Class Labs

Will need this picture to play with in class on 10/20/08:

We will also need this image. Click Here

Homework

Class,

Here's your homework for this week:

1. Find the red eye tool in PhotoShop and be prepared to demonstrate it next class
2. Scan “how to fix and enhance photos” topic under the PhotoShop Help menu
3. Use Help to find “Retouching Tools Gallery”
   > Go to the page on the web and bookmark it
4. Use help to search for “Keys for selecting tools”
   > Go to the page on the web and bookmark it
5. Complete your first draft of About ME project
6. Print About ME project as pdf file type and upload to slideshare
7. Notify me via a comment to the this blog entry that your file is posted. Use the following HTML code:
8. Retouch a family photo and show me the before & after next Monday. Minimum requirement: Use Image adjustment and clone tool.
9. Send me a note with your slideShare User name so that I can authorize you to see the lesson plans
   

My mailman loves me!

This is Pete my postman. He loves me. I suppose I should explain.

I made a commitment to reduce the amount of junkmail I receive. I approached this project as a game. Every night, I'd make a pile of junk mail, call the the numbers and ask politely to be removed from their distribution lists. Sometimes, it takes research to find out who is sending you stuff. I learned that there is a code on the label that can tell you who sold your name to the people sending the junk. If I found the name, I called the "data pusher" directly.

Some companies make it very difficult to be removed from their databases. Visa for example kept sending me solicitations despite repeated calls to stop. Turns out you need to say "Take me off every list" because they have seven different offerings (mortgage, credit card, car loans etc.) with seven different mailing lists. They forced me to vocally say "No" as they asked me if I wanted to be removed from each one. They wouldn't let me say "No" to all. I'm not making this up.

Opt Out
I was very hesitant to "Opt Out" of all credit card solicitations using this website (click here) because it required my social security number. Turns out it is safe. But after I completed the web registration, the junk kept coming. After studying the fine print, I learned that to be permanently deleted from these lists, you must also sign and send a hard piece of paper to the the "Opt Out" crew in Atlanta. Funny. I paid the 40 cents and mailed it off.

" Why commit yourself to sorting junk mail for the rest of your life? "

Today, Pete my mailman said that he noticed a dramatic reduction in my mail. He smiled. I smiled. Yeah ... we had a bond. I thought he was going to ask me to join the postal gang for a beer. I'm not really sure if it is good to be "in" with the postal team so there was a moment of quiet uneasiness between us.

Fewer Paper Cuts
During this project, I've never gotten angry. I'm just persistent. My wife tried to discourage me: "It is easier to throw out the junk mail then to go through the hassle to stop it!" In my defense, I use my speaker phone and watch TV to kill the time painlessly. And the payoff ... what a payoff! Eventually you notice a dramatic reduction in junk mail. It's liberating.

If you aren't challenged simply by the fun of playing this game, then here's some additional reasons to go through the hassle:

1. You will dramatically reduce the amount of spurious purchases you make. We are all influenced by repetitive sales messaging. Stop the repetitive messages and you'll spend less.
2. Unlike our appraisal process, you get tangible positive feedback all during the project run. You can actually see the results.
   
3. You'll save trees. Sammy P told me it is cool to be green this year.
   
4. The probability that you will be scammed by ID theft will fall.
   
5. You'll spend considerably less time processing mail.
6. Your shredder will last longer.
7. You'll get fewer paper cuts.
8. You'll make a new friend like Pete.

If you have other reasons to fight this good fight, please let us know. If you have other tricks for beating junk mail, then share your secrets.

My Dad was a self employed marine engine mechanic in Deerfield Beach, Florida. If you are familiar with South Florida, you know that the city is carved by canals with a boat tied to every dock.

Dad was popular. Too popular. People would call our home day and night begging him to fix their boat because they had company coming down from the north and they "needed to get out on the ocean." They never seemed to care if my dad needed a break.

When I went to college, I'd call home and ask how Dad was doing. He'd reply in a tired voice: "I'm two weeks behind." I offered him two easy fixes to the dilemma:

1. Raise your rates.
   
2. Scale your operations by hiring more labor.

"What are they teaching you at that school, how to cheat people? I'm not going to gouge my friends." As a budding economist, I found it strange that he called his customers "friends." Raising his rates was a simple fix to reduce demand for his services. He'd work the same hours, make more money, and have fewer disruptive calls to our house. Since people pay what they are willing to bear, I don't think he could "cheat" a customer by jacking his hourly rates. I never won this debate. For decades he kept his rates stable and, consequently, was always overwhelmed by demand.

