Arun Nithyanandam

Latest Columns Published at IT World Canada 

The Timeline Map (Oct 6, 2007)

When you're asked to plan a small project, the scope and required functionality are often very clear. However, large projects are often very nebulous and filled with unknowns, especially when you start the planning phase. You may not fully know the project's true requirements and functionality. However, as the project manager, you will still be expected to estimate costs, establish milestones, and define deliverables.

Anatomy of a Kickoff: Part 1: Overview (Oct 12, 2007)

Kickoffs are done for almost all projects, but they are often choreographed very poorly. Many people treat kickoff event as a standard meeting. As a result, they lose an opportunity to set the stage for the entire project.

Anatomy of a Kickoff: Part 2: Client and Primary Sponsor Introduction (Oct 12, 2007)

Introduce the people in the room first-present their names, titles, and responsibilities. Then, introduce the people who are attending remotely-via phone or video conference. Be polite, but don't dwell on these introductions. Keep the kickoff moving.

Anatomy of a Kickoff: Part 3: Supporting Structure Introduction (Oct 12, 2007)

Introduce the Client's Project Management Office

Next, introduce the client's Project Management Office. Include everyone who will help manage the project (or elements within the project). Introduce the project manager from the client's side-as well as any committee members, principal stakeholders, etc, and what functions they will be performing in the project.

Anatomy of a Kickoff: Part 4: Vendor Introduction (Oct 12, 2007)

When you are done with the client introductions, it's time to shift the focus to the vendor. Since these are large projects, encourage a senior executive from the vendor to make the introduction. You can ask a Sr. Director or a VP. In some cases, you may even ask the CEO to make this presentation. This high level of commitment gets the client's attention, and it signals credibility and trustworthiness.

Anatomy of a Kickoff: Part 5: Project Manager Introduction (Oct 12, 2007)

At this point, it's time to introduce the vendor's project manager. The client expects to meet someone who they can trust. They want to build a relationship with this person. Therefore, this introduction is too important to be left to chance.

Anatomy of a Kickoff: Part 6: Points to Ponder (Oct 12, 2007)

Whether you're a member of the client team or the vendor team, it's important to ensure that the introduction of the vendor's project manager goes smoothly.

* Who will introduce the vendor's project manager?
* What must be said to establish the person's technical competence?
* What stories can be shared to build credibility and showcase experience?
* What can be said to present the project manager as a likeable and trustworthy person?

Kickoff: Connecting the dots (Oct 12, 2007)

In this post, we look at some tips and techniques that will allow you to connect with people to conduct a powerful kickoff. During the kickoff, the core project constituents get together and discuss the 30,000 feet level view of the project.

Why are large projects different? (Oct 25, 2007)

Many people wonder why large projects are so different from smaller projects. In fact, we've heard people say, "okay, so the budgets for large projects are bigger, but wouldn't you handle them the same way. Isn't project management the same regardless of scope?" The relationship between a project's size and its complexity isn't a linear relationship. Bigger projects aren't just bigger; they have more variables that can impact the project.

Sell Business to Business Users - Part 1: The Need (Nov 4, 2007)

Frequently, CIO's and primary project sponsors ask a tough question. How do we sell the business (the system) to the business users? These businesspeople have been habituated to the current ecosystem. They are accustomed to doing their tasks in a certain ways. A new system disrupts those patterns. Most likely, people will be resistant to learning new things and modifying their existing behaviors.

Sell Business to Business Users - Part 2: The Design & Execution (Nov 7, 2007)

Let's look at a few ways that you can sell the system to the users:

Planning

* Identify Your Champions
Identify the heads of departments, key stakeholders or users who will champion the project. You should work upfront to get their buy in, take care and address their concerns. It is always helpful if the directive to use the system comes from the department heads.

Sell Business to Business Users - Part 3: The Exception (Nov 14, 2007)

There are times when, despite your best efforts, you can't get buy-in. People miss meetings; they show little interest in the solution; they find excuses to evade their commitments. If this happens, there are probably underlying tensions within the company and its groups.

The Anatomy of a Pre-Analysis Cookbook - Part 1: Overview (Jan 10, 2008)

When you kick start a project, you'll begin with the discover phase-sometimes also known as the requirements phase. This initial step frequently involves an exhaustive stakeholder analysis. In our experience, this first phase often determines whether the project will be a success or a nightmare. If a project launches without a proper stakeholder analysis, the system's requirements will not align with the actual needs of the business users.

Asking Relevant Questions

The stakeholder analysis can be a tricky phase of the project. If you ask relevant questions, you will get the answers you need. More importantly, you will over the stakeholders, and identify the relevant requirements.

The Anatomy of a Pre-Analysis Cookbook - Part 2: Nuts and Bolts (May 15, 2008)

A Four-Part Cook Book

While every cook book will be different, we find that they generally share common core elements.

Below are some of the sections and questions that we have used in the past. Time and again, these tools have proven really valuable for us. In this example, the cook book is organized into the following four parts:

The Anatomy of a Pre-Analysis Cookbook - Part 2: Nuts and Bolts (Contd.) (June 7, 2008)

Business Templates

These are the standard business language that is used for documentation, agreements, system generated emails, etc.

* What kinds of templates are usually used in conjunction with the business object?
* What sections of these are modified often? List out relevant sections here.

Master Data

This topic would, in some cases, include vendor master, supplier master, clients, personnel information, etc.

* Please list out sources or systems that are currently used to maintain master data. Examples will include vendor master, supplier master, clients, products, etc.