A hike gone awry as an analogy for Troubled Project Leadership

Post written by Jason Z., Project Manager at Ideaca. Read more about project management on his blog: Unnatural Leadership.

I have two fortune cookie fortunes on my desk at home – “promise only what you can deliver” and “now is a good time to finish up old tasks.” They are taped to the bottom of a picture frame with a picture of my wife and I from the day that she had a catastrophic accident hiking in the mountains. 

We were hiking “Bow Peak” with a friend in the middle of the summer and  decided to summit the peak. When we reached the peak, we realized that there were three paths down, but we had no guidance as to which path to take. Our goal was to get to the base of the summit, which connected to the safe path down. The first path was the one we came up, and it was all scree.  We didn’t really have the right gear to descend safely. The second path was down a rock chute to a wide open path, and we would have to walk an extra 15 km to get to the base of the summit. The third path was also down the rock chute, but it turned to a side of the mountain that we could not see.  However, we could see that it was a shorter route and would take us over some less dangerous scree to get us back to the base of the summit.

As a group, we identified the problem, recognized the constraints, discussed the risks of each path, and then chose the third path for our descent. Before we began, we agreed on some of our guiding principles for descending – such as only one person in the chute at a time so as to avoid being hit by tumbling rocks.

During our descent, we came across a part of the path that was previously unknown – we had to traverse and descend a small glacial formation. I went first, and having experience snowboarding, sat down on my heels and enjoyed the 60 foot slide. My wife (then girlfriend) went next, but did not have the same experience. She slid out of control and ended up breaking two teeth and puncturing her lip on a flat top rock. As she was sliding, I was trying to give her all of my knowledge of how to control the uncontrolled descent by yelling four words – “dig in your heels.” She yelled back “I am! I am!”  I didn’t offer her how to do so, or what else to do with her body when she was doing so. And so, as she was sliding, I was sprinting across the base of the ice to catch her before she hurt herself. I was too late, and we ended up spending the night in hospital followed by the next morning with a dentist to perform some emergency repairs.  The final result was that she endured 20 stitches in her lower lip and now has 2 false teeth.  While she will still come hiking, she is not as exuberant to go as she once was.



Our friend – who happened to have a med kit – ended up taking the 'safe' route down by walking down the side of the glacier where it was primarily slush.

I have never forgiven myself for that accident, but have never thought about the leadership lesson associated with it. In the short time span of her fall, I could not even begin to communicate the depth of my experience to ensure that she would be successful with her journey. I had just assumed that it would be fine if I showed her how to do it. When I saw she wasn’t getting it, I started yelling louder hoping she would get it.

By reflecting on this hiking experience, I now understand some of the more tumultuous projects that I have managed and participated on:

1. As we prepared for our descent, we discussed our guiding principles for descending. Creating a shared vision through detailed planning is the logical way to get a team ready to move forward with a project. However, I have observed, and participated on, project teams that just move forward without considering what could go wrong.
2. Project teams have disparate skill sets. While some members may be perfectly happy to “descend the glacier,” others may not be. Ensure that teams have a safe path to move forward without getting hurt.
3. When the pressure is high and time is short, yelling does not help anything.

My lesson to be applied is thus:

1. Be deliberate with your plans
2. Consider skill sets
3. Having someone with experience walking the path can provide helpful guidance, but they do not necessarily add value when they are “in charge.”

Long hikes are a lot like projects. To descend the mountain safely, you need to honestly assess team skills, previous experience, and know how to prevent catastrophic accidents. Never walk the path blindly.

Setting expectations with clients (part 2)

Post written by Steve J, Project Manager at Ideaca

Setting Expectations with Clients Part 2 is a two part blog series on managing client expectations. See here to read part 1.

In my previous blog post, I told a story about a project I was involved in that required expectations to be managed and the project to be pivoted. In this blog post, I will discuss four key factors in managing expectations that I have learned throughout my career.

