In this Issue:
*allPM Co-publisher's Letter, Judy Umlas
*From the Co-publisher's Desk, Frank Saladis, PMP
*allPM October Poll Results and New Poll Question
*Theme of the Month: How to avoid and Manage Troubled Projects: Applying the Zen Approach to Project Management™
By George Pitagorsky, PMP
*The Warning Signs are all there – is anyone looking?
By Dr. Al Zeitoun, PMP
*Why do IT Projects always seem to be Troubled Projects?
By Greta Blash, MA, PMP
*Troubled Projects: Identification, 5-Step Action Plan or Closeout
By Margaret Rubick
*What’s all the Fuss about Troubled Projects? By Seth B. Greenwald, PMP
*Positive Leadership In Project Management – Leading Your Leadership Team
By Frank P. Saladis PMP
*Parenting and Project Management: A Systems Approach to Your Personal Life
By Tresia Eaves, MHR, PMP, RGS
*Risk Doctor: Everybody loves Brainstorming, But…
By Dr David Hillson, PMP, FAPM
*Excel 2007 Feature: Using multiple views of the same workbook
By Bob Umlas, Microsoft® Excel MVP
*PM Crossword Connections™: In A Fix Dealing with Troubled Projects
By Frank Saladis, PMP
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From the Co-publisher's Desk— Judy Umlas
Dear Friends and Colleagues,
I am (almost) speechless. I am overwhelmed. I am moved beyond description. Last month I took a pretty huge editorial risk, and told all of you how disappointed I was when I revealed a personal situation to you regarding the illnesses of my elderly parents, and very few of you responded. How dare I, you might ask. Why should I expect a response from members of a global website, to a personal problem? How dare I be offended when I didn’t ask directly for a response, but just kind of hinted at wanting it? I know that some of you probably thought I went “over the edge” for a project management newsletter. I apologize to those of you who felt that way, and promise not to do something like this very often (I last did it about three years ago when I wrote “I’m depressed and it’s your fault!” But that’s another story…)
So I am just thrilled, motivated, honored, overjoyed and elated about the magnificent response I received from more than 50 of you to my communication in last month’s newsletter. I received the most heartfelt, empathetic, kind and concerned e-mails I could ever have imagined possible. They had subject lines like: The Truth is (your supporters are) Out There (thank you, Rick Pinkham); Big Virtual Hug (thank you Carol Shepherd, PMP); Have my sympathy (thank you, Sarpong Samuel); What we need (thank you, Robin Saunders); Our work, our children, our parents (thank you, Sharon Tracy); A virtual hug for Judy (thank you, Iris Florea); Regrets (thank you, David Buehler, PMP) My heart is with you (thank you, Ehab Abdallah, PMP); Heartfelt sincere apologies and best wishes (thank you, Daniel Kuperman); You Never Know Where You Might Receive Support (thank you, Donald Ross) and more, and more, and more – I wish I could thank each one of you individually and publicly, but I don’t have the space. Please know that I am thanking each and every person who wrote to me, from my heart to yours. I received such a treasure trove of wisdom and support that I feel a little guilty keeping it all to myself. I know every one of us could benefit from your incredible thoughts, prayers and good wishes.
So as my small way of expressing my deep, deep gratitude, I am sending every person who sent me their communication in response to mine, an autographed copy of the book I wrote, The Power of Acknowledgment. I have started to write back to each person who wrote to me – and this will take a little time, I know – and I have been asking you for your mailing addresses. Some of the books are on the way already. But I want you to know immediately that I acknowledge every one of you who wrote to me, for going beyond the norm, for being slightly “unreasonable” by talking back to a newsletter publisher, for taking the risk of making yourselves vulnerable to me, for trusting, for caring and for wanting to make a difference You absolutely made a HUGE difference to me, and I believe to my parents as well. Tonight when I saw them, although they are still very frail and symptomatic, there were some smiles, there was recognition, there was a sense of aliveness. Tomorrow may be different, but I can’t help but think that your thoughts and prayers have had an effect. So thank you for your contribution to them as well as to me!
Interestingly, allPM.com Most Valuable Professional (MVP) Harry Waldron, just today flagged an online discussion going on in one of the allPM.com Forums. Mark Runta had posed this question to members: “Are you too passive to interact?” I think that is a great question, Mark, and obviously the members who responded to me are NOT too passive. The discussion is an interesting one, and I invite you to take a look at it by going to ALLPM Forum. Thanks for flagging this for us, Harry. We are all breaking the “inactivity” mold with the experience we have just shared. If I think of an appropriate way to let you see the letters I received (only with permission) I will do so.
