I'm going to Disney World!
Yep folks, I just got back from vacation. I took my lovely wife and awesome son to Disney World. We had a great time. Now that I'm back I wanted to let everyone know to expect a few changes to the blog in the coming days. My intention is to begin writing something for the blog every day, so thanks for your loyal readership and start looking forward to some great new content.
Friday, August 22, 2008
Wednesday, August 13, 2008
Why Is Training Undervalued on Technology Projects
Recently, someone posted a question on LinkedIn.Com asking why training is undervalued in technology projects. Here's my answer to his question:
In my opinion and experience, training for technology projects is typically undervalued because corporate management feels that the technical people performing the project work should obtain the necessary technical knowledge on their own time and on their own dime. Companies just do not seem to be willing to put forth the money necessary to adequately train their employees anymore. The bottom line is the bottom line, and if the company is paying, say, an engineer several thousand dollars a year, then they expect that engineer to keep up with all of the latest technologies and information on their own.
Of course this idea is flawed because you're not really paying said engineer because he knows everything about everything, but rather he's invested the time into learning how to learn technical details and concepts. So the company thinks they're buying an SME in everything technical, when what they really need is an SME in learning and applying technology appropriately and to the proper levels of accepted best practices.
With regards to how this question relates to project management, in the PMI world there is an entire section, under the Human Resources Management knowledge area, dedicated to adequately training, or rather developing, your team.
In my opinion, if you do not put forth the effort to develop your team, then you really do not care about quality. There is a qualitative aspect to project management that is grossly outshined by the quantitative aspects. In other words, executive management is more concerned about the quantity of work (i.e. the number of projects that are completed on time and within the necessary budget constraints) than they are about the quality. Sure quality is important, but overall it's more important to get the work done, and at the lowest possible cost. I believe trainers and training organizations need to perform some analysis that clearly demonstrates the real world, monetary value that training can provide.
For example, Company A and Company B were both performing a widget project. Company A spent an extra 2 months sending their technical staff to training. The result: Company A was able to get the same project done 3 months faster, 30% cheaper, and with a 15% higher degree of quality than Company B. In addition, Company A was able to apply the knowledge gained from the training to other projects within the organization, which resulted in a 35% increase in overall efficiency and a reduction in overall project costs of 12.5%.
These are concepts written in the language of executives. They understand the bottom line. They are looking to cut costs, increase efficiency, improve profit margins, and increase overall shareholder value. If you can demonstrate how providing your technical staff with adequate training can do these things, you will have every executive in the country beating down your door.
Any thoughts? Leave a comment.
In my opinion and experience, training for technology projects is typically undervalued because corporate management feels that the technical people performing the project work should obtain the necessary technical knowledge on their own time and on their own dime. Companies just do not seem to be willing to put forth the money necessary to adequately train their employees anymore. The bottom line is the bottom line, and if the company is paying, say, an engineer several thousand dollars a year, then they expect that engineer to keep up with all of the latest technologies and information on their own.
Of course this idea is flawed because you're not really paying said engineer because he knows everything about everything, but rather he's invested the time into learning how to learn technical details and concepts. So the company thinks they're buying an SME in everything technical, when what they really need is an SME in learning and applying technology appropriately and to the proper levels of accepted best practices.
With regards to how this question relates to project management, in the PMI world there is an entire section, under the Human Resources Management knowledge area, dedicated to adequately training, or rather developing, your team.
In my opinion, if you do not put forth the effort to develop your team, then you really do not care about quality. There is a qualitative aspect to project management that is grossly outshined by the quantitative aspects. In other words, executive management is more concerned about the quantity of work (i.e. the number of projects that are completed on time and within the necessary budget constraints) than they are about the quality. Sure quality is important, but overall it's more important to get the work done, and at the lowest possible cost. I believe trainers and training organizations need to perform some analysis that clearly demonstrates the real world, monetary value that training can provide.
