Monday, March 29, 2010

The Deming System of Profound Knowledge

The Deming System of Profound Knowledge

"The prevailing style of management must undergo transformation. A system cannot understand itself. The transformation requires a view from outside. The aim of this chapter is to provide an outside view—a lens—that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in.
"The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people.
"Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to. The individual, once transformed, will:
  • Set an example;
  • Be a good listener, but will not compromise;
  • Continually teach other people; and
  • Help people to pull away from their current practices and beliefs and move into the new philosophy without a feeling of guilt about the past."
Deming advocated that all managers need to have what he called a System of Profound Knowledge, consisting of four parts:
  1. Appreciation of a system: understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services (explained below);
  2. Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements;
  3. Theory of knowledge: the concepts explaining knowledge and the limits of what can be known (see also: epistemology);
  4. Knowledge of psychology: concepts of human nature.
Deming explained, "One need not be eminent in any part nor in all four parts in order to understand it and to apply it. The 14 points for management in industry, education, and government follow naturally as application of this outside knowledge, for transformation from the present style of Western management to one of optimization."
"The various segments of the system of profound knowledge proposed here cannot be separated. They interact with each other. Thus, knowledge of psychology is incomplete without knowledge of variation.
"A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management. A psychologist that possesses even a crude understanding of variation as will be learned in the experiment with the Red Beads (Ch. 7) could no longer participate in refinement of a plan for ranking people."[21]
The Appreciation of a system involves understanding how interactions (i.e., feedback) between the elements of a system can result in internal restrictions that force the system to behave as a single organism that automatically seeks a steady state. It is this steady state that determines the output of the system rather than the individual elements. Thus it is the structure of the organization rather than the employees, alone, which holds the key to improving the quality of output.
The Knowledge of variation involves understanding that everything measured consists of both "normal" variation due to the flexibility of the system and of "special causes" that create defects. Quality involves recognizing the difference to eliminate "special causes" while controlling normal variation. Deming taught that making changes in response to "normal" variation would only make the system perform worse. Understanding variation includes the mathematical certainty that variation will normally occur within six standard deviations of the mean.
The System of Profound Knowledge is the basis for application of Deming's famous 14 Points for Management, described below.

Key principles

Deming offered fourteen key principles for management for transforming business effectiveness. The points were first presented in his book Out of the Crisis. (p. 23-24)[22]
  1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.
  2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
  3. Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.
  4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
  5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
  6. Institute training on the job.
  7. Institute leadership (see Point 12 and Ch. 8 of "Out of the Crisis"). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
  8. Drive out fear, so that everyone may work effectively for the company. (See Ch. 3 of "Out of the Crisis")
  9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
  10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
  11. a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
    b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
  12. a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
    b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia," abolishment of the annual or merit rating and of management by objective (See Ch. 3 of "Out of the Crisis").
  13. Institute a vigorous program of education and self-improvement.
  14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
"Massive training is required to instill the courage to break with tradition. Every activity and every job is a part of the process." [23]

Seven Deadly Diseases

The "Seven Deadly Diseases" include
  1. Lack of constancy of purpose
  2. Emphasis on short-term profits
  3. Evaluation by performance, merit rating, or annual review of performance
  4. Mobility of management
  5. Running a company on visible figures alone
  6. Excessive medical costs
  7. Excessive costs of warranty, fueled by lawyers who work for contingency fees
"A Lesser Category of Obstacles" includes
  1. Neglecting long-range planning
  2. Relying on technology to solve problems
  3. Seeking examples to follow rather than developing solutions
  4. Excuses, such as "Our problems are different"
  5. Obsolescence in school that management skill can be taught in classes[24]
  6. Reliance on quality control department rather than management, supervisors, managers of purchasing, and production workers
  7. Placing blames on workforces who only responsible for 15% of mistake where the system desired by management is responsible for 85% of the unintended consequences
  8. Relying on quality inspection rather than improve product quality
Deming's advocacy of the Plan-Do-Check-Act cycle, his 14 Points, and Seven Deadly Diseases have had tremendous influence outside of manufacturing and have been applied in other arenas, such as in the relatively new field of sales process engineering.[25]

