At the start of a project with the team is in place, it's time for everyone to roll up their sleeves and define the problem to be solved. This may strike some as an unnecessary step, even a waste of time. Let me assure you: it's essential. There's an adage, "a problem defined is half solved." I believe this is especially true in software development. In fact, an IBM study found that well-defined objectives were the number one factor in successful projects.

• A good project definition should include: 
• A project plan defining the vision, Critical Success Factors and areas of responsibility. 
• A requirements document defining when the project is complete. 
• A prototype, mockup or demo that provides a visual tool for clearing up misunderstandings. 
• A Gantt chart or Sprint Plan stating who, when, what and related interdependencies. 
• A risk plan defining what might go wrong and what to do if it does.

Tom's Takeaway: Beginning a project without a clear definition and plan is like building a house without a blueprint.

What should a company do if it suspects its IT provider, or any crucial vendor, isn’t working out? Look for warning signs—missed dates, misunderstood expectations -- and if a switch to another vendor is unavoidable:

• Start by getting a copy of the all project code and build information. Also obtain the project plan, functional specifications, design documents and models, and all documentation.
• Select a replacement using referrals. When interviewing potential providers, ask questions that could have eliminated your previous provider.
• Ask the prospective provider about projects that didn't go as planned.
• When you make the switch, be directly involved. In working with your new provider, be upfront about what occurred with the previous provider.
• Don't wait until the first milestone to find out that key pieces of information, components or tools don't exist. Eliminate excuses.
• Keep the new vendor delivery-focused and watch out for the dreaded "not invented here" syndrome. That can occur when the new group wants to go back and change work completed by the previous provider -- not because the work was defective but because it wasn't built the way the new group would have preferred. If the new provider is insisting on rework, ask why and be sure to separate aesthetic squabbling from real performance issues.

Tom's Takeaway: In the end, changing your IT vendor, or any vendor, midstream isn't fun. But, with preparation and foresight, changing vendors won’t cause your project to sink.

Did your parents ever tell you to “get your head out of the clouds” when you were a kid?  The many practical benefits of cloud computing threatens to render meaningless that old stock parenting phrase.

Cloud computing promises to make computer viruses and PC upgrades quaint relics of the recent past. Another benefit: computing in the cloud means little or no capital investment is required to quickly scale up computer resources. It provides significant cost benefits because users typically pay based on the amount of time they spend in the cloud, thus reducing or eliminating the need for large investments in proprietary information technology infrastructures. And with important data stored in the cloud, companies have significantly fewer worries about critical information disappearing – or falling into the hands of a criminal – in the event that a laptop holding sensitive information is stolen or system-wide security is compromised.

It all sounds great, but what, exactly, is cloud computing?

Cloud computing involves using hardware or software offered by an independent provider over a network. For companies, particularly startups and smaller firms, cloud computing is particularly attractive. It enables them to tap into raw computing power, storage, software applications and data from large computer centers over the Internet—all without having to invest in their own data centers and buying servers and disks.

Virtualization is key to cloud computing because it allows a single computer to function as multiple virtual servers running many operating systems and applications. That’s important because in the cloud dedicated computers simply do not exist—each one can run many software applications at one time, with processing power and storage shared among applications depending on demand. Think of the cloud as a utility from which you purchase services and products as you need them, just like electricity or water.

While the term “cloud computing” is relatively new, the concept has been around for quite some time. People have been using Web email services like Hotmail for the past decade. More recently, millions have begun computing in the cloud via Web-based services such as Facebook, Skype, You Tube and Twitter that “live” on the Internet.

Providers include such heavy hitters as Google, Amazon, IBM, Microsoft, Oracle, EMC Corporation and their products include:

• Elastic Compute Cloud (Amazon.com) that allows developers to buy computing power and storage on an as-needed basis and provides the same services as if they built their own data center.
• Cloudburst (IBM), sometimes called a “cloud in a box,” is a package of hardware and software that allows a company to build a private cloud.
• Decho (EMC) is a backup data-storage cloud.
• Salesforce.com (Oracle) provides cloud-based customer relationship management.
• Mozy.com (a unit of EMC) sells remote backup storage.
• Azure (Microsoft) competes with Amazon’s Elastic Compute Cloud.
• Google Docs (Google) provides the basic functions of Microsoft Office.
• Chrome OS (Google) is a cloud-focused operating system that promises to transform PCs and even mobile phones into simple devices that use a web browser to do just about anything a user needs.

As you probably guessed based on all marquee providers, cloud computing is big and getting bigger all the time. Yet for all the sophistication of the various offerings, the emerging clout of cloud computing boils down to something very simple: it allows organizations to focus on their greatest areas of expertise by letting others with computing specialization take care of those functions on their behalf. It’s a concept that your grandma called, “sticking to your knitting,” and its applicability to business has been intelligently explored in such books as “The Discipline of Market Leaders” and “Now Focus on Your Strengths.”