For example, Company A and Company B were both performing a widget project. Company A spent an extra 2 months sending their technical staff to training. The result: Company A was able to get the same project done 3 months faster, 30% cheaper, and with a 15% higher degree of quality than Company B. In addition, Company A was able to apply the knowledge gained from the training to other projects within the organization, which resulted in a 35% increase in overall efficiency and a reduction in overall project costs of 12.5%.
These are concepts written in the language of executives. They understand the bottom line. They are looking to cut costs, increase efficiency, improve profit margins, and increase overall shareholder value. If you can demonstrate how providing your technical staff with adequate training can do these things, you will have every executive in the country beating down your door.
Any thoughts? Leave a comment.
Wednesday, August 6, 2008
ITIL Implemenation Best Practice
I found this fantastic document on Gartner's website. It's a PDF file, and it's well worth the read to any ITIL enthusiast.
ITIL Implementation Best Practice (PDF)
I know, I know. Now that I have my PMP, I'm becoming a suit talking about ITIL, PMP, and other "high brow" subjects, but hey, this is how it goes. I'll do another fun project in the coming weeks, when I return from Disney World! :)
ITIL Implementation Best Practice (PDF)
I know, I know. Now that I have my PMP, I'm becoming a suit talking about ITIL, PMP, and other "high brow" subjects, but hey, this is how it goes. I'll do another fun project in the coming weeks, when I return from Disney World! :)
The ITIL v3 Certification Track - I Think...
After much weeping and gnashing of teeth, I think I've finally figured out the convoluted certification track for ITIL v3.
It begins with the Foundation exam. According to Exin's website you can take the v3 test without any prereq's. The exam is 1 hour, contains 40 questions, with a passing score of 65% or higher.
Exin's site does not go into a great deal of information on the Intermediate exams, except to say that you can take a v3 Manager's Bridge exam. It's prereq is a current ITIL v2 Manager's certification. The test is 90 minutes long, contains 20 complex multiple choice questions, and requires 80% or better to pass.
Which leads to the question, what does it take to obtain a v2 Manager's certification? I'm glad I asked...
The two Management certifications, if I'm reading this correctly, are listed as IT Service Management Service Support and IT Service Management Service Delivery. Both require accredited training, meaning you have to take a class, a ITIL Foundation certificate, and two years of professional experience as an IT Management professional or consultant.
It is estimated that it will require approximately 320 hours of study to complete this path.
Of course, the "official" v3 track is supposed to operated a little differently:
Foundation
Pretty much the same thing as v2, except it's based on the v3 changes. You receive 2 "credits" towards an "ITIL Diploma" The ITIL Diploma actually takes 22 credits overall.
Intermediate (Thanks to Learning Tree International for this information)
There are basic areas for intermediate: Capability and Lifecycle
Capability is based on the following areas: Service Design and Optimization, Service Monitoring and Controlling, Service Operation and Support, and finally, Server Portfolio and Realationship Management. Each section earn the student 4 credits towards their diploma.
Lifecycle is based on ITIL's five core books: Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement. Each section earn the student 3 credits towards their diploma.
There is also a 5 credit course called "Managing Across the Lifecycle", for you extra-credit geeks out there.
Advanced
Finally, there is supposed to be an "ITIL Super Hero" certification, or rather the "Advanced" diploma, but I haven't been able to find a whole lot on this, because apparently it's still under development.
How much does all of this cost?
Well, given that you have to go to class to Manager Certifications for ITIL v2, and you have to take a bridge exam to translate over to v3, it can break down to something like this...
The Foundation test for v3 is $160. The ITSM Service Support and ITSM Service Delivery tests are $250 each, classes, depending on where you go, will probably run around $800-$2500
If you want to go all ITIL v2 Super Hero, You'll also want to take the following:
ITSM - Practitioner Release and Control: $225
ITSM - Practitioner Support and Restore: $225
ITSM - Practitioner Agree and Define: $225
ITSM - Practitioner Plan and Improve: $225
ITSM - Practitioner Security Management: $185
All told, it cost between $3345-$6745 to get all of this done. But you can do quite well as an ITIL consultant, so it's an investment that reaps potentially huge rewards!
