The 5 Best Free Project Management Tools

There are effective free project management tools out there - some are more robust than others, but all of them provide ways to collaborate and complete projects quicker. According to Digital Trends, here are the best free project management tools:

Trello: Trello is a project management tool designed to organize every component of your project into task cards. This tool is valuable in just about any environment, providing a simple means of creating checklists and assigning tasks to team members in real time. The tool allows users to share projects and attach documents to task cards, each of which syncs across compatible devices via the cloud. Also, users can adorn cards with photos, colors, and deadlines, and the software keeps a record of all activities for future.

Asana: The app, available on both Web and mobile platforms, provides an iTunes-esque workspace housing a navigational sidebar offering projects, a user inbox, and features like Focus Mode and Milestone. When the state of a  project changes, users receive updates in their inbox, and can view which tasks still need to be completed using the Milestone component. 

Evernote: This tool is basically note-taking software formatted into different notebooks, serving as a personal project management utility as opposed to a collaborative one. However, as outlined in our guide on how to use Evernote, the software is capable of doing more than making a rudimentary list. The free service comes bundled with an enormous ecosystem of integrated apps. The tool lets you format notes into a visual presentation, or publish to a blog, allowing you to include photos and voice memos in the process.

Basecamp: The tool has an impressive track record with known companies, including Nike, Twitter, and National Geographic. Basecamp’s Web portal features a discussion board, and a to-do list, allowing members to comment on specific tasks, while serving as a streamlined hub for file sharing that you can integrate with your email. Basecamp features a calendar to stay on top of deadlines, and tracks progress on specific tasks. It also gives you the ability to upload collaborative files, and tweak the site’s granular controls to include information relevant to each individual user.

Google Drive: Every feature the aforementioned project management tools offer is available with Google Drive in some form. Considering that many people have registered a Google account, this makes sharing calendars, documents, spreadsheets, and maps easier than doing so with the other tools on this list.

Related articles

• 10 Must-Have Personal Project Management Tools (lifehack.org)
• Handy Project Management Tools (keithpwilliams.wordpress.com)
• 11 Web Tools to Effectively Manage Your Business Calendar (smallbiztechnology.com)

Leadership Lessons: Jo Reid

I recently sat down with Jo Reid, Senior Project Manager at The Boeing Company, to talk about the ins and outs of leadership.  Today, leadership is a hot topic among the project management community because a project manager’s role goes far beyond task-related deliverables. Although the project manager must be able to effectively manage goals related to time, scope and cost, the work does not stop here since the project manager must also be able to manage numerous issues and goals, and be able to lead the people performing them.  

Reid is speaking at the upcoming ProjectWorld & World Congress for Business Analysts 2014 conference in Seattle. He will be presenting a session entitled, “Requirements Management Best Practices at the Boeing Company.” This year, PW&WCBA combines professional training alongside real world practicality for richer, more holistic leadership development. It's no wonder it's become the actionable playbook for advancing PM and BAs for over a decade.

Check out what Reid had to say:

IIR: How do you, as a leader, stand out in a crowd in this competitive business world?

Reid: I do multiple activities to build and maintain my brand.

> For any project I am managing I make sure that all the homework has been done. Risk & Mitigations, all the finance, all the stakeholder relationships, etc. I make sure my presentations are clean and crisp, and that I have more answers than there are questions.

> I teach, I support workshops, and I coach.

> I chair steering teams. I take minutes and publish them.  I delegate, and praise my delegates for their successes. The more I try to make other people successful, the stronger my brand. 

IIR: What are characteristics of a GREAT leader?

Reid: Lead the way, but know when to get out of the way!

IIR: How does a successful leader communicate?

Reid: With a constant, consistent message, tailored for stakeholder needs.

IIR: Can you name a person who has had a tremendous impact on you as a leader? Maybe someone who has been a mentor to you? Why and how did this person impact your life?

Reid: Judy Churchill. I was a member of her PMO, and helped her define the organizational Project & Portfolio Management Strategy.  She was smart, knowledgeable, committed to standards. She as fair, tough, and always had her PM’s back. She had high expectations for performance, but was always there is you needed help. High bar – I miss her.  She died of cancer about seven years ago.

IIR: What are the most important decisions you make as a leader of your organization or team?

Reid: Scope, cost, schedule, and risk.

IIR: As an organization gets larger there can be a tendency for the “institution” to dampen the “inspiration.” How do you keep this from happening?

Reid: Keep the other PMs engaged and encourage constant process improvement.

IIR: How do you encourage creative thinking within your team or organization?

Reid: Lead them though the process of defining the problem, not the solution. I tell them they are the experts in their field and challenge them to find solutions. They never fail me!  I also make sure EVRYONE knows it was them that created the great solution!

IIR: What is one characteristic that you believe every leader should possess?