Quotations and concepts

In his later years, Dr. Deming taught many concepts, which he emphasized by key sayings or quotations that he repeated. A number of these quotes have been recorded.[26] Some of the concepts might seem to be oxymorons or contradictory to each other; however, the student is given each concept to ponder its meaning in the whole system, over time.
  • "There is no substitute for knowledge." This statement emphasizes the need to know more, about everything in the system. It is considered as a contrast to the old statement, "There is no substitute for hard work" by Thomas Alva Edison (1847–1931). Instead, a small amount of knowledge could save many hours of hard work.
  • "The most important things cannot be measured." The issues that are most important, long term, cannot be measured in advance. However, they might be among the factors that an organization is measuring, just not understood as most important at the time.
  • "The most important things are unknown or unknowable." The factors that have the greatest impact, long term, can be quite surprising. Analogous to an earthquake that disrupts service, other "earth-shattering" events that most affect an organization will be unknown or unknowable, in advance. Other examples of important things would be: a drastic change in technology, or new investment capital.
  • "Experience by itself teaches nothing."[26] This statement emphasizes the need to interpret and apply information against a theory or framework of concepts that is the basis for knowledge about a system. It is considered as a contrast to the old statement, "Experience is the best teacher" (Dr. Deming disagreed with that). To Dr. Deming, knowledge is best taught by a master who explains the overall system through which experience is judged; experience, without understanding the underlying system, is just raw data that can be misinterpreted against a flawed theory of reality. Deming's view of experience is related to Shewhart's concept, "Data has no meaning apart from its context" (see Walter A. Shewhart, "Later Work").
  • "By what method?... Only the method counts."[26] When information is obtained, or data is measured, the method, or process used to gather information, greatly affects the results. For example, the "Hawthorne effect" showed that people just asking frequently for opinions seemed to affect the resulting outcome, since some people felt better just being asked for their opinion. Dr. Deming warned that basing judgments on customer complaints alone ignored the general population of other opinions, which should be judged together, such as in a statistical sample of the whole, not just isolated complaints: survey the entire group about their likes and dislikes. The extreme complaints might not represent the attitudes of the whole group. Similarly, measuring or counting data depends on the instrument or method used.
  • "You can expect what you inspect." Dr. Deming emphasized the importance of measuring and testing to predict typical results. If a phase consists of inputs + process + outputs, all 3 are inspected to some extent. Problems with inputs are a major source of trouble, but the process using those inputs can also have problems. By inspecting the inputs and the process more, the outputs can be better predicted, and inspected less. Rather than use mass inspection of every output product, the output can be statistically sampled in a cause-effect relationship through the process.
  • "Special Causes and Common Causes": Dr. Deming considered anomalies in quality to be variations outside the control limits of a process. Such variations could be attributed to one-time events called "special causes" or to repeated events called "common causes" that hinder quality.
  • Acceptable Defects: Rather than waste efforts on zero-defect goals, Dr. Deming stressed the importance of establishing a level of variation, or anomalies, acceptable to the recipient (or customer) in the next phase of a process. Often, some defects are quite acceptable, and efforts to remove all defects would be an excessive waste of time and money.
  • The Deming Cycle (or Shewhart Cycle): As a repetitive process to determine the next action, the Deming Cycle describes a simple method to test information before making a major decision. The 4 steps in the Deming Cycle are: Plan-Do-Check-Act (PDCA), also known as Plan-Do-Study-Act or PDSA. Dr. Deming called the cycle the Shewhart Cycle, after Walter A. Shewhart. The cycle can be used in various ways, such as running an experiment: PLAN (design) the experiment; DO the experiment by performing the steps; CHECK the results by testing information; and ACT on the decisions based on those results.
  • Semi-Automated, not Fully Automated: Dr. Deming lamented the problem of automation gone awry ("robots painting robots"): instead, he advocated human-assisted semi-automation, which allows people to change the semi-automated or computer-assisted processes, based on new knowledge. Compare to Japanese term 'jidoka' (which can be loosely translated as "automation with a human touch").
  • "The problem is at the top; management is the problem." [21] Dr. Deming emphasized that the top-level management had to change to produce significant differences, in a long-term, continuous manner. As a consultant, Deming would offer advice to top-level managers, if asked repeatedly, in a continuous manner.
  • "What is a system? A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment. (We are of course talking here about a man-made system.)" [21]
  • "A system must be managed. It will not manage itself. Left to themselves in the Western world, components become selfish, competitive. We can not afford the destructive effect of competition." [21]
