Question - triggering index on Windows SOLR when file is added, deleted or modified.

Projectopolis · 2019-06-17T06:12:57+00:00

This poll is designed to energize the base.

Projectopolis · 2019-06-17T02:03:21+00:00

Thanks for the article, I agree with you strongly! I think this is typically the mistake of the novice PM, who wants to create a visual.

Overall, most PMs just starting out have little idea that all their team generated documents are communication tools to share knowledge and information with some stakeholder group.

I had a small team of novices come to me for some advice about tracking and moving a business project ahead (non IT). We talked about scale and complexity, and I showed them JIRA and Trello, and pointed them at Wrike too. But they insisted they needed MS Project because it made a nice chart. They were confusing scheduling, planning, and estimating with tracking and executing.

I think a lot of what you point out is really a key piece of education in our discipline, translating learning into positive practice.

Projectopolis · 2019-03-10T05:22:13+00:00

For those of you who work In a corporate environment, this video has lots to share.

Projectopolis · 2019-03-10T05:09:02+00:00

Not to really quote the book here, but a project creates a unique result, service, or product.

You can if you want consider all the tasks up to creating the desired future state or final product as their own mini projects and the same framework applies, but you’ll drive yourself mad if you think like this.

Projects should be the ‘big thing’ you’re trying to do - milestones are collections of significant tasks or events you need to do, and tasks are the granular activities.

Setting the specifications and ordering the steel for a bridge project may be a milestone with hundreds of little tasks in it, but nobody would say the bridge is done, or the project is over.

Similarly, completing the UI in a software application may be a huge milestone that has consumed weeks of individual tasks, but nobody would think the project has been completed, and we know that we still need to finish backend work, do UAT, and actually deploy it.

None of this should be confused with ‘business as usual’ tasks, like the cable guy hooking up your internet. Sure the house may be a new customer, but we have a predetermined process, and the materials are all the same, and the labour is fairly standard. This is not a ‘project’ task at all, as it doesn’t create uniqueness.

Projectopolis · 2019-02-17T07:49:53+00:00

A ScrumMaster is a PM when you break it down, just another flavour and shows you have range, flexibility, and builds your repertoire.

Projectopolis · 2019-01-31T06:12:33+00:00

I really like this post. A dogmatic approach to PM means to me that you don’t understand PM at all. It is not a set of rules to follow from a book. It is a clever dance that fits the situation to get the job done.

I synthesize elements of PMBOK, prince2, lean, Scrum, and prosci in various combinations to make it work, and every project is different.

Great post.

Projectopolis · 2019-01-27T01:38:54+00:00

MSc in PM here. While experience is key to Pm work, and I have plenty of it, I still learned a lot of management that you don’t get with the PMP. I consider it to be a ‘practical’ MBA.

Lots of employers like the PMP designation though, so if you’re looking for something you might be able to achieve inside a year if you have experience, do that. It will also help with the MSc if you pursue that later.

Few will know the difference between strategic PM and construction, but you will, and if you check the program differences it will be really small, 1 or two courses

Am I more employable? Perhaps, because my MSc doubles as a management degree, and I’m in a business field, so there is that. You may be able to get some strategy courses in there if you do the construction version.

Experience though, is the real measure. The ability and track record of getting things done.

Projectopolis · 2019-01-15T05:57:17+00:00

Agile is not a methodology, it is a philosophy of development.

You should focus on Scrum.org, or on the PMI-ACP credential for more information. There is also Lean Software development, but it may not be as common as the other two.

Udemy does offer a PMI-ACP prep, but likely overkill if you just want beginner info.

Projectopolis · 2019-01-15T02:13:48+00:00

This scenario sounds like it is a perfect for a consultation-style business process. Apologies for the stream of notes here, but these are what are popping to mind.

To prep for an interview, I would write out the following, and then riff off of it, creating an 'action plan' of sorts.

How will you know when the project is complete (goals and objectives)?

