Wednesday, October 29, 2008

Presentation Skills Checklist

Presentations are one form of communication - a very important form. The way we communicate dictates a great deal of how successful we’ll be in our careers. In your own experience is “success” more strongly tied to technical ability or to one’s “presentation”? In reality, both are important. Your ability to communicate greatly impacts your success on both project and career levels. But presentation skills are not something that people are born with, they have to be fostered.

As a Business Analyst or Project Manager good presentation skills can make life easier. Here is a checklist that can be used to be well prepared.

SLIDE CHECKLIST

  • Storyline (logical flow) first, slides follow. Use “trackers”* to support the storyline.
  • Be consistent; follow corporate format and color guidelines
  • One message per slide. Visually highlight key words to draw audience’s attention to the most important elements of each slide.
  • Make your presentation multi modal; use text and graphics together
  • Visuals need to support the message
  • Keep it simple; use short sentences or abbreviations known by the audience
  • Make it readable (scan-able)
    In a complex chart, use arrows or symbols that draw attention to the important part of the chart (data points should be well placed and easy to read or deleted).
  • Spelling is important. Review your slides and then ask someone else to look at them next.
  • If used, make sure all animation work properly
  • No client confidential information and new inherited names and definitions
  • Include a meaningful title on your slides
  • Include a table of contents, an agenda
  • Use hidden slides for additional information when answering questions and for nice to have information
  • Always expect that slides may be viewed without verbal explanations. Prepare all possible print formats with the proper headers and footers. Assure printability (in black & white) and write speaker’s notes to make your presentation self-readable. It will allow a third person to take over your presentation in case you do not show up.
Slides are only one element of successful communication. In the planning stage, allocate a maximum of three minutes for each slide, to help you stay on time during your actual presentation.

TALK CHECKLIST
  • Rehearse until it becomes second nature and you can concentrate on your audience.
  • Be prepared; get to know the audience to avoid stage fright. Test your setup before the presentation.
  • Plan for monitoring time
  • Prepare a strong opening: grab audience’s attention: ask question or open with an impressive statistic. Explain your objective.
  • Establish rapport and credibility: start on time, show you’re prepared, introduce yourself
  • Know the main point of each slide, in order to avoid distracters (repeated non-words like “uh … uh…”. Pass to next slide after having introduced its main point.
  • Beware of your
    • Appearance dress code
    • Facial expression smile!
    • Eye contact avoid reading from the slides and keep eye contact with all audience members to gather non-verbal feedback.
    • Voice audible, normal pace, energetic, articulate, varied pitch. Pause before and after major ideas.
    • Body language good posture, open, palm-up gestures
    • Gestures and movement use hand gestures to emphasize and illustrate, move to address both sides of the room. Never put hands in your pocket.
  • Set an interactive climate by asking questions
  • Closing: summarize what was accomplished, include call to action
  • If needed, press ‘B’ or ‘W’ to make the screen go black or white, so that the audience watches you. Press any other key to go back to the presentation.
  • Turn off your screen saver

Wednesday, September 17, 2008

Business Analysis & Web 2.0

There is an interesting post written by John Brunswick about the business need for web 2.0 technologies. I think, the business analysts together with the technology specialist at CTP fully support his view to have the business need in the center of any solution.

Here a short extract from his post about "Enterprise 2.0 Success – Focusing on Business Needs":

Final Thoughts
There is not doubt that a range of social computing technologies in the enterprise can assist businesses to run more effectively. However, we want to make sure that we do not implement technology in search of a problem. The challenge is connecting them with the business in the right way. Do not find a use for tagging, blogging, wikiing. Find the business need or pain point – then examine what technologies best support meeting that need or eliminating the pain point. Hopefully some of the above questions can help your organization to focus, clarify and be successful with where and how these emerging technologies can benefit your company.

Friday, September 5, 2008

Future of Enterprise Portals

Definition

A portal is a framework for integrating information, applications, and process across organizational boundaries. At its core, portal technology provides an integrated visual display of multiple information sources and business applications together with tools to enable rapid customization, personalization and configuration of those resources by end users, administrators and resource providers. Portals are critical part of an enterprise's technology and business strategy, enabling teams to collaborate, innovate, and learn.

Gartner defines the portal as a Web software infrastructure that provides access to, and interaction with, relevant information-, knowledge-, and human assets by select targeted audiences, delivered in a highly personalized manner.