Reid: Integrity.

IIR: What is the biggest challenge facing leaders today?

Reid: Unrealistic performance goals.

IIR: What is the one behavior or trait that you have seen derail more leaders’ careers?

Reid: Lack of Integrity.  Putting themselves first at the expense of others.

IIR: Can you explain the impact that social media has made on you as a leader?

Reid: The industry I support has not embraced social media (Facebook, Twitter, etc.). We have tried to introduce forums and tools, but use remains sporadic.  People prefer daily standup meetings – even if it’s across 12 time zones.

IIR: What advice would you give someone going into a leadership position for the first time?

Reid: Find a leader you respect and ask them to be a mentor to you.  Leadership is a journey, and having someone who can be a sounding board or help remove roadblocks makes the journey less arduous.

IIR: What are you doing to ensure you continue to grow and develop as a leader?

Reid: Talk to my mentor on a regular basis. She challenges me!

Reid will be speaking at ProjectWorld & World Congress for Business Analysts 2014, taking place in Seattle, Washington September 22-24th at the W Hotel. The 2014 program is designed with courses for all training levels, a robust agenda, and most importantly tangible lessons which you can begin implementing the day you return to your office, making you even more valuable to your organization. PW&WCBA offers attendees 36 PDU/CDUs - that's more than half of the required credits necessary to maintain your certification in just one place.

To learn more or register for the event, click here: http://bit.ly/1jtZtxB 

Project Managers Get Lost with Apple Maps

As of late, Apple has delivered significant updates across virtually every facet of the company. In fact, the tech giant has released 4,000 new APIs to developers; a more aggressive push in cloud services; and changes across its mobile and desktop operating systems.

But, one area of Apple’s business that is seriously lacking in function and updates is Apple Maps. Maps are important to Apple because, just as search has been at the heart of how people find their way around the Internet, maps are the key to how many people use their smartphones.

According to Apple, there is a feature in iOS 8 that will give venue owners the ability to add more indoor positioning data. But from what we understand this was far from what Apple had intended. A source told Apple Insider, “There were multiple improvements that didn’t make it into iOS8,” a source tells us.

After two years of parting ways with Google, Apple is still working on its Maps app. Some key changes included enhanced, more reliable data; more points of interest and better labels to make certain locations like airports, highways and parks easier to find; a cleaner maps interface; and public transit directions.

Further ahead, the report noted plans to integrate augmented reality features to give people images of what was nearby. So, why didn’t they appear?

One source said, “Many developers left the company, no map improvements planned for iOS 8 release were finished in time. Mostly it was failure of project managers and engineering project managers, tasks were very badly planned, developers had to switch multiple times from project to project. I would say that planning, project management and internal politics issues were a much more significant contributor to the failure to complete projects than developers leaving the group.”

Over the years, Maps have been a sensitive area in Apple’s business. It was at the 2012 WWDC that Apple unveiled a new version of its Maps app, but it turned out to be a disastrous move for the company. Unreliable data produced random renderings and bewildered users, and even prompted an apology from CEO Tim Cook with the promise that things would get better.

Apple appears to be taking similar steps to bring search closer to its core business, so there will be two areas to watch to see how the company evolves.

Related articles

• Apple Maps Are Still Lost (techcrunch.com)

Key Tips on Hiring a Project Manager

Businesses require finding people that will make them more successful, but a lot of hiring managers go about their candidate search in the wrong way, especially when it comes to finding the right project managers. According to Forbe’s article by Veteran Project Manager Russell Harley, here are some tips to help you hire a great project manager.

Don’t Use Generic Descriptions

Every project manager posted online appears to be copied out of books, but these types of descriptions will overwhelm you with mismatched applicants. Instead of generic requirements, spend time to describe details of the project itself. By putting the specific needs for that position into the job description, you are more likely to get responses from PMs that want to do that type of project instead of those that would rather not.

Decide What You Need

By requiring specialized knowledge of PMs for projects you are reducing the pool of people that will apply. This means that an outstanding PM, who could do amazing things for your company, is left out.

Critical Projects Need Dedicated PMs

With smaller budgets in place at many companies today, hiring managers are trying to do more with less people. So, a PM is often expected not to just lead the project but also get their hands dirty in whatever the team needs doing.

Be Clear On Methodology

A common question asked of PM is, “What project management methodologies do you use?” The answer from the applicant should be, “Whatever one you want me to use.” If you need a PMBOK PM, say you are a Project Management Institute shop in the job description as this will help you reduce the number of applicants. If you aren’t sure or have a variety of processes, then say you need a PM that has experience in a variety of methods and can adjust as needed.

Get Rid of the Long Questions

Don’t ask open ended questions that, to answer in a professional manner, require more than two to three sentences. If nothing else you will have a lot less to read and can see how concise the applicant can be.