His stock line of reasoning to dismiss my second recommendation to hire labor went like this:

If you want it done right, you've got to do it yourself. -- Old Salt

Dad had a pretty good internal compass and I aspire to be half the man that he was, but I never bought into this argument either. In fact, Is it even possible to become an effective project manager if you really believe that statement? Personally, I follow the 60% rule:

If a person can do the job at least 60% as well as you, let it go. -- Young Salt

Where do you fall in the old salt / young salt debate?

The 120% Rule - Pipeline Overload

I don't think that managers deliberately overload the resource pipeline (i.e.assign tasks that require greater than 40 hours a week of effort). Often we shoot ourselves in the foot. For example, we chronically underestimate how long it will take to complete a simple task. "Sure, I can do it by our next meeting," someone promises. Then he breaks the commitment later when it turns out that the task takes longer than expected or other tasks take priority during the week or he forgets to write it down!

The five 30 Minute Fill Up
Let's focus on just one of those problems for a moment. We're all guilty of underestimating how long it takes to complete a simple task. For example, estimate how long it takes for you to go from your home to a nearby gas station and fill up. Round trip. Now time the trip. Do you see how easy it was to fall in this schedule estimation trap?

Here's the consequence: when we habitually underestimate the time it takes to complete a task we are unconsciously overloading our own pipeline. By the way, when someone tells me a task is "easy" I unconsciously double their schedule estimate.

Other Convenient Ways to Shoot Yourself in the Foot
Here's a few more ways we overload our own pipeline:

1. We can't say "no." I mean, we can't say "NO!"
   
2. We don't properly prioritize our work. We just can't let those low priority items drop. The world might stop spinning.
   
3. We don't know how to delegate properly.
   

Shrek is not to blame
Some people love to blame their manager for pipeline overload. "My manager is a tyrant that doesn't care if I sleep." The truth is, I've never met that Ogre manager or the unicorn he rides on. The fact is any manager would care if he/she knew you were working excessive hours or the toll it is taking on your personal life. Unfortunately, we may be reluctant to tell them our situation. As the recession looms and financials get even tighter in IBM, we'll be even more hesitant to poke our head up and say, "That's enough, my plate is full."

Can you think of other reasons the resource pipeline is broke?

Taking a different angle on this topic ... What are the characteristics of a broken pipeline? How do you know it's broke?

The 85% Rule - Pipeline Equilibrium

Years ago, some folks inside of IBM (myself included) argued that pipeline equilibrium is achieved when 85% of our resources (people) are contracted to projects.

The 15% balance represented an investment in the future health of the organization:

• Concept evaluation
• Functional excellence
• Emergency management of "hot spots"
  

I don't think we practice the 85% rule. Did someone create a new rule and forget to tell me?

Chuckie’s not a monster

I am going to call out a team member in this post. To protect his identity, I won’t tell you his middle name. Anywhoo … Chuck [?] Bryan exhibits behaviors that deserve recognition:

• He calls people directly on the phone to discuss complex topics.
  
• Even when he disagrees with me, I feel like buying him a beer.
• He properly prioritizes the workload on his desk.
  
• He plays nice with the other kids in the sandlot.
  
• When he takes an action, he writes it down.
• He’s a closer - he gets things done.
• He knows when to start talking.
  
• He knows when to stop talking.
  
• He tells me ‘No.’
  

On the last point, who do you like better: a) the team member who tells you ‘yes’ and than chronically fails to deliver or b) the team member that flatly refuses to do some task? Today, Chuck told me, “Nobody cares about this particular deliverable, except you ... I’m not going to do it.” After the initial jolt of indignation, I had to acknowledge to myself that he was right.

Did I mention that Chuck is the offering manager for six solutions that will announce 4Q? While shepherding those offerings, he's engineering changes to our solution edition process to scale our operations with fewer resources. He's relentless about finding ways to circumvent unnecessary Process Scope.

Give me 10 Chucks and 10 “Nums” and I’ll beat our competition senseless.

Balmy Breezes and Blackberries

We enjoyed a family reunion on the Isle of Palms, South Carolina this week. I'm an introvert so I don't feel comfortable in large gatherings, but Doris and Walter (my in-laws) were clever enough to rent a home with this view out the back window.