1. Communication is a key factor when working with clients. No two clients are the same, some will hire a team to complete a specific task, while others will want to be fully engaged. Learning how and when to communicate with these different groups is crucial to project success. Fully engaged clients may require daily or even hourly updates on project status while more removed clients may only want occasional updates. Knowing your client and making decisions on when and how to communicate is an important way to manage expectations. Some of the effective communication mechanisms that we use on projects can include: daily stand-up meetings with the entire project team (including the client), weekly status reports with all items completed that week, any issues or decisions that arouse, and a budget burn down showing progress. Email is a very handy tool for communication, however if a portal (SharePoint or something similar) is available, this technology will allow for much tighter control over issues, questions, and decisions on the project, without the issues with email branching off into numerous threads and side conversations.

2. Building a relationship on honesty is necessary. Right from the first meeting, the client should understand what you can and cannot do for them. As much as we wish we could offer solutions to every problem, the reality is we can only do what is within scope and within our knowledge and skills. While digging into the details of what that desired end state will be, it is important to discuss what is possible and what is not. These discussions will affect the project and the decisions made will impact the deliverables, the timelines and especially the budget. The hope of this is to catch and identify any areas of the project that may lead to deliverables not being delivered, budgets and time frames expanding and missing expectations.

3. Deciding the roles and responsibilities for the project team (including the client team members as well) is a major task that should be completed at the start of the project. From the start of the project, setting up a project Governance is a great way to start. Project Governance will outline the relationships between all groups involved in the project, define the flow of information from the project to all key stakeholders, and ensure that there is appropriate reviews of all issues during the project. Another useful tool is to create a RACI Matrix. A RACI matrix describes the participation by various roles in completing tasks or deliverables for a project or business process. It is especially useful in clarifying roles and responsibilities in cross-functional/departmental projects and processes. Key contacts for the different areas of the project should be also defined. It’s important for everyone to know who to go to for questions and issues with certain aspects of the project and to keep these people consistent from kick off to go live. In projects I have been on, we start the project with an internal kick off meeting before we meet with the client. This ensures everyone is on the same page and has a shared understanding of the project and statement of work. On the first day of work with the client, we begin with a similar meeting. At this point we can assign the key contacts on my project team as well as the clients’ team. Everyone involved on both sides will have had chance to meet and put a name to the face and to their role.

 4. “When is the due date and when can we launch this project?” should be questions that are asked and answered early on. Making sure to develop a realistic project plan adds transparency to the project, shows when the milestones are due and provides everyone responsibilities and accountabilities. The project plan is a living document. It should exist to provide everyone an up to date snapshot of where things are in the project. If there are delays or changes made, the project plan should be updated and discussed with the client immediately. When it comes to managing expectations, establishing clear and consistent deadlines are a necessity. The sooner deadlines are set, the sooner the team can begin to work to ensure they meet them.

Every new project allows for lessons learned or growth, both for the team and the individual. Personally, I have learned so much about managing expectations from every project I have ever worked on. Every client is different and understanding how to work with them is part of having a successful project. Communications, honesty, assigning tasks and confirming deadlines are four key aspects of managing expectations that are part of my expectation management strategy for every project. Ultimately you want to start the project the same way that you finish it: with happy clients!

The data has the answers

Post written by Evan Hu, Co-founder of Ideaca. View his blog here: evanhu.wordpress.com

In a 2001 research report by META Group, Doug Laney laid the seeds of Big Data and defined data growth challenges and opportunities in a “3Vs” model. The elements of this 3Vs model include volume (the sheer, massive amount of data or the “Big” in Big Data), velocity (speed of data processed) and variety (breadth of data types and sources). Roger Magoulas of O’Reilly media popularized the term “Big Data” in 2005 by describing these challenges and opportunities. Presently Gartner defines Big Data as “high-volume, high-velocity and high-variety information assets that demand cost-effective, innovative forms of information processing for enhanced insight and decision making.” Most recently IBM has added a fourth “V,” Veracity, as an “indication of data integrity and the ability for an organization to trust the data and be able to confidently use it to make crucial decisions.”

The volume of data being created in our world today is exploding exponentially. McKinsey’s 2012 paper “Big data: The next frontier for innovation, competition, and productivity” noted that:

• to buy a disk drive that can store all of the world’s music costs $600
• there were 5 billion mobile phones in use in 2010
• over 30 billion pieces of content shared on Facebook every month
• the projected growth in global data generated per year is 40% vs. a 5% growth in global IT spending
• 235 terabytes data was collected by the US Library of Congress by April 2011
• 15 out of 17 sectors in the United States have more data stored per company than the US Library of Congress

IBM has estimated that “Every day, we create 2.5 quintillion bytes (5 Exabyte) of data — so much that 90% of the data in the world today has been created in the last two years alone." In their book “Big Data, A Revolution That Will Transform How We Live, Work, And Think,” Viktor Mayer-Schonberger and Kenneth Cukier state that “In 2013 the amount of stored information in the world is estimated to be around 1,200 Exabytes, of which less than 2 percent is non-digital.” They describe an Exabyte of data if placed on CD-ROMs and stacked up, they would stretch to the moon in five separate piles.