But beware: cloud computing does not absolve your organization of the need to do due diligence or to have a backup plan in place in case something goes awry. While legitimate service providers like Google and Microsoft already have multiple layers of redundancy in place to ensure data security, some organizations with legal responsibility for handling customers’ data with utmost care may prefer to build a private cloud for another layer of security.

Privacy, particularly in regard to trade secrets, is another sensitive area to consider. Even if under requirements of security and confidentiality, trade secrets may enjoy less protection when stored with third parties. A cloud user should therefore be aware of the possibility of third-party subpoenas and government requests for data, and should know what the provider will do in such events.

Since the definition of cloud computing is the ephemeral nature of data’s physical location, your agreement should address the question of jurisdiction in the event of a dispute. You also may wish to insist that your provider keep all your sensitive data with application hosts located within U.S. borders.

Just like regular clouds can occasionally get dark and cause temporary havoc, cloud computing is not 100 percent risk free. The temporary (more than one hour) outage of Google’s Gmail services last summer exposed a potential risk of cloud computing. But like all risks, the gains must be balanced in any cost-benefit calculation. For my money, cloud computing does not harbor undue security risks and the benefits are considerable—particularly for smaller companies that lack sophisticated IT departments.

This blog entry, as well as subsequent future entries, are from an upcoming book...

What makes a good customer? This might strike you as an odd question, after all, isn’t it the vendor’s responsibility to make the relationship work? While a vendor must go the extra mile, the customer also has obligations in making a vendor relationship effective. I think the same qualities apply to a good customer as to a good employee, a good friend, even a good spouse: trust, mutual respect and appreciation, and sharing that shows that each is committed to the success of the partnership.

Good customers:

• Clearly communicate expectations. Assumptions are a bad thing. Customers who share their expectations openly and early are much happier with their project outcomes.
• Provide clear direction and feedback to the project team to control scope.
• Understand that changes to a project that modify the original base requirements, often are necessary to provide the best solution. To account for this, a good solution is a change management plan, defined at the start of the project that outlines a formal process for changes. This process includes criteria used to determine if a change will actually be implemented or deferred to a later date.
• Take initiative in quickly removing road blocks for those doing the work.
• Share responsibility for success of delivery.
• Work to diminish the political boundaries that can emerge between consultants and full-time employees. Along with this, a good consulting team works hard to accelerate the expertise of existing employees so they can successfully maintain what they’re responsible for when the contract ends.
• Become actively engaged in the process all along the way (and gets key people involved and with some ownership).
• Do not overreact to minor setbacks.
• Communicate on a daily basis.

My Takeaway: Good customer-vendor relationships require both parties to participate, communicate and share responsibility for a successful outcome.

This is a continuation of a previous post

11. Take Blame.  Give Praise.  Author Jim Collins shared that great leaders “Look in a mirror when there’s a problem and look out a window when there’s success.”  Give praise.  Congratulate and thank in writing.  When someone’s had success, ask them how they did it.  They can relive their glory for a few minutes.  If a problem happens, own your part.  If a problem happens with someone on your team and you’re dealing with your client or end customer, take responsibility.
12. Shoot for a career not a job.  Know your business, your industry, and your profession.  When it comes to your firm, know the stock price, leadership changes, new products, and news.  When it comes to your industry and profession, read, understand trends, stay current. 
13. Act the way you want others to act.  Attitudes are contagious.  People cannot control your emotions – only you can.  If you are upset and not sure if you should say something – don’t.  Rarely will people think you acted unprofessionally if you say little or nothing.  Don’t accept a “gift” of anger.  In line with controlling your emotions, don’t respond in kind when someone is angry.  By not accepting their gift of anger – it remains with them.
14. When there are problems, think and speak solutions.  If the focus is on me, my hurt feelings, what happened in the past, gossip etc., time ticks away as laundry lists of bad feelings build and emotions boil.  Meanwhile, the solution is still waiting to be discovered.  Engage in direct communication.  Venting to a third party doesn’t change any situation and can disrupt office harmony.  Address concerns, criticisms and wants to the appropriate members (those who have the power to make changes to policy or guidelines) of the company.  Use I statements.  I statements make our thoughts clear to our listeners.   You statements imply blame.  Don’t take it upon yourself to represent the concerns of coworkers.  Each employee is responsible for stating his/her own concerns and suggestions.
15. Lead up… When you bring your manager a question or a problem, bring along a few possible solutions.  Be ready to tell your manager which solution you think is best and why.  Don’t use the manager’s time to think through the problem if this is something you could do beforehand.  Prepare your manager for bad news early.  This allows your manager time to help you, defend you, or prepare other parties for what is to come.  Once you’ve owned and defined the problem, cut to the quick in finding a solution.
16. Seek to understand before you seek to be understood.
17. Adversity reveals not builds character.  It shows others how we are “wired” at our core.  Leadership at your firm and your end customer will reward and remember you behaving with character and being committed to solving the problem.  “I don’t know” is okay, especially when teamed with “I’ll find out.”  This is much safer than bluffing.  It shows you are honest and you are not panicking in the face of a challenge.  If you follow up with an answer quickly, it shows you are responsive.
18. Understand negotiation.  More successful negotiations occur over lunch, dinner and in the hallway after hours than occur at a conference table with one side pitted against another.  Reaching agreement requires trust.  Trust doesn’t get built without work and understanding.  Invest in the relationship and get to know the person with whom you will be working.
19. Understand the human condition... 
    • “You never get a second chance to make a first impression” isn’t correct.  Data shows we remember the finish more than the start.  Finish strong.  
    • If you have bad news, give a choice.  Giving a choice, even if it’s between two bad scenarios, makes the receiver of your news feel like they have some control.  Having control in a situation creates less stress. 
    • Extend Wins, Cut Losses.  In a study, participants were given a choice.  They could win $5 twice or win $10 once.  Most choice to win $5 twice.  In this same study, participants were given a choice to lose $5 twice or lose $10 once.  Most chose to lose $10 once.  When dealing with others, if good news arises, share it as it comes.  If you have bad news, it’s better to unveil it all at once.
20. Focus your mind on what you want.  The multi-billion dollar success industry is best summed up by one of the early pioneers, Earle Nightingale.  He said, “We become what we think about.”

