[jsfg_cinti] Fw: GTG Knowledge Boost - Issue 2

Griffin Tate Group
----- Original Message ----- 
From: Karen Tate 
To: jsfg@xxxxxxxx 
Sent: Tuesday, April 08, 2008 10:30 AM
Subject: GTG Knowledge Boost - Issue 2

 
           
             
                 
                 The GTG
                  Knowledge Boost 
                 
                 
           

           
           Train. Apply. Succeed 
                 Issue 2 | April 4, 2008 
           

           
           
                 
                 GTG Quick Tip 

                 
                 Organizing Deliverables to Communicate "The Big Picture" 
                  Creating a table to organize deliverables (interim and final) 
goes a long way toward organizing the process to secure clarification and 
agreement from management and stakeholders. By identifying the customer, key 
features and functions, and acceptance criteria for each final deliverable, 
your team has a snapshot of the project's relevant information.  A team member 
should be able to select a deliverable from the left hand column of the table 
and move across the chart to identify:

                  . Authorization - The name of the person who has the 
authority to sign off on the deliverable. There may be more than one. If so, 
note the area that each person is authorized to approve.


                  . Customer requirements - A brief explanation of what the 
customer wants (including features and function on the final deliverable), the 
purpose of the deliverable, and the problem the deliverable will solve. 

                  . Customer acceptance criteria - Agreed upon specifics on the 
customer criteria for satisfaction. 

                  (Read more on this and other key topics in The Advanced 
Project Management Memory JoggerTM.)



                        Featured Podcast 
                        "Creating Successful Projects" is the second in a 
series of seven key project management topics designed to build your project 
management fitness level for substantial results. It will discuss the 
fundamentals of creating successful projects - from gaining a collective 
understanding of key terms to structuring a project for optimal results. This 
session opens with a discussion on projects, project success, project 
management and its impact on your organization. It expands into forming a 
vision of the course you will take with each and every initiative - outlining 
best practices. Listen now 
                        (Note: This free series complements our best-selling 
guide, the Project Management Memory JoggerTM.) 
                 
           Project Management Growth

            Are you interested in advancing your project management career?  
Now that we're past the year-end wrap-ups and first quarter predictions, it's 
clear growth in the discipline will continue. 

            We've compiled some interesting stats from a variety of key sources 
that point to opportunity: 

              a.. In January, the Wall Street Journal reported a 25 percent 
increase in project management job postings in 2007 - an increase of 150 
percent over the past three years. 
              a.. A recent IT salary survey conducted by tech employment firm 
Dice, reported an average salary of $101,292. 
              b.. Processor magazine cites project management as being "in high 
demand" and "in demand for the foreseeable future." 
              c.. Computerworld ranks project management second (#2) on the 
list of the "Eight Hottest Skills for 2008." The publication mentions that, 
"CIOs are hungry for project managers who have extensive experience overseeing 
complex efforts." 
            But with opportunity comes increased expectations. Many 
organizations are foregoing "homegrown" practices in favor of formalized, 
structured skill sets endorsed by discipline-leading authorities such as the 
Project Management Institute®. Here's what some of the expert sources are 
saying:

              a.. An ITWeek (UK) survey from May 2007 concludes that project 
managers need better leadership skills. The survey of 200 project managers 
found that only one third found completing projects on time and within budget a 
top priority. Conclusions center on the fact that project managers need to be 
able to "lead, manage and motivate." 
              b.. Processor's 2008 overview suggests there is a rising demand 
for project managers to understand both business and IT to bridge the 
communications gap. The article also cites PMP® certification as a key 
component of reaping the benefits of being a project manager. 
              c.. InfoWorld reported comments that reveal a key need from 
senior White House IT official Karen Evans at a recent conference," Our track 
record is clear - we are not very good at delivering our own software in the 
time frame set - we're also not very good at managing large projects." 
            On thing is clear, today's most successful project managers focus 
on obtaining a broad reach and deep functionality to ensure they are armed with 
the range of skills necessary to keep projects on track on every front. At the 
Griffin Tate Group, we facilitate the process with our on-site training.


            Project Management in the News


            You don't have to look far to find examples of project management 
making a difference - for better or for worse! The first quarter of any year 
always involves a substantial analysis of re-cap. We found an interesting 
report on Airbus in the Wall Street Journal. According to the story, "Airbus's 
Military Project Misfires," the company's attempts to bring the world an 
all-purpose airlifter are already six months behind schedule. With the 
potential to land $60 billion in orders over the next 20 years, Airbus has too 
much at stake not to overcome delays resulting from politics, technology and 
weak project management.  

            Here's one more that will likely make you feel better if you've had 
a recent budget overage: Los Angeles Unified School District announced finally 
stabilizing problems resulting from its payroll system implementation. The 
project is estimated to be nearly $40 million over budget. 

           
                 Featured Courses 
                 

                 
                  In line with its commitment to bring stellar learning 
opportunities to individuals in the project management field, the Project 
Management Institute holds SeminarsWorld® events and eSeminarsWorld® training 
throughout the year.  We're pleased to report that our course "Essential Skills 
for Managing Projects" was again selected as a featured offering for both in 
2008. SeminarsWorld will also offer "Project Leadership: A Practical Guide to 
Communication, Influence and Collaboration."


                        Ask the Expert
                       
                        Q: My organization is in the midst of undergoing 
considerable change. The process has just begun, but it already seems to be 
negatively impacting my project team - how can we stay focused on the task at 
hand?


                        A:  Uncertainty can breed destructive behaviors that 
sabotage team progress. Sound leadership goes a long way in offsetting these 
behaviors. Effective communication is paramount. It serves to create a climate 
of inclusion, while offsetting the destructiveness of the rumor mill. When 
people feel included in the process, they are productive. Meeting with team 
members on a regular basis is essential - when the team is pulled in to the 
process, speculation falls by the wayside.  Finally, sometimes those driving 
uncertainty within the team are ideal candidates to enlist for help. 

                        We want to hear from you. Email us at:
                        asktheexperts@xxxxxxxxxxxxxxx
                        with your burning questions, professional/project 
challenges, success stories and suggestions for future topics.



                              GTG News 
                              "Griffin Tate Group President to Address 
Malaysian Project Managers"

                              "The Griffin Tate Griffin Group Awarded IACET 
Certification"  

                       
                 
                 
           

           
           © 2008 The Griffin Tate Group | 4555 Lake Forest Drive, Ste. 650, 
Cincinnati, OH 45242 USA
            Toll Free: 877-984-8150 | Fax: 877-984-8151 | Phone: +1 
513-563-3545   
     

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