So now finally (I know I didn’t come across as “speechless”), I want to let you know how proud I am of the Troubled Projects edition of allPM Today. I think you will get some real answers and solutions to big challenges; some interesting perspectives on what constitutes a troubled project and how projects get that way. We have articles on the subject by George Pitagorsky, PMP who writes about How to Avoid and Manage Troubled Projects: The Zen Approach ™ to Project Management; by Dr. Al Zeitoun, PMP on The Warning Signs are All There – Is Anyone Looking? We also have Troubled Projects: Identification, 5 Step Action Plan or Closeout by Margaret Rubick, PMP. Greta Blash, PMP writes on Why Do IT Projects Always Seem to be Troubled Projects?. And as the launch of a possible new column (working title), The Lighter Side of Project Management, we have an article entitled, What’s All the Fuss About Troubled Projects? by Seth Greenwald which I am sure you will enjoy! He also had the courage to offer a submission for our upcoming PM Poetry™ book, a Haiku style poem on Troubled Projects. And of course we have a Troubled Projects crossword puzzle, thanks to Frank P. Saladis, PMP. Great job, authors! You do make me proud.
We also have the launch of a new column by this year’s winner of the Kerzner International Project Manager of the Year Award, Tresia Eaves, PMP. It is a column I have wanted to “give life” to for the past several years, and we are calling it Parenting and Project Management: A Systems Approach to Your Personal Life. I’m so happy that Tresia has taken this bi-monthly column on! Send your PM parenting questions to her at teaves@sentel.com . Your burning question may be answered in a way that will make a difference to a lot of us.
We also have another fabulous Excel tip by Microsoft® Excel MVP Bob Umlas that will make your lives easier and more fun, and another of Dr. David Hillson’s Risk Briefings, this one called Everyone Loves Brainstorming, But…. We have a Positive Leadership in Project Management article by Frank P. Saladis, PMP that will really make you think, as well as give you some great ideas to try out right away. It’s called Leading Your Leadership Team.
So to all of you who answered my cry for help, and to all of you who thought about answering but didn’t get to it, and to those of you who just simply “sent” your good vibrations to me and to my family, I give you thanks from the bottom of my heart. I couldn’t be more appreciative or prouder of who you are as people, and of who we are together with the wonderful vehicle for action and interaction of which I am honored to be Co-Publisher, allPM Today. May all of your loved ones be blessed. And please enjoy the holidays, as you share them with those who are most important to you.
Until the next time…
Judy Umlas (judy.umlas@allpm.com) |
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From the Co-publisher's Desk - Frank P. Saladis, PMP
Project failure is, unfortunately, a fairly common occurrence. A majority of project managers have, at some time in their careers, experienced situations that have had the potential to sink a project. Disastrous situations can occur at any time and even with the greatest emphasis on risk management, major problems can and very often actually work their way into a project. A well managed project with excellent results can, in the blink of an eye, become a nightmare. These major surprises do occur and are usually associated with what project managers commonly refer to as “unknown unknowns,” things that cannot be planned for because there is no information that would indicate that the event could occur. There are also projects that become troubled through a series of smaller events that can happen in succession, building gradually into a nearly unmanageable tangle of problems. Troubled projects also result from poor planning, inexperienced project managers, executive meddling, unrealistic deadlines, poor requirements definition and management or spending too much time at the detailed levels and forgetting to step back to view the big picture.
Personally, I think that troubled projects result from, to a great extent, failing to set clear and mutually agreed upon expectations – between client and supplier, between project manager and sponsor, and between project manager and project team. Of course there are many other factors, but expectations, or more specifically, the lack of clearly defined and intentionally set expectations are a root cause of the troubled project.
This month allPM.com examines the issues and factors associated with troubled projects – how they happen, the symptoms, and the options and opportunities available to turn them around.
It is important to note, in fairness to project managers and project teams, that a troubled project is not always associated with poor planning, the ability of the project manager, or the competence of the project team. Non supportive management, unstable and untried technology, unrealistic client demands, and impossible contract terms are also items to consider.
