Data & Intelligence

My Center of Excellence

My Center Of ExcellenceEvery Center of Excellence team must develop the ability to measure and report on the performance of all areas and efforts of the CoE as well as related specific efforts of the organization or practice it supports.

Measuring performance allows the CoE to set expectations for current and new work- providing answers to certain key questions such as:

Are our design or resource presumptions reasonable?

How do we know when things are “good enough” (when effort outlay exceeds any further expected return)?

Where are our confidence areas (where we may have opportunities to increase profits or speed up delivery times)?

What are our risk areas (where we may need to pay closer attention to avoid losing time or increasing cost)?

How do we demonstrate to our customers that we have met or exceeded the contracted requirements?

Measuring performance also allows the CoE to “reengineer” weaker or deficit areas through training, soliciting expertise from subject matter experts or by other means.

But what about those “deficit areas”? The occasional “run-away projects”?  The “bad calls” or “blunders” we’ve made?

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Before they become that “distant spec” in our rear view mirrors, it’s worth taking one more look, and here is some advice on dealing with them:

Look Back at the Wreckage

That’s right, take some time to evaluate the wreckage, to “relive the pain” with the parties who were involved – and then prioritize what needs fixing. Some call this a “project postmortem”, but remember it’s not an “inquest” – we’re not looking to scape goat.

Make No Excuses

Whether you endured an “act of God” or dug your own hole, don’t dwell on “why me?”  It’s about solutions now. Did the software not work as advertised? Did project stakeholders completely reverse direction late in the project cycle? Or did you just agree to do the impossible? No matter – let’s just worry about avoiding these going forward.

Take Action, but Start Small.

Make a goal for the New Year, next quarter, next project or even the next week. Minor victories quickly accumulate. Practice management is a “big ship” and big ships don’t turn on a dime.

Think small but consistent change!

Call for backup

It’s always a great idea to “enlist friends” to help with the work and keep your team honest. This means team members, practice managers, directors and developers, subject matter expects, business stakeholders, etc. Tell them what you’re up to and why. This isn’t a burden. If they care about quality and success (and you know they do), then they will want to support you.

Okay, look back once more

Finally, every time you’ve hit a goal, pause. Take a moment to acknowledge this new reality and then press on!

New Year, No Fear!

-based upon the musings of Augusten Burroughs.

About the Author

Mr. Miller is an IBM certified and accomplished Senior Project Leader and Application/System Architect-Developer with over 30 years of extensive applications and system design and development experience. His current role is National FPM Practice Leader. His experience includes BI, Web architecture & design, systems analysis, GUI design and testing, Database modeling and systems analysis, design, and development of Client/Server, Web and Mainframe applications and systems utilizing: Applix TM1 (including TM1 rules, TI, TM1Web and Planning Manager), dynaSight - ArcPlan, ASP, DHTML, XML, IIS, MS Visual Basic and VBA, Visual Studio, PERL, Websuite, MS SQL Server, ORACLE, SYBASE SQL Server, etc. His Responsibilities have included all aspects of Windows and SQL solution development and design including: analysis; GUI (and Web site) design; data modeling; table, screen/form and script development; SQL (and remote stored procedures and triggers) development and testing; test preparation and management and training of programming staff. Other experience includes development of ETL infrastructure such as data transfer automation between mainframe (DB2, Lawson, Great Plains, etc.) systems and client/server SQL server and Web based applications and integration of enterprise applications and data sources. In addition, Mr. Miller has acted as Internet Applications Development Manager responsible for the design, development, QA and delivery of multiple Web Sites including online trading applications, warehouse process control and scheduling systems and administrative and control applications. Mr. Miller also was responsible for the design, development and administration of a Web based financial reporting system for a 450 million dollar organization, reporting directly to the CFO and his executive team. Mr. Miller has also been responsible for managing and directing multiple resources in various management roles including project and team leader, lead developer and applications development director. Specialties Include: Cognos/TM1 Design and Development, Cognos Planning, IBM SPSS and Modeler, OLAP, Visual Basic, SQL Server, Forecasting and Planning; International Application Development, Business Intelligence, Project Development. IBM Certified Developer - Cognos TM1 (perfect score 100% on exam) IBM Certified Business Analyst - Cognos TM1

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