Want to learn more about this topic and network with PM and BA professionals like yourself? Don’t miss ProjectWorld and World Congress for Business Analysts 2014 in Seattle this fall. For more information about this event, click here: http://bit.ly/1kioQrc

Related articles

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Earn a FREE Pass to PW&WCBA - Become a Guest Blogger

Earn a complimentary all-access pass to ProjectWorld & World Congress for Business Analysts 2014 by serving as a Guest Blogger at the event. As a Guest Blogger, you’ll have access to PW&WCBA's comprehensive agenda attracting the best in insights from around the world, right in Seattle, Washington this fall.

You'll get a free pass to the annual PW&WCBA event plus exclusive access to a networking community and on-demand webinars, to help you grow and learn throughout the year.

Guest Blogger responsibilities will include submitting one post per week to the PW&WCBA blog between now and the conference and attending specifically assigned sessions at the event and blogging live or same day.

By participating as a Guest Blogger leading up to and at the event, you’ll receive an all-access pass for the entire event, taking place September 22-24^th at the W Hotel in Seattle, WA. In addition, Guest Bloggers are responsible for their own travel and lodging. Learn more about the event by visiting our website: http://bit.ly/1eqcUl3

Apply today by sending your name, title, company, short biography and links to your blog or writing samples, along with a few sentences about why we should choose you to be our 2014 Guest Blogger to Amanda Ciccatelli at aciccatelli@iirusa.com. We will review your submission and contact the chosen Guest Bloggers directly with more details.

All readers of our blog receive an exclusive 15% discount off the standard registration rate with code PW14BL. Register here:  http://bit.ly/1eqcUl3

We hope to have you join us in Seattle!

Cheers,

The PW&WBCA Team

#PW14

pwwbcablog.iirusa.com

Leadership Lessons: Lou Russell

I was lucky enough to sit down with Lou Russell, CEO, Learning Facilitator, Russell Martin & Associates, to talk about leadership. Today, leadership is a hot topic among the project management community because a project manager’s role goes far beyond task-related deliverables. Although the project manager must be able to effectively manage goals related to time, scope and cost, the work does not stop here since the project manager must also be able to manage numerous issues and goals, and be able to lead the people performing them.  

Russell is speaking at the upcoming ProjectWorld & World Congress for Business Analysts 2014 conference in Seattle. He will be presenting a session entitled, “Emotional Intelligence for Project Team Decision Making.” This year, PW&WCBA combines professional training alongside real world practicality for richer, more holistic leadership development. It's no wonder it's become the actionable playbook for advancing PM and BAs for over a decade.

Check out what Russell had to say:

IIR: How do you, as a leader, stand out in a crowd in this competitive business world?

Russell: We challenge people to not give up on project management just because it’s hard.  And to help, we have created a lean version of PM with some radical ideas which include building a project charter in 45 minutes or less, and working back from the end date/budget.  All of this is done with fun, fast, flexible and measurable tools and process.

IIR: What are characteristics of a GREAT leader?

Russell: A GREAT leader is focused on serving others, not themselves.

IIR: How does a successful leader communicate?

Russell: A successful leader always seeks first to understand / listen.

IIR: Can you name a person who has had a tremendous impact on you as a leader? Maybe someone who has been a mentor to you? Why and how did this person impact your life?

Russell: There are many, and Mike Donahue is my personal coach, and has been for many years. His advice/voice is always in my head.

IIR: What are the most important decisions you make as a leader of your organization or team?

Russell: How to improve the performance of our customers in a measurable way, and how to help my team grow past what they believe their limits are.

IIR: As an organization gets larger there can be a tendency for the “institution” to dampen the “inspiration.” How do you keep this from happening?

Russell: Lots of laughing.

IIR: How do you encourage creative thinking within your team or organization?

Russell: Everyone on my team has full ownership of everything they do, and can change it in any way to make us all better. They know that and do that.  Failure is fine – that’s how people learn. Failure twice is a blind spot and needs mitigation, which is part of my job.

IIR: Which is most important to your organization or team? (mission, core values or vision?)

How do you communicate the “core values” to your team?

Russell: Our current mantra is Scalable and Sustainable. We will only exceed as ONE with many.  

IIR: How do you help a new employee understand the culture of your organization?

Russell: We share our Mission, Vision, Values and spend lots of time with them. 

IIR: What is one characteristic that you believe every leader should possess?

Russell: Trust in providence with a humble heart.  

IIR: What is the biggest challenge facing leaders today?

Russell: The perception of being busy when we could be wasting our time on the wrong things.

IIR: What is the one behavior or trait that you have seen derail more leaders’ careers?

Russell: Avoidance of conflict and accountability 

IIR: Can you explain the impact that social media has made on you as a leader?

