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A Few Words from Jesse

 Dear Fissure Friends, 

Jesse

Many years ago I was working with Michael Krzmarcik and Best Buy to provide project management training. Mike was responsible for IT training and I'll never forget the sign that Mike had hanging in his office.  It said:

 

"Train them and they may leave, or don't train them and they'll stay."

 

I really like the quote and have used it many times in front of classes, audiences and clients.  But I rarely get any sense that the people I'm talking with appreciate the irony and comedy of the underlying message. This was recently reinforced when I was working with our graphics artist on a handout for our local International Institute of Business Analysis (IIBA) Chapter. Fissure had signed up to create some informative handouts to help Business Analysts (or anyone in a skilled position) justify training and attending conferences to their management. We were designing a main handout to include information on the more detailed handouts. Of course I wanted it to have a humorous aspect and had decided on the above quote. Needless to say the graphics artist didn't get it until I explained the message in detail. Thinking back to my previous experiences in sharing the quote I decided Mike and I are just one of the few with that particular understanding and sense of humor. If most people don't "get it" without great explanation, it is not going to work as a simple handout. As a result, we decided to go another direction with the handout.

 

The good thing that came out of the IIBA handout effort was some helpful tools for planning and justifying your career path development. You will find the following tools in this newsletter. 

If you want soft copies of these tools, please send an email to Sue Freese requesting any or all of them. 

 

In working on the training justification handouts and watching the Olympics I was struck by how often we are asked to justify to management that spending money on our individual development will create a long-term benefit. I'm watching athletes that are investing 10 hour days for four years to shave a minimal % off their time, add another % difficulty to their routine, or a % more distance to their throw or jump. Now I realize that Olympic athletes are an extreme example, but no one questions their need for training and the associated investment. The question, which is the same question both business professionals and Olympic athletes need to answer is; will the desired training provide the process, tool and behavior changes required to produce the desired benefit/result? It's easy to identify benefits, but will you actually receive and be able to apply those benefits to your work routine? Evaluate potential training not just on cost and topic, but also on how the training will actually help you start applying your new skills, tools and techniques in class and increase the likelihood of achieving benefits on the job.

 

We are working on expanding our presence on the social networking tools of Facebook, Twitter and LinkedIn. We will use all three networks to let you know about upcoming workshops and webinars, including workshop discounts.

 

To educate and guide us through the process we hired a recent college graduate, Nathan Plaunt. Nathan has done a great job and we are getting to the point where we need a little help from our friends. Please consider taking a few minutes to help us grow our social networking presence by:

 

Liking us on Facebook -          Like us on Facebook

 

Following us on Twitter -         Follow us on Twitter

 

Following us on Linkedin -      View our profile on LinkedIn

 

 

In his article, "Checklist? Check!", Geof Lory offers numerous uses for a checklist.  As Geof says; "I know it's low tech and not very glamorous, but chances are it may be just what is needed, and nothing more." Read Geof's article and start using more checklists.

 

Our upcoming public workshops and webinars can be found on our website (workshop schedule). 

 

Our computer simulation powered workshops are the most effective and fun way to learn AND EARN PDUs.  

 

Make sure you also check out what's happening at Fissure (Fissure News). 

 

 Thanks for reading and enjoy the rest of your 2012.

 

Jesse signature

 

 

 

 

Jesse Freese

Fissure, President 

 

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CheckList
Checklist? Check! 
by Geof Lory, PMP

Geof-Frame

A couple years ago I wrote an article, "From Process to Discipline," that outlined the need for variable levels of process and discipline based on the two project characteristics of uncertainty and repeatability. I wrote that article in response to two misconceptions: 1) traditional process driven projects are obsolete in today's world, and 2) agile projects don't have any processes. The truth is, every project needs some level of process, explicit or implicit, to get work done.

In my experience, there is a tendency to get carried away and over-engineer the natural flow of a process into inflexible and prescriptive procedures, in an attempt to account for all possible permutations. I'd like to think that this is a product of the technical nature of most of the teams I work with, but I have also worked with sales and business teams and am continuously surprised at the inherent propensity to

over-think things.

 

Click here to read Geof's complete article 

 

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FissureNews
Fissure News
BarrowAlaska

Barrow, Alaska

Geof Lory has earned his wings the last few months. He went as far north as you can get (without snow shoes) to deliver a Fundamentals Project Management Simulation workshop for a group of 12 people in Barrow Alaska. Two travel days to get there and two travel days to get back. Fortunately for Geof, it was June in the land of the midnight sun.   

FreeCoffeeBarrow

 

DongguanChina

Dongguan, China 

In August, Geof flew to Hong Kong and China

to deliver a Fundamentals Project Management Simulation work

shop for a group of 16 people in Dongguan China. DongguanTeamPhoto  

 

 

He had quite the experience getting his visa, but I'm sure he enjoyed his time there once he arrived. It definitely looks like there is more to do there than in Barrow.

 

 

New Office Location

In case you missed it, we moved to a new location in June.  We are now in the Southtown Office Park in beautiful downtown Bloomington, MN.  We really like the building, the suite and the great training rooms.

 

OfficeEntry
Southtown Office Park entrance
 
Classroom
Classroom

 

 

 

 

 

 

 

 

 

 

 

Come visit us!