This sheer volume of data presents huge challenges. For time-sensitive processes such as fraud detection, a quick response is critical. How does one find the signal in all that noise? The variety of both structured and unstructured data is ever expanding in forms: numeric file, text documents, audio, video, etc. And last, in a world where 1 in 3 business leaders lack trust in the information they use to make decisions, data veracity is a barrier to taking action.

The solution lays ever more inexpensive and accessible processing power and the nascent science of machine learning. While Abraham Kaplan (1964) principle of the drunkard’s search holds true: “There is the story of a drunkard, searching under a lamp for his house key, which he dropped some distance away. Asked why he didn’t look where he dropped it, he replied ‘It’s lighter here!’” A massive dataset that all has the same bias as a small dataset will only give you a more precise validate of a flawed answer, we are still in early days. Big Data is the opportunity to unlock answers to previously unanswerable questions and to uncover insights unseen. With it are new dangers as the NSA warrantless surveillance controversy clearly exposes.

I have had the privilege of listening to Clayton Christensen speak several times. In particular he has one common through line that stuck with me and forever embedded itself in my consciousness. “I don’t have an opinion. But I have a theory, and I think my theory has an opinion.” I believe the same for Big Data. The data has an opinion, the data has the answers.

Setting expectations with clients

Post written by Steve J, Project Manager at Ideaca

The Oxford Dictionary defines “managing expectations” as: “Seek to prevent disappointment by establishing in advance what can realistically be achieved or delivered by a project, undertaking, course of action, etc.”

Almost every part of our lives is surrounded by expectations, either ones we set for ourselves or ones that were set for us by others. When it comes to consulting and being on a project, every part of the project experience will be influenced by expectations. There will be expectations around the project as a whole, the deliverables, the time and especially the budget. It is the responsibility of the project team and Project Manager to ensure that the client has a clear and accurate understanding at all times. The overall success of any project will be linked to the expectations of the client, the understanding and efforts of the project team and how well these factors align. At the end of a project, the client’s satisfaction with the delivered project will determine its success.

I have worked on a variety of projects, including those with high expectations from the client. In one project the client as a whole had very little technical and user knowledge of the system that we were implementing for them. They were very much involved in the project and took on many tasks. One of the tasks that was completed by the client was the design and layout of the new system. This task was completed before the project team started on the project and with limited knowledge of the system. The designer was able to design the pages to match that of a SharePoint look and feel without any operational knowledge of the system as a whole. The project team was not a part of this design and the client wanted the end result to look and operate the same as they had designed it. When our project team realized this, we had to pivot our work to align with a more customized solution rather than an out of the box implementation as originally expected. Communication and managing expectations became a critical component of this project, especially since the plans and timelines shifted substantially. Working closely with the client, being honest about timelines and budget and reviewing changes before work continued were very important. Our open communication kept the client informed and the project team on the right track to meeting their needs. In conclusion, the client was very happy with the end product and assured us that we had exceeded their expectations.

Through my experience working with a variety of clients in different situations, I have developed an understanding of how to best manage client expectations. As in the example above, the situation could have turned out with one, or both parties upset about the changes in plans. But by effective expectation management, we were able to explain to the client why things needed to change and what exactly we were going to change. This turned a potentially problematic shift in work into a positive improvement of work.

In my next blog entry, I’ll cover the four key factors in managing client expectations that I have learned throughout my career. Check back next Tuesday, September 17 for more! 

Are you losing count of your employee’s billable hours?

Information taken from Ideaca’s “Revenue Leakage in Professional Services: How to Quash the Silent Killer of Profitability” whitepaper.

