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Added for You - Delivering Projects in the Public Sector
Closing leads through your website requires a 3-step conversion process. Make sure you don't trip along the way. Every salesman wants new leads. Good leads! The Glengarry leads! (minor digression here - If you're in sales and you haven't seen Glengarry Glen Ross then you need to rent it today). Good leads make salespeople happy. At least for a little while. They're happy until they figure out the leads aren't that good, or until they figure out they're not such a good salesperson - good leads or not.There are a number of ways you can cultivate leads on the Internet. You could use your own website, an email list, a 3rd party website that you advertise on or any number of other methods that are available for getting
Summary
Public Bodies are rarely in a race to 'stay ahead' as they are not in competition. Rather, they are more interested in 'fitness-for-purpose'. The utilisation of technology, whether established (e.g. document management) or leading edge (e.g. biometrics) has always been driven by the business requirement.
Therefore Project Managers need to be more business-focused. They must have the ability to continually assess the projects alignment with it's original business case.
Additionally, the traditional measures of project success may not always mean that a project can be deemed to be successful. For example: A project that comes in on time, to scope and on budget may well be a failure if the correct stakeholders have not been engaged during the lifecycle of the project.
Therefore it is very important to ensure that additional, value-added measures of success such as the management of dependencies and the level of quality deli
Trade show photography has one of the largest formats of all photography. Because of this, the professional trade show photographer can magically make the client’s logo jump out on the trade show exhibit, have the trade show display look modern and contemporary, and can reproduce beautiful artwork in some of the biggest displays and settings that photography is used.When you are planning to have a trade show exhibit, it is essential to pre-qualify photographers who have experience in trade show display shooting. Your photographer must be familiar with and can handle the demands of producing oversized, exciting, compelling and crystal clear trade show display images. The effective trade show exhibit professional photographer is able to capture ver
Increasingly Public bodies are looking to leverage the internet to enable their operations and push more of the processing to the point of contact with the customer. This enables a more efficient and cost-effective model to be put in place which allows resources to be reassigned to activities which deliver additional value. This increased level of activity and demand in this sector means that even more attention needs to be paid to ensuring that the correct levels of Project Governance and Best Practice are in place.
What is meant by e-Government
e-Government can be described as the use of technology to improve the delivery of services and information to government customers and partners. e.g. citizens, business citizens, suppliers, employees, regulators, other government agencies, EU, etc. There are seven main benefits for e-enabling an organisation:
- Improved Customer Service - e-Government allows organisations provide a better level of service in terms of availability and convenience, and it will allow government offer new services to customers that were previously not feasible.
- External Cost Benefits - The availability of services and information on-line will lead to large savings for Government. Many organisations have seen 5 to 100 fold savings by putting self-service applications on-line.
- Internal Cost Benefits - Much of the benefit of electronic government accrues from translating internal business processes to an online environment thereby significantly reducing costs.
- Focus - The moving of transactions on-line allows organisations become more strategically focused and result in citizens getting value for money.
- Improved Decision Making - Managers will have a wealth of transaction and customer information that will support them in their decision making and allow them make more informed decisions.
- Collaboration - Many government services and processes are cross agency. Internet technologies allows different departments/sections manage and provide services and processes in a seamless way to citizens.
- Revenue Generation - Some government organisations will be in a position to develop new revenue generation services that weren't previously possible. For example, the US federal Government generates more sales online than one of the leading online marketplaces.
Understanding the value-add of e-Government-based initiatives is now becoming even more important. Therefore technology needs to be viewed as a function that should enable the organisation to deliver services efficiently and effectively. Functionality such as Grant Management; Case Management; Document Tracking and Workflow are increasingly relevant to most e-Government initiatives.
Stakeholder involvement from the earliest stages are critical and Project Managers must be able to communicate effectively with a variety of interest groups, many of which are geographically dispersed.
Ensuring that the requirements (and expectations) are fully articulated and captured is absolutely critical. Knowing the limitations of technology while understanding cost-benefit is also important as some processes may well be better left uncomputerised.
Avoiding Pitfalls and Taking Corrective Action
It may be an obvious statement but Projects MUST be run as projects. This means that the correct levels of resourcing, governance and sponsorship need to be in place on BOTH sides. Many project failures in the past have often been due to over-reliance on the supplier to deliver the project, almost without the involvement of the public body (beyond the tendering and procurement process).
Issues and risks will always cause some change to occur on a project. How these are monitored and managed is of critical importance in enabling the Project Manager(s) to recognise that corrective action might be required.
There are any number of corrective actions that can be taken depending on the nature of the change. For example, if the schedule is under pressure it might be decided to deliver only those requirements / features deemed critical to the operation of the solution. Alternatively additional resources could be added - but this course of action needs to be managed carefully. Another course of action is to postpone implementation and re-evaluate the project.
Generally however, if good governance is in place, it is unusual for any significant 'drama' to arise without early warning signs that allow corrective action to be taken well in advance of implementation.