Here's a few things that caught my eye or touched my heart on the trip:

• Dolphin swam by the dock every morning to say 'hey' and to remind me that we aren't the only intelligent creatures on this earth. They told me to tell you to break away from your computer every once in a while to step outside and feel the sun on your face.
• Long, uninterrupted, unhurried, unforced, chats with the family. Jim discussed his breakthrough idea about personal growth that he calls "Crisis to Creation." In a nutshell, his principle states that people often need a crisis to force them to abandon their current life course. But once they do, they often find an infinitely more rewarding mission. I know that it is a good idea because I kept asking myself, "Will it take a crisis for me to throw away my Big Blue security blanket and start work on something new?"
• Dad looked great and in the best of health. The walks on the beach gave all of us a little more zip in our step.
• I brought along two emergency beers and they were sorely needed. The risk mitigation planning we do in project management saved me again.

"Key lime pie - a magnificent study in balancing the sour with the sweet."

• My only decision for this week was whether or not I should gobble up real key lime pie or Blackberry ice cream for desert at night. This is the first time in years that I've said "blackberry" and didn't think about something buzzing in my pants.
  
• You had to see Chris, Elke and Doris in the kitchen preparing meals. There was no designated leader just a chaotic symphony of motion that produced consistently excellent meals ... which confirms my premise that mothers make natural project managers. You put my brothers and me in a kitchen with knives and tell us to make something and I guarantee that there is only one person standing at the end of the hour.

It's going to be hard to focus my mind on my October solution launches. I feel slow, lethargic and oh so happy. I think I'll live on virtual island time for a few more days.

NEVER Try this at Work

I was on a long drive with my brother and his girlfriend Kim. We were swapping tips about improving relationships and dealing with difficult people. Kim offered this gem:

When you are discussing your issues or concerns, turn off the TV go to a neutral place like the kitchen table and make sure that one part of your body is touching. Before your mind goes off in the wrong direction, it can be your hand or a barefoot touching, just make sure that one part of the body makes physical contact.

I looked up the word touch in Webster’s and the first definition states, “Handle or feel gently usually with the intent to understand or appreciate.” Why do you touch soft silk? Because you just love the smooth, cool feel. In other words, you appreciate the material. Why do you hold hands when you walk with your date or mate? Holding hands makes it hard to get around fixed posts, but again there is an element of appreciation in that simple gesture.

I think that a simple touch can be a powerful tool to reach a compromise when you disagree on an important issue because it reminds you that your appreciation for that other person is more important than winning the argument.

I hear some tips and say to myself, “I’d like to try that.” I heard this tip and said, “I have to try it.”

Remember when you wore diapers?

My Mom was 19 years old when this photo of her and Dad was taken holding my oldest brother, Jimmy. I wasn’t born yet.

Do you think she was properly trained for the heavy responsibilities that lay ahead? She wasn't. She didn't even know that she would charter five more kids and run those projects synchronously. Yet she is content and confident in this pic. You can see it in her eyes. Even the chubby baby knows he’s safe. There’s no fear or anxiety about the future. There is only promise ahead. She’s got the leader look down cold because she also adds that intangible aura of genuine concern for the chubby baby. Do you see it? It’s not about her taking a pretty picture. It’s about her family.

Now let’s compare pics. Sam Palmisano wears the mantle of a leader by virtue of his amazing technicolor title: Chairman, President and Chief Executive Officer. I’m not making that up. He’s an amalgam of three top dogs in one! A Chairman, el Presidente, and a c-class executive. The combined titles scream, “This is a LEADER!”



Carefully examine his face in this photo. He’s got the funky “smile for the camera” unnatural pose. Does he look confident? Does he welcome the future and the unexpected twists that it will bring? Does he make you feel safe and cared for? of course, I could just as easily pick on myself. My picture says, "I did something really bad today and I'm waiting to get caught." But this rant isn't about pictures at all. It's about people who care for each other. Leaders care. And Leaders are cared for.

The essence of a leader
I’m biased, but I contend that my Mom sets the highest bar for leadership in the technology industry because she somehow convinced me that today is going to be a good day. So is tomorrow. She told me that I was ready for the future and that I would be successful. Most important, she let me know that there is always someone in this world interested in me and not just my project.

To all of the battle hardened executives in this company who think that I’m talking about soft skill mushy nonsense here, I challenge you to pull out the photo with you in diapers cradled in your Mom’s arms. Did you ever feel more comfortable about the future than you did then?

Mothers Make Natural Project Managers: Part 3

My Mom took the grandkids to Brice Canyon, Utah last week. The kids were scared to take the trail ride; they had never ridden a horse before. My Mom told them that if they’d do it, she’d do it. I've heard her say those words to me many times. Once she challenged me to a straight up 400 m race around my high school track to help me prepare for the Latin Forum. Stop laughing, I almost died.

Her challenge this week at Brice had everybody, including a 71 year old grandma, on the dusty trail in five minutes. She forced them to capture a life moment that was dangerously close to evaporating. I don’t know who was more excited, the kids or Mom, when she called me last night to tell me about her first horse ride.