I think a key factor in managing troubled projects is to establish procedures and tools that will identify symptoms early and to ensure that the entire team, including executive management, understands and buys into risk management especially “what if” and scenario analysis. Setting up some type of “project radar” early on can help to minimize the probability of the development of a major problem.
Keep in mind that all project plans are based on estimates. Estimates are generally based on lessons learned, expert opinion, and data collected from various sources of both subjective and objective information. Therefore variance can be expected. Monitoring variance, determining root causes of severe various, solutions based on some analysis of the root cause and continued emphasis on control should help to return troubled projects to a more stable state.
On a positive note, consider allPM.com as your source for ideas and a catalyst for innovation when you are assigned to manage and stabilize a troubled project. The information provided in this issue is a worthy addition to your project management tool box. Take advantage of the insight available from our practitioners and project management authors. allPM.com is like your Rx for ailing projects. Read one issue and apply directly to your project. And then call me in the morning…
Frank P. Saladis, PMP
Frank.Saladis@allpm.com |
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October Poll Results
I acknowledge my PM colleagues at work:
a) On a daily basis - 39.58 % (19)
b) Once a week - 20.83 % (10)
c) Once a month, if at all! - 10.42 % (5)
d) Never, but I had better start doing it! - 29.17 % (14)
Total votes: 48
The November poll question is:
What is the main cause for troubled projects in your environment?
a) Poor Role and Responsibility Definition
b) Inadequate Scope Definition
c) Irrational Schedules and Estimates
d) Other
If you have not already done so, please stop by allPM.com and add your opinion today. |
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Theme of the Month: How to avoid and Manage Troubled Projects: Applying the Zen Approach to Project Management™
By George Pitagorsky, PMP
What is a troubled project? What are their symptoms and causes? What can we do about avoiding them? How do we handle them when they arise?
Three Envelopes
The three envelopes approach is a classic method in project management to handle troubled projects. The source is lost to me but here is the story:
Some years ago a project manager was leaving a project that was in unacknowledged trouble. In the brief time he had with his successor he gave the successor three numbered envelopes and told him to open the envelopes, one at a time, when he felt the need for some advice.
After an initial analysis of the project the new PM was in need of advice so he opened the first envelope. In it was a note that said “blame your predecessor.” So the new guy did just that and bought some time to get things straightened out so that work could continue. After a while problems resurfaced and it was time to open the second envelope. Its contents said “Reorganize.” “Great idea,” thought the PM. Reorganizing sends up a cloud of dust that obscures the problems. More time to deny the reality of the project’s health. But, unfortunately, after some more time and effort and money, once again it was time to open an envelope. The third envelope contained the following note: “Make up three envelopes.”
Clearly, this is not the way to manage troubled projects.
The Need for Objectivity
We often know a project is troubled well before the data provides objective criteria to validate subjective and intuitive feelings. But we can’t rely solely on subjective and intuitive feelings. While everyone may know that there is trouble, some may not admit it. There may be different definitions of what trouble is. Some may have cultural values that deem it impolite or impolitic to say there is trouble when there is trouble.
We need a set of objective criteria that will allow us to observe and measure behavior against a baseline. We need a method that informs us well before things become critical, kind of like watching one’s blood pressure or cholesterol levels. If we see them trending upward we can do something before they cause damage.
In the case of project health, the baseline is founded on values and expected behaviors for a desired state. We need a sense of what project health is before we can know if a project is troubled. There may be some environments where the people are so used to projects that fail to meet objectives and in which people are overly stressed and disrespected, that these kinds of projects are seen as healthy – or at least normal.
But when there is an accepted model of what a healthy project is, then each project can be compared to the paradigm. The comparison leads to impact and cause analysis, which leads to the successful application of recovery actions and then, ideally, to continuous improvement.
© 2007 allPM.com
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George Pitagorsky, PMP, is Senior Enterprise Solutions Advisor for International Institute for Learning (IIL) advising global enterprises on the implementation and improvement of project, program and portfolio management practices. His expertise spans project, quality and organizational change management. He is author of The Zen Approach to Project Management: Working from Your Center to Manage Expectations and Performance. He has written numerous articles on project management, organizational development, conflict resolution and personal development subjects. |
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The Warning Signs are all there – is anyone looking?
