Weekly meeting each Tuesday at TCC The Central at Clarke Quay MRT from 11 am to 1 pm
Our group is recapping lessons learned from our networking experiences during 2009!
Please bring along your story of success find new jobs and new client in the Recovery Economy to share with members who are poised to succeed in 2010!
Merry Christmas and Happy New Year!
Sunday, December 6, 2009
Tuesday, December 1, 2009
Lessons Learned 2009
Sorry not to post in awhile. I have been busy this year managing consulting projects as well as getting Career Connect up and running in Singapore and Bangkok! I have helped about 25 people find jobs in Singapore now.
Please contact me at rick@eprojectsource.com if this is a seminar your management and staff would benefit from. I am happy to send you the outline of my talking points.
Each year, and each project gives me more and more experience to learn from. This year I found myself working in Mainland China for the first time. I did a software quality assessment for a US insurance company. My learnings come from the work itself, and just living in China.
Here is some of what I found out for myself. If it resonates with you in anyway, I would enjoy hearing from you at rick@eprojectsource.com
1. When I complained about problems with taxi drivers in Shanghai, my expats friends already had an expression TIC (This is China). So I found myself humbler in a culture that is emerging from a long period of isolation and now driving 100 miles an hour towards a model of socialist/capitalist business. Keeping TIC in mind I found many instances of it on the project I was working as below:
2. Project Management means different things to different people and organizations. (not really knew)....but when placed in certain firms in certain countries...it can be cumbersome and built alongside the development organization and seen as an administrative function (witnessed in Shanghai, Manila, Singapore and Vietnam). If you are just going through the motions of project management, then the results you get will mirror the direct efforts you make from the "real" power center of the project. Then when the projects fail, the PMO can be blamed, and the power center walks away washing its hands of the project, bound for managing another project without implementing a project management methodology or PMO.
3. CPM tools are not spreadsheets. I found a project director using spreadsheets to brief his management and client management. A smart guy, but there is no way to use a spreadsheet to do the CPM analytics needed to update a completion schedule let alone do any EVM. To his dismay he was not able to delivery on time.
4. Document the project lifecycle, and use the people, processes and tools to deliver on time and on budget. Again, the project was poorly documented and would not even rate Level 0 of the SEI CMMi. Innovation cannot happen from chaos. The test phases were a mess, and set delivery of quality, zero defect software applications back months, if not more than a year. This added to the cost of the project, as well as diminished the reputations of managers and team members on both the vendor team and the customer team. It was and is a huge frustration when tech
These are just a few of the lessons learned I encountered working in Asia on projects in 2009. I am teaching them in 2 day seminars titled "Project Killers and their Solutions."
Please contact me at rick@eprojectsource.com if this is a seminar your management and staff would benefit from. I am happy to send you the outline of my talking points.
Regards,
Rick Price
Saturday, October 24, 2009
Borderless Project Management
More and more projects that go global are impacted by local business cultures. To overcome some of the adverse impacts of local business culture to a global project, I suggest a kick off meeting that creates a project based culture. The project based culture should be based on the common touch points among the people, processes and tools for the projects.
Recently I was working on a project where two project teams in a co-development effort were using different change control and test tools. This caused incredible disconnects in the software development process, especially with regard to testing and change requests. In addition, there were no metrics in place to assess the actual added cost to the project due these inefficiencies.
My prescriptions were to remediate these out-of-tolerance conditions immediately in 3 quick steps. What would you do?
Recently I was working on a project where two project teams in a co-development effort were using different change control and test tools. This caused incredible disconnects in the software development process, especially with regard to testing and change requests. In addition, there were no metrics in place to assess the actual added cost to the project due these inefficiencies.
My prescriptions were to remediate these out-of-tolerance conditions immediately in 3 quick steps. What would you do?
Sunday, August 16, 2009
Project Management will end the Global Recession!
Sorry not to post in so long. I have been very busy working to end the Global Recession. I am currently working on a software project in APAC out of Singapore and Shanghai.
Project Management is key to ending the speculation of economists and other talking heads in the media. They have big fat salaries and even fatter heads that speculate about when the recession will end.