  • "To successfully respond to the myriad of changes that shake the world, transformation into a new style of management is required. The route to take is what I call profound knowledge—knowledge for leadership of transformation." [21]
  • "The worker is not the problem. The problem is at the top! Management!" [27] Management's job. It is management's job to direct the efforts of all components toward the aim of the system. The first step is clarification: everyone in the organization must understand the aim of the system, and how to direct his efforts toward it. Everyone must understand the damage and loss to the whole organization from a team that seeks to become a selfish, independent, profit centre." [21]
  • "They realized that the gains that you get by statistical methods are gains that you get without new machinery, without new people. Anybody can produce quality if he lowers his production rate. That is not what I am talking about. Statistical thinking and statistical methods are to Japanese production workers, foremen, and all the way through the company, a second language. In statistical control, you have a reproducible product hour after hour, day after day. And see how comforting that is to management, they now know what they can produce, they know what their costs are going to be." [28]
  • "I think that people here expect miracles. American management thinks that they can just copy from Japan—but they don't know what to copy!" [28]
  • "What is the variation trying to tell us about a process, about the people in the process?" [21] Dr. Shewhart created the basis for the control chart and the concept of a state of statistical control by carefully designed experiments. While Dr. Shewhart drew from pure mathematical statistical theories, he understood that data from physical processes never produce a "normal distribution curve" (a Gaussian distribution, also commonly referred to as a "bell curve"). He discovered that observed variation in manufacturing data did not always behave the same way as data in nature (Brownian motion of particles). Dr. Shewhart concluded that while every process displays variation, some processes display controlled variation that is natural to the process, while others display uncontrolled variation that is not present in the process causal system at all times.[29] Dr. Deming renamed these distinctions "common cause" for chance causes and "special cause" for assignable causes. He did this so the focus would be placed on those responsible for doing something about the variation, rather than the source of the variation. It is top management's responsibility to address "common cause" variation, and therefore it is management's responsibility to make improvements to the whole system. Because "special cause" variation is assignable, workers, supervisors or middle managers that have direct knowledge of the assignable cause best address this type of specific intervention.[8]
  • (Deming on Quality Circles) "That's all window dressing. That's not fundamental. That's not getting at change and the transformation that must take place. Sure we have to solve problems. Certainly stamp out the fire. Stamp out the fire and get nowhere. Stamp out the fires puts us back to where we were in the first place. Taking action on the basis of results without theory of knowledge, without theory of variation, without knowledge about a system. Anything goes wrong, do something about it, overreacting; acting without knowledge, the effect is to make things worse. With the best of intentions and best efforts, managing by results is, in effect, exactly the same, as Dr. Myron Tribus put it, while driving your automobile, keeping your eye on the rear view mirror, what would happen? And that's what management by results is, keeping your eye on results." [2]
  • "Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge." [21] This statement emphasizes the need for theory of knowledge (see: epistemology, Shewhart cycle, C. I. Lewis).
  • "The most important figures that one needs for management are unknown or unknowable (Lloyd S. Nelson, director of statistical methods for the Nashua corporation), but successful management must nevertheless take account of them." [22] Deming realized that many important things that must be managed couldn't be measured. Both points are important. One, not everything of importance to management can be measured. And two, you must still manage those important things. Spend $20,000 training 10 people in a special skill. What's the benefit? "You'll never know," answered Deming. "You'll never be able to measure it. Why did you do it? Because you believed it would pay off. Theory." Dr. Deming is often incorrectly quoted as saying, "You can't manage what you can't measure." In fact, he stated that one of the seven deadly diseases of management is running a company on visible figures alone.
  • "By what method?" [26] When information is obtained, or data is measured, the method, or process used to gather information, affects the results. Dr. Deming warned that basing judgments on customer complaints alone ignored the general population of other opinions, which should be judged together, such as in a statistical sample of the whole (Sampling (statistics)). Changing the method changes the results. Aim and method are essential. An aim without a method is useless. A method without an aim is dangerous. It leads to action without direction and without constancy of purpose. Deming used an illustration of washing a table to teach a lesson about the relationship between purpose and method. If you tell someone to wash a table, but not the reason for washing it, they cannot do the job properly (will the table be used for chopping food or potting plants?). That does not mean just giving the explanation without an operational definition. The information about why the table needs to be washed, and what is to be done with it, makes it possible to do the job intelligently.