By Dr. Al Zeitoun, PMP
Introduction
Projects are a major component of running business today. The project management discipline has been around for many years and is finally getting some traction with today’s organizations. The discipline has been seen for years as a policing exercise and for that reason, in my opinion, has not inspired the proper level of utilization as a strategic weapon. Excellent future thinkers have to do more than just use the power of project management to police projects and programs. These leaders should aim for real value that would only come from utilizing the prevention orientation that true project management could bring.
So what warning signs are we talking about?
In the context of this article, there are many levels of warning signs. The words “warning signs” here indicate literally that one should be truly careful and consider not crossing the road when it is showing a red signal. Some of these signs are at the enterprise level. These are the possible ones that should tell us that, for example, a certain project should not be funded or initiated. There are also signs at the project level that could tell us, for example, that a given project has potential for trouble.
The following stories will address both levels and how a learning oriented organizational culture could, with the timely flagging of pressure points, enhance the chances for avoiding trouble both at the enterprise and project levels. It is my belief that the proper use of the project management discipline has in its centre solid risk management that says something about how real an organization wants to be about running its business.
The Enterprise Level
Our first story is about a financial industry firm. This enterprise has been in business for many years and has been generally on the successful side. They have been growing and have acquired many smaller institutions over the years. Every time one of those acquisitions, and in some cases mergers, took place, a level of excitement for doing business differently got ignited but typically did not last more than two to three months.
© 2007 allPM.com
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Al Zeitoun (Ph.D., MS, PMP) is a Senior Executive of Enterprise Solutions for International Institute for Learning, Inc. Dr. Zeitoun has built his Portfolio, Program, and Project experiences across the boundaries of top Global Organizations in various industries. He has had many successful results with cultural turn around and the associated organizational change management required. He has a great interest in the people side of project excellence. He builds his leadership enabling strategies on a foundation of understanding competencies using a 360 analysis. Dr. Zeitoun has published creative papers at various global congresses. He continues to volunteer for PMI® and currently serves on the Board of Directors. |
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Why do IT Projects always seem to be Troubled Projects?
By Greta Blash, MA, PMP
When most people speak of IT project efforts it is very hard to find a positive, enthusiastic response. Unfortunately most of the projects that are considered “IT Projects” seem to receive a negative evaluation the majority of the time.
It is probably unfair to group together all the various types of projects which are not considered engineering or construction-oriented into the single designation as an IT project.
- Is an IT project one in which the current technology for an organization upgraded or was replaced by a technical “infrastructure” project?
- Or is an IT project one in which a new technology is utilized to support a current business operational need?
- Or is an IT project one in which a business process improvement effort to streamline or improve the current way of doing business is implemented, possibly with only a very small portion having any technology applied?
Since any and all of the above efforts are often labeled as “IT Projects,” maybe we should better define these various types of projects and then look at what may be the cause(s) of the “troubled” tag that is often applied. In doing so we need to review the various factors of the triple constraint and see if there are ways in which these projects might be more successful in the future.
Technical Infrastructure Projects
Within any organization which utilizes technology to support their everyday operations, there comes a time at which that technology becomes outdated and needs to be upgraded or replaced. These projects are often considered “infrastructure” projects and are often executed by the technical groups which support the organization. Unfortunately very few, if any, of these projects are managed by project managers and are therefore executed in more of an “ad hoc” method.
© 2007 allPM.com
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Greta Blash, MA, PMP has extensive experience as an executive and consulting IT professional. Her areas of experience include project management, software product management, information system implementation, with emphasis in the areas of system implementations and conversions, customer relationship management (CRM), data warehouse/business intelligence (DW/BI), and data management. She has developed customized life cycle methodologies for major international organizations as well as training courses in the areas of project management, requirements analysis and data management and has spoken frequently on these topics at conferences world-wide. She is currently a Senior Instructor at International Institute for Learning (IIL) and resides in Las Vegas. |
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Troubled Projects: Identification, 5-Step Action Plan or Closeout
By Margaret Rubick
I spent fourteen years at IBM managing projects, some internal, some external, and some multinational. The questions “What constitutes a trouble project?” and “What do we do with a troubled project?” cannot be asked too many times. How do you recognize the warning signs? Sometimes it’s a missed deadline, sometimes it’s a gut feeling of discomfort, and sometimes it’s the intuition that no matter what you do, you will have a dissatisfied client. Learning to identify troubled projects early and coming up with strategies to deal with them can save us from a lot of sleepless nights.