Everyone in media has given their strategy about how to end the recession. Most have not gone more than an inch deep to explain what is going on or not going on. They can flip through their college econ text to talk it up before the next commercial (the revenue that pays those fatheads their fat salaries like O'Reilly and those other Fox yahoos ). Of course, so many who are sought out for comment by the media have a political comment or two that poisons rather than heals the lives of everyday people who are suffering in these times. My late Grandmother predicted a Great Depression like event that would come in my lifetime. That was before outsourcing came to the USA. That was before the dot.com bubble (I got that joke of a $300 check from Bush in 2001). That was before Wall Street, AIG (a bit more than $300 from Bush), Madoff, and all the other crooks who want to live like kings.
The heavy lifting in this recession like any other is done by Project Managers across all business sectors. They have to have a plan, and they have to make sure it gets results everyday. Many Project Managers use Earned Value Management and Analysis to keep control of precious budget resources on their projects. Can you imagine if EVM was used on Wall Street or by any of the banks, insurance firms, or investments firms that got confused about their core mission, profit over the past few years? Instead, they spent money as if they had no bottom to their pockets, and then reached into our pockets for bail outs! They are supposed to be corporate Republican Fat Cats not socialists! At least that is what they told me over the years when I asked for a raise.
When you are out there working as a Project Manager, your resources are finite and have to be cared for or they will run through your fingers like sand. Have you got an updated Project Plan? Have you got a WBS that is detailed to a level that you can manage work packages for full compliance to the budget plan, standards, and within the master schedule? Do you have a Project Communications Plan? I think you know as well as I do, without your tool kit, you will not get the results you want, and your stakeholders short fuse will blow, and the project risks will mount until the project fails.
Project Managers know how to end this recession now! Move out of the way strategists and media fatheads. We have rolled our sleeves up and will plan, do, check....Good luck!
Project Management is key to ending the speculation of economists and other talking heads in the media. They have big fat salaries and even fatter heads that speculate about when the recession will end.
Everyone in media has given their strategy about how to end the recession. Most have not gone more than an inch deep to explain what is going on or not going on. They can flip through their college econ text to talk it up before the next commercial (the revenue that pays those fatheads their fat salaries like O'Reilly and those other Fox yahoos ). Of course, so many who are sought out for comment by the media have a political comment or two that poisons rather than heals the lives of everyday people who are suffering in these times. My late Grandmother predicted a Great Depression like event that would come in my lifetime. That was before outsourcing came to the USA. That was before the dot.com bubble (I got that joke of a $300 check from Bush in 2001). That was before Wall Street, AIG (a bit more than $300 from Bush), Madoff, and all the other crooks who want to live like kings.
The heavy lifting in this recession like any other is done by Project Managers across all business sectors. They have to have a plan, and they have to make sure it gets results everyday. Many Project Managers use Earned Value Management and Analysis to keep control of precious budget resources on their projects. Can you imagine if EVM was used on Wall Street or by any of the banks, insurance firms, or investments firms that got confused about their core mission, profit over the past few years? Instead, they spent money as if they had no bottom to their pockets, and then reached into our pockets for bail outs! They are supposed to be corporate Republican Fat Cats not socialists! At least that is what they told me over the years when I asked for a raise.
When you are out there working as a Project Manager, your resources are finite and have to be cared for or they will run through your fingers like sand. Have you got an updated Project Plan? Have you got a WBS that is detailed to a level that you can manage work packages for full compliance to the budget plan, standards, and within the master schedule? Do you have a Project Communications Plan? I think you know as well as I do, without your tool kit, you will not get the results you want, and your stakeholders short fuse will blow, and the project risks will mount until the project fails.
Project Managers know how to end this recession now! Move out of the way strategists and media fatheads. We have rolled our sleeves up and will plan, do, check....Good luck!
Thursday, June 11, 2009
Status Updates
When you are involved managing a project or an entire project portfolio, you need a system for getting regular, validated status updates. One pet peeve I have is how many project management tools (CPM) often spot you 50% actual completion rates as the user default.
A huge caveat is to be wary of that on "your" project. It is one thing to have a +5 or -5 error coefficient in a regression analysis, but 50% actual completion that gets booked in a status report when less is actually done, magnifies potential risk as you move from the original project baseline to the target baseline.
The solution is to educate the entire team on how and when to update their status "as is" at a given time and day. And make sure you set up your PM software tools to default status updates at zero.
A huge caveat is to be wary of that on "your" project. It is one thing to have a +5 or -5 error coefficient in a regression analysis, but 50% actual completion that gets booked in a status report when less is actually done, magnifies potential risk as you move from the original project baseline to the target baseline.
