It’s the most prominent of a number of Agile techniques which fix “Time” and “Cost” – rather than “Features”.  That’s not to say that the goal of delivering a defined outcome and associated benefits is in any way diminished.

These techniques were first developed for software development projects – but in today’s climate they will resonate with those working in many other sectors.

Scrum is not the answer for every project but it includes very effective techniques which can be applied where appropriate – possibly to subsets of larger projects and programmes being run in more conventional ways.

The following notes will not make you a “Scrum Master” – but they may whet your appetite and encourage you to explore the books, websites and courses suggested below.

1. The name “Scrum” emerged as a rugby analogy where a self organising team moves  down the field - together
2. Many projects involve learning, innovation and surprises, so a major recurring theme of Scrum is to “inspect and adapt”
3. “Sprints” of intense activity are launched with a planning meeting and close with a Sprint Retrospective. This review questions “what we should start, stop and continue doing”
4. “Stand-up” meetings are held daily during Sprints when each member briefly states what’s completed, what they will do next, and what’s in their way
5. The “Product Owner” identifies product features in the form of a prioritised list and is responsible for ROI
6. The “Team” is typically a dedicated group of 5-10 people with the different skill sets needed to deliver the product
7. The “Scrum Master” is a facilitator rather than a manager – guiding the Team, resolving issues and interfacing with the Product Owner
8. The “Product Backlog” is a definitive and prioritised list of remaining features and tasks – so becomes the product road map
9. The “Sprint Burndown” tracks estimated hours work outstanding against the “time-boxed” Sprint hours available
10. Scrum is not just about processes – it’s a different style of working which is energetic, collaborative, and flexible.

>> Buy Ken Schwaber’s “Agile Project Management with Scrum”
>> Find other Scrum books and resources
>> Explore Scrum training courses
>> Upcoming Scrum Master Certification courses
>> Download the “Scrum Primer” from the Scrum Alliance website
>> Using Agile in a legal practice – Larry Port
>> What’s Different about Agile

Blogalot - July 2010

The table below is derived from the 2005 book “Challenges of Migrating to Agile Methodologies” by Sridhar P Nerur (et al).

The vital issue for those attracted to the concept of Agile is, for any given situation, to balance the benefits of a responsive and flexible approach with one that imposes more rigour and discipline.

>> Agile Training Courses
>> ScrumMaster Courses
>> DSDM Atern Courses
>> The Agile Manifesto

Blogalot - June 2010

The following diagram emphasises the degree of overlap and inter-relationship between PRINCE2, DSDM and ITIL. Her presentation (follow link below) works towards an integrated roadmap.

By the way, this subject matter is being picked up by OGC so keep an eye open for the official book in due course!

>> View Dot Tudor’s presentation
>> Find ITIL training courses
>> Find PRINCE2 courses 

>> Find DSDM Atern courses

Blogalot - May 2010

With the new financial year funding appears to be refreshed. £4.9m has been allocated for organisations in the Sout East.  In the East Midlands there is a little more flexibility when it comes to companies with just 3 or 4 employees (previously 5 was a strictly imposed lower limit).

Focus has been able to help many smaller organisations access funding for accredited training courses such as PRINCE2.

>> Find out about the scheme and how to access your £1,000 grant
>> PRINCE2 Training Courses

Blogalot - May 2010

It was unscripted and quick – but the list is a pretty safe bet if you are looking to pick the 5, 6 or 7 which you want to highlight for your organisation.

1.      Keep the Customers Happy
- customer satisfaction is the ultimate goal
- it will mean different things to different people/organisations
- there may be both “technical” and “psychological” measures

2.      Who, What, Where?   [Address and Kill Top Issues]
- Understand where the problems are coming from
- can education of users help to avoid repeat requests
- identify regular issues, address root cause, avoid fire-fighting

3.      Staff Satisfaction
- a team enjoying their work will deliver better service

4.      Utilisation/Efficiency
- less agreement on this one – and tricky to measure

5.      Cost of Delivery
- yes, if you look at total cost of the service
- no, if you waste time over analysing every cost and benefit

6.      Impact of System Changes
- keep track of how calls are driven by changes to systems
- these changes are within IT’s control so there can be important lessons

7.      First Time Fix
- a more contentious suggestion – as quality must enter the equation as well as speed

8.      Measure Against SLAs
- important but remember that SLAs define a “tolerance” and the goal will be higher

9.      Calls Waiting/Abandoned Calls/Call Duration
- again, there are some trade-offs so one measure in isolation may be unhelpful

10.  Calls Prevented
- prevention is better than cure but how do you measure
- the ideal scenario is no call as there are no issues

>> Find ITIL Training Courses
>> Find SDI Service Desk Courses

Blogalot May 2010

Why make it your number one priority?