Russell: It connects us to others every minute of the day (good) and provides us with a huge diversion to not focus (bad).  

IIR: What advice would you give someone going into a leadership position for the first time?

Russell: Be brave, have a strategy, be ready to change that strategy and be open to growth throw trips and falls.  

IIR: What are you doing to ensure you continue to grow and develop as a leader?

Russell: I am part of a CEO group that meets monthly to keep each other on track.

Russell will be speaking at ProjectWorld & World Congress for Business Analysts 2014, taking place in Seattle, Washington September 22-24^th at the W Hotel. The 2014 program is designed with courses for all training levels, a robust agenda, and most importantly tangible lessons which you can begin implementing the day you return to your office, making you even more valuable to your organization. PW&WCBA offers attendees 36 PDU/CDUs - that's more than half of the required credits necessary to maintain your certification in just one place.

To learn more or register for the event, click here: http://bit.ly/1lIhzzc

Causes of Conflict in Project Management

There will be times when a project doesn’t run as smooth as you had planned. When you put together a group of intellectuals that all have the same goal, but have different ways to achieve that goal, is when you’ll run into problems in project management. Team conflict is challenging for project leaders but it is not necessarily bad. Conflict can lead to new ideas and approaches and facilitate the surfacing of important issues between team members if it is managed well.

In fact, according to various research studies on team conflict, the major sources of conflict among project teams are project goals not agreed upon, disagreement of the project's priorities and conflicting work schedules. This is no surprise since most organizations today run multiple projects and employees often find themselves serving on a variety of project teams.

Here is an infographic from Visual.ly that highlights the key causes of conflict in project management teams today:

Explore more visuals like this one on the web's largest information design community - Visually.

Leadership Lessons to Live By

In virtually every industry that exists today, leaders must set aside more time to reflect and assess their thinking, capabilities, and strategies. It is crucial that they evaluate how their leadership brand is being perceived by others and whether or not it requires a tune-up.  

According to Forbes, here are leadership lessons to help you accelerate your career as a leader.

Opportunities Are Everywhere

Leadership requires circular vision and when you begin to grow complacent, you only see the obvious details before you.  In fact, your mindset becomes stagnate because you are not stretching your perspectives enough to see more than you want to. When you fall into this trap, it’s time to reshuffle the deck, and map out the factors that are influencing your thinking. You must begin to identify areas that can be improved – such as relationships, culture, networking, how you are investing in yourself, etc.

Without Strategy, Change Is Substitution

Change management is the unwritten rule in every job description and a key success factor in your workplace performance.  Rather than wait for change to come your way, be proactive and identify patterns of change so you are prepared to manage it head-on.  As a leader, you must always have a strategy for change.  A change management strategy is the ultimate form of leadership accountability, because it forces you to think critically about what you need to do as a leader to minimize risk and maximize reward.

Embrace an Entrepreneurial Attitude

An entrepreneurial attitude that is centered on continuous renewal and reinvention of yourself as a leader and your business is what allows you to sustain success and reach for significance. The entrepreneurial attitude is a mindset; it must be an operating standard that is embedded in the minds of everyone in the organization. It’s a challenge to reinvent within industries that have been in place for decades – but you can start to employ the entrepreneurial attitude by injecting new talent, new perspectives, and new resources. 

Refresh Your Thinking

Great leadership is about keeping refreshing the way an organization thinks.  It may be a lot of work, but the marketplace demands it. This is why leaders must keep themselves refreshed with new knowledge, skill-sets and aptitudes. Time is your most valuable asset and it’s up to you to determine how to best maximize it. Be courageous, refresh your thinking and implement what you learn. 

Trust Yourself

Trusting yourself is the ability to know your strengths well enough that they allow you to navigate your workplace successfully.  It’s the ability to trust your gut and know that when preparation meets the opportunities that are in front of you, your natural talents, capabilities, and skill-sets will get you through any situation.  How many times does your gut tell you to take action but you don’t?  Instead, you wait for those around you to take the calculated risks that you are hesitant to take yourself. Effective leadership is about timing and when you don’t trust yourself, oftentimes you miss the opportunities to create impact and influence – and disrupt momentum along the way. 

Manage Your Brand

Leadership branding is the new normal for organizations seeking to operate at optimal efficiency and profitability.  When an organization’s leaders can’t define their leadership brand identity for their executive team, senior leadership team, silos begin to form and the organization begins to lose its competitive edge. When you don’t manage your leadership brand – someone else will.  When this happens, you become vulnerable to what others expect from you because you have not set forth any precedence for those expectations.  As a result, the balance of power and influence sways away from you; your own identity crisis makes it easy for others to question your capabilities, and decisions.

