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Life Case Stories in
These real life stories show that it is possible to get extraordinary performance from ordinary people. These stories describe how I successfully created Centres of Excellence using very ordinary talent. It is not only important to train people in the appropriate skills, it is also important to train the managers to be able to encourage creativity and learning, not to curb talent and to have the courage to take risk at the right time. More often than not, it is the managers who kill the curiosity and creativity of young minds. At the same time, it was my responsibility to give my manager the freedom, and the confidence that his job is not at stake if he failed. Creative work cannot be done under severe pressure.
These cases simply state the real story - what happened with me and what was the result. No claim is made that these are the best practices. They worked for me. It is for you to debate for yourself and decide your own strategies.
Here are a few real life
How a relatively inexperienced team sitting on the bench (unassigned developers who have no live projects and are waiting for new projects/ orders to arrive) gave birth to a Centre of Excellence of an emerging technology. This is my real story of getting extra-ordinary performance from ordinary people.
How a fresh graduate trainee was transformed into an expert in a supposedly very difficult technology - Computer Telephony Interface.
This case is about tapping the skills of a an excellent developer who had no formal technical programming training, but who was programming as a hobby. Though he had no professional qualifications, the good thing was that he had done practical work at his father's business as a hobby and learnt the hard way. It was important to protect his creative spirit from waning, as it was very likely that the more experienced and qualified developers in his team would nip his creativity in the bud. It was important to protect and nurture his unique skills.
My article published in in-house Magazine of DSQ Software Ltd. (SEI CMM Level 5 company), where I had set a record of delivering all software projects on time as a Project Director. Presents the key techniques used for team building, team motivation, trust and timely delivery of projects. This is an abrieged version of the article "The Management of Mondaq is Shocked to Know that.." listed below.
Full version of my article published in in-house Magazine of DSQ Software Ltd. (SEI CMM Level 5 company), where I had set a record of delivering all software projects on time as a Project Director. Presents the key techniques used for team building, team motivation, trust and timely delivery of projects. The abrieged version titled "Key Success Factors" is listed above.
Empowering the Project Managers
IT Project Managers, particularly in an in-house IT set-up, often become masters of business processes with their long association and discussions with the business managers. This I found was very true in one of the companies where I joined as a Head of Software. To my surprise, I found that the managers, though capable of contributing effectively in process improvements through automation, were afraid to open their mouths. I soon came to know their fears - opening the mouth was axing their own feet as the pressures to deliver were very high. This case is about how I empowered them to be able to contribute their best ideas to process improvement without the fear of undue customer pressures....
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