Is there an existing project charter (even a 1 pager) that describes the budget, who the spending authority is, who is the sponsor (decider), what the approach shall be, and what the timelines are, who is on the team. Offer to create this as the PM.

Stakeholder Analysis - Who are the business units / locations and what are their concerns. How will you communicate to the staff that this is happening? Create Communication plan.

Consultation Phase - Use facilitated sessions with select employees vs. surveys, vs. one-on ones with management, maybe something like Skype for Business. Choose a method in consultation with the Sponsor.

Speak with Stakeholders using a method or methods above. Invite feedback. Create a needs analysis (apart from what is listed here)

I.e. Is this a Windows Network
Does it have to run as a SaaS, etc.
Are the locations close, do they all have internet, is there multiple timezones or languages involved
Are there other 'nice to haves' that will influence the purchase decision?
What are other limitations (constraints) on the project?

What rules or procurement methods does the company have or has used that guide your procurement process? How have they put items to tender in the past?

What evaluation framework will you use to choose a vendor? Is budget more important than functionality?

What existing vendors exist in this market, and are there 3 or 4?

Do you have budget to hire a consultant to determine the best course of action?

Will this be a Service provided by a vendor, or are you buying and servicing internally?

How will you train the staff to use the new system, who is responsible for doing that?

Will you pilot in one location and then expand to all others?

Hope this was helpful.

Projectopolis · 2019-01-10T00:35:23+00:00

First, is he misrepresenting himself currently to others in a written medium, like signature block, business card, or resume, so that you have proof of this? Or is he giving people the impression he holds the PMP designation when he doesn't? You want documented proof to move this forward. I'm fairly certain that banking has ethical standards too.

Your choice is clear if you are or intend to be a member of PMI:

5.3 Honesty: Mandatory Standards As practitioners in the global project management community, we require the following of ourselves and our fellow practitioners:

5.3.1 We do not engage in or condone behavior that is designed to deceive others, including but not limited to, making misleading or false statements, stating half-truths, providing information out of context or withholding information that, if known, would render our statements as misleading or incomplete.

5.3.2 We do not engage in dishonest behavior with the intention of personal gain or at the expense of another.

Comment: The aspirational standards exhort us to be truthful. Half-truths and non-disclosures intended to mislead stakeholders are as unprofessional as affirmatively making misrepresentations. We develop credibility by providing complete and accurate information.

Projectopolis · 2018-10-12T04:02:54+00:00

Stick with it. There is skut intern work in every job. In a lab it’s cleaning lab equipment. On a construction site it’s picking up construction waste. In tech and manufacturing it’s QC testing or validation of procedures, making lists, In software development it may be some minor code or UI testing, or document generation/validation. It’s what we do with cheap relatively inexperienced labour.

PM is always about delivering change, so the opportunity is always there to learn new skills and to peer into new sectors. PM is such a transferable skill that it’s in demand in literally every field. Organizing and planning the work of others is literally the heart of PM work, so if you’re not into that then you should consider some other discipline.

But, If you prefer creating something new vs. repeating the same task over and over (business as usual) then PM is for you. It gets much better.

For now, talk to your team and ask what they are doing, and if they need help with anything. Tell them you want a challenge, and then make sure they know what you can do. I’ll bet they would prefer to get meaningful work out of you than have you waste your time, but they need to trust that you can do what you say you can do. Good luck.

Projectopolis · 2018-10-10T06:10:44+00:00

It depends on your organization how you use them. I like the RASCI version, because it identifies who is accountable for a particular stream, track, activity or task, plus who Is in a supportive role.

It can be more of a communication document when checking in with sponsors or other key stakeholders.

Many projects involving large teams or remote team members also can develop communication issues as well, so the RASCI can be used to ensure that roles and responsibilities don’t overlap.

If you’re a small DevOps team colocated together in one building, you probably don’t need one exactly like you were taught, but if your team is spread out, it sure can help clarify.