Adversity Can Make or Break You

Adversity management reveals you. What others might see as a big problem – you might see as a situation that is easily manageable.  When you see adversity through a lens of opportunity, it gives you a leg-up and a powerful competitive advantage.  How you manage adversity will shape the way others see the real leader that you are. 

A Leader’s Success Is Never Won or Lost in an Instant

The significance of your leadership tenure is defined by your complete body of work.  It is the culmination of the work you do — how it all ties together and how you handle the rough patches along the way — that forms your legacy. If you cannot sustain consistency, you begin to lose value for your brand and the platform you are trying to create to influence outcomes.

Give to Others in Faith, Not in Expectation

Leadership is about sharing the harvest of the momentum that you are building with others. Leaders must recognize that it is their responsibility to inspire and unite – and in doing so they expand their influence through others. Amongst many things, leadership is about making those around you better – by being a great teacher, investing in relationships, and making sound decisions.  One day they may give back to you more than you ever expected – but don’t go into it expecting others to reciprocate.

Related articles

• The Art of Mindful Leadership (culturalsynergies.wordpress.com)
• Leadership Lessons From the Sea (intuit.com)
• The Top 5 Leadership Lessons to Helping You Lead Effectively (vistage.com)
• One Powerful Way To Control Your Leadership Reputation (forbes.com)
• Collaborative leadership: "Alone we can do so little, together we can do so much" (clientmanagementvn.wordpress.com)

Heartbleed is About to Get Worse - How Do Companies Handle the Internet Disruptions?

ProjectNews - April Edition: Heartbleed is About to Get Worse - How do companies handle the Internet disruptions?

We would like to invite our ProjectNews members to connect, collaborate and knowledge share in the real-time. If you are interested, please join in the conversation via our
LinkedIn group here.

Challenge:
How do we tackle the major Internet disruptions as companies scramble to repair encryption systems on hundreds of thousands of websites?

Stakeholders:
500,000 affected sites - from mom-and-pop retailers to big conglomerates

Overview:
Efforts to fix the evil Heartbleed bug threaten to cause major disruptions to the Internet over the next several weeks as companies scramble to repair encryption systems on hundreds of thousands of websites at the same time.

In fact, estimates of the severity of the bug's damage have drastically increased almost daily since researchers unveiled the discovery of Heartbleed. What first seemed like an inconvenient matter of changing passwords for protection now appears more serious. New findings suggest that hackers can use the bug to create fake websites that mimic legitimate ones to trick consumers into handing over valuable information. The scale of the work required to fix this aspect of the bug, which makes it possible to steal the "security certificates" that verify that a website is authentic could overwhelm the systems designed to keep the Internet trustworthy.

Heartbleed has put many consumers' user names and passwords at risk as it was undetected for two years. The bug quietly undermined the basic security of the Internet by leaving a gap in OpenSSL, an encryption technology used widely by businesses to protect sensitive data. Reportedly, it has affected as much as two-thirds of the Internet; the flaw prompted Web users to change their passwords on Google, Yahoo, Facebook and other major services.

Finding an effective way to manage cybersecurity chaos is daunting; however, the effects of not properly managing this can be more so.

Join the Conversation!
Share your thoughts on how companies can manage the disruptions Heartbleed is causing.

What do you think companies can do to retroactively handle this disruption?

How can companies implement a solid plan of protection for future attacks?  

Have you been affected by Heartbleed? What have you done to protect yourself or plan for future cybersecurity attacks?

Conclusions based on the April 14 article, "Heartbleed is about to get worse, and it will slow the Internet to a crawl" on Washingtonpost.com.

Want to have discussions about topics like this that affect the project management and business analysis industries today? Join us at ProjectWorld & World Congress for Business Analysts 2014 in Seattle this fall! Learn more about the event here: http://bit.ly/1nVF08l

Related articles

• What Heartbleed Can Teach The OSS Community About Marketing
• Why you should expect your favorite websites to crash over the next few weeks
• Heartbleed: What you should do (and not do) to protect your data

Keep Calm and Manage the Project: Tips on PM Stress Relief

Everything that comes with a career in project management - the lack of predictability, the creation of brand new solutions, working within a strict system - is a source of stress and frustration. Recently, economic models of production and delivery have contributed drastically increase the stress in the project management.

According to Flannes & Associates, here are five key skills that will help you reduce stress when it comes to managing your projects.

Detach yourself - To use detachment or dissociation, allow yourself to mentally “check out” of the meeting as much as is appropriate, letting your mind wander to a more pleasant image.

Monitor “what if?” thinking - In the middle of a stressful event, it is natural to engage in “what if thinking,” which involves a focus that is not present oriented. An alternative to this form of thinking is to focus in the present, such as posing this question to yourself.  For instance, “It’s Thursday at 3:17 PM, I’ve just received bad news about the project. What can I do in the next hour to take a small step towards improving the situation?”

