International Project Management Day: The Recipe for Project Leadership

November 6th is recognized as International Project Management Day. It is always celebrated on the first Thursday of November. Today we will recognize how project management is really shifting and evolving into project leadership.

What the Pros Think. We all know a project manager. Maybe we are one ourselves. With this in mind, how would you describe a project manager? My faithful audience knows I like to play word association in my blogs, so I'm going to start: Project managers are organized, excellent communicators, multi-taskers, proactive, and strive to make a difference. "Business to Community" recognizes some of the top project managers and their thoughts on the top project management skills needed to succeed.

What Makes a Project Manager Successful? The beauty of project management is that even though there's a definite science behind it, it's also an art. A large element of project management has to do with creativity. Creative problem solving, creative organization tactics and strategies, and creative project leadership all go into the "art" of project management.

So what does creativity have to do with project management success? Each project manager has his or her own unique, individual style for managing projects, working with customers, and working with team members. Sure, there are certain crucial steps in project management that are essential to success, such as risk management and response, gathering and identifying stakeholder requirements, communication and leadership styles, and estimating and budgeting, but there's also that gray area where each project manager has the opportunity to shade that gray area with their own color. While "following the rules" (such as the FMEA principles, ISO, and other set industry standards) is important, the other secret to project management success has to do with that little part of you that makes you, well, YOU.

Project Management is Really Project Leadership...So getting to the whole point of this blog, and the whole idea behind today, project management is really evolving into project leadership. I've always believed that there is a fine line between a manager and a leader. A manager does just that: manage. But we all know that a good leader displays an excellent balance between managing the business side and people side. A leader not only works with team members and stands by them, but also encourages.

We've talked before about how important communication is when leading a team (or any relationship for that matter). A successful project management leader encourages open communication among a team. A leader is open to conflicts and debate and sees them as an opportunity for change and improvement, and also recognizes the fine line between open, informal and formal communication, and knows when each is appropriate.

But there are challenges with project management leadership, isn't there? In fact, many would agree that the most difficult area of project management is working with different team members and personality styles. It's difficult to tailor your management and leadership style to the different working behaviors and learning styles on each team, especially if you have over ten people on your team.

What Do You Do When Your Team is Impossible to Work With? If you've been a project manager, team leader, or supervisor for some time, then you probably know too well what it's like to have a team that doesn't seem to agree on anything, or that are just particularly difficult to work with. But before you jump out the window, here are three ways to work with difficult teams:

- Recognize the four stages of project development

- Practice and encourage effective and active listening and questioning
- Use the "shit sandwich" technique when delivering negative feedback

I know what you are thinking, "What the hell is a 'shit sandwich'?" Don't worry, we'll get there. First let's start with recognizing the four stages of project development. Whenever a team is assigned together for the first time, there is always that awkward phase of getting to know one another...which can really create a lot of tension and not at all productive. But, recognizing the four phases of project development can help project managers and leaders understand what is really going on with a team.

These phases are the following:

Phase 1: Forming - The team is becoming acclimated, overcoming initial awkwardness
Phase 2: Storming - The team is learning how to work together
Phase 3: Norming - The awkwardness of the first two phases are over, the team is now solving problems together, and productivity starts to spike
Phase 4: Performing - The team has achieved a high success level together by either reaching a goal or finishing a project, the ultimate level of productivity and team performance

Through recognizing the phases of product, and ultimately, team development, a project manager or leader can oversee the phases, participate in various steps, but overall, he or she should be practicing effective and active listening while encouraging questions. Recognizing each team member for the unique individual he or she is really begins with listening. A team leader can certainly voice his or her opinions, but not without fully, actively listening to a team member first. And before consider your response before you respond. How will this team member react to what you would like to say? Remember, it's not always what you say, it's how you say it.

And, now, the "shit sandwich". I came across this term earlier this week when conducting research for a client and I thought it conveyed my point here perfectly. The "shit sandwich" is a method for delivering negative feedback. As Hubspot explains, "CEO, Ben Horowitz discusses the old feedback trick that is the shit sandwich. 'The basic idea is that people open up to feedback far more if you start by complimenting them (slice of bread #1), then you give them the difficult message (the shit), then wrap up by reminding them how much you value their strengths (slice of bread #2).'" 

