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Member You - Implementing a Methodology
Employers face a dilemma, each year, on which holidays to give off to their employees. Many employers do not give Martin Luther King Jr. birthday as a holiday. They do not want to be seen as racist or close minded, but employers are concerned about making enough revenue in order to pay for their overhead. For many employers its occurrence just two weeks after the week between Christmas and New Year's Day, when many businesses are closed for part of or sometimes all of the week, is troublesome. However, employers have a lot of options in solving this dilemma without cutting into their revenue. Recognizing the role that Martin Luther King, Jr. played in promoting peace, social justice and racial and class equality is the primary purpose of the holiday which can be celebrated by the employees in ways other than giving a paid holiday.On January 17, 2000, for the first time, Martin Luther King Day was officially observed in all 50 U.S. states. On November 2, 1983, President Reagan signed a bill creating a federal holiday to honor King. Opposition to the bill was led by Senator Jesse Helms, who questioned whether King was important enough to receive such an honor. He was also critical of King's opposition to the Vietnam War and accused King of having Communist connections. On January 16, 2006 Greenville County, South Carolina was the last county in the U.S. to officially adopt Martin Luther King Day as a paid holiday. Many individuals do not celebrate the birthday of Dr. King, because as
STEP 2 - ESTABLISH SUPPORT TEAM
A Support Team is assembled who will be assigned tasks in the project. One of the principal reasons for forming a Support Team is to share the responsibility for implementing the methodology throughout the company. Again, this conveys the image that the methodology is the will of the company, not just a single person.
Selecting members for the Support Team is critical. During the implementation process, they will have high visibility and will become the in-house experts in the use of the methodology. As such, the people selected must be able to speak with authority and command respect. Those typically involved in the implementation of a methodology include:
* Methodology Coordinator - the person selected for this key assignment must have a management background.
* Enterprise Resource Manager - this will be the person primarily concerned with business planning.
* Systems Resource Manager - this will be the person primarily concerned with systems and software development responsibilities.
* Data Resource Manager - this will be the person primarily concerned with data base matters.
* Quality Assurance Manager - the person who will be concerned with the development and enforcement of all IT related standards.
* Training Coordinator - the person who will be concerned with providing educational services for the company.
* Project Administrator - the person primarily responsible for installing and administering the Project Mana
When I made the decision that I wanted to become a Coach I had to make a decision between life coaching and being a Business Coach.I thought it might interest people about to enter the coaching profession to know the reasons why I chose to become a Business Coach.The questions I considered were: what will interest me, what will inspire me, where will it be easiest to work, where is there the most work, where will my past experience be of most value and where can I make a good living?Even when I had answered all those questions I still had to consider the challenges of marketing myself. This was particularly worrying because I knew that it would be difficult to find work when I had no track record to give me credibility.In the end the decision to become a Business Coach was quite simple because the way I saw it there isn’t much difference between life coaching and business coaching as far as coaching the individuals is concerned. All the clients would, after all, be human beings seeking ways to cope with human challenges.The only differences with Business Coaching is that you need a background in business, and I had that.The other reasons for coming down on the side of Business Coaching were that, even though I knew it would be hard to win business, I thought that when I did win business it would come in larger slices.This turned out to be correct and it is a very important factor in favour of Business Coaching. When I have won contracts with large compa
- Bryce's Law
INTRODUCTION
The use of organized methodologies for the development of systems and software have been around for 35 years ("PRIDE" was the first in 1971). Today, there are dozens, if not hundreds, of methodologies available for use. Many are simply a variation on the traditional theme of: feasibility study, external design, internal design, program, test, install, review. Others take an iterative approach to development. Regardless of what methodology you elect to use, whether "PRIDE" or Brand X, there are some serious implementation considerations to ponder and it would be foolish not to look before you leap into one.
First, recognize you will spend more time and money implementing a methodology than you will on its purchase. This is because methodologies radically affect the corporate culture, at least in the Information Technology (IT) department. It means breaking old work habits and introducing new ones. It also represents standardization which developers often resist. Methodologies represents uniformity in development practices and deliverables with the intent of turning a heterogeneous development environment into one that is homogeneous. By doing so, methodologies seek to produce consistent and predictable results. They also greatly facilitate teamwork as opposed to rugged individualism. As such, their impact on human behavior should not be underestimated.