If you're realy serious about this, as I am, you'll also want to join the ITSMF (http://www.itsmfusa.org/mc/page.do) They're sort of like PMI to the whole ITSM/ITIL world.
It begins with the Foundation exam. According to Exin's website you can take the v3 test without any prereq's. The exam is 1 hour, contains 40 questions, with a passing score of 65% or higher.
Exin's site does not go into a great deal of information on the Intermediate exams, except to say that you can take a v3 Manager's Bridge exam. It's prereq is a current ITIL v2 Manager's certification. The test is 90 minutes long, contains 20 complex multiple choice questions, and requires 80% or better to pass.
Which leads to the question, what does it take to obtain a v2 Manager's certification? I'm glad I asked...
The two Management certifications, if I'm reading this correctly, are listed as IT Service Management Service Support and IT Service Management Service Delivery. Both require accredited training, meaning you have to take a class, a ITIL Foundation certificate, and two years of professional experience as an IT Management professional or consultant.
It is estimated that it will require approximately 320 hours of study to complete this path.
Of course, the "official" v3 track is supposed to operated a little differently:
Foundation
Pretty much the same thing as v2, except it's based on the v3 changes. You receive 2 "credits" towards an "ITIL Diploma" The ITIL Diploma actually takes 22 credits overall.
Intermediate (Thanks to Learning Tree International for this information)
There are basic areas for intermediate: Capability and Lifecycle
Capability is based on the following areas: Service Design and Optimization, Service Monitoring and Controlling, Service Operation and Support, and finally, Server Portfolio and Realationship Management. Each section earn the student 4 credits towards their diploma.
Lifecycle is based on ITIL's five core books: Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement. Each section earn the student 3 credits towards their diploma.
There is also a 5 credit course called "Managing Across the Lifecycle", for you extra-credit geeks out there.
Advanced
Finally, there is supposed to be an "ITIL Super Hero" certification, or rather the "Advanced" diploma, but I haven't been able to find a whole lot on this, because apparently it's still under development.
How much does all of this cost?
Well, given that you have to go to class to Manager Certifications for ITIL v2, and you have to take a bridge exam to translate over to v3, it can break down to something like this...
The Foundation test for v3 is $160. The ITSM Service Support and ITSM Service Delivery tests are $250 each, classes, depending on where you go, will probably run around $800-$2500
If you want to go all ITIL v2 Super Hero, You'll also want to take the following:
ITSM - Practitioner Release and Control: $225
ITSM - Practitioner Support and Restore: $225
ITSM - Practitioner Agree and Define: $225
ITSM - Practitioner Plan and Improve: $225
ITSM - Practitioner Security Management: $185
All told, it cost between $3345-$6745 to get all of this done. But you can do quite well as an ITIL consultant, so it's an investment that reaps potentially huge rewards!
If you're realy serious about this, as I am, you'll also want to join the ITSMF (http://www.itsmfusa.org/mc/page.do) They're sort of like PMI to the whole ITSM/ITIL world.
How To Survive a BSA Audit
I've had absolutely no one ask me about this particular subject, so I thought it would be a good topic to post. The BSA is the Business Software Alliance, you know those guys you hear on the radio that tell you to report your employer for software piracy. What they basically do is agressively pursue companies who knowingly and willingly engage in software piracy and fine them for violating the software license of one of their clients.
For example. Microsoft hires the BSA to go after companies who are pirating Microsoft software. Microsoft has every right, regardless of the fact that they have a ton of money, to charge for software that they own, or rather to which they own the intellectual property rights. They have made the investment in developing or acquiring the software, so they get to determine who and how it can be used.