Image via www.prince2training-uk.org

Develop conflict resolution skills - We add stress to our work lives by under reacting or over reacting to the stressful situation. Both approaches increase our stress.  So, take some time to really develop balanced conflict resolution skills that are manageable for day-to-day issues.

Know when enough is enough - A natural, yet unproductive approach to resolve a stressful situation is to debate another person about your point of view. This does not mean you should not assert your belief, but you should know when to stop once you’ve gotten your point across.

Look for a paradox - In the midst of a stressful situation, we often take the situation too seriously. Psychologists would say that we are engaging in “catastrophizing” behavior, in which we take a negative event cognitively “run with it,” and then find ourselves believing, for example, that the entire project is probably doomed because of this one problem. So, find a paradoxical thought that you can hold onto, something that will put your stress in perspective.  

Related articles

• How Project Managers Keep Calm and Stay Efficient
• Stress Management
• 10 Things Super Successful People Do To Stay Calm
• 5 Ways to Calm Down

How to Earn a Free Pass to PW&WCBA 2014: Become a Guest Blogger

Earn a complimentary all-access pass to ProjectWorld & World Congress for Business Analysts 2014 by serving as a Guest Blogger at the event. As a Guest Blogger, you’ll have access to PW&WCBA's comprehensive agenda attracting the best in insights from around the world, right in Seattle, Washington this fall.

You'll get a free pass to the annual PW&WCBA event plus exclusive access to a networking community and on-demand webinars, to help you grow and learn throughout the year.

Guest Blogger responsibilities will include submitting one post per week to the PW&WCBA blog between now and the conference and attending specifically assigned sessions at the event and blogging live or same day.

By participating as a Guest Blogger leading up to and at the event, you’ll receive an all-access pass for the entire event, taking place September 22-24^th at the W Hotel in Seattle, WA. In addition, Guest Bloggers are responsible for their own travel and lodging. Learn more about the event by visiting our website: http://bit.ly/1eqcUl3

Apply today by sending your name, title, company, short biography and links to your blog or writing samples, along with a few sentences about why we should choose you to be our 2014 Guest Blogger to Amanda Ciccatelli at aciccatelli@iirusa.com. We will review your submission and contact the chosen Guest Bloggers directly with more details.

All readers of our blog receive an exclusive 15% discount off the standard registration rate with code PW14BL. Register here:  http://bit.ly/1eqcUl3

We hope to have you join us in Seattle!

Cheers,

The PW&WBCA Team

#PW14

pwwbcablog.iirusa.com

4 Key Characteristics of a Great Leader

As Shakespeare said, "Some are born great, some achieve greatness, and others have greatness thrust upon them.”

There is no simple answer to leadership: it takes devotion, hard work, time and patience. But, most importantly, it takes a great deal of knowledge and practice. Here is a list of traits that sales and marketing headhunters look for in leaders, according to Entrepeneur.com:

Strength - People are drawn to confidence and shy away from nervousness, lack of authenticity and insecurity. How you feel about yourself will dictate your ability to lead. Essentially, if you don’t feel you’re important and deserving, don’t expect your co-workers to.

Image via roseburgphoenix.com

Positive Energy - Leaders show positive energy and optimism, showering their people with a can-do attitude. This outlook draws co-workers to them and paves the way for influence, respect and admiration from others. When you’re positive, you think in terms of solutions, not problems, you inspire risk taking, tend to be more resilient and think more clearly.

Passion - Being passionate about your job means possessing a heartfelt and authentic excitement about work. This excitement is infectious and will draw others to your way of thinking. People follow positivity, effectiveness, intelligence and resiliency. Until you learn to love work, you can’t hope to display the necessary positive energy leadership requires.

Selflessness - Leaders are more interested in group achievements as opposed to their own goals. By pouring out encouragement, caring and recognition, your co-workers will be more drawn to you.

Ultimately, leadership is all about the idea that the most significant things at work and in life require work, and most importantly, practice. 

Related articles

• Becoming a Leader at Work
• High Performance Teams

Change is the New Normal for Successful Leadership

With the hierarchical silos of the workplace these days, change management is the new requirement to be a successful leader. Now, more than ever, leadership takes more patience, poise, and the ability to connect the dots of opportunity. 

Change management has become a bigger part of the business fabric – an embedded leadership requirement that plays into everything that we do, every day, and how we go about getting things done, regardless of hierarchy or rank.  Leadership  not only requires the ability to manage change – but also the vision to see beyond the obvious in order to anticipate unexpected circumstances.  

According to  Forbes, here are 10 things that will become defining moments along your journey to successful leadership.

Multigenerational Influence. Connecting the dots of talent and experiences requires leaders to change their attitude, and style to accommodate the needs and seize the opportunities that lie within a broader multigenerational reach. So, get out of your comfort zone and learn how to multiply the opportunities for innovation; invest time to understand the insights in the broader field of talent and customers that lie in front of you.