Wednesday, March 24, 2010

How to Plan Your Projects

It doesn't matter which industry you're in or project you're involved with, these 5 points should be taken every time to properly plan your project:

1: Set the Direction

Before you start out, set the direction for the project. Do this by clearly identifying the project vision, goals and deliverables. State the overall timeframes for delivery and clarify the amount of resource available. Determine what is "in scope" and "out of scope". Identify the benefits and costs in delivering the project and any milestones and constraints. Only once this is agreed with your Project Sponsor will you know what it is that you have to achieve.

2: Task Selection

You're now ready to start planning. Identify the groups of tasks that need to be completed to build your project deliverables. Then for each group of tasks, breakdown those tasks into sub-tasks to create what is known as a "Work Breakdown Structure" (WBS). Your WBS is essentially a hierarchical list of tasks, in order. Assign start and end dates to each task, as well as task durations. Always add a little extra time (e.g. 10%) to your durations, providing you with contingency. Next add Milestones to your plan. These are tasks that represent major achievements along the way.

3: Inter-linking

The next step is to add links (or dependencies) between project tasks. While there are a variety of link types, most Project Managers add "finish-to-start" links so that one task cannot start until another one finishes. To make your project achievable, only add links between tasks if there is a critical dependency between them. Remember, when one task slips, all tasks linked to it may slip as well. So use links wisely.

4: Resource Assignment

Now comes the fun part, assigning resources. A "resource" may be a person, equipment, location or materials. Against each task in your plan, assign one or more resources required to complete it. As you assign resources, watch your resource utilization. In other words, make sure you don't over-assign a specific resource to multiple tasks, so that it's impossible for that resource to complete everything assigned to it. So to make this easy for you, plan the resource utilization as you assign resources to projects.

5: Baseline, Actuals and Reporting

With a fully completed project plan, you're now ready to save it as a "baseline", so that you can later compare your progress against it. Then start recording your actual progress against the plan. Every day, record the amount of time you've spent against each task. Also record the new planned start and finish dates, and monitor the overall project completion date. Report on progress as you go. By regularly updating the project plan with your progress, you can control the delivery of your project and meet those critical goals set.

And there you have it. If you'd like smart software to help you plan and manage your projects online, use many online programs that is available, including EV graphs.

Tuesday, March 23, 2010

Project Managers view

Here is something with on various technologies.



What does a Project Manager do?

  • Better manage resources
  • Achieve results in the most efficient manner
  • Classify potential and real risk
  • Overall to Initiate, plan, execute, control, close & manage
  • To ensure that goals of projects are accomplished within prescribed time frame and funding parameters.
  • Project managers look to save time and money and improve quality.
  • Effectively manage complex projects in the best interest of their clients.


