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Monthly Meeting

Posted on by Adrienne Roman

The Breakfast Club NJ Presents: “Turn Interviews Into Offers” by John Hadley
Saturday December 13th at 8:00am ET
Please share with other groups you may be in.
The Presentation: “Turn Interviews Into Offers”

johnhadley201412
Many candidates are so focused on “the best” answers to interview questions, they forget what is most important to do in an interview.
You can’t treat the interview as a Q&A session and expect to get hired. No matter how much you’ve worked on crafting powerful answers, if all you do is respond to my questions, you won’t get the offer.
Your job as the candidate is to transform the interview into an influential conversation, digging deeply into my challenges and presenting results in that context, so that you are seen as a key solution!
John Hadley (www.JHACareers.com) will share key strategies and techniques that his clients have used to successfully navigate the interview minefield, and to secure job offers they were thrilled with.
About the speaker:
John Hadley helps job seekers who are frustrated with their search. He also works with professionals struggling to achieve the visibility that leads to new opportunities at work.

After graduating from Stanford University, John worked as an actuary in the insurance industry for 20 years, ultimately as Chief Actuary of his company. He then opened a successful systems consulting practice, which generated over $2 million in revenues. 11 years ago he started his Career Search Counseling business, and has helped hundreds of clients land the job and pay they deserve.

John is a sought-after writer and speaker, publishing a monthly Career Tips Email newsletter to over 9,000 subscribers, each month bringing advice on marketing yourself for a career search, or for accelerating your career. He is currently finishing his first book, “Cruising Through Executive Interviews to Land the 6 Figure Job You Deserve.” You can find a variety of career resources on his website at www.JHACareers.com.

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Beware of Project Scope Creep

Posted on by Adam Kovitz
Scope creep in project management refers to uncontrolled changes or continuous growth in a project’s scope. The addition of, or changes to, a project’s requirements and features can occur when the goals of a project are not clearly defined, documented, or controlled. Project managers have been plagued by scope creep since the beginning of project management. However, managing scope creep is achievable. 
How Does Scope Creep Happen?
Even when there’s a clearly defined project scope, you still have to beware of scope creep. This generally tends to occur when new features are added to product designs that have already been approved, without providing equivalent increases in budget, time and/or resources. The main causes of scope creep are:

  • Poor Requirements Analysis: Clients don’t always know what they want and can only provide a vague idea. Therefore, their needs are not fully expressed or well defined.
  • Not Involving the Users Early Enough: Thinking you know what the users want or need is a serious mistake. It is important to involve users in the requirements, analysis and design phases.
  • Underestimating the Complexity of the Project: Many projects run into problems because they are new in an industry and have never been done before. In those cases, project managers and participants don’t fully know what to expect, or who to look to for additional guidance.
  • Lack of Change Control: While you can expect there to be a degree of scope creep in most projects, it is important to have a process to manage these changes.
  • Perceived Additional Value: This refers to exceeding the scope of a project in the belief that value is being added. However without proper analysis of the change request, there is no guarantee that the change will increase value or customer satisfaction.

How to Control Scope Creep
Managing scope creep in project management is a challenging job that needs to be addressed at the beginning, and throughout, each project’s life cycle. Here are some basic guidelines to set for yourself to successfully control the scope of your project:
  • Understand the priorities of the project sponsors: Make a list that you can refer to throughout the project. Items should include budget, deadline, feature delivery and customer satisfaction. You’ll use this list to justify your scheduling decisions or to support your need to defer additional requests once the project has commenced.
  • Define your deliverables: Deliverables should include general descriptions of functionality to be included within the project. Make sure you have them approved by the project sponsors.
  • Break the project down into milestones: Complete a thorough project schedule and make sure you identify the critical paths within the timeline. Be sure to leave a little room in the project schedule for change requests or an error. If your schedule is tight, reevaluate your deliverables to see if any can be deferred until after the team completes the primary project requirements. Seek schedule approval by the project sponsor, then notify all key project participants.
  • Expect that there will be scope creep: Implement a change process early and inform the project sponsor and participants of your processes. A basic change control process must include a means to identify the affect on the project timeline, budget and resources. In addition, it must require an approval for the changes to be implemented and a recognition of any impact.