How to choose a supplier
Classically referencability. Has the service provider done this before? What is their capacity for delivering projects? Do they understand the business case for what we (the public body) are trying to achieve? Do they understand how this initiative may impact the current or planned landscape of other e-Government initiatives?
Summary
Public Bodies are rarely in a race to 'stay ahead' as they are not in competition. Rather, they are more interested in 'fitness-for-purpose'. The utilisation of technology, whether established (e.g. document management) or leading edge (e.g. biometrics) has always been driven by the business requirement.
Therefore Project Managers need to be more business-focused. They must have the ability to continually assess the projects alignment with it's original business case.
Additionally, the traditional measures of project success may not always mean that a project can be deemed to be successful. For example: A project that comes in on time, to scope and on budget may well be a failure if the correct stakeholders have not been engaged during the lifecycle of the project.
Therefore it is very important to ensure that additional, value-added measures of success such as the management of dependencies and the level of quality deliv
Selling techniques are as varied as the people who practice them. There are, however, some proven selling techniques for IT Consultants just starting out. Here is a list:Personal visit. This selling technique is going to get you the best results: Highest touch, most personal contact, most effective.Personal phone call. When you use this selling technique you are still providing high touch and so it is quite effective. The trick to getting the most mileage out of your phone call is to send a follow-up note immediately after. This part of phone contact is often ignored and will set you apart from your competition.Send a note or letter. This is not as personal or high touch but it is a popular selling technique nonetheless. Thing
Understanding the value-add of e-Government-based initiatives is now becoming even more important. Therefore technology needs to be viewed as a function that should enable the organisation to deliver services efficiently and effectively. Functionality such as Grant Management; Case Management; Document Tracking and Workflow are increasingly relevant to most e-Government initiatives.
Stakeholder involvement from the earliest stages are critical and Project Managers must be able to communicate effectively with a variety of interest groups, many of which are geographically dispersed.
Ensuring that the requirements (and expectations) are fully articulated and captured is absolutely critical. Knowing the limitations of technology while understanding cost-benefit is also important as some processes may well be better left uncomputerised.
Avoiding Pitfalls and Taking Corrective Action
It may be an obvious statement but Projects MUST be run as projects. This means that the correct levels of resourcing, governance and sponsorship need to be in place on BOTH sides. Many project failures in the past have often been due to over-reliance on the supplier to deliver the project, almost without the involvement of the public body (beyond the tendering and procurement process).
Issues and risks will always cause some change to occur on a project. How these are monitored and managed is of critical importance in enabling the Project Manager(s) to recognise that corrective action might be required.
There are any number of corrective actions that can be taken depending on the nature of the change. For example, if the schedule is under pressure it might be decided to deliver only those requirements / features deemed critical to the operation of the solution. Alternatively additional resources could be added - but this course of action needs to be managed carefully. Another course of action is to postpone implementation and re-evaluate the project.
Generally however, if good governance is in place, it is unusual for any significant 'drama' to arise without early warning signs that allow corrective action to be taken well in advance of implementation.
How to choose a supplier
Classically referencability. Has the service provider done this before? What is their capacity for delivering projects? Do they understand the business case for what we (the public body) are trying to achieve? Do they understand how this initiative may impact the current or planned landscape of other e-Government initiatives?
Summary
Public Bodies are rarely in a race to 'stay ahead' as they are not in competition. Rather, they are more interested in 'fitness-for-purpose'. The utilisation of technology, whether established (e.g. document management) or leading edge (e.g. biometrics) has always been driven by the business requirement.
Therefore Project Managers need to be more business-focused. They must have the ability to continually assess the projects alignment with it's original business case.
Additionally, the traditional measures of project success may not always mean that a project can be deemed to be successful. For example: A project that comes in on time, to scope and on budget may well be a failure if the correct stakeholders have not been engaged during the lifecycle of the project.
Therefore it is very important to ensure that additional, value-added measures of success such as the management of dependencies and the level of quality deli
We all make mistakes when selling our product or service. Here are the most common mistakes people make. I have to admit I have made many of mistakes listed in this article even though I have been teaching this stuff for almost a decade. I hope you can learn from them.1. Allowing a prospect to lead the sales process. The best way to control the sales interaction is to ask questions. This is also the best way of learning whether or not your product or service meets the needs of your prospect. Quality questions that uncover specific issues, problems, or corporate objectives are essential in helping you establish yourself as an expert.2. Not completing pre-meeting research. After several weeks of voice mail I finally connected with my prospect a
Understanding the value-add of e-Government-based initiatives is now becoming even more important. Therefore technology needs to be viewed as a function that should enable the organisation to deliver services efficiently and effectively. Functionality such as Grant Management; Case Management; Document Tracking and Workflow are increasingly relevant to most e-Government initiatives.
Stakeholder involvement from the earliest stages are critical and Project Managers must be able to communicate effectively with a variety of interest groups, many of which are geographically dispersed.
Ensuring that the requirements (and expectations) are fully articulated and captured is absolutely critical. Knowing the limitations of technology while understanding cost-benefit is also important as some processes may well be better left uncomputerised.