The solution is to educate the entire team on how and when to update their status "as is" at a given time and day. And make sure you set up your PM software tools to default status updates at zero.
Monday, June 1, 2009
Project Charters that have teeth in them
Before you begin a new project you are going to need a meaningful Project Charter. You will need to ensure that all the elements and most importantly the goals, objectives, and stakeholders are aligned exactly with what you want to accomplish in undertaking the project.
I can think of several stakeholders and managers on a project who took visible roles on paper, but not with regard to performance. Within 6 months they awoke and were displeased not with their apathy but the PMO. hmmmm....
What you do not want is any element to be less than fully committed. Short and sweet.
I can think of several stakeholders and managers on a project who took visible roles on paper, but not with regard to performance. Within 6 months they awoke and were displeased not with their apathy but the PMO. hmmmm....
What you do not want is any element to be less than fully committed. Short and sweet.
Tuesday, May 26, 2009
Org Comms info from my buddy Duke
Ever see this? http://en.wikipedia.org/wiki/Redding%27s_Ten_Postulates
Communication Within the Organization: The Interpretive Review of Theory and Research (pg 27-138)In what can be considered the first reputable textbook in the field of Organizational Communication, ‘‘Communication Within an Organization: The Interpretive Review of Theory and Research, Redding discusses the Ten Postulates of OrganizationalCommunication.
1.Meanings are not transferred: This postulate refers more to the receptiveness of the receivers. If a message was not received correctly Redding refers to that as content fallacy. With the concept of content fallacy the sender believes that they are getting through to the receiver just because they, the sender, understand the message that is being sent.
2.Anything is a potential message: This postulate includes both verbal and non verbal cues and messages being received as a message.
3.Input (specifically listening): in his novel, Redding discusses how to be a good listener. He utilizes the example of a participative manager listening to his subordinates in an empathetic manner.
4.The message that is received is the one that will bring action: the message that is sent and received is the one that will be acted up on. Redding states that the receiver will reference their personal experiences as a point of reference to act up on the message received.
5.Feedback: (Responsiveness and Receptiveness): this postulate deals with feedback within an organization from both managers and subordinates. Feedback receptiveness refers to how much feedback managers welcome from subordinates. Responsiveness refers to how much feedback managers give. Redding also notes that there is a difference between being open, responding, and being receptive to feedback are three separate things.
6.Cost Factor: Communication requires energy. Redding discusses this formula: efficiency = effectiveness/cost. Ultimately, more communication does not equal more effectiveness.
7.Redundancy: this postulates deals with the repetition of messages and how effective and comprehensive the messages are.
8.Communication Overload: this postulate deals with an individuals limit of processing messages. Messages may not be properly received if too many messages or noise is interfering with reception of messages.
9.Serial Transmission Effect: This postulate refers to change of meaning within a message. This can occur when information is traveling through various people within a network. Messages are liable to get distorted.
10.Organization’s Climate: Redding believed that an organization’s climate was far more important than its skills or techniques. He even theorized an “ideal managerial climate” which consisted of 5 parts.
a. Supportiveness
b. Participative decision making
c. Trust, confidence, and credibility
d. Openness and candor e. Emphasis on high performance goals.
In Redding’s book, Communication with the Organization: Interpretive Review of Theory and Research, he supports these postulates with research from various studies. He was an avid believer in investigating messages and message related practices.[5] __._,_.___
Communication Within the Organization: The Interpretive Review of Theory and Research (pg 27-138)In what can be considered the first reputable textbook in the field of Organizational Communication, ‘‘Communication Within an Organization: The Interpretive Review of Theory and Research, Redding discusses the Ten Postulates of OrganizationalCommunication.
1.Meanings are not transferred: This postulate refers more to the receptiveness of the receivers. If a message was not received correctly Redding refers to that as content fallacy. With the concept of content fallacy the sender believes that they are getting through to the receiver just because they, the sender, understand the message that is being sent.
2.Anything is a potential message: This postulate includes both verbal and non verbal cues and messages being received as a message.
3.Input (specifically listening): in his novel, Redding discusses how to be a good listener. He utilizes the example of a participative manager listening to his subordinates in an empathetic manner.
4.The message that is received is the one that will bring action: the message that is sent and received is the one that will be acted up on. Redding states that the receiver will reference their personal experiences as a point of reference to act up on the message received.