Challenges and Problems

Although nowadays enterprise portals are widespread and have a history of almost 10 years, it is still a comparatively immature technology. Portals are suffering from performance bottlenecks, reduced usability, navigability, and find ability. Enterprises are facing implementation delays, cost overruns and poorly integrated or conflicting contents.

According to AMR Research (April 2006), 51% of companies are fully operational with portal software. The companies report a mean budget of $4.3M, representing 22% of the total IT budget in 2005. Budgets rise to a mean of $5.1M in 2006. The main business drives for portals are the efficiency, collaboration and the bridging between IT and business.

Future of Portals

Tomorrow's users will demand a different set of portal capabilities and the users become the center of their own “portal universe”. Portals will serve as the primary entry point for enterprise mashups. According to Gartner (April 2007), the future of portals is mashups, service-oriented architecture (SOA), and more aggregation.

A mashup is a Web site or a Web application built in light weight manner, combining content from multiple web sources into an integrated presentation. Gartner says (May 2007) that this is a disruptive technology (i.e., drives major change in business processes or revenue streams, consumer behavior or spending, or IT industry dynamics). By 2010, Web mashups will be the dominant model (80%) for the creation of composite enterprise applications.

Portal vendors will decompose their portal products along service-oriented lines and portlets, thus increasing the reusability. 80% of all software development would be based on SOA by 2008. The Web is emerging exponentially: Web 2.0 technologies and the increasing number of Internet users (1.2B) contribute to the so called architecture of participation. On the Internet are already existing large repositories of building blocks (widges, gadget, badge), which make possible to create is short time, reliable Web pages even by non-professionals.

Aggregation will be in the focus. Personal portals will be the home page for many aggregators, with big players like: Windows Live, My Yahoo and Google.com.

Portal interoperability will be supported across five touch points: portlets, user profiles, directory, security, metadata.

Trends, Perspectives

According to McKinsey (June 2007), 66% of executives plan to maintain or increase their investments in technology trends that encourage user collaboration (peer-to-peer networking, social networks, Web services). Companies are using some combinations of Web 2.0 technologies in order to interface with the customer (i.e, marketing, 70%,) and to manage collaboration internally (i.e., knowledge management, 75%).

Content management (Vignette) and other software companies (Oracle) are aggressively pushing portal products. Companies will bundle portal and content management offerings following the “Google enterprise mantra”: should be easy and fast to install and extremely usable. Presently, it is too much time and money is spent solving technical problems rather than business ones.

Gartner says (June 2007) that EMEA portals, process and middleware software market revenue increased 16% in 2006. Furthermore, 44% of EMEA IT managers intend to increase their software spending in 2007, having high interest in SOA projects. Software spending is higher in countries where the economy highly depends on organizations that see IT as an essential component of a successful business strategy: Scandinavia, CH, Ireland, UK. Nevertheless, in the next 5 years, Eastern Europe is expected to be at the forefront of growth in EMEA.

Portal vendors

Oracle (BEA): As announced in the strategic webcast beginning of July, the only strategic portal product is Oracle WebCenter Suite. BEA WebLogic Portal (WLP), Oracle Portal as well as AquaLogic User Interaction (ALUI) are listed as product to be continued & converged.
The WebCenter Suite contains most collaborative components of ALUI already. This I somehow discovered in the official description now. So it seams that ALUI has converged much quicker than WLP (if that is going to be converged at all). Oracle has a clear Web 2.0 strategy: social tagging, end-user-driven mashup creation and supports relevant portal standards (WRSP).

Microsoft offers an integrated suite delivering portal with content-, workflow-, and project management, collaboration, search and business intelligence functionality through the Windows SharePoint Services (WSS) and Office SharePoint Server (OSS) 2007. It is based on single repository. SharePoint is seen as a Web 2.0 platform (ecosystem) that can support both internal capabilities as well as leverage external best-of-breed products: integration of wiki solutions (Confluence, SocialPoint) and RSS feeds (SocialSites). As cautions it can be mentioned, that larger early adopters have not yet completed their implementations and there is room for improvement in management and replication functionality.

Other CTP Updates regarding Portals

The CTP Java Community Blog publishes a monthly portal update considering more portal vendors. So far they published a post for

Thursday, July 31, 2008

How a Traceability Matrix can help you keep track of your Requirements

During a project life cycle everybody tries their best to keep the final implementation in line with the initial user requirements. But very often, the actual implementation fits only partly with the user requirements. A simple but effective tool to avoid this scenario is the Traceability Matrix.