However, the "shit sandwich" has its pros and cons...and not for the derogatory term. The positive reaction is that it is a highly effective communication tactic. The negative reaction is it could be interpreted as "sugar coating". All in all, the bottom line here is pay attention to your team members' personalities and tailor your communication accordingly.

Unfortunately, there are times when leaders really need to step it up a notch and lead a team through a crisis. The ultimate crisis is the downturn of a company or organization where morale is at an all-time low, and tension and fear are at an all-time high...and productivity levels are at 0. Again, the only way to really lead a team to the light at the end of the tunnel is communication.

There's Always Room for Improvement. Even if you are a senior project manager, or have been in project management for over a decade, there's always room for improvement. Project managers are constantly evolving and improving as leaders. But, the hard truth is that projects fail sometimes. It's just the nature of the job. While project managers and leaders are responsible for SO many facets of a project, there's still a great deal out of our control (even though we might hate to admit it). But accountability and responsibility are huge aspects of project management that go a long way.

Take some time today to think about your personal and professional goals, your strengths and weaknesses, your leadership and communication styles...even if you aren't a project manager. Think about how you can make a difference in all that you do, because that in itself, can make all the difference.

Image credit: © CurvaBezier

Written content: © 2014, 2013, 2012, 2011, 2010 J. H. Language Solutions 

3 Secrets Behind Strategic Thinking

If you are in business of any kind, then you've probably heard of a little something called "strategic thinking". This hit me for the first time earlier this year. I heard it for the first time at a seminar and thought "oh, yeah, sure..." but never really understood what it meant.

Since then, I've seen and heard it much more frequently, so now I take the time and dive into it. What IS strategic thinking? What does it mean? And what does it mean for business?

Strategic thinking relates to long-term thinking and planning.

There. The secret is out. Problem solved. Case closed. So why read on? Well, before you close out of this window, there's more...

Today there are several interrelated business management and planning trends that are "buzzing" today, and those are:

1) Big Data. When we think "data", this is often tied to some form of reporting. And reporting needs to come from a source...technology. Our best friend. This is where business analytics dashboards come in handy today. From acquiring and accessing "big data", we then proceed to the next point of...

2) Performance Metrics. So once we've gotten our hands on that data, now what do we do with it? Make decisions. That's what it's about. By accurately analyzing our "big data" we can now come up with three important things: 1) goals, 2) performance metrics to reach those goals), and, 3) a long-term strategic plan on how to perform successfully and meet those goals, and make more informed business decisions. Remember, data is merely support...it is not driven.

3) Strategic Thinking. Now that we understand what strategic thinking is, and how to get to that step with our big data, now we can talk a little more about the planning nitty gritty. Based on your data and performance metrics,  We already covered this one. But here is how all three of these tie together. But strategic thinking, like performance metrics are about decision-making. What data can we use and analyze to make better business decisions?

Strategic thinking is all about the "what", and it's pretty hard stuff. Not gonna lie. Strategic thinking is harder because it involves rigorous planning and thinking long term...which can be difficult for some entrepreneurs. Some entrepreneurs have a hard time seeing the VISION of their business because they are the doers, the worker bees, the "technicians". They are too focused on the here, the now, and getting "the work" done each day. When you are too focused on the here and now, it is harder to see the bigger picture. Other entrepreneurs have the opposite problem. They have BIG ideas, but have no idea how to take the smaller steps to getting there.

Regardless of which "problem" you have as an entrepreneur, the answer lies behind Door Number 3: "Strategic Thinking".

So what does either entrepreneur do? Planning. There are several planning steps—all of which we heard before and strongly encouraged—that all point and lead to long-term success, and hit all the pit stops along the way. They include: daily planning, weekly planning, monthly planning, quarterly planning, and annual planning.

For those entrepreneurs who operate as "technicians", daily, weekly, and even monthly planning are probably a piece of cake. But where is your business going a year from now? You probably have no idea. For those entrepreneurs focused on your BIG ideas, good for you. You probably know exactly where you want your business to be in a year from now, which is awesome. But what are your plans next week? I know, I know...you have no idea.