SELECTION
Not all methodologies are created equally. Having been involved in this industry for over 30 years, we have had the opportunity to see many different interpretations of the methodology concept. Some are rather simple, others are overtly complex (which we like to refer to as "the dance of the fairies"). When studying any methodology, consideration should be given to the following areas:
* Conceptual Foundation - defining the intent of the product and the rationale for construction of the methodology. First, what is it intended to produce? Total systems or just the software portions? What about the data base? Is this a universally applicable approach or tailored for a specific type of application, e.g., SOA, real-time, etc. This will help define the scope of the methodology and who it is intended to use it. Next, study the underlying concepts and philosophies from which the methodology is based. For example, "PRIDE" establishes an analogy between engineering/manufacturing concepts to the development of systems. This may be fine for those people who understand such concepts, but difficult for others to assimilate. Regardless, the concepts and philosophies must be understood and agreed upon. Further, the terminology used in the methodology must also be well defined and consistently applied throughout it, thereby providing a uniform vocabulary for developers (and end-users) to communicate. Ideally, a glossary of terms is provided with the methodology.
* Methodology Structure and Navigation - defining the standard work breakdown structure (WBS) such as phases, activities, and tasks, along with their dependencies (comes from/goes to). In terms of the WBS, consider the level of detail provided and the rationale for the various work steps. For example, each should be designed to produce a tangible result in order to substantiate completeness. If it doesn't, it may very well be a waste of time. Also, consideration should be given to what work steps must be performed sequentially and which can be performed in parallel. This has Project Management implications. Laced throughout the methodology should be review points to study progress, make revisions, or make stop/go decisions.
* Deliverables - defining what is to be produced from executing the various work steps. This can take many forms, such as reports, program code, data base structures, test data, etc. For each deliverable, particularly reports, there should be defined acceptance criteria which provides the means to analyze it for completeness.
The methodology must clearly define Who is to perform What, When, Where, Why and How (5W+H) thereby delineating the responsibilities for executing the various parts of the methodology. Assuming this is understood and agreed upon, the next step is to consider how the methodology will impact your organization. Will it be a radical departure from the current way your company operates or will it be relatively easy to assimilate in your organization? The greater the change, the greater your implementation costs will be. Then again, maybe your organization needs a radical shakeup.
STRATEGIES
Because a methodology plays a dramatic role in the corporate culture, it is not installed in the same manner as computer hardware or software. We have seen many approaches to the implementation of methodologies over the years; some successful, some disastrous. The disastrous implementations are those where a "Dictator" approach is taken and the methodology is jammed down everyone's throat. This will only work as long as the dictator remains in power and is typically abandoned shortly thereafter. The more successful implementations have been those where the responsibility for the methodology is shouldered by several key people in the organization, thereby giving the appearance that the methodology is the will of the company and not just one individual.
STEP 1 - ESTABLISH A PROJECT
The first step in installing a methodology is to establish a project for this purpose. This can be done using a Project Management system (either manually implemented or computer assisted) which materially assists in keeping the project on schedule and within costs.
Key to the startup of the project is the appointment of a Methodology Coordinator who will act as the Project Manager for the implementation of the product. Considerable thought should go into the selection of this person. The Coordinator should be respected by the development staff as well as management; should work well with people, but more importantly, must be results oriented.
STEP 2 - ESTABLISH SUPPORT TEAM
A Support Team is assembled who will be assigned tasks in the project. One of the principal reasons for forming a Support Team is to share the responsibility for implementing the methodology throughout the company. Again, this conveys the image that the methodology is the will of the company, not just a single person.
Selecting members for the Support Team is critical. During the implementation process, they will have high visibility and will become the in-house experts in the use of the methodology. As such, the people selected must be able to speak with authority and command respect. Those typically involved in the implementation of a methodology include:
* Methodology Coordinator - the person selected for this key assignment must have a management background.
* Enterprise Resource Manager - this will be the person primarily concerned with business planning.
* Systems Resource Manager - this will be the person primarily concerned with systems and software development responsibilities.
* Data Resource Manager - this will be the person primarily concerned with data base matters.
* Quality Assurance Manager - the person who will be concerned with the development and enforcement of all IT related standards.
* Training Coordinator - the person who will be concerned with providing educational services for the company.