Cultural Intelligence. The opportunities embedded in the rapid demographic shift are endless, but the lack of cultural intelligence is making it difficult for leaders to understand the new business models and best practice requirements that lie right within reach. Success in today’s global market requires a leader’s ability to see the talent and consumer landscape as two sides of the same coin. Today, a leader must be culturally intelligent about others in order to realize the value of the demographic shift.  Culture is the new currency for growth and leaders must change their perspectives about diversity from being a cost center to a profit center.  

Global Market Wisdom. Business outside of the U.S.  respects wisdom equally to knowledge, as well as proper conduct, tact and executive presence.  Conducting business abroad is about the total experience a leader can bring to the table that is consistent, original and true.  Self-promotion, lack of values and sensationalism will get you nowhere. While your organization’s brand carries weight, just as important is getting to know who you are as an individual, and the intangibles that help you earn trust.

Consumers Demand More. As leaders, you must touch the business just as much as you lead it.  Leaders can never forget about the customers that contribute to the growth of their business and must never grow complacent about understanding their changing demands. Today’s consumer is more fickle; they are drowning in the noise and clouded by the choices that are in front of them — that are attempting to  sway them and influence what they  buy.  Leaders, regardless of hierarchy, are affected by consumer behavior; therefore, they must change the lens that they see through in order to be more mindful and educate themselves about consumer demands.

 Women Leaders Are Ready to Dive In. More women will assume senior executive leadership roles in the next 10 years, and if you are a male leader, be open to the new opportunities this represents.  Women are ready to command the leadership space by diving in, not just leaning in — to solidify their influence in the business world. Women see through a different lens then men and thus interpret the requirements of leadership differently.  Leaders must assess their approach and challenge themselves to think differently about how to best align their leadership attributes to the needs of the business.

Entrepreneurial Attitude. The competitive marketplace has made it mandatory for leaders to be more entrepreneurial, connect the dots of opportunity and find non-traditional ways for their business to grow and prosper.  Beyond creativity with the existing business at-hand, leaders must be prepared to get involved in new ventures that may require them to open up new markets, launch new products, and/or be involved in merger and acquisition activities.

Technology. You may not be technologically savvy, but you must get to know the role that technology plays in the evolution of your business.   As a leader in your business, change your mindset and educate yourself and those around you.  If you plan on being in a leadership role for the rest of your career, the 21st century demands   that you be knowledgeable enough about technology to test it, engage with it and use it to harness the profitable evolution of your business.

Crisis Management. Businesses are dealing with crisis management issues because their leaders didn’t have the circular vision to anticipate the unexpected.  The advent of social media – and a national media hungry to sensationalize any misstep – requires more leaders to have the necessary preparation, and technologies to respond to a potential crisis in a timely fashion whenever needed.

Thought Leadership. Today’s leaders must be visionaries that are not afraid to speak-up and change the conversation and/or introduce new ideas. Being a constructively disruptive leader is important and if you are not pushing your organization, its employees and the industry at large to think differently, you will not only grow complacent – you will forget how to think like a leader and as a consequence your organization will become more vulnerable to its competitors.

 Evolution of the Business Model. The result of these changes is the natural evolution of a company’s business model that now demands that its leaders serve as change agents to lift and lead the entire company. As change agents, you must know how to sell change and this requires a set of skills that you may not have been asked to have when you first got the job. 

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How The C-Suite Can Become Better Project Managers

These days, senior management is seeing its isolation disappear, which is creating a positive development towards a more agile business. Now, the CFO and the CIO must now work closely together on projects to ensure ROI and long-term value, while COOs and HR heads need to unite across change projects.

These new challenges have placed senior management in an area that is crucial for business advancement; Project Management. Here is advice from BusinessExcellence on how the C-Suite can become better project managers.

Understand the Objectives
Now, project management knowledge is essential for everyone, especially as senior executives hold the budgetary and operational keys to success. They are often the main stakeholders or if not, they know who to influence to drive project success. Put an achievable strategy in place, outline the objectives and explain what needs to be done by whom.

Create Two-Way Communication

Never block constructive suggestions as it helps highlight areas of concern, especially for individuals suffering from over-exposure. Project Managers should bear in mind that C-Level stakeholders might have had less exposure to management and need reverse management. The C-Level need to give project leaders space to work and trust their judgment.

Define the Project
Begin by defining the project’s scope, analyze the available resources and potential costs, identify risks and then build a business case that will guarantee commitment from relevant stakeholders. Benefits have to be realistic, measureable and classifiable otherwise return on investment will appear unachievable. These are classified in four ways; direct monetary benefits; direct non-monetary benefits; indirect benefits like reputational enhancement or improved staff morale; and dis-benefits i.e. what will happen if the project does not take place.