Each entrepreneur should spend a little quality time with strategic thinking. (I know, strategic thinking isn't really the "quality" time you had in mind. Trust me, I get it.) I read an article not too long ago on the secrets and methodologies of highly successful entrepreneurs and one female entrepreneur claims she spends the first two hours each day IN her business...not checking email or answering the phone or doing the little tasks here and there, but spending time on her business VISION. Maybe you don't have two hours to spend every morning on this, and that's fine. This is just an example. Another idea is to spend a day and go into "black out mode". Same rules apply: no phone, texting, social media or email. Just quality time for you and your business, and a little intimate strategic thinking.

So before we close, what are the risks to strategic thinking? Business planning strategies are often investments of time, money, and resources. So the main risks here are opportunity and financial. "How much is this Idea A going to cost?" "How does that compare to Idea B?" "What if by setting Goal A, I miss out on Goal B?" The best way to address each risk is to lay them all out. Break out your FMEAs, and develop a risk response plan to each.

Phew. We finally got there. We NOW have a clearer understanding of strategic thinking, and how that is tied into performance metrics and data, which ALL equal how to reach our business goals, objectives, and, yeah...success.



Image credit: © igor - Fotolia.com

Written content: © 2014, 2013, 2012, 2011, 2010 J.H. Language Solutions

6 Ways to Kill it at Your Next Meeting

How do you react when you receive a meeting invite? One of the first questions that comes to mind is most likely, "Why do I need to go to this?" You're not alone.

There is good news, however: Meetings don't have to be this way. So how can entrepreneurs run better meetings to not only ensure that team members are engaged, but that they are actually getting something out of the meeting and find them valuable? ...Which can be the most frustrating part.  

1. It's not always the WHAT, it's the HOW. Regardless of what you are trying to accomplish or get across in a meeting, it's the how that’s important. Each topic you wish to go over should be tailored to each learning style attending and participating in the meeting. For example, it's a good idea to present visual aids, be them hard copies or electronic documents, and share them with the group. This approach will engage your visual learners.

Furthermore, having an open-ended conversation, Q&A session, or other lecture will appeal to your auditory learners. Remember, these are the folks that are likely going to ask a lot of questions or leave them until the very last second of the meeting. Annoying? Maybe a little...but keep in mind they aren't trying to be.

Finally, your tactile learners are going to be the fidgety bunch that won't be able to sit still. Asking them to participate in a hands-on activity will cure the "fidgety-ness". If there isn't enough time allotted for an activity, then having pens or pads of paper available on a conference room table will be enough to keep them busy. 

2. Interpersonalize. Yeah, I just made up that word right there. Interpersonal communication skills are one of the most important entrepreneurial or project management skills. Paying attention to words, emotions, and body language can have a huge impact on how you direct your message to your team, as well as each individual member. Not only is important to pay attention to your team member's communication style and behavior when he or she asks you a question, but it's also important to keep in mind how YOU react to them, with your own communication style and behavior. This can also help you when resolving conflict or having a difficult conversation with a team member. Again, same as above applies here: "It's not always about WHAT you say, it's HOW you say it."

3. Set an agenda...and stick to it. One of the most annoying things we encounter in a meeting is when conversations veer off course and even open up into other topics. Then, suddenly we are out of time, and not only did we not address what we called the meeting for, but team members leave or get off the phone thinking: "Well THAT was pointless", or worse, with the same unanswered questions as before. Avoid this viral spiral by allotting a time limit for each topic you would like to cover. If more time is needed on a certain topic, then schedule a follow up session for later on or leave room for some flexibility in your schedule or agenda for an open-ended or informal discussion. 

4. Lights, Camera...Action! So how do you know if anyone really got anything out of a meeting? Assign tasks for each member before closing. And, no, this isn't micromanaging...as long as you keep that in check. The key here is motivation, not micromanagement.

Be sure to also assign yourself your own action items. This will make team members feel like you are on the same playing field with them and that you are a true leader. Each team member should be fully aware and have a clear understanding of their tasks and responsibilities before the next meeting. 

5. What have I worked on since the last meeting? Prior to meeting again, whether that is in a few days or a week depending on the project or availability, each team member should discuss with the team what they worked on since the last meeting or what they accomplished. This will help keep goals and tasks focused and centered, and will also avoid veering off topic and running out of time...indubitably everyone's favorite thing. It will also keep the air positive throughout the meeting.