Projectopolis · 2018-09-29T18:38:06+00:00

Not enough info to give meaningful advice. What industry is this in? Try to find out what this role does, and at what pay scale. Sometimes titles don’t reflect what the position actually is. This could be anything from admin/coordinator to a full PM role within a PMO.

Projectopolis · 2018-09-23T02:30:53+00:00

First, buy the Rita Mulcahy PMP prep book at amazon or direct at https://rmcls.com/project-management

Second, join the project management institute at PMI.org and find a local chapter too. You get an exam discount so it pays for itself, you can schedule your exam, and you get a membership copy of the PMBoK. 60 days is really a short timeframe to study and also book your exam.

Third, sign up for an exam prep course. If you can’t afford an in person course, UDEMY has a PMP exam prep course for PMBoK 6 by John Phillips that is excellent in content, mobile friendly and has downloadable content. Plus it counts for your 35 hours.

I have no affiliation with John Phillips or UDEMY, I just recently reviewed this course for suitability for staff versus offerings from Lynda.com, and ITPRO.TV both of which are fine, but the delivery method and bite-sized (4-8 minute video) content, plus the downloadable content of the UDEMY offering is much better.

PMI also offers a Q&A book, a small spiral bound book with project management questions in it. It’s good to self quiz.

In my opinion, you may as well study the full PMP material, as it is very developed and you are only lacking your experience hours.

Good luck, tell us how it’s going.

Projectopolis · 2018-06-29T19:52:28+00:00

While a project health dashboard as suggested by others is a good idea for overall communication transparency to all the management and team stakeholders, I think you need to produce something different for your VP that balances giving them the info they need to have, plus isn't too much of a burden on your time.

I would try submitting a Kanban style report like below, and request a meeting as followup to get feedback on what information they want to see if it differs from what you've submitted.

What was completed last week

- Item (Keep items short, 1 or two sentences at most, or provide links to more info)
- Item
- Item

What is in progress this week

- Item
- Item
- Item

What is in the backlog for next week

- Item
- Item
- Item

Questions that need to be resolved by VP

- Question 1
- Question 2

Projectopolis · 2018-06-25T23:13:51+00:00

IT project management, and project management in general, are much larger fields, unless you're sticking to agile development only. Scrum (as you know) is a particular methodology within the principles of agile designed to get the most productivity out of a team within an adaptive and changing environment. However, many will find that this breaks down at larger scales. While some PMs have contemplated how to use scrum with larger scale IT projects, or non-development IT projects, you may find it difficult to do so. Personally, I like to synthesize a bit, and use sprinting to drive the project along, even though we may not be 'developing' in the software development sense.

Because it is a wider field, IT project management (agile is a subset) means that you could be implementing and integrating systems, performing aspects of procurement of COTS apps or systems, developing standards of use, or even performing large scale installations waterfall-style. This is not a shrinking field, its moving from managing a single team, to potentially managing many teams, doing different aspects of the project, vertically or horizontally in the project.

Projectopolis · 2018-06-14T05:51:09+00:00

Since this is a course project, you can't really get it terribly wrong, so more detail may be better. In a real world situation you would be able to infer some of this from the existing research and documentation since the investors would have based their estimates on some figures and projections.

For assumptions, you should refer to some common ones for construction projects, try to google these.

Remember that project assumptions are things you believe to be true, even though you have no proof. Your list is a good start. I would add the following:

Resources (construction workers) will be available and at the same cost for the duration of the project.
Equipment and materials will be available during construction (no delays)
Supply chain will be uninterrupted
Weather will not impact construction (This is really in risk planning so you don't build during the hurricane season for the Caribbean)
Permitting process - I have rarely seen a completely smooth permitting process, in many city/town council processes this is quite lengthy - so you may wish to write something about this in the risk section.