Mom’s still challenging us to take risks. Or maybe she’s simply challenging herself. In either case, Leaders are willing to jump in and live life with you.

Mothers Make Natural Project Managers: Part 2

I called Mom some years ago when I felt an urge to leave my IBM cocoon and told her that Cisco, a company down the road, offered me a job (when they were just starting up). I could continue to work on a big blue crappy 6611 router or jump ship and work for high flying Cisco. The call went like this:

Me: “Mom, this cool fast growing company called Cisco offered me a great job with stock options. Should I take it?”
Mom: “What does Cisco do?”
Me: “They make routers.”
Mom: “You should take the job. You’ve always been good with wood.”

It really wouldn’t matter what Cisco did. If they had made shortening, my Mom would have said, “You’ve always enjoyed good food.”

Mothers are exceptional leaders because they want you feel good about the decisions you make. They also tell you that you can do anything. And believe it.

Mothers Make Natural Project Managers: Part 1

I’m a momma’s boy. I call my Mom every week just to hear her voice, get her views on important decisions, and ask her for $20 for gas. We don’t talk long. We have mutual hang-up pact after five minutes. Click we’re done. Those five minutes are important to me.

My Dad was the undisputed head of the household, but Mom quietly ran the whole show behind the scenes. She taught me to tie my shoes, balance a checkbook, play baseball, fold shirts. Who forced me to sit at the table every night and do my homework? Mom. Who once pinned all six of my brothers, sister and me at one time in a wrestling death match? Mom.

Leader’s don’t complain
Mom has all the answers to the thorny problems in life. For example, I once called her for advice on raising my daughter. In truth, I wasn’t looking for advice. I just wanted to complain about how hard it is to raise a kid nowadays. She quickly set me straight, “Tell it to someone who doesn’t know better. Do you really think that you and your brothers were angels? Your Dad used to say that raising you kids was ‘like raising a litter of six Dobermans … all rabid.’”

Why do we feel that complaining somehow makes a situation feel better? It feels like everybody is walking around with the “need to vent.” Take your situation at this moment, for example. Right now, you’ve got pressure from the job and from the home front. Something is causing you pain or anxiety. You complain about that issue to anyone who will listen. We’re all behaving like nobody’s seen the troubles we’ve seen.

Call my Mom and she’ll set you straight. The conversation will likely end with “Stop complaining and do something about it” or “toughen up you big baby.” She’s earned the right to dispense this tough love counsel because I never heard her say that her problems were unique. I never heard her grumble about how hard it was to raise six rowdy kids. When I was expelled from High School, she responded: “You’re going to work with your dad [a mechanic] on boat engines in the Florida heat from 7:00 am to 9:00 pm while you enjoy your time off school.” Dad got free labor. I learned the value of staying in school.

Leaders don’t complain. They just roll with the punches.

Scope Creep

When I talk about "scope creep" does my team think I'm talking about a person?

Now a Word From Our Sponsor

TO: Team Members

FROM: Sponsor

You have been selected to participate on the new [project name] team led by John. The team will meet once per week. The activities performed by this team will include:

• Defining the project requirements for each decision gate.
• Committing a closed plan to deliver project scope on [x date].
• Sponsoring change requests to modify product plans based on significant changes to the committed baseline.
• Communicating project status for your deliverables with the project manager to confirm that we have alignment of the piece parts.
• Highlighting project risks in a timely fashion.

You have been selected to participate on this team because you have the knowledge and experience to make important contributions to this initiative. If for any reason you feel that you will not be a productive representative on this team, just let Eddie know.

Regards,
Cornelius Vanderbilt

__________________________________________

Here are the important elements of this letter:

1. Communicates meeting frequency
2. Defines activities
3. Sets expectations
4. Establishes referential authority


Moments after this letter was sent, it became readily apparent that some members of the team never agreed to support your project. How often do you hear, “I don’t have the time for this, go away?” Yes, this letter will trigger an avalanche of resistance from employees who never signed up for the assignment. That’s the beauty of using this letter, since it flushes out resistance early in the process so that you can deal with it.

If a team member’s workload is constrained, then become an advocate for that team member and ask his/her manager to reprioritize that person’s work. Functional managers and sponsors who tell the employee to “just do it” are your worst enemy. You should never be the source of a major work/life balance issue in your team and you shouldn’t have to beg and cajole resources to help. Use your sponsor to help resolve these resource issues.

Big ears .... little brain

They say that owners start to look like their dogs.

My dog Andy has very large ears.

He doesn't use them.

