The following are essential skills for Project management with Data, People and Things
As identified by Alex Brown PMP
Skills with Data
Synthesizing, Coordinating, Innovating, Analyzing, Compiling, Computing, Copying, Comparing
Skills with People
Mentoring, Negotiating, Instructing, Supervising, Persuading, Speaking, Serving, Helping
Skills with Things
Setting Up, Precision working, Operating-controlling, Manipulating, Tending, Feeding-Off bearing, Handling
The probability that we may fail in our Endeavour should not deter us from perusing on a cause we believe to be just.
It is my belief that if you behave in this way, you will be respected for your honesty and candor. You are not expected to know the answer to everything.We've all been in this position and we will be again. "I don't know" are powerful words when used appropriately.
This principle has specific meaning in many fields, including the transition of engineering solutions to manufacturing, something I've experienced first=hand during the transition to production of extremely complicating and exciting electronic systems.
By involving all elements of the team -- including manufacturing -- early in the design process, productivity will be built in. Designing in quality is a lot more effective than inspecting -- or testing -- it in later. Customers understand this acutely. Get your suppliers on board, too.
Put another way: remember your first speeding ticket? It was so easy to exceed the limit, but there would have been so much less pain in the long run if you had just ob
By all means, don't be rash, but do make decisions. That's why you were given the responsibility in the first place. Calculated risks may be appropriate. However, be thoughtful: do not make the same mistake twice. You will learn from your many decisions that turn out well and you will learn even more from the few that do not. During on of my early appraisals, my manager said "I do believe this young man has made every mistake once, but never twice". I hope he was exaggerating a little, but you get the point.
I can also tell you that some of my most critized decisions eventually turned out to be best for the company.
It is human nature to focus on what is in a presentation, but sometimes what isn't there is even more important.
Always think about what's missing; It's amazing what you'll find.
This is what leaders are looking for in individuals who are coming up in the organization. Are these individuals pushing the corners of the box? Are they energizing the team and its thinking?
This is a rare quality that few have. It can and should be developed.
In fact, assume it will be published in the New York Times, the
The point here is the in the workplace, unlike in your family, you have a choice. You will have many bosses in the course of your career. You are not totally passive in the process of "selecting" your boss. You have a choice, more than you may realize. Be proactive.
By the way, I have a great family, and I love them. I hope you are also as blessed as I am.
At Raytheon, our program managers use various process disciplines that enable them to evaluate how well the program is proceeding and whether mid-course corrections are needed.
When used properly, these disciplines are a powerful management tool to keep programs on course. However, it is essential that the manager use the disciplines to gain insight into his or her program and its progress, and not simply as a way to "check the box."
Conversely, if, early in your career, you act as if the simpler assignments are beneath you, then your manager may feel you are challenging his or her judgment and your peers may feel you are not a team player. Building strong relationships with management and peers early in your career will help you immeasurable later on.
Everything you do, no matter how menial or trivial it may seem, has your name associated with it. for that reason alone it is worth doing well.
Remember that if your manager is good, he or she will always be trying to development talent -- you. When you are a manager, you will want to do the same.
We all want to get new projects off to a strong start, but it is equally important to stay engaged throughout the process - to push the project forward when necessary, especially as it nears the finish line. Good process will help immeasurably, but so will your passion to see the project to fruition.
For me, and for many general managers, the red flag word is "never". Don't say you'll "never" be able to overcome the obstacles -- unless you have truly analyzed each obstacle and demonstrated in a fact-base way that they are truly insurmountable. "Never" is the ultimate challenge to me.
This rule is about perseverance as well. Don't be passive, don't just react, and don't assume.
Decide and act. Make sure everybody is one the same page and moving out with you. Ask for help if you need it. Understand what it will take to keep the project moving.
Follow-up is essential and will help ensure success of the project. When done, be sure to share the credit.
Confirming instructions and commitments in writing helps to give structure to the communication process and to ensure that everybody knows what needs to be done, and who will do it.
In addition, verbally ask others to replay your instructions back to you, then put the instructions in your own words and make sure you still get an affirmative nod from the recipients.
Keep the confirmation of instructions and commitments clear and crisp so as not to bureaucratize the process.
Be your own champion. Some managers invite discussion to see where your "head" is on a matter.
This is a great example of how a willingness to volunteer, coupled with a "no fear" attitude (slight exaggeration, but you know what I mean), got me with some great assignments. But beware, there is a huge downside to volunteering if you are just "winging" it.
As you grow in position and assume roles of increasing responsibility and complexity, you truly appretiate those who communicate with brevity and clarity. Their emails, notes and reports will get read! Conversely, and sadly, good ideas in hard-to-open packages wrapped with complicated bows may be overlooked.
On the other hand, if you believe that your boss is not seeing the big picture or is header in the wrong direction, you should speak up and be straightforward about your concerns. If you have a good boss, your candor will be appreciated and valued; in fact, it will improve your relationship.
When your boss gives you an assignment, make it a priority, even though you may want to work on something else. Remember that you often don't know you gave your boss the assignment in the first place. It could have been the president or the CEO.