5.Feedback: (Responsiveness and Receptiveness): this postulate deals with feedback within an organization from both managers and subordinates. Feedback receptiveness refers to how much feedback managers welcome from subordinates. Responsiveness refers to how much feedback managers give. Redding also notes that there is a difference between being open, responding, and being receptive to feedback are three separate things.
6.Cost Factor: Communication requires energy. Redding discusses this formula: efficiency = effectiveness/cost. Ultimately, more communication does not equal more effectiveness.
7.Redundancy: this postulates deals with the repetition of messages and how effective and comprehensive the messages are.
8.Communication Overload: this postulate deals with an individuals limit of processing messages. Messages may not be properly received if too many messages or noise is interfering with reception of messages.
9.Serial Transmission Effect: This postulate refers to change of meaning within a message. This can occur when information is traveling through various people within a network. Messages are liable to get distorted.
10.Organization’s Climate: Redding believed that an organization’s climate was far more important than its skills or techniques. He even theorized an “ideal managerial climate” which consisted of 5 parts.
a. Supportiveness
b. Participative decision making
c. Trust, confidence, and credibility
d. Openness and candor e. Emphasis on high performance goals.
In Redding’s book, Communication with the Organization: Interpretive Review of Theory and Research, he supports these postulates with research from various studies. He was an avid believer in investigating messages and message related practices.[5] __._,_.___
Sunday, May 17, 2009
Spending on IT in APAC Increasing
Project Managers should take note that the Recovery Economy is upon us. There are new project targets to pursue.
Please refer to this link:
http://www.straitstimes.com/Breaking%2BNews/Singapore/Story/STIStory_377165.html
Please refer to this link:
http://www.straitstimes.com/Breaking%2BNews/Singapore/Story/STIStory_377165.html
Tuesday, May 12, 2009
Project Branding
Project Branding: Shameless Self-Promotion in the Recovery Economy
What is a Project Brand?
What do you think of when you think of?
Donald Trump? Hair, You’re Fired!
Larry King, CNN? Suspenders (Braces), and Hi-So softball questions to his guests
Jack Welch? Neutron Jack, GE success
Bill Gates? Nerd
What is your Project Brand? How do you build a brand?
Coke, the shape of the bottle, the script that reads Coca-Cola and Coke.
Burger King, Have it your way
FedEx, When it absolutely, positively has to be there overnight
How did these firms do it?
How do we use our 5 senses to evaluate a brand? Design your Project brand with your prospects senses and requirements in mind.
Use the questions; Who, what where when, why, (be careful with how).
What are your ‘sproject features and benefits?
Is your project local, expat, or global?
How do you get your project brand out there into the market? How do you tell your project story with a brand?
Project business cards for the Project Team
Project website/blog
Publishing articles related to your project in your business sector
Social media (yes projects are happening on Twitter! IBM sold $1 million in products on Twitter recently, over 100 hospitals use Twitter)
Project networking events for teambuilding
Professional membership organizations
What is the ROI on your Project brand?
Do you have a switching cost for your Project brand?
Is your Project brand creating an indispensable service for your customers and stakeholders?
Are you a change agent (be careful of jargon)?
Can you create a Project brand that attracts as much as it promotes?
Can you create a Project brand that is simple, empathetic to your customers needs, as well as aesthetic?
Best of look, and let me know if I can help you in your process.
Regards,
Rick Price
rick@eprojectsource.com
What is a Project Brand?
What do you think of when you think of?
Donald Trump? Hair, You’re Fired!
Larry King, CNN? Suspenders (Braces), and Hi-So softball questions to his guests
Jack Welch? Neutron Jack, GE success
Bill Gates? Nerd
What is your Project Brand? How do you build a brand?
Coke, the shape of the bottle, the script that reads Coca-Cola and Coke.
Burger King, Have it your way
FedEx, When it absolutely, positively has to be there overnight
How did these firms do it?
How do we use our 5 senses to evaluate a brand? Design your Project brand with your prospects senses and requirements in mind.
Use the questions; Who, what where when, why, (be careful with how).
What are your ‘sproject features and benefits?
Is your project local, expat, or global?
How do you get your project brand out there into the market? How do you tell your project story with a brand?
Project business cards for the Project Team
Project website/blog
Publishing articles related to your project in your business sector
Social media (yes projects are happening on Twitter! IBM sold $1 million in products on Twitter recently, over 100 hospitals use Twitter)
Project networking events for teambuilding
Professional membership organizations
What is the ROI on your Project brand?