* Project Administrator - the person primarily responsible for installing and administering the Project Manag
While some employees fear lay-offs, often my clients find themselves in the happy position of accepting a new job and saying good-by to a current employer. Surprisingly, many admit they’re nervous about telling a current boss they’re leaving.And if you've held the same job for a long time, you may be wondering how to resign gracefully yet still protect your own longer-term career interests.1. Give the exact amount of notice required by your company policy – and no more. Every so often someone feels sorry for the company, so they stick around an extra week (or even an extra month). Inevitably, they begin to feel like a fifth wheel.2. Do not accept any job-related calls after you leave unless you have a written consulting contract.The amount of notice required should have been determined as a business decision: the cost of paying an employee who will be departing versus the benefits of keeping the employee’s knowledge.If your manager miscalculated, then he needs to bear the cost. If your company needs additional help and you do not experience a conflict with your new job, I suggest you offer to work as a paid consultant with a contract.3. Study your current and future company policies regarding disclosures and no-compete agreements. Some companies are extremely proprietary about their process and their people. Once you resign, you may have to leave the workplace immediately. Or your new comp
* Conceptual Foundation - defining the intent of the product and the rationale for construction of the methodology. First, what is it intended to produce? Total systems or just the software portions? What about the data base? Is this a universally applicable approach or tailored for a specific type of application, e.g., SOA, real-time, etc. This will help define the scope of the methodology and who it is intended to use it. Next, study the underlying concepts and philosophies from which the methodology is based. For example, "PRIDE" establishes an analogy between engineering/manufacturing concepts to the development of systems. This may be fine for those people who understand such concepts, but difficult for others to assimilate. Regardless, the concepts and philosophies must be understood and agreed upon. Further, the terminology used in the methodology must also be well defined and consistently applied throughout it, thereby providing a uniform vocabulary for developers (and end-users) to communicate. Ideally, a glossary of terms is provided with the methodology.
* Methodology Structure and Navigation - defining the standard work breakdown structure (WBS) such as phases, activities, and tasks, along with their dependencies (comes from/goes to). In terms of the WBS, consider the level of detail provided and the rationale for the various work steps. For example, each should be designed to produce a tangible result in order to substantiate completeness. If it doesn't, it may very well be a waste of time. Also, consideration should be given to what work steps must be performed sequentially and which can be performed in parallel. This has Project Management implications. Laced throughout the methodology should be review points to study progress, make revisions, or make stop/go decisions.
* Deliverables - defining what is to be produced from executing the various work steps. This can take many forms, such as reports, program code, data base structures, test data, etc. For each deliverable, particularly reports, there should be defined acceptance criteria which provides the means to analyze it for completeness.
The methodology must clearly define Who is to perform What, When, Where, Why and How (5W+H) thereby delineating the responsibilities for executing the various parts of the methodology. Assuming this is understood and agreed upon, the next step is to consider how the methodology will impact your organization. Will it be a radical departure from the current way your company operates or will it be relatively easy to assimilate in your organization? The greater the change, the greater your implementation costs will be. Then again, maybe your organization needs a radical shakeup.
STRATEGIES
Because a methodology plays a dramatic role in the corporate culture, it is not installed in the same manner as computer hardware or software. We have seen many approaches to the implementation of methodologies over the years; some successful, some disastrous. The disastrous implementations are those where a "Dictator" approach is taken and the methodology is jammed down everyone's throat. This will only work as long as the dictator remains in power and is typically abandoned shortly thereafter. The more successful implementations have been those where the responsibility for the methodology is shouldered by several key people in the organization, thereby giving the appearance that the methodology is the will of the company and not just one individual.
STEP 1 - ESTABLISH A PROJECT
The first step in installing a methodology is to establish a project for this purpose. This can be done using a Project Management system (either manually implemented or computer assisted) which materially assists in keeping the project on schedule and within costs.
Key to the startup of the project is the appointment of a Methodology Coordinator who will act as the Project Manager for the implementation of the product. Considerable thought should go into the selection of this person. The Coordinator should be respected by the development staff as well as management; should work well with people, but more importantly, must be results oriented.
STEP 2 - ESTABLISH SUPPORT TEAM
A Support Team is assembled who will be assigned tasks in the project. One of the principal reasons for forming a Support Team is to share the responsibility for implementing the methodology throughout the company. Again, this conveys the image that the methodology is the will of the company, not just a single person.