Below is the first of a two-part posting on getting promoted.

1. Do what you say.  Finish what you start.  Be on time.  Say please and thank you.  Be friendly.  Smile.  While a lot more is needed to have success in a job, it’s rare to consistently miss one of these and zoom your way to the top. 
2. Over perform.  It’s said a person behaves as though they’re in the position above them before they get a promotion.  If you’re not sure of the job standard or what’s expected, ask.
3. Proactively help.  There are a lot of moving parts in an organization.  Those that step up and create solutions for problems without being asked, get noticed.
4. When help’s requested, step up.  When opportunities arise to help on something outside of your current role, do it.
5. Put the firm first.  When it comes to decisions that could “go either way” – in favor of you or in favor of the firm – err on the side of the firm.  If you’re in a responsible organization and they see you doing this, they’ll probably offer up what you wanted in the end.  Don’t work the edges, live in the grey area, or shirk responsibilities.
6. Show care.  When it comes to events in the lives of your co-workers or team members, show concern.  If they’re having issues, demonstrate your care and offer support and help.  Be there for the big events.  The former mayor of New York, Rudy Giuliani, said, in response to attending events of his employees “Weddings are optional.  Funerals are mandatory.”
7. Promote your firm.  Say good things.  If you’re a writer or speaker, do so on behalf of your firm.
8. Build cooperation.  It’s rare to get something done in an organization (including getting promoted) as an island.  If you need cooperation, ask for it.  If people say they’ll support you, they’ll want to follow thru on that commitment.  In 1987, a social scientist named Anthony Greenwald asked voters on election-day eve if they’d vote.  100% said yes. On election day, 86.7% of those asked went to the polls compared to 61.5% of those in the “control group” who were not asked. 
9. Be liked.  Some might say—ala Patton or other stern leaders—this doesn’t matter.  It does.  Author and social scientist Robert Cialdini, said, “People prefer to say ‘yes’ to those they know and like," People are also more likely to favor those who are similar to themselves or give them compliments.   According to Cialdini, in 2005, Randy Garner mailed out surveys to strangers with a request to return them. The request was signed by a person whose name was either similar or dissimilar to the recipient’s. For example, Bob Johnson might receive a survey request from Rob Johnston.  According to the study in Yes!, "Those who received the survey from someone with a similar-sounding name were nearly twice as likely to fill out and return the packet as those who received the surveys from dissimilar sounding names."
10. If you want to be in leadership, know what leadership means.  Dale Carnegie does a great job making leadership, a word that’s overused, tangible.  According to Carnegie, leaders:

• Define a vision
• Build understanding of the vision throughout the team
• Create strategies and work plans to accomplish the vision
• Align the goals of individuals to execute the strategies and work plans
• Delegate and define performance standards
• Hold team members accountable to standards and work plans
• Plan
• Communicate
• Praise team members
• Gain cooperation
• Solve problems
• Take sensible risks
• Help grow the skills of team members
• Celebrate success

Look for tips 11-20 in a follow-up posting...