Common challenges managing user requirements

IT projects often start with the definition of the requirements (user, functional, others):

  • A business analyst talks to the end-users and gathers their requirements. Afterwards the functional requirements based on the user requirements are specified.

In a next stage of the project the system design specification is created:
  • A solution architect creates the design specification for the application to fulfill the functional requirements. He will make some interpretation how to functionality should be implemented, most likely not knowing the original user requirements.

In the implementation phase, chances are high that the developer does not know the user or functional requirements. Therefore he will mainly focus on the technology aspect and not so much on end-user expectations. This is even more pronouncedly the case when the developer belongs to a different team or even company than the business analyst who gathered the user requirements.

At some point the test cases are created and since it is difficult to know which part of the application matches which requirements, often just the functionality of the implementation is tested and not the user requirements.

To make things worse, in the course of the project, there will be changes from different sides:
  • The user might have new ideas and the developers could face some technical difficulties. The changes most likely will be communicated to the other parties in the project, but usually it is not very clear which parts are affected. Therefore implementation starts diverging more and more over time impacting the initial user requirements.

What is a Traceability Matrix

The Traceability Matrix keeps track of the connection between user requirements, functional specification, design specification, test cases and potentially use cases. In each phase of the project the appropriate person fills out the one part of the matrix which belongs to his topic. Each element is linked with the element it is based on, starting with the user requirements.

A Traceability Matrix document owner ensures that any change of an item is also reflected in all the linked items. Therefore, if a user requirement changes, the linked functional requirements, design specifications and test cases have to be checked and adapted if necessary.

How does the Traceability Matrix work

In your spread sheet tool you create a table with columns for the topics you want to track in your Traceability Matrix. Normally you start with the user requirement, but in special cases you could also start with the uses cases.

  1. State the reference numbers of the user requirements. One for each row.

  2. In the next step add the functional specifications reference numbers belonging to the user requirements per row. The same functional requirement can appear in several rows.

  3. Then you go on the same way with the design specification and the test cases.
You will end up with a nice Traceability Matrix, where you can check which elements are linked together. At which time you add use cases and test cases depends on your processes.

If you like you can improve your spread sheet with mechanism to highlight if an element in the chain is missing.

What do you need to keep in mind while using the Traceability Matrix

The Traceability Matrix is a very helpful tool, but as with any tools, it needs to be used properly to really be effective. Here some tips, what you should keep in mind, when using the Traceability Matrix in your project:
  • Get people to feel responsible for their part: They will fill it out properly and also be interested that the rest of the document is filled out, so they can work with it.

  • Fill it out while you are writing your document: This saves a lot of time, because afterwards it is a hassle to link all the elements. In addition it helps to ensure that you don't forget anything.

  • Always keep things up-to-date: Maybe the key for a successful use is to always update the Traceability Matrix and all the other documents. Only then you can easily check something and make adjustments where needed.

  • Do your test cases early on: Thanks to the Traceability Matrix it is even easier to do so. Like that you can ensure that they are really based on the user requirements and the developers can easily check which test case their implementation has to pass.
We hope that this little summary about the Traceability Matrix will help you to manage your requirements more efficient. If you would like to know or need support in this area, feel free to contact us anytime.

Thursday, June 12, 2008

Setting the context for Advisory Services at Cambridge Technology Partners

Statistics on IT project delivery
Although there has been some improvement on IT project delivery since the Chaos Reports was first published in 1999, the situation has unfortunately not changed dramatically. 2/3 projects are still canceled or challenged, and only a 1/3 are truly successful.



There are also some other statistics which can be found in all kinds of reports:

  • $80 -145 billion per year is spent on failed and canceled projects (The Standish Group International, Inc.)
  • 60% - 80% of project failures can be attributed directly to poor requirements gathering, analysis, and management (Meta Group)
  • 40% of problems are found by end users (Gartner)
  • Poorly defined applications have led to a persistent miscommunication between business and IT. This contributes to a 66% project failure rate for these applications (Forrester Research)
If you want to be part of the 35% successfully delivered projects, CTP can help you with our Advisory Services offerings.