Thursday, March 18, 2010

Product Manager

Great Product Manager Questions

Red Macaw
The Laudi Group and Red Canary organized and shared a great set of questions for product managers and answers from a panel of product management leaders.  Steve Johnson, another leader in our space shared his answers to the same questions, and in this article, I share mine.

The Product Manager Questions

Hat tip to Steve Johnson at Pragmatic Marketing, for extending the discussion and providing his answers to the questions.  And thanks to the folks at Red Canary and the product managers who originally shared their answers.
I really enjoyed reading their answers – thanks to all of you!
Here are the questions that were put forth and answered:
  1. Tell us about the best product you've ever encountered.  Why do you like it?
  2. How do you know a great product manager when you meet one?
  3. What's your favorite interview question?
  4. When is the best time for a start-up to hire a product manager?
  5. What has been the defining moment in your career?
  6. Mistakes.  What was your biggest?
I've personally enjoyed and grown from the great writing that many product managers have shared with us over the last few years.  I'd love it if they would share their answers.  So, either share your answers, or pester your favorite writers to share theirs.
Without further ado, here are my answers to the same questions.

Why Do You Like the Best Product You've Ever Encountered?

I love when products solve obvious (in hindsight) problems with elegant designs.  The products where, once they exist, you say "well, duh" or slap your head and ask "why didn't I think of that?"  These innovative products tend to be disruptive, redefining markets.  Some of the products are rather mundane – like the ketchup bottle where the lid doubles as the base (reducing waste and preventing countless red-water-stained buns).  Other products are more technology-dependent – like Tesla's radio, xerographic photocopying, solid-fuel rockets.
I think my favorite for elegant design might be Velcro – if you don't know how it works, or just want to know how it was invented, check out the wikipedia article.  The time that parents save tying tiny shoes is value enough, but it is far from the only (or first) use of Velcro.  An accurate clock that could be used on board a ship was a biggie too, although I never personally encountered one, at least when it mattered.  Accurate time-telling on a ship was the key to dramatically improved navigation back in the days of sailing by the stars.

How Do You Know a Great Product Manager?

Great product managers are polymaths, with several areas of deep expertise and skill.  They are Renaissance women and men, with many areas of interest.  They are great communicators.
Most importantly, they are sooth-sayers.  By the last, I mean that they not only understand the big picture and context of their markets and their business, but they know what is likely to change their business, and where their markets are sensitive to or ripe for disruption.  One definition of sooth-sayer is "one who tells the truth."  You can't do that without data, and the ability to understand what the data is telling you.
Add to this a dash of humility and a full dose of open-mindedness, and you have a great product manager.
Of course there's all of the esoteric skills that the role requires.  When they aren't present yet, I feel like I've met a great product manager to be.
I know it when our conversation rambles all over, goes "depth charge deep" in areas, and then bounces back to the broad view, all with an eye for the relevance and insights that matter for the topic at hand.

What's  Your Favorite Interview Question?

I almost don't care what the context of that question is – reviewing a candidate's previous experience, asking them to provide a "fresh view" on my current situation, or convincing them to dance through a hypothetical situation.  What I want to know is why they think there is value, or a problem , or an opportunity, or … whatever.  A collection of well-dispersed, and sometimes-immediately-sequential "Why?" questions can tell me more about how someone thinks, and more importantly, how they are likely to solve problems, create solutions, and dominate markets than any other question I've found.

When is the Best Time for a Start-Up to Hire a Product Manager?

Not counting the founder?
Three to six months before the first product peaks.  All successful start-ups have one good product – solving a single valuable problem, for a single market.  Most (my opinion / observation) start-ups don't have a second good product or market.  A passionate and insightful founder can spend a long time understanding a market, a problem, and a solution.  That knowledge and passion can yield a successful product.  When is that founder, who is busy running the company, going to find a new problem to solve, a new market to dominate, or a new solution to replace his original idea?
Alternately, I guess the founder can hire someone else to run the company, and anoint herself "president of the product."  That still counts as hiring a product manager.

What Has Been the Defining Moment in [My] Career?