8120 Penn Ave. S.

Suite 454

Bloomington, MN  55431

 

 Free Webinars

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Be sure to check out our FREE monthly, 
1 hour webinars. We have had outstanding reviews and when you consider that they are free - they are hard to beat.

 

 

 

 

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GeofContChecklist? Check! 
by Geof Lory, PMP

Geof-Frame

A couple years ago I wrote an article, "From Process to Discipline," that outlined the need for variable levels of process and discipline based on the two project characteristics ofuncertainty and repeatability. I wrote that article in response to two misconceptions: 1) traditional process driven projects are obsolete in today's world, and 2) agile projects don't have any processes. The truth is, every project needs some level of process, explicit or implicit, to get work done.

In my experience, there is a tendency to get carried away and over-engineer the natural flow of a process into inflexible and prescriptive procedures, in an attempt to account for all possible permutations. I'd like to think that this is a product of the technical nature of most of the teams I work with, but I have also worked with sales and business teams and am continuously surprised at the inherent propensity to
over-think things.

 

Procedures define activities, not outcomes. Solid procedures are necessary when the task is either very complex or very mundane; it ensures the task is performed with consistency, in order to get the same predefined outcome each time. Procedures are intended to make something happen in a certain way by defining specifically how things are done, not just that they are done. It can be a daunting task to accurately document the primary flow of a process, and downright impossible if you try to account for every possible exception. If we are less concerned about how something is done and are more interested in the result, we can save the mental gymnastics of creating rigid procedures. It's much simpler to monitor the process by just visibly verifying the outcomes.

 

Processes convert inputs into outputs. They create a change of state. So when it comes to simplifying a process, more often than not I have found that a simple checklist will fulfill 80% of the process governance requirements with a fraction of the effort and frustration. Checklists define the undone and done states through a simple binary process. It is either done, or not done. It tracks the process through examination of empirical evidence that something exists and can be visually verified. It can be checked off. You can't get much simpler than that.

 

The other cool thing about checklists is that they define the outcomes before the work is done. In a sense, they are the WBS-at least at some level. (I'll hedge that comment or my PMI purist friends will blog me to death.) Or, if you just reached for your PMBoK, you can think of checklists in terms of the inputs/outputs or entry and exit criteria for a process. When the people doing the work are smart and capable (and you wouldn't have them on your team if they weren't, right?) they will relish the opportunity to apply their creativity as long as they know the intended outcome.

 

But perhaps the thing I like the most about checklists is how familiar they are. Who doesn't make lists, even for things we know how to do well? Life and projects are busy, with a lot going on. Lists keep us organized so we don't forget something in the process. Grocery lists, to-do lists, and punch lists are all part of our daily habits. My father had numerous hobbies, and for each one he had an "entry checklist." Flying planes, running model trains, going fishing or hiking all started with an "are you ready for the process" checklist, mental or physical, depending on the risk. When flying his plane, the checklist was detailed and laminated. The consequences of a missed item could be fatal. When day hiking, it was just a quick confirmation: Compass, check; knife, check; matches, check; water bottle, check; mosquito spray, check. Done.

 

Besides, what is more gratifying than crossing something off your list? I get such satisfaction from crossing things off my list that I sometimes put things on my list that I have already done, just so I can check them off. I'll bet I'm not the only one that does that. Several years ago my wife saw me write something on a list I had already done and then cross it off and she accused me of being obsessive. OK, maybe that is a bit fanatical, so I no longer do that. Honest. Instead, when I start a list, the first item on my list is "Make a list." That way, when I'm done making the list I can cross it off and feel an immediate sense of satisfaction. (I didn't say I was cured, I just have things under control, most of the time.)

 

Because checklists aren't prescriptive, using them does require discipline. They offer flexibility while maintaining enough consistency to develop accountability-yet still allowing for self-learning and exception handling. They give you the wiggle room that is necessary and comforting, while providing sufficient structure and boundaries through short-term deliverables. This leaves you the freedom to do it your way, as long as at the end it can be checked off the list.

 

When I work with teams to define a process I often ask them to put their completion criteria in the form of a checklist of nouns. The use of nouns instead of verbs avoids the temptation to immediately dive into the how and keeps them at the what. A simple checklist like this is easy to put in place and maintain, easier to remember, and simpler to govern and administrate, all while being flexible enough to change. If the checklist isn't sufficient, add another deliverable. If there is something extraneous, take it off the list or make it optional. Simple as that.

 

Of course, not everything can be managed through a simple checklist. Checklists assume a level of competency on how to define and deliver on the checklist items. Therefore, checklists may not be enough if people don't know the how, are just learning, or if you are trying to overcome sloppy or lazy behavior. Under these circumstances, the prescription of a procedure may be needed for a while, to develop the competencies. However, once the competencies are built, it may be possible to simplify the procedure back to a checklist over time. If your procedures have become shelfware, you are probably there.

 

So, the next time you have to define a process and are tempted to do your best imitation of a swim lane diagram in Visio, I would challenge you to try starting with a simple checklist. I know it's low tech and not very glamorous, but chances are it may be just what is needed, and nothing more. Just start with one or two things and let the list grow. Then you can check "Document the procedure" off your list.

 

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