Ken brings years of experience – and a case study where a major organisation slashed the number of major incidents per month from over 50 to about 5.  This was through a relentless focus on root cause problem analysis. The mix of Incident Management to Problem management personnel switched from 9:1 to 1:9.

His case study organisation was excellent at Incident Management.  They acted fast and got systems up and running quickly.  However, it was only when attention was turned to the underlying issues that service outages began to fall – and business financial performance improved.

It required a major change in mind set with drive from the most senior management levels. Delivery was by hundreds of people within the IT support team. The role of the Problem Management specialists was to facilitate rather than to do all the work.  A key observation was that many people simply do not know HOW to analyse problems.

Practical Problem Solving

Don emphasises the importance of people and process (rather than technology or system).

Problem solving is not a natural talent. A survey showed that only 1% have any formal training. The most common mistakes are:
- quick assumptions
- failure to collect facts
- inaccurate or incomplete information
- failure to evaluate or reproduce the condition
- undue pressure for an immediate answer

The best starting points to avoid problems are:
- implement change control
- train customers
- train support personnel
- identify current business priorities
- record and document all service requests

When driving to the fix:
- define the problem first
- specify the solved state
- ensure the right people are on the team
- choose from corrective actions in a logical manner
- reconcile restraints and constraints
- prepare and implement plan
- review and adjust as necessary

Problem Management used to be highlighted as one of the fundamental ITIL processes. In terms of training and certification under version 3 it is grouped within Operational Support & Analysis.

>> Find TIL Operational Support & Analysis Courses
>> Ken Goff - KGM
>> Don Page – Marval

Blogalot - May 2010

Whilst techniques for Project Management, Business Analysis, and Benefits Management play an important role, when it comes to delivering change then it is the personal and behavioural aspects which are also crucial to success.

We hope you find these tips useful – and inspire you to delve deeper into the specialist literature, or explore the excellent Change Management training courses accredited by the APMG.

1. Vision & Strategy
People find change deeply disturbing and threatening.  During implementation there may be confusion and chaos.  It is vital that the destination and logic is clear and stable throughout.
2. Communication
You will only start to overcome personal resistance if you can convey the reasons for the change and the reasons why specific actions need to be taken. This needs to be maintained throughout.
3. Involvement
Take those affected through the change drivers and objectives.  There is often much more agreement than you would expect once the facts and hard realities are being openly discussed.
4. Sense of Urgency
To overcome resistance to change you need to build a head of steam. There is no room for complacency.
5. Realistic, Achievable and Measurable objectives
At both personal and organisational levels it is vital that objectives are crisply defined and success can be recognised.
6. Culture
Build a leadership team which is not only empowered to drive the necessary actions – but which also conveys through actions and words the organisational style that you seek.
7. Overcome Road Blocks
Change can be obstructed by dogma, systems, or prominent individuals. You must remove these obstacles or navigate routes around them.
8. Short Term Wins
You are a missionary.  You need stories and parables to tell.  Early wins can help paint a tangible picture of what you are looking to achieve.
9. Create Goodwill
Be respectful and helpful at all times – this will be repaid.
10.  Celebrate and reward
There will be winners and losers.  It is vital that sacrifices are respected and the future team understands when goals have been achieved.

>> Change Management Training Courses
>> Article from Training & Development

Blogalot - April 2010

The Data Protection Act 1998 establishes a framework of rights and duties which are designed to safeguard personal data. This framework balances the legitimate needs of organisations to collect and use personal data for business and other purposes against the right of individuals to respect for the privacy of their personal details. The legislation itself is complex and, in places, hard to understand. However, it’s underpinned by a set of eight straightforward, common-sense principles. If you make sure you handle personal data in line with the spirit of those principles, then you will go a long way towards ensuring that you comply with the letter of the law.