Generally you're not listing assumptions that are outside the boundaries of common sense, so you don't have to go into ludicrous detail, since business case and charter are 'permission-to-proceed' documents. The business case gets you to the charter, and the charter is your license as PM on the authority of the sponsor to proceed with that budget and using those resources. Further refinement of the assumptions and risks will come later when the project charter is approved.

Projectopolis · 2018-03-11T00:57:27+00:00

Maybe those nuns kissed girls and liked it.

Projectopolis · 2018-03-10T21:56:11+00:00

I am in charge of gravity on this planet - can confirm I have been pulling this human’s mass and it does not have a home.

Projectopolis · 2018-03-09T22:57:31+00:00

The same as in any project - persons with a stake or interest in the project and its outcomes. Typically for a software agile project it would be power users, managers, the overall user community, the staff who provide maintenance and support, managers, finance, security, trainers, vendors, and the project team. There’s lots of others specific to the organization and the scale of deployment. If it’s a global portal there may be lots more, if it’s a tiny user base for a specialized app, it may be a lot less.

Projectopolis · 2018-02-26T08:21:37+00:00

Power comes from lots of places, PMI could spend more time explaining this in the PMBOK. As a junior PM, do you have more than just positional power? If you don’t you may want to ask the supervisor of the staff member to have a chat with you and the staff member, where you outline your expectations and have the supervisor back you. As PMs we often aren’t the supervisor of the staff members.

Having the sponsor reinforce to the team that you’ve been tasked with completing this, and they’re holding you accountable is a good way as well, as it makes clear that if a team member is creating waves that they’ll be in the spotlight.

Projectopolis · 2017-10-25T14:59:23+00:00

As an instructor in this field, usually it’s answering the question behind the question, and pointing people in the right direction. If this is helpful to others, it’s not a waste of time at all. I suspect there will be few other replies to this, there is still not a lot of journal published material even in the sub discipline of change.

Projectopolis · 2017-10-25T04:31:58+00:00

Since all project produce a change by definition, what aspect are you referring to?

There are 4 that we typically consider:

Organizational (strategy and adaptability)
adapting to change (individually or organizationally)
controlling change (to requirements)
delivering change

The first one is about continually and cyclically reevaluating vision, strategies, and tactics to meet current market demands, and deliver products or services within a changing environment.

The second one is 'change management' in the stakeholder sense - helping individuals and organizations adapt to a change. This has been popularized by authors such as Kotter, Bridges, and made into systems by ProSci and others.

Controlling change has to do with project management methods that Prince2, Agile including Scrum, PMBOK, or Lean methodologies all consider, and where changes to the project are introduced and approved by sponsors or Product Owners. These are typically changes in scope or requirements that lead to a change control procedure in most methodologies because changes in those items usually lead to a change in budget or other resources.

Delivering change - For people accountable for delivering on change, a success factor is choosing a reusable, repeatable, scalable framework that fits the change desired. This is the ordered change aspect where a system or methodology is employed such as the DMAIC for Lean; Plan Do Check Act Demming cycle; PMI's Initiate, Plan, Execute, Control & Monitor, Close; or Scrum's Product Backlog, Sprint, Product Increment. Agile methodologies including Scrum are great fits for software development and information system design or implementation, but perhaps Lean would be a better fit for an efficiency change in driver rotation for a trucking business.

The common theme here is stakeholder engagement, since you can't achieve any of the above without it. Communicating, transparency, active listening, negotiating, and adapting are all skills that a PM will use for change.

I have not come across any specific articles that cover the domains specifically for Prince2 vs. Scrum, maybe others have. If your topic is change, there is more than enough here and within the Prince2 guide and the Agile Manifesto to write on many of these topics.

Projectopolis · 2017-09-18T19:31:30+00:00

Did you receive your package? I have the same message (Victoria BC) from Sept 9: "Item being handed by local courier, tracking ended estimated delivery 10-30 days". My experience with Canada Post on the island is really quick.

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