Do you have a switching cost for your Project brand?
Is your Project brand creating an indispensable service for your customers and stakeholders?
Are you a change agent (be careful of jargon)?
Can you create a Project brand that attracts as much as it promotes?
Can you create a Project brand that is simple, empathetic to your customers needs, as well as aesthetic?
Best of look, and let me know if I can help you in your process.
Regards,
Rick Price
rick@eprojectsource.com
Monday, May 4, 2009
SaaS Asia User Conference
Day 1 (May 27th) - SaaS Asia User Conference
Day 2 (May 28th) - SaaS Asia Boot Camp (exclusively for Partners, ISVs, SIs, Channels, etc.)
The SaaS Asia Conference 2009 website will also be continuously updated with speaker information, conference details, and the latest news and information on the conference.
We look forward to having an exciting conference with analysis of SaaS & Cloud Computing and how it is expanding in Asia, as well unique perspectives to help you understand how you can leverage SaaS & Cloud Computing solutions to expand your business opportunities.
Please let us know if you have any questions about the SaaS Asia Conference 2009 and we look forward to seeing you there!
Day 2 (May 28th) - SaaS Asia Boot Camp (exclusively for Partners, ISVs, SIs, Channels, etc.)
The SaaS Asia Conference 2009 website will also be continuously updated with speaker information, conference details, and the latest news and information on the conference.
We look forward to having an exciting conference with analysis of SaaS & Cloud Computing and how it is expanding in Asia, as well unique perspectives to help you understand how you can leverage SaaS & Cloud Computing solutions to expand your business opportunities.
Please let us know if you have any questions about the SaaS Asia Conference 2009 and we look forward to seeing you there!
Thursday, April 23, 2009
Project Management in the Recovery Economy
How can Project Managers help projects succeed in the recovery economy?
Please see the link below:
http://edition.cnn.com/2009/BUSINESS/04/22/imf.forecast/
Does the IMF really have a handle of its recession data?
How would you use that data to plan your projects in 2009 - 2010?
Please let me know how I can help your with your turn-around projects.
Please see the link below:
http://edition.cnn.com/2009/BUSINESS/04/22/imf.forecast/
Does the IMF really have a handle of its recession data?
How would you use that data to plan your projects in 2009 - 2010?
Please let me know how I can help your with your turn-around projects.
Tuesday, April 7, 2009
Outstanding Townhall Presentations Tips - from my buddy Duke in Texas
1. Don’t forget the 6 by 6 rule. Attempt to achieve no more than six words per slide and six words per line. Often in communication, slower is better and less is more.
2. Stay within the 8 slides, fonts and format. You are a part of a total presentation and consistency matters. A display slide can be added if it consists of figure, pictures (not more text)
3. Presentations tell a story. Not only what the Aim, Cause and Effect, Solution and Measurement was; but why it was important, what were struggles along the way, what was learned, what would be advice to others? You have 8 minutes of real estate, so use it well.
4. To come across clear, concise and natural…prepare what is to be covered; practice it in your head until it is second nature. Many a good presentation had trigger thoughts on note cards. Great presentations don’t come by accident.
5. Remember everyone is cheering for you. Nervousness is always bigger on the inside of us than what is displayed. Focus on helping them understand your project and you won’t have time to focus on how you look.
6. Work your audience. Throw out a question or thought that makes them think. Engage them in the thinking process your team went through. People love to relate to similar issues.
7. Mistakes aren’t mortal. If they occur, they are part of the process of sharing. During the webcast, we left some imperfections in because that was more natural than ten more retakes.
8. Don’t project what can’t be read. Adjust your graph fonts to be seen from the back of the room. Test: Print out the slide, lay it at your feet, then read it. If you can’t see it; your audience can’t either.
9. Remember that the audience does not know your department or its lingo. Giving context and understanding can help them step through your story. Avoid acronyms where possible.
10. Be yourself as best you can. The audience is just as interested in connecting with you as they are your topic. Remember, you share what you know, but you impart who you are…lester brown
2. Stay within the 8 slides, fonts and format. You are a part of a total presentation and consistency matters. A display slide can be added if it consists of figure, pictures (not more text)
3. Presentations tell a story. Not only what the Aim, Cause and Effect, Solution and Measurement was; but why it was important, what were struggles along the way, what was learned, what would be advice to others? You have 8 minutes of real estate, so use it well.