Create a Plan
Balance development time and the available resources against quality constraints and management involvement. Schedule time within the plan for review periods so feedback can be provided and concerns aired. Consider creating a critical path, a mapping of the longest route through all dependent activities. This prepares staff and the C-Suite for possible complications and establishes realistic timescales to keep to.

Stay in Control

Project managers should communicate the project’s roadmap to everyone involved and then share progress at significant points. When communicating progress, ensure people actually take it onboard. Ensure people know what is being communicated, rather than just speaking at them. Then,  implement a change process to ensure input is actioned to those in charge.

Maintain Sustainability
If effectively planned and managed, the project will be successful. But, post-launch there are areas to address to guarantee the success of future projects. Highlight what went well and what could have been better, and reflect on failure objectively and without assigning personal blame. 

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Here Comes The Boom! An NFL Champion Illustrates Key Business Analysis Skills

Perhaps you are a long way from wearing a 12th Man jersey - even further away from sitting in a dedicated Richard Sherman cheering section.  In fact, you may be a Peyton Manning admirer who wants nothing else to do with things that go boom! Even so, if you have an ounce of passion for the game of football, you must acknowledge that Richard Sherman - a key component of the Seattle Seahawks' Legion of Boom (LOB) - is a defensive force with which to be reckoned - arguably the best cornerback currently playing in the National Football League (NFL).

Leading the way for his pass-resistant LOB brothers in 2013, Sherman finished first in the league with 8 interceptions³.  He contributed to the Seahawks' achievement of fewest passing yards allowed in the NFL².   Amongst a host of other accomplishments, Sherman closed out the 2013 season by earning his first Super Bowl ring.

Sherman's success is no accident.  In addition to his uncompromising work ethic (with regard to the physical components of the game), the Stanford graduate includes hours of detailed analysis in his pre-game regimen.   On a special segment of ESPN's show NFL Turning Point, Dan Patrick shared an interview where Sherman describes the importance of detailed analysis.

 
"... I'm a decent athlete, but my tape study and meticulous attention to detail are what makes me a good ball player ...”

Sherman went on to describe that his analysis includes calling cornerbacks from other teams.  He consults with these defensive backs to better understand their personal experience with receivers he will soon face.

While Sherman places great emphasis on analysis before the game, his ability to conduct on the field, game-time analysis and make adjustments is equally impressive.  In a special appearance on ESPN’s First Take, Ryan Clark acknowledged this ability.  Clark explained that Sherman (and his teammates) studied before the game to understand what the Denver Broncos were likely to do in the Super Bowl.  He also described how they were able to make assessments (during the game) to “catch on” to some of the audible calls¹.

As business analysis practitioners, we certainly appreciate the analytical style of Richard Sherman and his LOB brothers.   In addition to conducting a sort of pre-game analysis, we too must be able to conduct game-time analysis and make adjustments, where needed.  For example, it is important for practitioners to understand stakeholders early on. Whether by talking to the actual stakeholder, consulting with other practitioners who have worked with them, or some other method, we need to understand certain things about our stakeholders, including (but not limited to) the stakeholder's 

- View of the problem or opportunity at hand
- Expectations of a solution
- Anticipated level of involvement with the initiative

Experience has shown us that whether a seasoned veteran or a rookie, a practitioner is not likely to determine everything about a stakeholder before an initiative is in full swing.  Furthermore, things that are true about a stakeholder in the beginning may actually change during the solution delivery lifecycle.  Like Richard Sherman and his LOB brothers, we must then be able to conduct game-time analysis.  If our stakeholder makes an audible call (let’s say their expectations change), then we not only need to be in tune with the stakeholder enough to acknowledge it, but we must also have a mindset that allows us to properly account for the change in expectations.  Properly accounting for the change may or may not include meeting the expectation during the current increment.  The key is to acknowledge the change and make a conscious decision (regarding if/when the adjusted expectations can be met).  

Do you want to learn more about the various aspects of analysis?  Well, here comes the boom!  Join the 2014 Project World & World Congress for Business Analysts (PW&WCBA) conference in Seattle, WA.  All are welcome – even if you aren’t wearing a 12th Man jersey!

Belinda Henderson, CBAP, PSM

President and Founder, Dramatic for Christ Productions, Inc.
Blogger, Project World & World Congress for Business Analysts

1 First Take - http://www.youtube.com/watch?v=7Ble64ySglA
2 Pompei, Dan (2014-01-17). "Seattle Seahawks' Legion of Boom Is Pure, Old-School Football at Its Finest". Bleacher Report.
3"NFL Player Defense Statistics - 2013, Passes Intercepted Leaders". ESPN. 2013-12-30.