David Schuchman

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Where does the PM fit “in the cloud?”

Posted on by Adam Kovitz
With the advent of cloud computing, Project Managers (PM) now have another technology they have to learn and become experts in at a quickened pace. At this time, PMs are not required to have the deep knowledge of the cloud regarding the intricacies of the business case for implementing a cloud application. However, it would benefit the PM to have some knowledge regarding the complexities of cloud computing, as that knowledge will give the PM an advantage regarding risk management. Implementation of cloud computing brings up a number of important questions. Where does the PM fit in an organization that will be deploying cloud applications? Does the PM treat the cloud project differently from other IT projects? Should the PM treat the stakeholders differently from other project stakeholders?
Where does the PM fit in an organization that will be going to the “cloud?”
Similar to any new project or type of technology, the PM should be knowledgeable about the product, the stakeholders, and especially the type of project the PM will be managing. In the case of cloud computing, the PM must also be knowledgeable about the additional risks unique to a cloud technology implementation. These include, but are not limited to:
  • Increased telecom costs
  • Increased resource costs
  • Increased validation costs
This does not mean that the risks associated with other projects are not valid in a cloud implementation. As a matter of fact, the risk of scope creep becomes an important area where a PM must be vigilant.
Does the PM treat the cloud project differently?
Absolutely not! A PM must approach a cloud project with the same project outlines that we have discussed previously. Yes, cloud computing is a relatively “new” type of implementation. However, the PM must keep in mind all of the PMI standards that are associated with a project implementation. And like other projects, the PM must keep in mind the turnover to operations or in IT terms, the production deployment. 
Should the PM treat the cloud project stakeholders differently?
In this case, I would say yes. The reason is that a cloud deployment may be very new to an organization. The stakeholders may be the same, but this type of implementation brings about a change from a Capex to Opex expenditure. This change is the most important differentiator of a cloud implementation. That means that the PM must keep a close eye on costs.
Overall however, a PM must still be concerned with the triple constraint; budget, schedule and resource. We also know that quality is a major concern for any project. In a cloud project, this is also true and possibly a fourth constraint as with a cloud project, the team is replacing an old technology that may be an old “standard” within the organization.
In conclusion, the PM has to work ensure that the level of work is at the same or better level of quality that the organization historically delivered in the past.
I am open to discussion at any time on these blogs or anything else related to project management you would like to explore. If you would like to comment about this blog, please do so by posting on this blog or by responding in an email at Benny A. Recine. You may inspire a blog article. I look forward to your comments.

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Can’t Find a Job? Do You Know Why?

Posted on by Adam Kovitz

Growth, evolution, changes. Technology may be a wonderful thing, but it has negative elements—especially if you’re in transition and looking for a job. Why? Perhaps you don’t know how to conduct a contemporary job search. Well, that may not be true, and don’t blame yourself. The résumé Two decades ago, applicants would submit their IBM […]

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More Secure Than Your Password

Posted on by Adam Kovitz
Hackers break into corporate computer systems and release lists of usernames and passwords on the open web. Home PCs are vulnerable to malware, viruses and other tricks to access your personal, financial and private information. These have now become regular occurrences. The most common weakness in these types of hacks is the password. Passwords are a technology from a time when our computers were not inter-connected. The age of the password has come to an end. 
Here are some security technologies that, once implemented, will replace the traditional password.

BioMetrics
Biometrics authentication is used in computer security as a form of identification and access control. It refers to using physical human characteristics and traits instead of a manually entered password. Examples include, but are not limited to, a fingerprint, palm print, facial recognition, retina pattern and even DNA. The products that allow client access will have biometric readers that interface with the host security system.

No one method of biometric security is said to do the best job of protecting system access. When you consider biometric security, you want to select a physical characteristic that is constant and does not change over time, and are also difficult to fake or can be changed on purpose. You also need to consider that some biometric security metrics are consider more invasive than others (e.g. DNA vs. facial recognition). Some methods take a lot of time to execute, such as a retinal scan which can take as much as 15-30 seconds. In addition, ethical use issues have been raised over some of the biometric security metrics. The details of the methods and issues will not be addressed in this post.