So, when an disgruntled employee leaves your company he or she decides that want you to have a thorough cavity search by the BSA regarding your software licensing. So they submit an anonymous report to the BSA telling them that you grossly and knowingly violate the license agreements for all of your Microsoft software.
The next think you know, you receive a lovely letter stating that it has come to the BSA's attention that your company may be out of compliance and would you kindly submit full and complete documentation regarding your licenses in the next 30 days. Oh dear God, how are we going to respond to this request?!!!
Now, how do you survive this? First of all, don't panic. If you're not intentionally and willingly engaging in software piracy, you really have nothing to worry about. Though the horror stories abound about the BSA sending in it's super agents with their dark sunglasses and sub-machine guns, terrorizing your receptionist and saying "Mam, please step away from the computer", this is rarely the case.
Secondly, take this as an opportunity to get your license management documentation together. If you work for a small to medium sized business, you probably have licensing documentation all over the place. This is a good change to get it all together and put in a single location.
Thirdly, make 3 copies of everything. When I recently went through this experience, I took the opportunity to get all of my license documentation together and make three copies of everything. One copy went to the BSA and supporting documentation for my report. Once copy became the hard copy license book we now keep in our office. And the third copy is a soft copy of all of the license documentation in PDF format.
I also took this opportunity to implement some ITIL best practices with regards to managing software licenses. For example, now all software purchases come through my department, without exception. Why? This provides for a single point of license management enterprise wide. Since my department manages the purchases, we also manage the assets and licenses that go with those purchases. I've already established relationships and accounts with our key vendors, managing the assets that go with those purchases is just logical extension of that function.
So surviving a BSA audit is simple really. Develop a plan, get your house in order, reply to their inquiry, and then use ITIL best practices to keep from having the start from the bottom when it happens again.
For example. Microsoft hires the BSA to go after companies who are pirating Microsoft software. Microsoft has every right, regardless of the fact that they have a ton of money, to charge for software that they own, or rather to which they own the intellectual property rights. They have made the investment in developing or acquiring the software, so they get to determine who and how it can be used.
So, when an disgruntled employee leaves your company he or she decides that want you to have a thorough cavity search by the BSA regarding your software licensing. So they submit an anonymous report to the BSA telling them that you grossly and knowingly violate the license agreements for all of your Microsoft software.
The next think you know, you receive a lovely letter stating that it has come to the BSA's attention that your company may be out of compliance and would you kindly submit full and complete documentation regarding your licenses in the next 30 days. Oh dear God, how are we going to respond to this request?!!!
Now, how do you survive this? First of all, don't panic. If you're not intentionally and willingly engaging in software piracy, you really have nothing to worry about. Though the horror stories abound about the BSA sending in it's super agents with their dark sunglasses and sub-machine guns, terrorizing your receptionist and saying "Mam, please step away from the computer", this is rarely the case.
Secondly, take this as an opportunity to get your license management documentation together. If you work for a small to medium sized business, you probably have licensing documentation all over the place. This is a good change to get it all together and put in a single location.
Thirdly, make 3 copies of everything. When I recently went through this experience, I took the opportunity to get all of my license documentation together and make three copies of everything. One copy went to the BSA and supporting documentation for my report. Once copy became the hard copy license book we now keep in our office. And the third copy is a soft copy of all of the license documentation in PDF format.
I also took this opportunity to implement some ITIL best practices with regards to managing software licenses. For example, now all software purchases come through my department, without exception. Why? This provides for a single point of license management enterprise wide. Since my department manages the purchases, we also manage the assets and licenses that go with those purchases. I've already established relationships and accounts with our key vendors, managing the assets that go with those purchases is just logical extension of that function.
So surviving a BSA audit is simple really. Develop a plan, get your house in order, reply to their inquiry, and then use ITIL best practices to keep from having the start from the bottom when it happens again.
Subscribe to:
Posts (Atom)