Selecting members for the Support Team is critical. During the implementation process, they will have high visibility and will become the in-house experts in the use of the methodology. As such, the people selected must be able to speak with authority and command respect. Those typically involved in the implementation of a methodology include:
* Methodology Coordinator - the person selected for this key assignment must have a management background.
* Enterprise Resource Manager - this will be the person primarily concerned with business planning.
* Systems Resource Manager - this will be the person primarily concerned with systems and software development responsibilities.
* Data Resource Manager - this will be the person primarily concerned with data base matters.
* Quality Assurance Manager - the person who will be concerned with the development and enforcement of all IT related standards.
* Training Coordinator - the person who will be concerned with providing educational services for the company.
* Project Administrator - the person primarily responsible for installing and administering the Project Mana
As always, the grand creator puts things in my path to point in which direction my column should take each month. It is laid before me in such a manner that I become passionate about writing the experience in detail. Because many publications allow only 700 words, I have to chop my column to fit the criteria, yet in my books I let it flow naturally.I recently made a trip to a well-known drug store to purchase a few items and browse through their new store. I permitted my two teenage sons to accompany me so they could peruse the new establishment as well. Predictably, they did not follow me to the check out but dragged behind me causing delay. I called to them to come or I would check out without any items they decided to purchase.The young cashier who stood before me was not much older than my youngest sons are. Yet the amused smile showing on his face told that he had once been the straggler delaying his mom. As I stepped up to the counter, he told me about how his mother had threaten him and his siblings and yet it was obvious he had the utmost respect for his mother. Those threats were not remembered as verbal abuse, but as the very tool that helped him grow up to be who he was. He spoke of her with such love and yet with great admiration for the authoritarian that molded and assisted him into becoming a healthy and happy young man.As we chatted and laughed, he checked me out and handed me my change. I folded it up inside my receipt without looking and stuck it in my purse as I
* Deliverables - defining what is to be produced from executing the various work steps. This can take many forms, such as reports, program code, data base structures, test data, etc. For each deliverable, particularly reports, there should be defined acceptance criteria which provides the means to analyze it for completeness.
The methodology must clearly define Who is to perform What, When, Where, Why and How (5W+H) thereby delineating the responsibilities for executing the various parts of the methodology. Assuming this is understood and agreed upon, the next step is to consider how the methodology will impact your organization. Will it be a radical departure from the current way your company operates or will it be relatively easy to assimilate in your organization? The greater the change, the greater your implementation costs will be. Then again, maybe your organization needs a radical shakeup.
STRATEGIES
Because a methodology plays a dramatic role in the corporate culture, it is not installed in the same manner as computer hardware or software. We have seen many approaches to the implementation of methodologies over the years; some successful, some disastrous. The disastrous implementations are those where a "Dictator" approach is taken and the methodology is jammed down everyone's throat. This will only work as long as the dictator remains in power and is typically abandoned shortly thereafter. The more successful implementations have been those where the responsibility for the methodology is shouldered by several key people in the organization, thereby giving the appearance that the methodology is the will of the company and not just one individual.
STEP 1 - ESTABLISH A PROJECT
The first step in installing a methodology is to establish a project for this purpose. This can be done using a Project Management system (either manually implemented or computer assisted) which materially assists in keeping the project on schedule and within costs.
Key to the startup of the project is the appointment of a Methodology Coordinator who will act as the Project Manager for the implementation of the product. Considerable thought should go into the selection of this person. The Coordinator should be respected by the development staff as well as management; should work well with people, but more importantly, must be results oriented.
STEP 2 - ESTABLISH SUPPORT TEAM
A Support Team is assembled who will be assigned tasks in the project. One of the principal reasons for forming a Support Team is to share the responsibility for implementing the methodology throughout the company. Again, this conveys the image that the methodology is the will of the company, not just a single person.
Selecting members for the Support Team is critical. During the implementation process, they will have high visibility and will become the in-house experts in the use of the methodology. As such, the people selected must be able to speak with authority and command respect. Those typically involved in the implementation of a methodology include:
* Methodology Coordinator - the person selected for this key assignment must have a management background.
* Enterprise Resource Manager - this will be the person primarily concerned with business planning.