6. Informal Communication is REALLY Okay... Many entrepreneurs or project managers are worried about keeping their communication style professional. While this is a great course of measure, sometimes keeping things formal ALL the time can do more harm than good. Allowing informal communication among your team is okay too. This will allow you to be approachable, trustworthy, and dependable to your team. You want team members to be open with you, talk to you about concerns, and feel comfortable opening up to you. Team members stick around, feel productive and happy, and sometimes even enjoy work if they have a manager they are comfortable with and can trust.

So that wasn't so bad, was it? The moral of the story here is that with a little planning, organization, time management, communication, and a little extra emphasis on appealing to the various learning styles, a meeting doesn't have to be a horrible experience.


© Indigo - Fotolia.com

Written content: © 2014, 2013, 2012, 2011, 2012 J. H. Language Solutions  

The 3 Learning Styles and What They Should Mean to You

Have you ever sat in a meeting, lecture, or class, and think to yourself, "I have NO idea what anyone is talking about, or what I'm reading about"? We've probably all been there at least once in your life. The worst part about that is how stupid we feel in that situation. You can't help but think "everyone is getting this but me." It's a horrible feeling, no doubt about it. But what if it's not all you?

The truth is everyone has a learning style. Recognizing that learning style is also critical to your professional success as well as how you function as an individual. There is no "right" or "wrong" learning style, nor does one mean you are smarter over the other. It's just how you learn. The different types of learners include visual, auditory, and tactical. What kind of learner are you?

Visual Learners. Visual learners rely on visual aids, such as charts, graphs, concept maps, or even prefer reading material at their own pace in order to learn and intake information. So the team members in a meeting, training presentation, or class that may seem like they aren’t paying attention, probably really are, but will most likely read up on meeting notes, review the presentation slides or hand outs, or study on their own time and at their own pace.

Auditory Learners. Auditory learners prefer listening and participating in lectures, class discussions, meetings, and other group projects by asking questions as opposed to reading material. Some leaders or lecturers may find that the “talkers” in the group are often the people that wait until a minute before the close of a meeting to ask 100 questions. Be patient…those are just the auditory learners that are speaking up and feeding their own learning style and habits.

Tactical Learners. Tactical learners, also known as kinesthetic learners, are doers. They are the fidgety, hands-on, “I need to just DO this” kind of people. These are the individuals that might doodle or fidget in meetings or class that others might find annoying or distracting. They are in fact listening and taking in the information, but they prefer to do it and get their hands on it rather than listen to it.

By recognizingand understanding each learning style, we just learned a whole lot more about ourselves, and maybe even our class mates or coworkers, didn't we? Now that we understand each learning style a little bit better, how does this knowledge make us better students, employees, leaders, entrepreneurs, or even parents? It allows us to tailor how we teach, speak to, or support another, be it a class mate, a friend, a child, a coworker, or a team member.

For example, you are a manager and one of your team members is Joe. Joe is a visual learner. He visits your office or calls you up and asks a question that may require some training or in-depth explanation, how do you show Joe what to do? If Joe is standing in your office or is on the phone, you can verbally explain to him what to do, and then you might follow up with an email with those same instructions after your conversation. You can also email him charts or slides from a training presentation for his review. This way, Joe, who may not have taken in every single word you said when you spoke to him, but that doesn't necessarily mean he didn’t listen, but now he has an email from you to read on his own once he tackles his task.

Those of you who are managers or entrepreneurs who might be reading this might think this is borderline micromanagement. It isn’t. It’s not about doing team members’ jobs for them, or breathing down their necks to get it done, it’s rather about recognizing individual learning styles. Just like any manager would recognize a team member’s strengths and weaknesses, this is taking it one step further and reaching a team member in the way that they learn best.

So let's go back to the meeting or class and the moment you realize you feel stupid. What was it about that environment or how the content was presented that you feel like really didn't do it for you? Maybe it was too boring to sit and listen to someone blab? Or maybe the presentation itself was too hard to see from where you were sitting. Or maybe the subject material itself just doesn't hold your interest. Regardless of the reason, just because you don't understand something or having a hard time following doesn't necessarily mean it's a reflection on your intelligence or intellectual level. It's just your learning style.

Image credit: © iQoncept - Fotolia.com

Written content: © 2014, 2013, 2012, 2011, 2012 J. H. Language Solutions 

J. H. Language Solutions: "Behind the Music"

Just like the professional musicians do at the end of a rock concert, I'd like to start this post off by thanking my fans, clients, and anyone out there who has taken the time to read through my blogs and services. I am proud to work with such a diverse clientele and workload on a regular basis. This allows me to grow and learn as business owner and entrepreneur in how better serve my clients...spoken from a true musician at heart.