Be fact-based. We all need to be disciplined and accountable in the way we perform. Our customers respect us more when we establish metrics for various milestones so that actual performance can be tracked, evaluated, and, if need be, improved. The metrics will help us stay on track.
It is usually better to let the individual know. Then, if you are not getting support, you can let the supervisor know. At the same time -- and this is important -- it is essential that everything be done in a way that adheres to all rules and regulations, reflecting the utmost integrity.
On the positive side, if you have something wonderful to say about a peer, then by all means copy the boss. As it is said, "Praise in public, admonish in private."
When you say you're doing to do something, you are committing the company to specific actions. Make sure you have fully thought through these commitments and are prepared to honor them. Do not ever make commitments that are beyond your scope of responsibility.
How would you start? How would you conclude? What points would you emphasize? What points would you hold in re
Time is the discipline of the elevator speech. Space is the discipline of having to pull out all your key points on one 3-by-5-inch card. Both disciplines require you to get the point and focus on what action you're asking for.
Often it's best to get the right the conclusion have your explanatory charts in re
It is precisely when things go wrong that your leadership skills will be most tested. If you help the team solve the problem in a calm, professional manner, you will inspire confidence. The members of the team will believe in you and in each other. You will not only help the team solve the immediate problem; you will reassure the team that it has the ability to solve other problems that may arise.
If you add the the sense of alarm, your leadership will be counter-productive; it will take the team even longer to calm down and pursue the right path.
You may want to use the "24-Hour Rule." That is, think about the problem and, when possible, don't make a final decision for 24 hours.
Don't waffle of flip-flop. Stand by your decisions unless you find out something new -- or you discover that you were wrong. Then, quickly and cleanly, make it right.
There is nothing more valuable than a review process that surfaces all the potential consequences of an action rather than just the best-case scenario.
There is no way to effectively weigh the risks and benefits of an action if one is ignorant of the risks.
By presenting both the pros and the cons, you show others that you have thought the problem through. You will have more credibility.
Good-natured humor acknowledges the humanity of others and is a wonderful way to reduce tension on the team.
It is a great ice-breaker. I use it often.
I enjoy what I do. I like working with others who feel the same way and I believe the work product reflects this.
I know our customers appretiate a team that enjoys what it does.
I can't emphasize enough this idea of "ownership". Good managers are looking to promote people who feel a sense of stewardship for the company, a sense of responsibility to always behave like an "owner" of the company, like a member of the family.
After more than three decades with Raytheon, I am proud to admit that I have a love affair with my company. I care about its reputation and its people. I want those who are
The leader must create a climate in which it is understood reflexively that bad news, while never pleasant, must be shared. And the sooner the bad new is aired, the better.
It is amazing how slowly bad news can travel up the levels of an organization -- unless the corporate culture encourages, and demand, that bad news be reported quickly.
Reach out to make the connection. Show your humanity. Tell a story. Relate it to a real situation. Raytheon makes systems that our men and women in uniform, and others, depend on for their safety. I can't tell you how meaningful it is when our employees receive a note from customers thanking us for making them feel safe. It's a wonderful feeling, believe me, and you can't help but remember - 100% of the time.
There is nothing more powerful than sincerely engaging others and revealing aspects of yourself. One must be secure to do this. It is this security which inspires the confidence of others. Pretend someone asked you why it matters whether you do your job well or not. If there's no feeling in your answer, you may not have an answer.
Polishing a sneaker can inadvertently convince others that the sneaker has a value that it doesn't possess. This can distract an organization from important pursuits or lead an organization down a dead end.
"Shorting issues to the ground" means finding the quickest path -- from problem to solution -- avoiding non-value-added procedures and delays.
Sorry, but my engineering training is responsible for this one.
As you see the world from a higher perch, you take in more of the landscape. From this vantage point, your role becomes clearer. You see how you can contribute more effectively to the goals of your organization.
Remember what an eye-opener it was when you were promoted into a position once held by your boss? Remember how much smarter he or she suddenly seemed when you had their job? For me, it's analogous to how much smarter I though my mom and dad suddenly became when I emerged from my teenage years into my twenties. I know most teenagers bristle when you tell them how much smarter their parents will soon seem, but it's true -- and the analogy applies to having a broader perspective on the job as well.
Be especially wary of those who are rude to people perceived to be in subordinate roles. This kind of behavior is not the mark of a leader.
"Dedication" is the desire to work hard to be the best you can be at any task -- small as well as large (remember Rule #8). The members of your team will feel this commitment and share it.
"Integrity" to me is having the fortitude to do what is right when no one is watching.
"Love" isn't used often in corporate position papers. I don't mean it in the "mushy" sense; anyone who's done a review with me will attest to that. What I mean by "love" is a willingness to sacrifice for the benefit of others and the organization. It inspires the dedication of those around you.
I believe we all have some of these qualities throughout the various stages of our lives. But true leaders don't just have these traits -- they apply them and instill them in others.