Switching from electro-mechanical design engineering to software development.  The shift in innovation time scales, the different approach to problem solving, and the markedly different economics of product creation had a profound effect on me.  The evolution from "creating solutions to (defined) problems" to "identifying problems worth solving" was more gradual, as I evolved into a programmer-analyst and consultant and product manager.
"Going agile" half-way through my software development career was pretty eye opening too.  I'll throw that in as my backup answer.

Mistakes.  What Was [My] Biggest?

From someone else's perspective, it was leading a team down a six-figure software-development path that solved a problem no one really cared about.  That's probably defining-moment number 3, when I started including validation of value as part of my scope of engagement as a programmer.
From my own perspective, as they say, it's the train you don't see that hits you.  I'll guess that it was something I didn't do, not something I did, that would turn out to be the key plot device in my Frank Capra movie.
(copyright) as dictated and applicable


Wednesday, March 17, 2010

Do you want to jump in to the project management role?

Here are some snippets for the Project leads and as well as for seniors who want to have a quick revision from project management interview perspective. Note, there is nothing like theoretical interview. Be practical!

It starts with basics of project management fundamentals like ROI, stake holders, MOU, SDLC, CAR, DAR, traceability matrix and then improve towards more sophisticated aspects. Defect density and Control Charts are few high level question areas.

Estimation is the most frequented section during project management interviews. You should be able to explain various aspects is dedicated to estimation. Ensure you understand the most used estimation methodology like COCOMO, LOC, Function points and Use case points. Most practical approach is WBS - work breakdown structure, or Delphi. Here the users / developers give the idea of development time, and you take the average of 30% + 70% of the worst and best timings estimated, as an example, that I have used.

Many project managers fall out when it comes to answer aspects on schedule management. Groovy area. Most of the times, the sales folks, would have committed to a date,  even before you start. So you have to plan with loading of the project very clearly. Use many trainees as possible, which will not get affected in the GPM ( Pross Project Margin ) in a services company.You need to be thorough on schedule management covering fundamentals like EST, LFT, EFT, LST, PERT, GANT and Monte Carto. We are sure by knowing these fundamentals you can not slip. Make sure you understand Microsoft Project, even if you are managing through MS Excel!

You need to understand costing. It comes from the GPM, on the cost of project. You cannot spend more than what the project has been bid for. The costing management interview covers the most asked fundamentals like Earned value, planned value and Actual cost with some real examples. Read on risk management which covers basics like DR and BCP.

CMMI which has evolved as a very matured and standard process across IT industry is the biggest talk during project management interviews. Understand on CMMI covering maturity levels, staged and continuous representation, SCAMPI, PII and full details explanation of all CMMI KPA (Key Process Area).

Six sigma is catching up very fast in the IT industry and also one of the most frequented section during project management interviews. Understand the scope of various practical implementations in particular to the software industry. If possible, log on to net and join a Six Sigma group on Linkedin, Insidetech etc... You will get enough basics, and try to apply to various scenarios what you come across in a day to day work life. At least knowledge of six sigma is expected from any Project Manager.

Agile and XP has caught lot of attention in the recent times. Understand various topics like Agile, XP, AXEUM, FDD and LSD.  Also do not forget the various development methodologies which was used in olden days, like Waterfall method, V curve method ( mostly for maintenance ) and the serial module development.

Go through standard templates and software by which you can gain an insight of project management tools.

Ensure that you read your resume thoroughly, where there are catchy words, and try to remember those, to answer well. Interviewer catch them fast, before you! So understand them well.

If you are just started applying, pass your resume to a good friend, or compare with his, by which you can get a fair idea of how to prepare a resume, if there are any mistakes and correct it before sending out in the market from a project management job perspective. At times, the consultant might suggest to add or update certain section to have the company short list you.

In short, here are the basic points you need to take care Resume Contents - Basics of Project Management - Risk Management - Schedule Management - Costing - Estimation, Metrics and Measure - CMMI - Six Sigma - Agile Development ( Methodologies ) and last but not the least, don't forget to say few things nice about your present / last company!