Fob
A fob, also called a key fob or token, is a small security hardware device with built-in authentication used to control and secure access to a network and data. Typically, the fob randomly generates an access code, which usually changes every 60 seconds. These one time use codes are the “password” used to validate system access, and they work as long as timing and code algorithm synchronization exists between the client’s fob and the host authentication server.

Disconnected fobs are the most common type of security  fob, and do not have a physical connection to the client’s computer. They use a built-in screen to display the generated authentication code, which the client manually enters via the keyboard. Bluetooth technology is also used as a disconnected fob.

Connected fobs must be physically connected to the client’s computer. Authentication is automatically performed once a physical connection is made, eliminating the need for the client to manually enter the authentication code. Smart card technology is also used as a connected fob.

Wearables
A “wearable” refers to a mobile device such as a cell phone or tablet computer. With wearable security, authentication is a 2-step process. The client enters an account identifier code via a keyboard. The security system then transmits a one-time use pass code to the client via a pre-registered email address, or device for an SMS (text message). Upon receipt of the pass code, the client enters that code via the keyboard. That code is not used again. Typically, the security system will accept the transmitted code only within a set period of time before the code expires. If the code expires before successfully entered, the client must request a new code.
In the Mean Time…
Until you implement stronger security measures, the first step in improving security is to have strong passwords. In SplashData’s recently released list of worst passwords, the 2-time annual winner (or loser) of the most common (and therefore worst) password is “123456”. Following that is “password”. People continue to put themselves at risk by using weak, easily guessable passwords. Individuals and organizations must encourage the adoption and enforcement of stronger passwords.
Microsoft’s tips for creating strong passwords are:
  • Is at least eight characters long
  • Does not contain your user name, real name, or company name
  • Does not contain a complete word
  • Is significantly different from previous passwords
  • Contains characters from each of the following four categories:
    • Uppercase letters
    • Lowercase letters
    • Numbers
    • Keyboard symbol characters (e.g. !@#$%, etc.)
For example, a password of “troubadours” is not considered very strong. A stronger choice would be “Tr6uB@d0ur$”.

I encourage you to leave a comment by clicking on “…comments” below…
David Schuchman

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America, the Land of Marketing and Selling

Posted on by Adam Kovitz

Every morning when I get to my computer, I’m amazed at how many companies have targeted me as someone in need of their products or services. I take it in stride, though, because in 99 percent of the cases, I’m of course not interested, and I know that the e-mail has been sent to a […]

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How to Benefit from the Positive Job Market Outlook

Posted on by Adam Kovitz

Based on a recent survey by economists, the job market outlook is projecting steady growth in employment. Recruiting consultant CareerXroads reports that new companies find 28 percent of their hires via referrals. Job boards represent one in five applicants, or 20 percent. And career Web sites, about 10 percent. For job seekers or those who […]

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Where is the Project Management Profession Headed?

Posted on by Adam Kovitz

Where is the profession headed? Is Project Management going the way of CMMI and becoming less relevant? Are there versions of Project Management that will continue and others that will fade away? Which vein of Project Management should Project Managers (PM) focus on?  There are a number of PM gurus that have their own beliefs and suggestions for the future focus of our industry. However, isn’t the answer “it depends?” Unless you are a freelance PM, isn’t what you should focus on be dependent on your organization’s focus?

