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http://www2.theiet.org/oncomms/sector/management/magazine.cfm?issueID=214&articleID=FBADB152-98C4-9B2D-7A9064E04F96551B
According to folklore managers are born and not made... but how true is that? Jo Causon reveals six key facets of management that can be developed to maximise
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your long-term potential. Do you think you are a good manager? Have you got the skills needed for long-term success? According to the latest DTI’s Productivity and Performance indicators, the UK is perceived to lag behind countries like France, Germany and the US when it comes to management skills and competencies. But what does it mean to be a good manager? And how do individuals in the UK raise their skills levels to match their American and European counterparts? Contrary to the old myth, that successful managers and leaders are born rather than made, research by the Chartered Management Institute found that the most effective managers have become so through a variety of different avenues. Innate ability certainly plays a part, but the best managers combine this with job experience, in-house development and job-related and gen
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http://www.nwlink.com/~Donclark/leader/leader.html
Soldiers patrol during a field training exercise in the final phase of the Primary Leadership Development Course in Kosovo. The course allows junior enlisted
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Soldiers deployed to receive the professional development training they need to become noncommissioned officers. - U.S. Army photo by Spc. Jorge Lozada.
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http://pritiahuja.wordpress.com/2008/06/13/project-management-3/
As Project Managers how do we deal with the management - simple tips but surprisingly not followed by many of the best project managers. Ask what they
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want to know about the project and when—and then give it to them Check to make sure that management understands what you have sent them Never send a copy of the Gantt chart unless management knows exactly how it was created. Gantt charts are useful project management tools but turn non-team members off Be brief Be well prepared for each encounter Before meeting with management, think about what you would want to know if you were in their shoes and then provide it Make sure they hear it from you to avoid surprises Remember to communicate the results of meetings with management down to the project team and other stakeholders Link meetings to milestones Have standard project reports that are created based on management and project managers’ input Do not delay bad news Always bring options and let management pick the option Ask stakeholders
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http://geekoncall.blogspot.com/2008/08/itilwhat-it-is-and-why-you-should-care.html
Introduction Information Technology Infrastructure Library (ITIL) has been around for 20 years, but interest within the United States has only increased
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in the last five years. ITIL is becoming the next big thing in Information Technology. It is the new industry buzz-word, the new certification, the new conference, and the new idea that the IT world feels it needs. This paper will describe the origin of ITIL, who controls the ITIL contents, who are the biggest users of ITIL, and why you should care about it. Throughout this paper, it will be important for you to remember that ITIL describes a framework of processes for the management of IT. Because it is a framework, ITIL does not describe in great detail how any particular process should be implemented. Where did ITIL come from? ITIL started in the late 1980s when the British Central Computer and Telecommunication Agency (CCTA), now called the Office of Government Commerce (OGC), made a decision that there should be a better way for I
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http://www.sheysmith.com/2008/08/19/the-human-side-of-project-management/
Great post Shey! Good timing too as I'm searching for a project management tool :) From my experience, it's always good to talk about ideas and to keep
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discussing ideas until we sort out what's good and what's not. I think it's also extremely important to be up front about any mistakes a project manager makes themselves -- and to take into consideration that as a project manager, your team isn't working for you but actually the other way around.
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http://blogs.techrepublic.com.com/tech-manager/?p=592
There’s more than one way to determine whether a project will be worth the work before you commit to it. In this Q&A, Tom Mochal offers a TechRepublic
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member options and opinions on the top techniques. —————————————————————————————————————— Editor’s note: this article was originally published June 26, 2001. Question: Is there a process to determine if a project is worthwhile? When estimating a program (collection of projects) or project at an idea or concept stage, is there a technique or process that would help determine if the idea or concept is worth pursuing? When estimating an idea or concept, we tend to spend too much time getting into details before we even know if the idea is a worthwhile one to pursue. We use traditional estimating techniques. Basically we want to know, with some level of confidence, if the idea is a large gold nugget, medium gold nugget, small gold nugget, fool’s gold, or a rock. Have you recommended, seen, or used a good approach? - M.B. Answer: Top-down tec
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http://kn.theiet.org/magazine/issues/0816/manage-coaching-0816.cfm
From time to time we all have problems getting on, fitting in or even standing out in the workplace. Chartered engineer, qualified management coach and
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E&T agony aunt, Janet Wright solves your engineering management dilemmas. The exact figures are not known but it is a fair assumption to make that there are as many ‘accidental managers’ in the engineering sector as anywhere else in industry. An ‘accidental manager’ is someone who’s done so well in their technical discipline that they’ve been promoted so many times and to such a point that their day-to-day work is more about management than it is engineering. Unfortunately, for many of those finding themselves with a swanky new job title, increased salary and a company Mercedes-Benz, life is not all plain sailing. After all, a post graduate degree in engineering and (possibly) a couple of decades working on the frontiers of technology will do little to prepare you for the dilemmas of accidental management. And no amount of experience in
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http://kn.theiet.org/magazine/issues/0816/manage-creativity-0816.cfm
Managing new product development effectively is a trade-off between process and innovation. Keith Goffin and Ben Allen look at the steps engineering managers
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can take to make sure that the customer’s ‘hidden needs’ are met. Companies want to develop new products quickly and efficiently, and this demands that they be process-oriented. But they also want to be creative and excite their customers with innovative ideas. This raises the question of whether creativity and a robust process-orientation can co-exist. In the 1970s, many organisations did not have a formal process to manage their new product development (NPD). As a result there were problems: projects ran late or over-budget; products were difficult to manufacture, and they failed to meet customer requirements. In the 1980s, research work by Bob Cooper of McMaster University in Canada identified the essential elements of a product development process. His work led to the ‘Stage-Gate’ process that has now been adopted by many comp
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http://kn.theiet.org/magazine/issues/0817/marketing-0817.cfm
The rapidly evolving and notoriously competitive market for telecommunications services is bringing the operators’ marketing departments new challenges,
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as well as offering tremendous opportunities to make their employers more money by creating better campaigns. Operators across the various channels face an increasingly complex business environment. They may have a product and service portfolio that spans thousands of items. They are navigating the current shift towards delivering converged offerings of broadband, mobile and entertainment services. Operators are also fighting to earn more from existing customers, as well as to develop cost-effective ways to find and convert new customers to their services. Mobile operators are struggling with high rates of customer turnover and continuous price erosion, as new low-rate operators and mobile virtual network operators enter their markets. Customer acquisition costs are high, and keeping customers is a top priority in a market characterise
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