The reasons for troubled projects are legion. A few possibilities, all of which I have encountered:
- the sales team sold a project optimistically, wanting to close a deal. Now the delivery team has to live with it and can’t see a way to deliver.
- Scope creep: you don’t want to “nickel and dime” a client who has agreed to pay millions of dollars for requirements or for an installation, so you say “Yes” a few times too many.
- Estimates are notoriously low—for all aspects of design and delivery. We all like to think we can deliver more than is humanly possible, and we don’t usually like to acknowledge that we are susceptible to the flu or have administrative work that is separate and in addition to our committed project.
- We have a project team that is agreeable but not dedicated. Members cannot allocate all their hours to the effort we’re responsible for. We ask, cajole, beg for attention of a team that is stretched too thin.
© 2007 allPM.com
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Margaret Rubick has managed projects, troubled and otherwise, for more than 20 years. Her first project was at Safeway Stores in the mid-80s. A successful network implementation led to work at Pacific Bell in California and then a 14-year position at IBM, beginning as an advisory Project Manager and ending as a Project Executive. Ms. Rubick has been freelancing since 2003, working with a variety of clients in New York. In addition to project management, Ms. Rubick performs business assessments, facilitates meetings, and works one-on-one and with groups to problem-solve. She administers personality assessments and focuses on creating positive outcomes. |
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What’s all the Fuss about Troubled Projects?
By Seth B. Greenwald, PMP
I’m troubled by all this talk about troubled projects. I don’t understand what the fuss is all about. My projects always seem to run just fine. I don’t need to get involved much. Let me give you an example. Yesterday my team came to me and asked, in unison, if I would allow them to stay late every night this week so that they can finish up a project before it was due. Well, what else could I say but “of course you could, and it would be absolutely no problem if you would like to work the weekend.” My clients are marvelous as well. One of my projects was starting to show signs that it would be going over budget very soon. I mentioned this to the client and he cheerily told me not to worry and would re-allocate funds from some of his other projects to help out mine. It’s really wonderful to work with such nice people.
It seems to me that if we just keep our noses to the grindstone, do our work and not be so concerned about planning and all that ‘big picture stuff’, we’ll be fine. I get my inspiration from the insect world. Have you ever seen how ants go about their projects? They don’t really talk to each other and they get along very well. They have this special telepathic sense that makes everything go smoothly. Each of these little critters knows their place and understands that bad things could happen if he gets out of line. The things they build from sand and leaves are really quite spectacular. Very forward-thinking too with all this talk about Green buildings and LEED certification. Ants just do it right. They don’t ask for a pat on the back. And anyway they’re so small, I’d probably squish them if I tried.
And why all this worry about getting together to have meetings? Everyone already knows what to do. We’re all professionals, right? I like to tell my team just to do it the same way you did on the last project. Not much is really going to change. And if it does we’ll issue a change order. What’s the big deal, anyway? We always plan well by putting in a very large contingency fee at the beginning of the project. We don’t want to embarrass ourselves at the end.
© 2007 allPM.com
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Seth B. Greenwald, PMP is a Senior Project Manager for TranSystems Corporation. His office, one of 45 nationwide, is located in Norwalk, CT. TranSystems is an architectural/engineering firm specializing in the full spectrum of transportation-related projects; from the design and construction management of roads to bridges to airport terminals to the retail stores and restaurants located within the terminals. Seth can be reached at sbgreenwald@transystems.com. |
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Positive Leadership In Project Management – Leading Your Leadership Team
By Frank P. Saladis PMP
Most books and articles about leadership discuss techniques for improving personal leadership skills, describe how to motivate a team, how to become a stronger leader, or something about driving an organization to superior performance. These are certainly important elements of leadership but there is another skill that should be addressed: the ability to lead a team of leaders. Most large organizations have established some type of organizational structure, a hierarchy of leadership. Even in the flattest of structures there is still some type of leadership chain of command. This basically means that leadership positions exist at virtually every level of the organization. This also means that leaders are leading (I am making an assumption here) other leaders. There is no real surprise here. Managers are classified as leaders, work teams have leaders, and informal groups that develop within an organizational structure also seem to have “unofficial” leaders who influence the behaviors of others in the group.