Does the Data Protection Act apply to me?
Only if you “process personal data”. if so, you must handle the personal data in accordance with the data protection principles. Broadly, if you collect or hold information about an identifiable living individual, or if you use, disclose, retain or destroy that information, you are likely to be processing personal data.

Do I need to notify the Information Commissioner?
If you are processing personal data you usually have to notify the Information Commissioner about this. Failure to notify is a criminal offence. The main purpose of notification and the public register is transparency and openness.

Are there any exceptions?
The Act provides an exemption from notification for some organisations that process personal data only for:
- staff administration (including payroll);
- advertising, marketing and public relations in connection with your own business
- accounts and records

Do I have to reply to a subject access request?
Yes, unless an exemption applies. One of the main rights which the Act gives to individuals is the right of access to their personal data. An individual may send you a “subject access request” requiring you to tell them whether you are processing their personal data and, if so, to provide certain information.

What does “fair processing” mean?
The first data protection principle requires you to process personal data fairly and lawfully. Ensuring fairness in everything you do with people’s personal details is central to complying with your duties under the Data Protection Act. In practice, it means that you must:
•have legitimate reasons for collecting and using the personal data
•not use the data in ways that have unjustified adverse effects on the individuals concerned
•be open and honest about how you intend to use the data
•give individuals appropriate privacy notices when collecting their personal data
•handle people’s personal data only in ways they would reasonably expect
•make sure you do not do anything unlawful with the data.

What is a privacy notice?
One of the requirements of the Act’s fair processing provisions is that certain information is given to the individuals concerned. The oral or written statement that individuals are given when information about them is collected is often called a “privacy notice” or a “fair processing notice”.

Can I use personal data for a new purpose or disclose it to a third party?
It depends. You should keep within the spirit of the intended use advised when the data is collected - and you should explain your modified intentions and, at the very least, give your existing customers an easy way to opt out.

Can I send personal data overseas?
You may transfer personal data to countries within the European Economic Area on the same basis as you may transfer it within the UK.  However, you may only send it to a country or territory outside the European Economic Area if that country or territory ensures an adequate level of protection for the rights and freedoms of individuals in relation to processing personal data.

Employers now want project managers who understand a methodology (Prince2) and also have sound project management knowledge

Many project managers are now looking to add the APMP certification from the Association for Project Management to their CV

The 5-day APMP course covers 37 knowledge areas from the APM Body of Knowledge which the APM describes as “fundamental to the professional management of projects”

Focus on Training offer 5-day APMP Courses in Aberdeen, Birmingham, Bristol, Cambridge, Chester, Coventry, Edinburgh, Edinburgh, Glasgow, Leeds, London, Manchester , Oxford and Reading

If you’re leading a team you will also find that the way you allocate your time will have a direct bearing on how others around you behave.

1. Schedule your priorities
- very different from prioritising your schedule!
- don’t let the urgent tasks displace the important
2. Plan your time – both business and private
- don’t be driven by random events or the whims of others
- align the time you spend on a task to its importance
3. Moderate your standards
- sometimes you just have to spend however long it takes
- usually 90% will do, will take half the time - and will allow completion of other tasks
4. “Results” not “Activity”
- Work smarter, not harder
- Achieve the maximum possible with the minimum effort
5. Delegate
- remember this may be downwards, sideways or upward
- in a structured way – and avoid checking/duplicating activity
6. Be prepared to say “no”
- justify the basis on which you allocate your time
- propose alternative approaches or timescales where relevant
7. Stay focused
- think how you blast through your “to do” list when you’re on holiday tomorrow
- ignore petty distractions

Try these simple techniques to improve your time management performance.

1. Survey yourself
- for 2 weeks, in 15 min increments, track how you use your time
- compare this to your personal or business objectives
2. Draw a 2×2 grid for “urgent” and “important”
- position tasks in each quadrant
- plan how to avoid tasks becoming both urgent and important
3. Stay on top of e-mail using the Donaldson-Fielder approach
- Delete: half or more emails can go immediately
- Do: if the email is urgent or can be dealt with quickly
- Delegate: if it can be better dealt with by others
- Defer: set aside time at a later date for emails that need more time to action

And make certain you schedule non active time.  You need time to think and reflect.  This is when you are most likely to work out your true priorities.

Still think you or your team need help with Time Management?
>> Find out about Focus on-site Time Management training
>> Book a public scheduled time management course

Blogalot - March 2010