* Systems Resource Manager - this will be the person primarily concerned with systems and software development responsibilities.
* Data Resource Manager - this will be the person primarily concerned with data base matters.
* Quality Assurance Manager - the person who will be concerned with the development and enforcement of all IT related standards.
* Training Coordinator - the person who will be concerned with providing educational services for the company.
* Project Administrator - the person primarily responsible for installing and administering the Project Mana
We all know that posters are a great way of communicating message to large masses. So if you want to reach out to a wider audience, what you need to do is put up posters of all shapes and sizes with the message that you wish to pass on to them. Being different is one thing that appeals to everyone these days, so you must ensure that your poster is not like the other one that is put up across the road. Making use of poster accessories is ideal means for you to give your poster a different look and feel.It will not help you in the long run if proper planning methods are not used and implemented for making the poster and putting it up at the proper places. You will need to make use of different types of poster accessories to make your poster as appealing as possible. If you are running a business, you may want to put up posters announcing about the arrival of your new stock or simply tell your customers any new discount offer that you may have for them. You will have to tell your customers about all this; otherwise how you expect them to know about the latest that is available for them.Poster accessories like hanger, colors and several other add-ons can be made use of to give your poster the kind of look and feel that you desire to have. Taking some time off your busy schedule to find out poster accessories to put in your poster may not be possible for you. In such a scenario, the internet comes to your rescue. You can search the web and find out the different types of accessories which you
STRATEGIES
Because a methodology plays a dramatic role in the corporate culture, it is not installed in the same manner as computer hardware or software. We have seen many approaches to the implementation of methodologies over the years; some successful, some disastrous. The disastrous implementations are those where a "Dictator" approach is taken and the methodology is jammed down everyone's throat. This will only work as long as the dictator remains in power and is typically abandoned shortly thereafter. The more successful implementations have been those where the responsibility for the methodology is shouldered by several key people in the organization, thereby giving the appearance that the methodology is the will of the company and not just one individual.
STEP 1 - ESTABLISH A PROJECT
The first step in installing a methodology is to establish a project for this purpose. This can be done using a Project Management system (either manually implemented or computer assisted) which materially assists in keeping the project on schedule and within costs.
Key to the startup of the project is the appointment of a Methodology Coordinator who will act as the Project Manager for the implementation of the product. Considerable thought should go into the selection of this person. The Coordinator should be respected by the development staff as well as management; should work well with people, but more importantly, must be results oriented.
STEP 2 - ESTABLISH SUPPORT TEAM
A Support Team is assembled who will be assigned tasks in the project. One of the principal reasons for forming a Support Team is to share the responsibility for implementing the methodology throughout the company. Again, this conveys the image that the methodology is the will of the company, not just a single person.
Selecting members for the Support Team is critical. During the implementation process, they will have high visibility and will become the in-house experts in the use of the methodology. As such, the people selected must be able to speak with authority and command respect. Those typically involved in the implementation of a methodology include:
* Methodology Coordinator - the person selected for this key assignment must have a management background.
* Enterprise Resource Manager - this will be the person primarily concerned with business planning.
* Systems Resource Manager - this will be the person primarily concerned with systems and software development responsibilities.
* Data Resource Manager - this will be the person primarily concerned with data base matters.
* Quality Assurance Manager - the person who will be concerned with the development and enforcement of all IT related standards.
* Training Coordinator - the person who will be concerned with providing educational services for the company.
* Project Administrator - the person primarily responsible for installing and administering the Project Mana
Employment service is a vital part of any business. Companies do business with the help of human resources and technologies. Business units have employees who are experienced with technology. The human resource department notices the knowledge employees have about technology so they can see if the employee has what the business is looking for. The employment agencies or recruiting agencies have the same objective in the recruiting business as placement companies. The priority of the service is to provide candidates and conduct placement programs for employers, along with providing job information and support for getting jobs locally, nation wide, or worldwide for job seekers. Fresno recruiting firms are great service providers in the city. They take care of both employers and candidates, as one is a revenue source and other is raw potential.Service to Employers:Consultants have many companies as partners or clients, whom they provide the human resources solution. Companies always have requirements for their new business targets. They need an employment consulting firm who can provide them with skilled employees at any point in time. Their approach to interviewing and screening job seekers is based on the type of business and the candidate job description. This process qualifies the candidates for virtually any position, with the most sophisticated employee selection process crucial for great success. However the process costs more than other general recruitments. The selection level, exa
STEP 2 - ESTABLISH SUPPORT TEAM
A Support Team is assembled who will be assigned tasks in the project. One of the principal reasons for forming a Support Team is to share the responsibility for implementing the methodology throughout the company. Again, this conveys the image that the methodology is the will of the company, not just a single person.