Organizational leaders, especially those at the top, identify potential successors and begin some type of grooming, mentoring, coaching, and other forms of influence to ensure that the “right” person is selected for the top slot. Having read many books on leadership I can safely say that there is no one secret to developing leaders or achieving an ideal level or competency of leadership. There are, however, a number of skill areas that many of the experts agree about. If we take these commonly addressed leadership skills, pull them together, and relate them to managing or, more specifically, leading teams of leaders, a fairly useful reference list can be created. I don’t believe that the world’s great business leaders of today actually read lists like this. I’m not sure that great leaders actually read many of the books written about leadership; they seem to be busy writing their own books.
© 2007 allPM.com
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Frank P. Saladis (PMP) is Senior Consultant with International Institute for Learning, Inc. He has been involved in the development of standardized Project Management Guidelines (PMGs) for the AT&T Corporate Information Technology Services (Corporate ITS) organization and is the author of the Project Evaluation Review Process (PERP). He is the recipient of the 2006 PMI Linn Stuckenbruck person of the year award. |
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Parenting and Project Management: A Systems Approach to Your Personal Life
By Tresia Eaves, MHR, PMP, RGS
When Judy Umlas asked me to write down my secrets of running a somewhat functional personal life while attempting to be “Super Project Manager Woman” at the same time, I struggled with what format this should take. Should I break the article into sections that align with my corporate approach: strategic planning, mission, vision, etc. or should I take the systems approach and attack this topic from that direction. I’ll try the systems approach and see how we do.
Your family is a system with many complex sub-systems and running your home effectively means keeping all systems running smoothly. You will find that the ideas I am proposing for you to run your home more effectively come from a very familiar set of skills: planning, scheduling, monitoring, correcting, analyzing, reflecting, implementing, and advancing. Those should sound very familiar to you since they are skills that many effective project managers attain and foster.
Let’s begin with planning. I heard early in my career that “failing to plan is planning to fail.” If you take the same approach at home and decide to plan your personal life, you’ll find that things run much more smoothly. There is a “master” calendar in my house that has every activity we are involved with and committed to attend. It’s one of those large day planners that leave plenty of room for notes each day. Since all four of our kids are involved in everything from cross-country to ballet, it’s important that everyone knows where everyone has to be and when. If I have any specific events at work that affect my family, I record those in the day planner. We keep the calendar on the breakfast bar between the kitchen and the living room. This is a central location that allows everyone easy viewing access without clogging up foot traffic. This method causes a bit of clutter on a counter space, but the coordination it brings is well worth it. We’ve tried using Microsoft’s Outlook calendar at home, hand-held devices and more, but nothing works as well as this method.
© 2007 allPM.com
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Tresia Eaves, MHR, PMP, RGS is the Technology Integration Group Vice President and Program Manager for IRS Report Generation Software Program of the SENTEL Corporation. She exemplifies superior project management performance and methods. She is a seasoned professional with experience including technical/business management of global teams, a certified expert in IT product/service development, quality assurance, security, and process improvement; she has worked in an international marketplace; built company development, quality and project teams, processes and services from scratch; she is also an internal IT SysTrust Auditor; and established/enforced quality standards for a $50 million data center. |
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Risk Doctor: Everybody loves Brainstorming, But…
By Dr David Hillson, PMP, FAPM
If you ask people which technique they use to identify risks, most will include brainstorming in the list, usually conducted as part of a facilitated workshop. Indeed for many, brainstorming is not just one technique among several; it’s the only one they use. Brainstorming is popular for a range of reasons:
- Everybody feels involved, with an opportunity to share their opinion openly
- It produces visible results quickly as the flipcharts fill up around the room
- It’s usually conducted in an atmosphere of fun away from the usual workplace
- It gives people the chance to be creative and “think outside the box”
- It encourages team-building and creates a sense of shared ownership of the output
But there are some drawbacks to brainstorming which can lead to it becoming ineffective, for example:
- It can be difficult to get the right people to attend, and if key stakeholder perspectives are not present, important risks may be missed.
- The way the group functions can be influenced by groupthink and other subconscious biases.
- Strong individuals can impose their view on the session and inhibit others from contributing.
- The creative non-critical approach often results in identification of other things which are not risks (such as problems, issues, worries, etc).
