Recent questions

Chris Schuring / Business Startup Consultant
In the area of off shore verse on shore it can greatly depend on the location, your ability to speak clearly with those you have contracted for services. I have been involved with services in the Philippines. It went well but they were only contracted to do much of the software core development while on shore was used for cleanup and fine tuning. So my advise is to be very clear in all instruction, very clear in all contracts and monetary transactions. There may also be legal implications in regards to the employment or contracting others in some countries. Ensure you understand all the legal issues, you do not want to lose your development or product to hackers, governments or staff that has other goals in mind.
Adi Starr / Growth Hacker
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Terrence Metz / MBA, REP, MG RUSH Facilitation
Tracking successful project completion depends on your clear understanding of the WHY, WHAT, HOW, and WHOM the tracking will be used. - WHY: Are you trying to establish real-time feedback so that you can make adjustments or prove to others that you are managing risk effectively? Frequently risk is viewed as a function of time, cost, and quality. The type, size, and industry of your projects have a major bearing on this triple constraint. Most importantly, you must understand how they are being defined for the project(s) you manage. Build a Flexibility Matrix outlined here: - WHAT: What are your key success factors or criteria? Separate them into scalable measurements that are universally objective (eg, how much money has been invested thus far), individually subjective (eg, doing a quality job), and binary thresholds (eg, must be running by 07JUL20xx). - HOW: To be practical, consider what tools are at your disposal and what the deliverable looks like. Are you building a GANTT chart, a scorecard, a dashboard, etc. Consider a simple 3*30 Report that should take you no longer than 30 minutes to write and 3 minutes to read to provide your audience with weekly updates. - WHOM: Much depends on who you tracking for, but realistically, all stakeholders will want pieces of your tracking and results along your project life-cycle. Consider early in your project(s) to complete a Stakeholder Analysis. A basic example and methodology can be found here: Consider the final two suggestions: 1. Once you have the leadership command to explain WHY you have decided something, explain WHAT options you were presented along with the criteria and to what extent your options support your project objectives (see for a narrative explanation and for a seven minute video demonstration). Once you know WHAT to do, understand that there is more than one right answer for HOW you do it. You can use paper, whiteboard, projector, etc., none of which will hide any frailties if you are not thinking clearly. Remember, unclear writing and speaking is indicative of unclear thinking. 2. Please reply with any follow-up questions about content, definitions, or explanations. With more context from you, it would be easier to provide a more succinct and appropriate answer.
Rosanna Pittella / Senior Consultant
Standard short and long term ROI (return on investment) analysis is what seems most efficient and supports the bottom line discussions in which C-Level executives and key stakeholders are interested.