Cambridge Technology Partners offers
  1. Project Management as a service
  2. Business Analysis as a service
  3. System Architecture as a service
We bundle our core knowledge coming from different areas of expertise to offer Services to our customer to overcome the well know challenges.



Projects bring together resources, skills, technology and ideas to achieve business objectives.

Project management helps to ensure that these objectives are achieved for the defined scope within budget, within time and to the required quality.
  • CTP is the pioneer of the fixed time / fixed price approach and an early adopter of strong delivery and project management methodologies
  • CTP continues to tailor its methodology to new business challenges, including Global Sourcing & Global Testing
Business analysis helps to identify business needs and determines requirements to meet business objectives.
  • With our knowledge and techniques, CTP can quickly identify, develop and prioritize business requirements.
  • With strong facilitation and communication skills CTP can help to close the gap between Business and IT.
System Architecture ensures that your defined business requirements fit into your IT landscape.
  • Our experienced system architects at CTP will turn your business requirements into your IT solution.
The entire CTP Advisory Services Presentation is available at our CTP knowledge repository: Link (internal network); Link (vpn-portal)

Monday, June 9, 2008

Project Management & Business Analysis Certification Path at CTP

Certification gives recognition of competency, shows commitment to the profession, and helps with job advancement. Cambridge Technology Partners sustains continues education and sponsors professional certifications, in order to advance the professionalism of its employees.

Cambridge Technology Partners advocates the PMP certification for Project Managers and the Business Analysis Certification for the Business Analysts.

As part of the Advisory Services Solution at CTP we created a certification kit. The goal of this document is to provide to all interested employees with the necessary steps to get certified based on Cambridge colleagues experience.

Project Management Professional (PMP) is a certification in project management. It is managed by the Project Management Institute (PMI) and is based on the PMP Examination Specification published by PMI in 2005. PMP is considered by many organizations the standard certification for Project Managers.

  • Certification Eligibility: Applicants must have 35 hours of specific project management education. In addition, applicants with a bachelor's degree must have a minimum three years’ professional project management experience, during which 4,500 hours are spent leading and directing project tasks, up to eight years from the time of application.
PRINCE2 (PRojects IN Controlled Environments) is a process-based method for effective project management. PRINCE2 is a de facto standard used extensively by the UK Government and is widely recognized and used in the private sector, both in the UK and internationally. The method PRINCE2 is in the public domain, offering non-proprietary best practice guidance on project management.
  • The PRINCE2 Foundation examination is aiming at measuring whether a candidate would be able to act as an informed member of a project management team using the PRINCE2 methodology.
  • The PRINCE2 Practitioner examination is aimed at measuring whether a candidate would be able to apply PRINCE2 to manage a project.
The IIBA (International Institute of Business Analysis) has created the Certified Business Analysis Professional™ (CBAP™), a designation awarded to candidates who have successfully demonstrated their expertise in this field. This is done by detailing hands-on work experience in business analysis through the CBAP application process, and passing the IIBA CBAP examination.
  • The CBAP exam is 3.5 hours long and consists of 150 multiple choice questions with four possible answers to select from. It is based on the BABOK (Business Analysis Body of Knowledge)
Learning Tree sponsors a certification path for Business Analysts. To be eligible to take the certification one has to attend three mandatory courses and an elective one:
  • Introduction to Business Analysis: Defining Successful Projects (3 days)
  • Developing User Requirements: The Key to Project Success (4 days)
  • Business Process Re-engineering for Competitive Advantage (4 days)
The detailed certification kit, including training providers & enrollment tips, is available at our CTP knowledge repository: Link (internal network); Link (vpn-portal)

Monday, June 2, 2008

Article: Managing projects in the onsite-offshore model - Tips to address the main challenges

Many IT organizations now follow the onsite-offshore model to gain the twin benefits of being closer to the customer and gaining cost advantages in the delivery process.
The benefits of working in this model are reduced total costs of ownership (TCO), access to expertise, reduced downtime and better failover mechanisms in operations apart from the advantage of leveraging improved quality processes.
However, organizations also have a challenge to meet the benefits- A challenge that did not exist in the pure onsite delivery model. This article throws light on some of the tips to address these challenges, when it comes to managing projects in an onsite-offshore model.

The article is available at our CTP internet website: Managing Offshore Projects (PDF)

Friday, May 30, 2008

Welcome to the Advisory Services Solution Blog

Stay tuned for further updates regarding the advisory services solution...