4. To come across clear, concise and natural…prepare what is to be covered; practice it in your head until it is second nature. Many a good presentation had trigger thoughts on note cards. Great presentations don’t come by accident.
5. Remember everyone is cheering for you. Nervousness is always bigger on the inside of us than what is displayed. Focus on helping them understand your project and you won’t have time to focus on how you look.
6. Work your audience. Throw out a question or thought that makes them think. Engage them in the thinking process your team went through. People love to relate to similar issues.
7. Mistakes aren’t mortal. If they occur, they are part of the process of sharing. During the webcast, we left some imperfections in because that was more natural than ten more retakes.
8. Don’t project what can’t be read. Adjust your graph fonts to be seen from the back of the room. Test: Print out the slide, lay it at your feet, then read it. If you can’t see it; your audience can’t either.
9. Remember that the audience does not know your department or its lingo. Giving context and understanding can help them step through your story. Avoid acronyms where possible.
10. Be yourself as best you can. The audience is just as interested in connecting with you as they are your topic. Remember, you share what you know, but you impart who you are…lester brown
Powerup in the Recession
"There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else." - Sam Walton, Wal-Mart
Today I spoke in Singapore at a meeting about how to Powerup in the Recession:
1. Be clear with hiring managers and customer targets
2. Be concise with your accomplishments, back them up with numbers, especially $$$$.
3. Be confident with all the people you meet and they will get the vibe!
4. Be a winner who breaks a sweat, practices more, plays more, and delivers more to employers and customers.
Today I spoke in Singapore at a meeting about how to Powerup in the Recession:
1. Be clear with hiring managers and customer targets
2. Be concise with your accomplishments, back them up with numbers, especially $$$$.
3. Be confident with all the people you meet and they will get the vibe!
4. Be a winner who breaks a sweat, practices more, plays more, and delivers more to employers and customers.
Tuesday, March 24, 2009
China Has Changed; The Chinese Haven’t
From a pal in another network:
Has China changed? Companies bet millions on the answer, but it’s the wrong question. You should ask if Chinese have changed. China has changed; the Chinese haven’t.
Amazing changes! New politico/economic system. New laws, social structures, buildings and consumption patterns, different clothes. Sound familiar? It should—it’s happened twice in 100 years! (Three times actually.)
Go back 50 years. China’s 1959 changes (described above) were as amazing as changes today. But Mao and communism didn’t change the Chinese, and it’s naive to think MacDonald’s and capitalism will. China changes but the Chinese don’t.
Or don’t change in areas important for business. China’s changes are outside-in, important for what types of business can be done but not for actually doing business. That requires inside-out change, a harder thing.
China’s market is growing in two ways. First, more people with purchasing power, the new middle class. A few hundred million so far, with hundreds to come. Second, different consumption habits, coffee shops, convenience stores and beauty salons. Huge changes, yet neither affect how business is done.
Cultures develop unique ways of using language, their Rules of Communication. Chinese and Western rules are very different. Consider disagreement. Westerners believe state your honest opinion, even if you disagree. Chinese believe disagree in an indirect, discreet manner. Add the different ways each use to say No—Westerners say No directly whereas Chinese say No indirectly, if possible not even using the word No—and trouble is guaranteed.
Differences in building business relationships adds more trouble. Westerners feel the Contract determines the relationship, that differences are decided by referring to the Contract. Chinese think a Contract is a good place to start but if the situation changes then the terms and conditions should change. Meeting contract terms, doing the business, is where “Chinese haven’t changed” is clearest.
All business relationships must communicate and solve problems: success in both creates trust, failure destroys it. Misunderstandings are the biggest hidden cost in international business, eroding trust as well as causing mistakes and inefficiencies. Business without trust signals a “going broke” relationship. Westerners put faith in law, Chinese in relationships. “How can you ask me to lose money?” could only be asked by Chinese, “It’s not personal, just business” only said by a Westerner.
Westerners only see where China had changed and stay blind to where the Chinese haven’t, confusing what kinds of business can be done with the way Chinese actually do business.
How Chinese communicate, solve problems and build business relationships is changing, but slowly. Chinese control these changes, not Westerners, and fundamentals of culture don’t change easily. If communism couldn’t force Chinese to change it is folly to think capitalism will either. Use China’s outside-in changes to judge business opportunities, but let the slow change of Chinese inside-out “ways” determine how you actually do business.