Selecting members for the Support Team is critical. During the implementation process, they will have high visibility and will become the in-house experts in the use of the methodology. As such, the people selected must be able to speak with authority and command respect. Those typically involved in the implementation of a methodology include:
* Methodology Coordinator - the person selected for this key assignment must have a management background.
* Enterprise Resource Manager - this will be the person primarily concerned with business planning.
* Systems Resource Manager - this will be the person primarily concerned with systems and software development responsibilities.
* Data Resource Manager - this will be the person primarily concerned with data base matters.
* Quality Assurance Manager - the person who will be concerned with the development and enforcement of all IT related standards.
* Training Coordinator - the person who will be concerned with providing educational services for the company.
* Project Administrator - the person primarily responsible for installing and administering the Project Management system.
* Technical Librarian - the person responsible for maintaining all IT related documentation, e.g., phase deliverables, and project documentation.
This does not mean implementing a methodology requires enormous resources. Depending on the type of methodology to be installed, certain people may not be involved. Also, some members of the team may share responsibilities (such as Project Administration/Technical Librarian). Participation in the support team is not necessarily a full time job especially if the work is evenly distributed between members of the team.
It is important that a unique mix of both managers and staff from various areas participate in the Support Team in order to give the project effectiveness, credibility, and balance. Junior people may be useful for establishing the mechanics of the product, but it will require managers to set standards, promote the use of the methodologies, and handle political issues.
One of the first steps by the Support Team is to become conversant in the methodology themselves. This can be accomplished by reviewing the methodology documentation and by attending pertinent training courses.
STEP 3 - DEVISE STRATEGY
In essence, the Support Team will be fulfilling the role of "Industrial Engineering" as found in a manufacturing facility. Under this scenario, they will be studying the methodology and determine:
* Supplemental tools and techniques to be used throughout the methodologies. This includes such things as development tools, programming standards, Repositories, and Project Management aids.
* The necessary management infrastructure to support the methodology. This specifically includes the development of a Quality Assurance organization which includes the Technical Library and Project Administration functions.
* Training requirements - for developers, support functions, as well as management and end-users.
Perhaps the biggest decision to be made at this point is an implementation strategy whereby the company either installs the methodology all at once or takes an evolutionary approach where key projects are selected for the initial use of the methodology (a sort of "snowball" effect). The latter approach is probably the most effective for getting started.
STEP 4 - INITIATE PLAN
During this stage, the Support Team will implement the necessary support infrastructure, execute their training plan, and begin to use the methodology. During the first few projects, pay particular attention to how the methodology is used and look for problem areas. Here, the Support Team becomes a SWAT team to correct problem areas as quickly as possible. The intent is to gain momentum and perfect the use of the product (which will become an ongoing goal).
After the methodology is installed, encourage forums where the mechanics of the methodology are discussed with the staff. Such forums promote self-improvement. Although this can be performed using such things as Internet blogs and discussion groups, face-to-face meetings are more effective to clarify points (perhaps after normal working hours).
CONCLUSION
A methodology is an important part of an overall quality assurance program whereby standard practices are initiated in order to produce consistent and measurable work products. Ultimately, it represents discipline, organization, and accountability which the development staff will realize almost immediately and, as such, will either embrace or resist it. Because it represents a change to the current operating environment, you should expect developers to resist it as much as new users resist the introduction of new technology in their business units. Consequently, don't expect a methodology to install itself. Always remember that it is one thing to enact legislation, quite another to enforce it. Without follow-up and enforcement, use of the methodology will be spotty at best. You will know when a methodology has been successfully implemented when it has become an inherent part of the corporate culture; that developers communicate and act on a common level, that consistent work products are produced; that the staff behaves more as a team as opposed to a group of individuals, and; that it is no longer the Brand X Methodology, but rather it is "Our" Methodology.
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