I hear, very often, that Project Management is going the way of an Agile process. My only caution is that this may become an excuse to have PMs become more ad hoc, or without process. I do like the Agile approach, I just caution senior management’s motivation. I also believe that a Project Management Office (PMO) approach is a valid and good process. As long as it is used as a carrot and not a management stick. We as PM must remember that we must complete a project and NOT a process.
So, my next questions and responses are what I believe the PM profession is headed.
Do I focus only on what my organization is focused on?
Yes, you have to fulfill your duties as an employee. But that doesn’t mean you can’t keep up to date on what is new and up and coming in Project Management. I posted a blog on 1/19/13 about an article I read in the previous November’s Information Week. The author discussed his findings that organizations he was following were closing up Project Management Offices (PMO) and the lines of business were having their PMs run Agile projects. I have been reading up on Agile Project Management and I believe that it has both its good points and points that I am not too comfortable with. As a member of a PMO and formerly a PMO in a Professional Services Office (PSO), I found my clients wanting documentation and the ever famous MS Project as deliverables on a weekly or every other week basis. Going to Agile may be an internal change, not a client-facing change.
Are there trends I should pay attention to?
As I mentioned above, the trends in Project Management seem to lean towards Agile. I read a book about 4 years ago titled, Reinventing Project Management, by Shenhar and Dvir and I attended a session where Mr. Shenhar presented the findings discussed in his book. He and Mr. Dvir argued that Project Management had to go through a change in the process of its foundation and think about the value of a project differently. I have stated in multiple blogs that a project must be linked to the organization’s strategy and that has to be communicated to all.  Messrs. Shenhar and Dvir argue that a project should be broken up and developed differently. In other words, the initiation phase has to be its own project, as does the planning phase. This is because when a project is originally planned, things may change when it gets to the execution phase.
In bigger projects, I strongly agree with Messrs. Shennar and Dvir. In shorter projects, that should not be the case, especially if the project is less than 6 months’ duration. However, my point is that we have to pay attention to these trends and see if they apply in the organization we currently work in. I do not mean to reject these new trends out of hand, as they bring a lot of value to our thinking process. However, in a strongly documented process, the PM must be careful not to be the one to upset the current process, but be the PM that suggests gradual changes. 
If I am not following the “new trend” am I going to be considered “old school?”
Why is old school considered so bad? Change is inevitable, but change sometimes comes slowly. This does not mean that the PM does not stay tuned to new theories. It does mean that the PM should be involved with his/her PMI chapter, even if it is once a year at a symposium. Attend the unusual sessions that introduce new theories. Study and write about them and keep informed of new processes. However, keep yourself grounded in the current process of your organization. This may sound like the “safe” way to keep informed of new theories. Maybe I am more grounded than other PMs, but I am also tuned into the new theories and new processes of what a PM should be studying. That may be the step necessary for all of us to take.

I am open to discussion at any time on these blogs or anything else related to project management you would like to explore. If you would like to comment about this blog, please do so by posting on this blog or by responding in an email at Benny A. Recine. You may inspire a blog article. I look forward to your comments.

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Conference Call Etiquette

Posted on by Adam Kovitz
A conference call is when one or more of the parties are in different locations and situations. We have all been on a conference call where people show up late, become a distraction by forgetting to put their phone on mute, or have sidebar conversations (we can hear) with others not on the call.

Here are a few guidelines you should strive to follow when attending a conference call.
Set the Ground Rules
If you are the one that initiated the conference call, let the others on the call know some of the basic ground rules pertaining to etiquette. Ahead of the call, provide the meeting start time, duration and agenda. You can also identify what will not be discussed on the call.
Keep Track of the Conference Call Start Time
Make sure you know when your conference call begins, and be sure to keep the conference call number and pin handy so you are not scrambling to find it at the last minute. Your meeting reminder should not come from a call or email from someone who is waiting for you to join the call.
Never Put Your Phone on Hold
If your hold feature plays background music it will play into the conference call and make it very difficult for the other participants to continue the meeting in your absence.
Mute Your Phone When You are not Speaking
Mute your phone to avoid distracting sounds, conversations, or noises that are not applicable to the conference call. Muting your phone will help you avoid embarrassing sighs, munching noises from eating your lunch, sidebar conversations, or other background noise.
Be Prepared
Like with all meetings, you should do some prep work or write down questions that you would like to address on the conference call. Like any meeting, you want the conference call to be productive and not spawn other calls/meetings because of lack of preparation.
Pay Attention
When you call in to a conference call there are other distractions in front of you: emails in your inbox, coworkers asking questions, work piling up on your desk, etc. If someone asks you a question on the call and you do not realize they are talking to you until the end of their question, it will be obvious that you were not paying attention. Don’t be the person who always has to ask others to repeat their question.
I encourage you to leave a comment by clicking on “…comments” below…

David Schuchman

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The Art and Science of the Face-to-Face Interview

Posted on by Adam Kovitz

Consider yourself very lucky for being considered for a face-to-face interview. It just means that you survived the first phase of the competition; your résumé projected you as someone deserving of further exploration; and you outshone the vast majority of your competition. The most critical test, however, is still ahead of you. You are at […]

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