Sunday, March 14, 2010

Ten Things Not To Do In An Interview

1. Don't leave your cell phone on. "Don't even leave it on mute or vibrate - this is distracting to you and definitely rude to the interviewer," says Arlene Vernon,, a human resources consultant.

2. Don't smell like smoke. If you smoke, make sure there's no evidence. This is especially important if you're interviewing for a position where you have direct contact with others.

3. Don't speak badly about previous employers or co-workers. Make sure you've practiced an honest answer but one that doesn't show that you're angry with the previous employer or circumstance.

4. Don't bring up personal information. The interviewer doesn't want to hear about your personal life or other information not related to how you can succeed at the job being interviewed for.

5. Don't focus on the salary and benefits. Joyce LeMay, an associate professor of business at Bethel University says, "The interviewer may be turned off and feel that you are only interested in what the company can do for you."

6. Don't fidget. Find a comfortable position in the chair you're offered and while you don't want to be stiff, you don't want to move around a lot. If you fidget with your hands, keep them empty. These nervous behaviors can hurt your image.

7. Don't ramble on. Balance talking and listening. Measure how long it takes to answer a question. Watch the interviewer's body language to see if you're going on too long.

8. Don't be late. Perform a test drive to the location a day in advance.

9. Don't tell the interviewer you have no questions. This shows a lack of interest, curiosity and depth. Have 5- 10 questions prepared, and it's OK to pull out the list if you need to.

10. Don't rush the interviewer. Never leave until the interviewer says it's over!

Wednesday, March 10, 2010

Saas is definitely better

When I pressed send this morning on an email message, Gmail popped up a dialog box asking whether I'd meant to attach a file. "You wrote 'find attached' in your message," it gently mentioned, "but there were no files attached." Of course, as so often happens, I'd finished the message and pressed send without remembering to add the attachment, doh! I was really pleased and impressed that Gmail had added this gentle and oh-so-useful hint. It will save so many embarrassing resends, and thus go a small way to reduce the burden of overflowing inboxes in our lives.

The silent introduction of this reminder is a great demonstration of why SaaS is so much better than on-premise. The old way a feature like this used to be introduced was that it would get scheduled for release and you'd start reading about it for months before you actually saw it. The vendor would send out a press release about it, product managers would demo it at trade shows, journalists, analysts and beta testers would rave about it in reviews, and then finally it would show up on your shopping list. In large organizations it might be a five-year lag between the feature first being talked about and actually implementing it on a person's desktop (I know someone working for a large oil company head office who has just been redeployed to a hotdesk station that is still running on Windows 2000, believe it or not).

Of course, these days, it's possible for vendors to update on-premise software on an ongoing basis, through initiatives such as Windows Update (which I'm a great fan of) and Software Assurance. To be sure, too, it's not always so pleasant an experience as discovering the small Gmail enhancement I've cited. Murphy's law says that Windows Update will always have a big upgrade planned just at the moment when you most need to close your laptop and head off for an urgent appointment. And I was mighty irritated when I went to the search toolbar in Firefox yesterday to do a Google search and discovered that McAfee SiteAdvisor had silently installed itself as the default search engine and removed all other alternatives. Maybe that had been an accidental change made by my young son, who had been using the computer earlier, rather than an automated update, but it illustrated how disruptive it can be when an unbidden change upsets your work routine.

The fact remains, though, that the business model of on-premise software vendors is built around denying functionality to users until they can no longer resist paying for an upgrade. The success of this business model depends on spending large amounts on marketing so that users become aware of what they're missing. And of course it forces vendors to stuff the upgrade full of desirable new functions so that users can justify the cost and hassle of making the upgrade.

Whereas the business model of on-demand software vendors is built around supplying functionality to users of such pleasing utility that they remain content to continue paying their subscription, month after month. In my view, it's simply a far more elegant business model.


Contact Sharon Software Systems for your Saas needs.