacturing applications include operations optimization, predictive maintenance, inventory optimization, and health and safety. McKinsey has suggested that the economic impact of IoT in factories will be valued at 1.2 to 7.7 trillion US dollars in 2025.

  
  Most companies can explore the following over arching models: Transform business process; Enable new business models; or Combine with other advanced technologies like AI and blockchain. Developing a business model to reduce your costs or enhance the customer experience is the first transformation step.

  
  Here are my top 5 tips for developing your IoT business strategy.

   

  1. Ensure the business case has clarity for how the company will capture value from the IoT solution internally or from customers.
  2. Executive sponsorship of the IoT portfolio of activities requires business led cross-functional support from all areas of the enterprise; IT enables IoT for the enterprise, not the other way around.
  3. Involve manufacturing and the frontline in up-front planning as monetizing IoT benefits depends on business process change and change to customer experience. For example, most implementations will require/suggest for things to be done differently as part of the future state – buy-in from those impacted is critical.
  4. Engage partners and internal resources to augment the new skill sets that will be required to maintain and use functionality. Networking and connectivity, Data science, and security will all be learning curves.
  5. Manage all your IoT initiatives as a portfolio to initiate/cancel, prioritize, and balance projects according to revenue, cost, resource availability, and risks.

  
  The pervasive embedding of IoT hardware is a given. IoT is reshaping the way enterprises manage processes. Albeit, the usefulness and timing for when it is helpful that your fridge knows it will soon be out of milk is not clear. Nevertheless, the great value to be gleaned in Health, Transportation, Retail, Manufacturing, and so on is logical.
   

  Monetizing the power of sensor-enabled data and knowing how to deploy is a disruptive change that should be on everyone’s business radar. 

  Stephen Wise

  
  www.IntegrationProfessionals.com

  
  Dramatically Improve Traction

• 
  Delivering Business Transformation Strategy

  Michael Porter’s books on Competitive Strategy and Competitive Advantage led me to embrace Project Management. That is, I have frequently said, a company that invests in Project Management is making an investment in their competitive advantage. Less frustration delivering value, less disruption to teams, improved engagement, etc.

  Porter’s Five Forces and the SWOT analysis are now inadequate as concrete underpinnings for strategy design. Strategy is still important, but the amount of change driven by disruption, innovation, and transformation means that the interpretation and implementation of Strategy – which occurs during the delivery – requires a high-touch feedback loop.

  An increased importance in the strategy delivery does not mean that strategy design is less important – it means that executives must give equal personal priority and attention to designing the right strategy as to delivering.

  Here are three key tips for executives to stay engaged in the delivery phase of business transformation strategy. Governance – Decision Making – Planning & Re-planning.

  Governance – Build a governance structure that reinforces the accountability and responsibilities for the vision. Ensure the team is adequality resourced in terms of experience and availability. Review and address risks and interdependencies at the beginning and periodically and through the realization of accumulated benefits. Insist on a complete set of regularly reported metrics and milestones.

  Decision Making - Move quickly to re-prioritize and remove roadblocks that are uncovered despite a lack of complete information or analysis. Accept changes to time and budget milestones based on new information from the working team.

  Planning & Re-planning – The less time you have available – the more important it is to have a robust plan. Don’t forgo detailed planning, but in today’s business environment planning and re-planning must be rapid and agile. Documenting tasks, task owner, and interdependencies are as important as schedule and budget. Issues impeding success should be discussed regularly and recommendations to tweak the plan fed up to the executive team in order to ensure alignment and ongoing support.

  Delivering strategy is like going on an expedition through a deep jungle. Every so often you will get to a hilltop and be able to asses how things went so far and what new landscape is coming in to view. An executive that spends time and money crafting the strategy needs to protect her investment by staying available and engaged for those hilltop moments.

  Stephen Wise

  Integration Professionals

  Dramatically Improve Traction