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📄 Contents

  1. Management Reference Guide
  2. Table of Contents
  3. Introduction
  4. Strategic Management
  5. Establishing Goals, Objectives, and Strategies
  6. Aligning IT Goals with Corporate Business Goals
  7. Utilizing Effective Planning Techniques
  8. Developing Worthwhile Mission Statements
  9. Developing Worthwhile Vision Statements
  10. Instituting Practical Corporate Values
  11. Budgeting Considerations in an IT Environment
  12. Introduction to Conducting an Effective SWOT Analysis
  13. IT Governance and Disaster Recovery, Part One
  14. IT Governance and Disaster Recovery, Part Two
  15. Customer Management
  16. Identifying Key External Customers
  17. Identifying Key Internal Customers
  18. Negotiating with Customers and Suppliers—Part 1: An Introduction
  19. Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
  20. Negotiating and Managing Realistic Customer Expectations
  21. Service Management
  22. Identifying Key Services for Business Users
  23. Service-Level Agreements That Really Work
  24. How IT Evolved into a Service Organization
  25. FAQs About Systems Management (SM)
  26. FAQs About Availability (AV)
  27. FAQs About Performance and Tuning (PT)
  28. FAQs About Service Desk (SD)
  29. FAQs About Change Management (CM)
  30. FAQs About Configuration Management (CF)
  31. FAQs About Capacity Planning (CP)
  32. FAQs About Network Management
  33. FAQs About Storage Management (SM)
  34. FAQs About Production Acceptance (PA)
  35. FAQs About Release Management (RM)
  36. FAQs About Disaster Recovery (DR)
  37. FAQs About Business Continuity (BC)
  38. FAQs About Security (SE)
  39. FAQs About Service Level Management (SL)
  40. FAQs About Financial Management (FN)
  41. FAQs About Problem Management (PM)
  42. FAQs About Facilities Management (FM)
  43. Process Management
  44. Developing Robust Processes
  45. Establishing Mutually Beneficial Process Metrics
  46. Change Management—Part 1
  47. Change Management—Part 2
  48. Change Management—Part 3
  49. Audit Reconnaissance: Releasing Resources Through the IT Audit
  50. Problem Management
  51. Problem Management–Part 2: Process Design
  52. Problem Management–Part 3: Process Implementation
  53. Business Continuity Emergency Communications Plan
  54. Capacity Planning – Part One: Why It is Seldom Done Well
  55. Capacity Planning – Part Two: Developing a Capacity Planning Process
  56. Capacity Planning — Part Three: Benefits and Helpful Tips
  57. Capacity Planning – Part Four: Hidden Upgrade Costs and
  58. Improving Business Process Management, Part 1
  59. Improving Business Process Management, Part 2
  60. 20 Major Elements of Facilities Management
  61. Major Physical Exposures Common to a Data Center
  62. Evaluating the Physical Environment
  63. Nightmare Incidents with Disaster Recovery Plans
  64. Developing a Robust Configuration Management Process
  65. Developing a Robust Configuration Management Process – Part Two
  66. Automating a Robust Infrastructure Process
  67. Improving High Availability — Part One: Definitions and Terms
  68. Improving High Availability — Part Two: Definitions and Terms
  69. Improving High Availability — Part Three: The Seven R's of High Availability
  70. Improving High Availability — Part Four: Assessing an Availability Process
  71. Methods for Brainstorming and Prioritizing Requirements
  72. Introduction to Disk Storage Management — Part One
  73. Storage Management—Part Two: Performance
  74. Storage Management—Part Three: Reliability
  75. Storage Management—Part Four: Recoverability
  76. Twelve Traits of World-Class Infrastructures — Part One
  77. Twelve Traits of World-Class Infrastructures — Part Two
  78. Meeting Today's Cooling Challenges of Data Centers
  79. Strategic Security, Part One: Assessment
  80. Strategic Security, Part Two: Development
  81. Strategic Security, Part Three: Implementation
  82. Strategic Security, Part Four: ITIL Implications
  83. Production Acceptance Part One – Definition and Benefits
  84. Production Acceptance Part Two – Initial Steps
  85. Production Acceptance Part Three – Middle Steps
  86. Production Acceptance Part Four – Ongoing Steps
  87. Case Study: Planning a Service Desk Part One – Objectives