Avoiding Pitfalls and Taking Corrective Action
It may be an obvious statement but Projects MUST be run as projects. This means that the correct levels of resourcing, governance and sponsorship need to be in place on BOTH sides. Many project failures in the past have often been due to over-reliance on the supplier to deliver the project, almost without the involvement of the public body (beyond the tendering and procurement process).
Issues and risks will always cause some change to occur on a project. How these are monitored and managed is of critical importance in enabling the Project Manager(s) to recognise that corrective action might be required.
There are any number of corrective actions that can be taken depending on the nature of the change. For example, if the schedule is under pressure it might be decided to deliver only those requirements / features deemed critical to the operation of the solution. Alternatively additional resources could be added - but this course of action needs to be managed carefully. Another course of action is to postpone implementation and re-evaluate the project.
Generally however, if good governance is in place, it is unusual for any significant 'drama' to arise without early warning signs that allow corrective action to be taken well in advance of implementation.
How to choose a supplier
Classically referencability. Has the service provider done this before? What is their capacity for delivering projects? Do they understand the business case for what we (the public body) are trying to achieve? Do they understand how this initiative may impact the current or planned landscape of other e-Government initiatives?
Summary
Public Bodies are rarely in a race to 'stay ahead' as they are not in competition. Rather, they are more interested in 'fitness-for-purpose'. The utilisation of technology, whether established (e.g. document management) or leading edge (e.g. biometrics) has always been driven by the business requirement.
Therefore Project Managers need to be more business-focused. They must have the ability to continually assess the projects alignment with it's original business case.
Additionally, the traditional measures of project success may not always mean that a project can be deemed to be successful. For example: A project that comes in on time, to scope and on budget may well be a failure if the correct stakeholders have not been engaged during the lifecycle of the project.
Therefore it is very important to ensure that additional, value-added measures of success such as the management of dependencies and the level of quality deli
Construction estimating is a multi million dollar business. When a contractor is building a home or structure, there are huge amounts of cash involved that are transferred to the contractor in increments. It is critical the job flow that the estimate is done correctly to avoid any delays. It is estimated that forty percent of a construction job is used for labor and laborer are paid an hourly rate. If there are any delays because of cash flow problems, the laborers still get paid the hourly rate for just sitting around doing nothing. This will add to the final cost of the project and the project will not be finished on schedule.Construction Cost Estimating – How to do a Professional JobThere are a lot of factors involved in
Issues and risks will always cause some change to occur on a project. How these are monitored and managed is of critical importance in enabling the Project Manager(s) to recognise that corrective action might be required.
There are any number of corrective actions that can be taken depending on the nature of the change. For example, if the schedule is under pressure it might be decided to deliver only those requirements / features deemed critical to the operation of the solution. Alternatively additional resources could be added - but this course of action needs to be managed carefully. Another course of action is to postpone implementation and re-evaluate the project.
Generally however, if good governance is in place, it is unusual for any significant 'drama' to arise without early warning signs that allow corrective action to be taken well in advance of implementation.
How to choose a supplier
Classically referencability. Has the service provider done this before? What is their capacity for delivering projects? Do they understand the business case for what we (the public body) are trying to achieve? Do they understand how this initiative may impact the current or planned landscape of other e-Government initiatives?
Summary
Public Bodies are rarely in a race to 'stay ahead' as they are not in competition. Rather, they are more interested in 'fitness-for-purpose'. The utilisation of technology, whether established (e.g. document management) or leading edge (e.g. biometrics) has always been driven by the business requirement.
Therefore Project Managers need to be more business-focused. They must have the ability to continually assess the projects alignment with it's original business case.
Additionally, the traditional measures of project success may not always mean that a project can be deemed to be successful. For example: A project that comes in on time, to scope and on budget may well be a failure if the correct stakeholders have not been engaged during the lifecycle of the project.
Therefore it is very important to ensure that additional, value-added measures of success such as the management of dependencies and the level of quality deli
Choosing a web hosting provider and domain name registrar is an important decision. But first, you should understand the differences between the two. They can be one in the same or two entirely different companies. Read about the differences below. A domain name is your address on the Internet. Just like dialing a phone number or writing an address, your site has its own identity. This enables consumers and clients to directly contact your site. When you register your domain name, you are entering your name in a directory of all names and numbers on the Internet. Register Your Domain Your web hosting provider will sometimes reserve the name for you, or you can purchase it through a registrar. Each computer is given a
Summary
Public Bodies are rarely in a race to 'stay ahead' as they are not in competition. Rather, they are more interested in 'fitness-for-purpose'. The utilisation of technology, whether established (e.g. document management) or leading edge (e.g. biometrics) has always been driven by the business requirement.
Therefore Project Managers need to be more business-focused. They must have the ability to continually assess the projects alignment with it's original business case.
Additionally, the traditional measures of project success may not always mean that a project can be deemed to be successful. For example: A project that comes in on time, to scope and on budget may well be a failure if the correct stakeholders have not been engaged during the lifecycle of the project.
Therefore it is very important to ensure that additional, value-added measures of success such as the management of dependencies and the level of quality delivered are also part of the "mix".
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