© 2007 Risk Doctor Limited
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Dr. David Hillson (PMP, FAPM, FIRM, MCMI) is an international risk management consultant, and Director of Risk Doctor & Partners ( www.risk-doctor.com). His speciality is risk technology transfer, assisting organisations to develop in-house risk processes, and he is a popular conference speaker and author on risk, winning several awards for his papers. He is recognised internationally as a leading thinker and practitioner in risk management, and his recent emphasis has been the inclusion of proactive opportunity management within the risk process, which is the topic of his latest book "Effective Opportunity Management Exploiting Positive Risk", published in 2003 by Dekker of New York.
David is an active member of the Project Management Institute (PMI) and was a founder member of its Risk Management Specific Interest Group. He received the PMI Distinguished Contribution Award for his work in developing risk management over many years. He is a Fellow of the UK Association for Project Management (APM) and past chairman of its Risk Management Specific Interest Group. David is also a Fellow of the UK Institute of Risk Management (IRM), a Fellow of the Royal Society for the Encouragement of Arts, Manufactures and Commerce (RSA), and a member of the Chartered Management Institute.
David can be contacted at david@risk-doctor.com |
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Excel 2007 Feature: Using multiple views of the same workbook
By Bob Umlas, Microsoft® Excel MVP
Did you ever want to be able to look at two sheets in the same workbook at the same time? Or be able to:
- See formulas and values at the same time;
- See a worksheet without gridlines or sheet tabs or zero values while also seeing it with these same features?
Well, it can be done, and fairly easily. If you use the command Window/new Window, you’re creating a second “view” of the worksheet. To see them simultaneously, use Window/Arrange, and if there’s more than one workbook open, also check the “Windows of active workbook” checkbox:
Your workbook would now look something like this:
As you can see, you now have available the sheet tabs and you’re looking at 2 views of Sheet1. Something like looking out your window and seeing a car; if you go to another window and look at the same car, you have a slightly different perspective. So now, you can click on Sheet2 in one of the windows, and you’re seeing 2 sheets of the same workbook simultaneously. You can also use Window/New Window again and have 3 views. Notice the :1 and :2 in the workbook title – these are the view numbers.
To see totally separate features, use Tools/Options/View and note the bottom section is all about the options for windows:
© 2007 allPM.com
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Bob Umlas has been a Microsoft® Excel MVP since 1995. He has been a beta tester for new versions of Microsoft Excel since version 1.5 (on the Macintosh)! He has led several sessions at Microsoft's Tech-Ed: Maximizing Excel development using Array Formulas, and Excel Tips and Tricks. He is also the author of “This isn’t Excel, it’s Magic!” The second edition of this book is being released in October, 2007.
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PM Crossword Connections™: In A Fix Dealing with Troubled Projects
By Frank Saladis, PMP
(Click here or the image above for a larger, printable crossword in a new window. )
Across
1 Notice of potential danger
3 Demand, assertion of rights
8 Information gathering process
10 The agreed upon plan
11 Minimize variance
13 Bring to an end
14 Compilation of information
15 Cost of quality
19 Those involved in the project
21 Store or save information
24 Fail to plan and plan to ____
26 Level of effort
29 BCWP-ACWP
31 Provider of funding
32 Late Start
33 Limitation or restriction
38 BCWP
39 Day month and year
41 Submit or communicate findings
43 Product of probability and impact
46 Result of EV - PV
47 Exchange information
51 Potentially dangerous situation
53 Specific need
54 Uncontrolled additions to project work
55 Measure of what has been accomplished
56 Guideline established based on common or repeated use
57 Assess extent of injury or damage
58 Analyze a situation
Down
2 Intense review
3 Problem solve together
4 Diagram used for root cause analysis
5 Action to fix a non-conforming item
6 Current condition
7 Risk Breakdown Structure (Abbrev.)
9 Supply of money
12 Bring an end to
16 Legal binding agreement
17 Workable scheme
18 Planned project budget
20 Regroup after a major interruption
22 Ensure or verify conformance
23 Flaw or imperfection
25 Bring to a higher level
27 Check functionality
28 Measure of uncertainty
30 A matter in dispute
33 Receiver of the deliverable
34 Type of action to remedy a problem
35 Provision used as a back-up
36 Graphic display of a process
37 Variance
40 Double _______
42 Objectives should be ________
44 Contractor or supplier
45 Defined by ability to meet a specific need
46 Trigger or early indication
48 Performance output
49 Organizational process _____
50 Sum of work
52 Monetary value
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