Regardless of what role you play in my "audience", I want to share with you the true tale of J. H. Language Solutions and what sparked me to start my own business, the challenges I faced and currently face, and where I am now as well as my plans for the future. Here’s the story of J. H. Language Solutions.

The year 2010 was one pivotal year in my life. Even though I didn’t know it at the time, it meant “change” in every area. Prior to 2010, I moved from one dead-end job to the next, of no fault of my own, endured financial strain and stress as a result, and was just trying to find my corner of life where I was meant to be. I was on the journey in search of something that made me “me”, or “finding myself”, if you will…just like everyone.

After months and even years of stress, and a period of “bad luck”, I knew I needed to start doing something different. I knew I needed to make a change, but I wasn’t sure how. Like anyone would, I started with money. I needed to make extra money to pay down my debts and ensure a healthy financial future. By taking some advice from a former supervisor, I began looking for freelance work. I signed up with oDesk, a freelance website. I immediately began bidding for jobs, but nothing fell through. After almost three straight months of bidding, I landed my first “job” proofreading an eBook.

Then, also around the same time, I headed to Boston for a full time offer as an Associate Editor with Pearson. With over an hour’s ride by train each way every day, and my newly found freelance work, I knew I had my word cut out for me. But with a very promising and aspiring career in publishing, I knew Pearson was the place to go. I would just make it work. However, Pearson is not the easiest company to get into, but even there, the chips began falling into place. I got to meet and work with some of the most amazing people and my love and interest for publishing grew and developed into a love and appreciation for project management. In 2011, I was promoted to Associate Project Manager, and in 2013 I was promoted to Senior Project Manager and became an assistant manager, and another potential promotion on the horizon.

From 2010 on, I was able to take my full time experience, as well as the experience I gained from working with different clients on a freelance basis, and tie them both together. I began applying my skills and experience in both places, and was finally lucky enough to say that my hard work was starting to pay off. Then, since my freelance workload had dramatically increased over only a period of six months, I began to see a huge demand for what the services I was currently offering, which was only proofreading, copyediting, and English/Spanish translation at the time. By the end of January 2011, I registered my DBA, J. H. Language Solutions (which stands for “Julie Anne”, my first name, and “Helen”, the first name of my last surviving grandparent) with the state of Massachusetts.

It was official. I owned my own business. I felt on top of the world. One of my lifelong dreams finally came true. One of the first things I did was buy a laptop and opened a business checking account. I spent an hour each morning on the way in on the train and the hour home doing work, getting my name out there, trying to establish a good online and social media presence. Then as time went on, the two to three hours per day wasn’t enough. I began working at home in the morning, at night, and even at a local Starbucks in downtown Boston on my lunch breaks. I established a small business office in my home, which I learned comes along with some pretty nice tax benefits. All in all, it was hard work and I was SO tired every day…but I hit the pillow every night feeling accomplished.

Over the next two years, my business work load grew to an unimaginable amount. Each year I set my own “sales goals”, and exceeded them every time. Each year I also set “business goals”, and have begun meeting and exceeding those as well. One year I developed my blog and website, one year I bought all new technology to help me keep in contact with clients since I certainly spend a lot of time “on the go”. Another year I started attending seminars, networking events, and trying to meet other people in business and get my name out there.

In 2012, I went back to school for my Master’s in Project Management, which also comes with a PMP certification upon program completion. Presently I’m about halfway through the program, with an estimated completion date of spring 2015. Oh, and to date I have a 4.0.

This year, which was probably the biggest hurdle yet, I became insured. After nine long months, I am so incredibly proud to say that as of August 2013, J. H. Language Solutions is a fully insured entity. Next year will be another larger hurdle, and that is to project myself and my business intellectual property and establish legal contracts to work with all my clients.

So now here I am, at the close of 2013 pushing four full years “in business” (though it is officially three under my DBA), and I think about how much I have grown, both my business and as an entrepreneur. I have grown from small proofreading, translation, and copyediting jobs to copywriting, managing blogs and websites, managing content strategies and marketing plans, managing social media marketing and email marketing…and it all started with $5 to open a business checking account, a girl in her mid-20s, and a dream.