"Shutup!" is bad word in our house

I fell in a rabbit hole during a meeting this week ... someone started to "data gather" and before we knew it our time was up before we could cover the full agenda. How I wanted to stand up with arms outstretched and yell, "Shutup!" several times during the call, but it was a telecon so the dramatic acting would have been lost on the audience. Besides, my Mom would have probably heard me and driven 8 hours straight up from Florida just to slap me on top of the head.

Nonetheless, the word "Shutup" was flashing like a neon sign in my mind even if I lacked the gumption to yell it. Does the fact that I'm thinking the bad word matter? The answer is 'Yes' because thoughts lead to action; it's the thought that moves us precipitiously close the bad manners cliff. So what can I do to control my thoughts? Hmmm ...

John's Self Indulgent Rules for Meeting Behaviors

If I could rewrite the rules for meeting behavior, here's what my list would look like:

1. Please help me control my bad thoughts - keep the meeting focused and on track.
2. Join the meeting on time so that we don't have to retrace our steps to bring you up-to-speed.
3. Schedule side meetings with core team members to properly vet complex topics.
   
4. Schedule the side meetings yourself (I'm not your admin assistant).
   
5. Better yet, don't schedule a side meeting. Pick up a phone or walk on over to the person and talk.
6. Talk into the wee hours of the night. Explore the subject for as long as you like with every interested person, but do it outside of my meeting.
   
7. Come to my meeting with a crisp summary or proposal of the topic at hand.

As I review this list, it sure does feel a bit harsh. Shame on me.

Mind Your Own Business

It may be difficult for the technical Project Manager to mind his or her own business. Let me explain. Functional employees (say programmers) are like the engineer on a locomotive. It's a great job. You get to pull levers and stick your head out the window. You are on the front line. You are the first to see an obstacle on the tracks ahead. Very exciting. Many PMs just love to ride in the front locomotive and diddle with the levers. These PMs tend to slow project delivery. Other figurehead PMs like to ride in the front cab just to pull the steam whistle. In either case, these PMs riding in locomotive bother the real engineer.

The mature project manager recognizes his critical role on the project train and stays out of the locomotive cab. Like a train conductor, the project manager is the focal point for project communication. He or she coordinates activities, communicates status, and marshals the resources to respond to emergencies. He supervises rail service to ensure that the train runs efficiently and on schedule. Unfortunately, some of these key responsibilities are neglected when the PM is riding in the front blowing the whistle.

I'd argue that successful PMs let the crew do their job while he or she focuses on developing a high performance team. You are probably on a team right now. How much time does your PM spend developing the team? I'm guessing that the number is exceedingly low <5%. Is that the proper balance? How do you develop a team? It's not as simple as facilitating introductions between all of the team members, folks.

On the Cannball Express project, we're going to deliberately tip our hat to soft skills. We're going to explore the nature of team development throughout the journey. Let's see how it plays out.

Climb Aboard the Canonball Express

Welcome. Climb Aboard

Beginning with this blog entry, I'm going to take you on a real live project journey from the boarding station to final destination. For the purpose of this blog and to protect the innocent, let's call this project Cannonball.

Who knows how this journey will end? Will the team get along? Will stakeholders help or hinder progress? Will this project make money for the company? I'll just report the facts as I see them and together you and I can share lessons learned along the way. If you are looking out our project window and you see a potential obstacle ahead, I expect you to warn me.

Project Summary

• Cross Brand Solution that integrates software, hardware and services
  
• Final decision arbitar: Don't know yet. With three brands involved, every decision could be a dog fight
• Scope:
• Perform integration tests and performance validation
  
• Create auotmation scripts to install and configure the solution
• Time: target launch in November
• Team:
• Geographically dispersed virtual team
• Morale: Very high. I hear a brass band playing on the kick-off station platform and free donuts are luring unsuspecting team members on to the project train.
  

Challenges:

• Securing hardware for test. It aint cheap.
• Cross function coordination. Can't we just get along?
• Fulfillment process may require invention.
• Pricing process may require invention.
  
• A strong date constraint: launch a pilot in just a few month.
  

Take your seat and enjoy the ride.

The best years of my life

My wife and I celebrated our 24th wedding anniversary this weekend. She's still gorgeous. Me ... not so much.

She bought me two presents which is cunning because no matter what I bought her, she had me one upped. Her presents to me: a blown up framed picture of the book I wrote and a canoe for our lake. It was the second gift that left me a bit puzzled. She's been begging me to get her a canoe for years and now she buys me one? It reminded me of the time I bought my mom a football when I was twelve. Every day during that summer, I'd yell, "Hey Mom, can we borrow your football?"