Professional services organizations (PSO’s) of all sizes and from all industries struggle to track service hours in a consistent and accurate way. Many organizations use tracking protocols that are inefficient and create challenges for accounting and finance departments. Often these protocols are spreadsheet based and not standardized. As a result, excessive time is spent on consolidation and organization, with hardly any time spent on strategy and analysis.

In many cases, organizations don’t realize where their billable hours are going and that small factors can make a big difference in accurate reporting. The following are examples of some of the small factors that lead to inaccurate time reporting:

• End of month time tracking: Many people have trouble accurately recalling the hours they worked at the start of the month by the time they submit their hours at the end of the month. Not everyone keeps personal records of their hours and those who don’t rely on memory and guesses.
• Time entry is late: When time entry is delayed because of vacation, technical difficulties or other causes, it is not always clear when submission deadlines are postponed to. As a result, employees may neglect to submit their time because they are unaware how and when they should.
• No standardization: Without clearly defined guidelines for tracking time, there may be confusion over what is and is not considered to be billable. Defining ambiguous reporting areas like travel time and administrative work leads to accurate and consistent reporting across the organization.
• Inaccurate manual processes: As with all manual processes, errors can happen unknowingly. Employees may rush through their time sheet or make costly but minor mistakes when reporting.

Many real-time, accessible and centralized time entry systems are available to empower organizations. Not only do they streamline and increase efficiency of accounting and finance departments, but they benefit employees as well. With accurate information about their hours, employees gain insight into how they directly affect the bottom line and they gain access to metrics about their project or personal hours.

View the full “Revenue Leakage in Professional Services: How to Quash the Silent Killer of Profitability” whitepaper here.

Statement of Direction for Dynamics AX 2012 "R3"

Microsoft recently released their latest Statement of Direction for Dynamics AX 2012 R3. This new version of AX will be available by Q4 of 2013 and will come with a number of benefits and new capabilities. These include:

Warehouse Management
Advanced warehouse management capabilities will be introduced including embedded RFID, improved warehouse processing and rate, and route and load planning.

Introduction of Demand Planning
There will be new functionality to support SKU-level demand planning based on the Time Series algorithm of SSAS.

Retail
R3 has a strong focus on retail capabilities, with key areas including mobility, clientelling, ecommerce and social.

E-Procurement
Capabilities for purchasing within complex organizations will be enhanced, specifically in the management and control of the RFX (RFI, RFP & RFQ) processes.

Budget Planning
There will be improvements in budget planning capabilities with a focus on supporting the planning needs of complex organizations.


R3 will offer many new and improved capabilities that AX 2012 R2 does not offer. This new version will benefit large and complex organizations the most, especially those with Distribution and Omni-Channel Retail.

The next major version of AX will be released at the end of 2014 and will be called “Rainier.”


Read the full Statement of Direction here.

Questions? Ask one of our consultants.

Is your website mobile friendly? Here's why it should be.

Many people believe that it is sufficient to only offer desktop computer versions of a website because that’s where people primarily use the internet. However, recent studies by Pew Internet have discovered that this is not the case. Increasing numbers of people primarily use their mobile devices to research or surf the internet. In some cases, these people do not have access to a desktop computer, have to share it, or prefer the convenience of their mobile devices. These mobile-only customers are as valuable as desktop computer users and need access to the same information.

How many people fit into this mobile-only category? A lot, especially young adults between 12 and 29 and low income adults. If your customers fit into either of these categories then it is especially important to make sure your website information comfortably fits onto a mobile screen. Even if your customers do not fit into these categories, more than half of all Americans used their mobile devices to browse the internet in 2012. This means that even if it isn’t your customer’s primary internet method, they may still be accessing your website and information on their mobile devices.

It is important not to force mobile only users to find a desktop computer to access your information. As well, forcing customers to zoom and scroll to navigate a site designed for a much larger screen will only frustrate them and detract from your valuable information and services. The good news is that mobile-only users may access the internet differently but they do not need unique information. The same messaging, content, services and offerings that you share on your website can be duplicated on your mobile site. Even the colors and branding used can and should remain consistent. This means that including a mobile site requires only technical changes and not major messaging or branding shifts.

Embracing customers regardless of the way they browse the internet is the best way to make sure your content is available and accessible. This ensures no potential customers are excluded, no matter the way they choose to browse the internet.

Sources: Pew Internet, Harvard Business Review Blog