So how do I do it all? Whenever people ask me that, I grin and say, “I have excellent time management skills”. And I do. I have to. Some people ask me if and when will I quit Pearson and work as my business full time. And the truthful answer to that is I don’t know. While business is doing well, I have a long way to go before I can open a separate office space and live off what my business brings in after all expenses and taxes are paid. But would I love to? Hell yes. But that is still a long way off, and also a huge risk that I’m not quite ready to take.

But through it all, the ups and downs in business, the challenges and the successes, I can honestly say that through the years I have developed a deep and passionate love for my business. It’s a ton of work, and it’s hard work, but I love each and every second of it. Not because of my own personal and professional success and achievements, but because of the difference I truly believe I make each day in my clients’ projects and in their lives. I am truly thankful for each and every client I work with and have worked with through the years, and I just only hope and pray that it continues. I’d be nowhere today without them. So let the show continue, because I don't want the music to stop.

What Are Business Analytics and What is a Business Analytics Dashboard?

Last Wednesday, I attended a seminar at Bryant University in North Smithfield, RI. To further my professional development and education in addition to my pursuing my degree, I try to attend at least two seminars or other networking events per year. This seminar was on business analytics dashboards. I read the description before registering the event and thought it would be useful to learn, but otherwise I wasn't sure what it was...

So anyone reading this who might be thinking, "what are business analytics and what does it have to with a dashboard?" I will tell you and share what I have learned.

So what are business analytics and metrics, and what do they typically consist of? In short, a business analytics dashboard is an information data resource. It involves charts, graphs, and other pertinent business or project related data all condensed and organized on one screen. What is its purpose? To help give a one shot view of all combined data and to assist with decision-making.

Here is a closer break down:

•  Product sales numbers and data (weekly, monthly, quarterly, annually, etc.)
• Project related information and data (such as project status, schedule of tasks, estimated completion dates, deadlines, milestones, etc.)
• Project risks and associated risk response plan
• Project costs, master schedule, time and materials, etc.
• Percentage of business growth
• Organizational goals (for both for-profit and non-profit organizations)

Basically any type of data that a project manager, business owner, CEO, or any other executive level position needs to see or needs to present to team members, other executives, or even customers in order to make decisions and keep track of data is a business metric.

Here are some design tips to keep in mind when creating and drafting your dashboard:

• Select an attractive color scheme and appropriate font style so it is aesthetically pleasing. 
• Avoid decorative fonts as descriptions and labels should be clear and easy to read.
• Descriptions should be clear yet concise as possible. Context is key here.
• Avoid clutter and “junk”, such as images and widgets. These just take up valuable space. Save them for your brochure or website.
• Arrange and organize data efficiently and accordingly.
• Beneficial dashboards should present both efficiencies and inefficiencies.
• Communicate and share data clearly and effectively.

When designing and drafting your dashboard, keep one thing in mind: What is the most effective way to combine and condense all the data we need to see and review for a project all on one screen? Where do you want your or your users' eyes to be drawn to first? What are your organizational or project goals that you want to stick out and be visible?

Of course, these are all just some ideas on how a dashboard can be used and how to start designing one. Dashboards can be tailored to any position, industry, or audience. Whether you are a project manager studying the schedule of tasks, project milestones, phases, and other project-related specs and information or a CFO managing and monitoring all sales, revenue, and other financial information, or a small business owner who needs to moderate all business facets including finances, projects, sales and organizational goals, and percentage of growth, a dashboard can be a huge benefit in helping teams to organize pertinent data.

Creating and designing a dashboard that is both useful and organized and aesthetically and visibly clear and pleasing is certainly a challenge. All in all, a business analytics and metrics dashboard should help organizations organize and streamline data in a helpful and even professional and presentable manner.




*Photo taken by J.H. Language Solutions, November 20th, 2013 

Written content: © 2013, 2012, 2011, 2010 J.H. Language Solutions

3 Facts about Women in Business and Business Growth

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It’s no secret that the number of successful and professional women grabbing hold and empowering the entrepreneurial world has grown exponentially not only in the last decade, but even more so in the last several years. More and more women are working in executive roles such as CEOs, VPs, other various high level or managerial positions, and even becoming business owners.