Attributed to William Swanson, CEO Raytheon
Life is like a great bike race, the goal of which is to live one's own Personal Destiny. At the starting line, we are all together, sharing camaraderie and enthusiasm. But, as the race develops, the initial joy gives way to challenges: exhaustion, monotony, doubts as to one's ability. We notice that some friends refuse to accept the challenges -- they are still in the race, but only because they cannot stop in the middle of a road. There are many of them. They ride along with the support car, talk among themselves and complete the task. We find ourselves outdistancing them; and then we have to confront solitude, the surprises around unfamiliar curves, and problems with the bicycle. We wind up asking ourselves if the effort is worth it. Yes, it is worth it. Don't give up.
From now on and for the next few hundred years the universe is going to boycott all those have preconceived ideas. The energy of the Earth has to be renewed. New ideas need space. The body and the soul need new challenges. The future is knocking on our door, and all ideas except those that are based upon preconceptions will have a chance to appear. "What is important will remain; what is useless will disappear. But let each person judge only his own concepts. We are not the judges of the dreams of others. In order to have faith in our own path, it is not necessary to prove that another's path is wrong. One who does that does not believe in his own steps."
Write! Whether it's a letter, a diary or just some notes as you speak on the telephone but write! "In writing, we come closer to God and to others. "If you want to understand your role in the world better, write. Try to put your soul in writing, even if no one reads your words or worse, even if someone winds up reading what you did not want to be read. The simple fact of writing helps us to organize our thoughts and see more clearly what is in our surroundings. A paper and pen perform miracles they alleviate pain, make dreams come true and summon lost hope. "The word has power."
The phrase is from Pablo Picasso: "God is an artist. He invented the giraffe, the elephant and the ant. Actually, he never sought for a style he was simply doing everything that he wanted to do." The master says: "When we begin along our path, a great fear arises. We feel obligated to do everything right. In the end, since we have only one life to live, who was it that invented the standard of "Everything right?" God made the giraffe, the elephant and the ant why do we have to follow a standard? "A standard
From now on -- and for the next few hundred years -- the universe is going to boycott all those have preconceived ideas. The energy of the Earth has to be renewed. New ideas need space. The body and the soul need new challenges. The future is knocking on our door, and all ideas -- except those that are based upon preconceptions -- will have a chance to appear. "What is important will remain; what is useless will disappear. But let each person judge only his own concepts. We are not the judges of the dreams of others. In order to have faith in our own path, it is not necessary to prove that another's path is wrong. One who does that does not believe in his own steps."
- Paulo Coelho
Lessons from Jan 2008
The thing about life is that one makes mistakes. Many mistakes were made in the second half of 2007 and those sins have to be washed away by blood, such is the way of financial markets. Some participants will go down under and never be able to get back to the market again but most will survive. The pain will linger for many months, maybe years but lessons have to be learnt. Every such debacle has lessons for us and the sooner we forget them the more we suffer.
The first lesson is not to let stock price performance become the sole reason for buying, a mistake which was made in abundance in the last 3 months. What couldn't be explained by fundamentals was credited to liquidity. The present lost all relevance as people chose to focus on the distant future, perhaps simply because the present could never justify those ticker prices; only a hazy dream of the future could. Traders and investors had no time for fundamental analysts, in many cases they were labelled "cribbing fools". Chartists became the most celebrated tribe on the street as only they could see and predict the one way run to glory for many of the hot stocks even as fundamental watchers cringed at valuations....till the music stopped. Don't get me wrong, charts do work in trending markets but once stock prices veer away completely from fundamental value, people need to get careful. But they never are. Now that the blinkers are off, people should ask themselves why stocks like RNRL, Ispat, RPL, Essar oil and Nagarjuna fertilisers have lost 50-70% of their value. It is simply because their stock prices had snapped all connection with underlying business fundamentals, earnings and value. Their stock prices became the only reasons for buying them which works for a while but not forever.
The other big lesson, one which should have been driven in earlier in May 2006, is the danger of overextending oneself in the futures market. The lure of stock futures is easy to understand. Put in some margin, take a big exposure on a fast moving stock, make a killing when prices shoot up. Repeat exercise. Just that people forgot that prices may also come down and at a pace which noone can even imagine, maybe their friendly stockbrokers forgot to tell them that part of the story. The result : unbridled speculation that ran into lakhs of crores, excesses that we are paying for today. Even this fall will not cure investors of their love for futures speculation but if at least some amount of caution is injected it would have been a worthwhile learning. Futures are not toys for amateurs, they are time bombs in the hands of inexpert and inexperienced traders, it's only a matter of when the fuse runs out.
The other learning which I hope will play out in the future, as it has in the past, is that it pays to be brave in times of panic such as these. If I was allowed to invest myself , which I am not, I would have no hesitation in deploying serious money into the market today, knowing fully well that prices may fall more tomorrow. And I would be standing there tomorrow to buy more of the same, till my money ran out.
Udayan Mukherjee
NOTE: This column was written at 2pm, even as the markets were trading.