One sure requirement to success is being able to see communication and business relationships as Chinese do. Westerners need to look at business through Chinese glasses.
For more: www.bicbiz.com
Thursday, March 5, 2009
Straits Times surveys CIOs in Asia
Some optimistic results at the link below:
http://www.straitstimes.com/Breaking%2BNews/Singapore/Story/STIStory_346408.html
http://www.straitstimes.com/Breaking%2BNews/Singapore/Story/STIStory_346408.html
Thursday, February 26, 2009
Saturday, February 21, 2009
Presentation Tips from my buddy Duke in Houston
Dutch Holland of Holland & Davis Inc. www.hdinc.com has a masterful way of passing understanding onto his audience. Reflecting back on what made his presentation more meaningful than just its content, I came up with ten features that could turn a good presentation into a great one. Duke Rohe drohe@att.net
1. Share strategic information in a homestyle way. Clear, understandable, pertinent. The best is when the material is profoundly simple. Common sense that is not commonly exercised. Remember: being ‘expert’ distances you from the audience; being human draws you nearer.
2. Use the audience to have fun. Keep score of smart-alek remarks, yawns, whatever helps them laughing at themselves.
3. Create a mood of humor which keeps a giggle on tap.
4. Ping-pong understanding between content knowledge, real world parallels (seasoned with humor or experience), and audience answers to questions.
5. Relay two takeaway things that are MOST important. If you remember anything, remember these.
6. Describe a problem that the audience commonly experiences, expose the clockwork behind it, then share the high-level strategy needed to change it. All in nugget form.
7. Be so good that you can give away your slides, packed with helpful how-to’s, without giving away your intellectual capital. So good you don’t need to sell, just share a useful ‘part’ of what the audience needs.
8. Pause to let the audience arm-wrestle understanding among themselves; yet move on to cover the essentials of the material. Burn-in learning through exercises or sharing real-life examples.
9. Shift the attention from sniper ‘inquiries’ which want to ‘show’ you what they know by humorously saying, “Oh, I’ll let you finish my presentation”.
10. Have fun while you present. If you had a good time, more than likely, the audience did too.
1. Share strategic information in a homestyle way. Clear, understandable, pertinent. The best is when the material is profoundly simple. Common sense that is not commonly exercised. Remember: being ‘expert’ distances you from the audience; being human draws you nearer.
2. Use the audience to have fun. Keep score of smart-alek remarks, yawns, whatever helps them laughing at themselves.
3. Create a mood of humor which keeps a giggle on tap.
4. Ping-pong understanding between content knowledge, real world parallels (seasoned with humor or experience), and audience answers to questions.
5. Relay two takeaway things that are MOST important. If you remember anything, remember these.
6. Describe a problem that the audience commonly experiences, expose the clockwork behind it, then share the high-level strategy needed to change it. All in nugget form.
7. Be so good that you can give away your slides, packed with helpful how-to’s, without giving away your intellectual capital. So good you don’t need to sell, just share a useful ‘part’ of what the audience needs.
8. Pause to let the audience arm-wrestle understanding among themselves; yet move on to cover the essentials of the material. Burn-in learning through exercises or sharing real-life examples.
9. Shift the attention from sniper ‘inquiries’ which want to ‘show’ you what they know by humorously saying, “Oh, I’ll let you finish my presentation”.
10. Have fun while you present. If you had a good time, more than likely, the audience did too.
Monday, February 9, 2009
Firmly in the Year of the Ox - Reality Check
For many project managers this year, it will be a time of turn-around management. How to do more with less? And maybe some project managers are already starting to plan for 2010!
In the meantime, what are some of the best practices from previous recessions that project managers can employ to lessen the pain on their projects?
1. Don't panic - create a sense of calm and stay positive.
2. Continue team building - you are going to see team members that rise to the occasion, and will want to make sure you keep them on board for the long haul.
3. Be honest, open and communicative in a 360 degree fashion. Don't gold plate anything.
It may be a good time to read "Reality Check" by Guy Kawasaki!
In the meantime, what are some of the best practices from previous recessions that project managers can employ to lessen the pain on their projects?
1. Don't panic - create a sense of calm and stay positive.
2. Continue team building - you are going to see team members that rise to the occasion, and will want to make sure you keep them on board for the long haul.
3. Be honest, open and communicative in a 360 degree fashion. Don't gold plate anything.
It may be a good time to read "Reality Check" by Guy Kawasaki!
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