Regardless of the position or level, women all over the world are developing new networking skills and strategies and even experimenting with their entrepreneurial skills and abilities. Interestingly enough, women were stereotyped in working secretarial, educational, or nursing roles not thirty years ago. While these positions are still predominantly held by women, they are also branching out into other roles and industries that are commonly stereotyped as “male roles”, such as doctors and physicians, scientists, lawyers, and even military service members and law enforcers.

In fact, here are some renown facts related to women in business that prove that exceptional females are working out of the homes, out of the secretarial pools, and up the corporate ladders:

Trust the facts, Jack:

• In the last decade (approximately between 1997 and 2006), women-owned and operated businesses grew more than any other business in the U.S. As of 2011, it was estimated that at least ten million businesses had ownership of 50% or more women.
  
• In 2012, approximately 6,000 companies in the world have at least one female director working at an executive level.
  
• As of 2008, women hold approximately 46.3% of the labor force in the U.S. Approximately 15% of Fortune 500 companies in the U.S. have female corporate officers.
  

While some of this data was from several years to almost a decade ago, it is almost certain that these numbers have increased at the rate that small businesses and start ups are growing in the U.S.

So this now begs the question: Why the gradual and astonishing increase in the number of female business owners, directors, and CEOs? This could be due to economic changes and pressure for women to survive in the work force, the desire for women to be successful as men, or even in an attempt to help close the pay gap between men and women.

Regardless of the reason why more and more women are pouring into business, the statistics are still surprising. On the flip side, however, it's also true that women still have a long way to go to catch up with men in the work force. But look on the bright side, ladies, there are even organizations and foundations established to help women in business succeed. In fact, there are also grants available to those women who are looking to start up small businesses. It's out there and it's possible. You've just got to know where to look.

So hats off to the ladies who have been busy networking, consulting, solution-ing, and just rocking it in the world of the business in the last few months, the last year, and in the last decade. 

© Dreamstime Agency | Dreamstime Stock Photos

Project Management and Gathering Project Data: The Three “V’s”

Gathering project data can be a difficult task for project managers. This takes knowing your projects and knowing your customers. Before assigning a project or delegating project tasks, there are a few steps project managers should master to make sure all relevant project data is gathered properly.

So when project managers first take on a project, how does he or she know what questions to ask customers and if all project data is sufficient? Project managers can follow what I like to refer to as the three “V’s”: Verify, vet, and validate.

1)   Verify requirements. One of the first crucial areas to gathering project data is to verify project and customer requirements from various individual sources. This may involve identifying those sources from where the requirements originated. You may want to double and even triple check these requirements with the customer or client and make sure they accurately correspond to the customer’s needs.

If you are unsure of how to gather customer specific or project data, project managers can always create a client intake form or “wish list” of some kind which would include a break down of the customer’s needs, wants, or any specifications or policies that would directly impact how a project is managed and its outcome. 

2)   Vet problems. Finally, the last step in gathering project data is recognizing the problematic areas. While project managers typically do this when identifying and responding to risk, there is also an initial step in viewing potential problematic areas. This can involve omitting or clearing up vague or ill-defined scope or data, recognizing the conflicting views or lack of understanding between users and customers. Close the gap in communication.

3)   Validate requirements. The next step in gathering and verifying project data is ensuring that all specifications are consistent. When analyzing projects, project managers should pay attention to any inconsistencies or “red flags” that don’t typically coincide with typical customer specs. This is usually the area and the stage in which project risks are found and addressed. All in all, any inconsistencies should be brought to the attention of the source or customer immediately.

Once requirements have been verified and the consistency of the specs has been checked and triple checked, requirements should then be verified. One way to do this is to pay attention to the words customers use in their specifications: “clear”, “quick”, “detailed”, or “brief” are just some examples.

It goes without saying that gathering project data is an important step in project management and in assigning and delegating projects and tasks. Furthermore, spending the time and effort up front in properly gathering project data also minimizes the time and effort spent if project specifications change or are found to be incorrect through the project.

This not only causes project managers and team members unnecessary stress, but it also costs extra time and money to change project specs at later project stages. This can also inevitably lead to schedule delays, additional errors, and ultimately, unsatisfied customers. Project managers should memorize and implement the three “V’s” when gathering project data and recognizing customer requirements.

 

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