  88. Case Study: Planning a Service Desk Part Two – SWOT
  89. Case Study: Implementing an ITIL Service Desk – Part One
  90. Case Study: Implementing a Service Desk Part Two – Tool Selection
  91. Ethics, Scandals and Legislation
  92. Outsourcing in Response to Legislation
  93. Supplier Management
  94. Identifying Key External Suppliers
  95. Identifying Key Internal Suppliers
  96. Integrating the Four Key Elements of Good Customer Service
  97. Enhancing the Customer/Supplier Matrix
  98. Voice Over IP, Part One — What VoIP Is, and Is Not
  99. Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
  100. Application Management
  101. Production Acceptance
  102. Distinguishing New Applications from New Versions of Existing Applications
  103. Assessing a Production Acceptance Process
  104. Effective Use of a Software Development Life Cycle
  105. The Role of Project Management in SDLC— Part 2
  106. Communication in Project Management – Part One: Barriers to Effective Communication
  107. Communication in Project Management – Part Two: Examples of Effective Communication
  108. Safeguarding Personal Information in the Workplace: A Case Study
  109. Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
  110. Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
  111. References
  112. Developing an ITIL Feasibility Analysis
  113. Organization and Personnel Management
  114. Optimizing IT Organizational Structures
  115. Factors That Influence Restructuring Decisions
  116. Alternative Locations for the Help Desk
  117. Alternative Locations for Database Administration
  118. Alternative Locations for Network Operations
  119. Alternative Locations for Web Design
  120. Alternative Locations for Risk Management
  121. Alternative Locations for Systems Management
  122. Practical Tips To Retaining Key Personnel
  123. Benefits and Drawbacks of Using IT Consultants and Contractors
  124. Deciding Between the Use of Contractors versus Consultants
  125. Managing Employee Skill Sets and Skill Levels
  126. Assessing Skill Levels of Current Onboard Staff
  127. Recruiting Infrastructure Staff from the Outside
  128. Selecting the Most Qualified Candidate
  129. 7 Tips for Managing the Use of Mobile Devices
  130. Useful Websites for IT Managers
  131. References
  132. Automating Robust Processes
  133. Evaluating Process Documentation — Part One: Quality and Value
  134. Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
  135. When Should You Integrate or Segregate Service Desks?
  136. Five Instructive Ideas for Interviewing
  137. Eight Surefire Tips to Use When Being Interviewed
  138. 12 Helpful Hints To Make Meetings More Productive
  139. Eight Uncommon Tips To Improve Your Writing
  140. Ten Helpful Tips To Improve Fire Drills
  141. Sorting Out Today’s Various Training Options
  142. Business Ethics and Corporate Scandals – Part 1
  143. Business Ethics and Corporate Scandals – Part 2
  144. 12 Tips for More Effective Emails
  145. Management Communication: Back to the Basics, Part One
  146. Management Communication: Back to the Basics, Part Two
  147. Management Communication: Back to the Basics, Part Three
  148. Asset Management
  149. Managing Hardware Inventories
  150. Introduction to Hardware Inventories
  151. Processes To Manage Hardware Inventories
  152. Use of a Hardware Inventory Database
  153. References
  154. Managing Software Inventories
  155. Business Continuity Management
  156. Ten Lessons Learned from Real-Life Disasters
  157. Ten Lessons Learned From Real-Life Disasters, Part 2
  158. Differences Between Disaster Recovery and Business Continuity , Part 1
  159. Differences Between Disaster Recovery and Business Continuity , Part 2
  160. 15 Common Terms and Definitions of Business Continuity
  161. The Federal Government’s Role in Disaster Recovery
  162. The 12 Common Mistakes That Cause BIAs To Fail—Part 1
  163. The 12 Common Mistakes That Cause BIAs To Fail—Part 2
  164. The 12 Common Mistakes That Cause BIAs To Fail—Part 3
  165. The 12 Common Mistakes That Cause BIAs To Fail—Part 4
  166. Conducting an Effective Table Top Exercise (TTE) — Part 1
  167. Conducting an Effective Table Top Exercise (TTE) — Part 2
  168. Conducting an Effective Table Top Exercise (TTE) — Part 3
  169. Conducting an Effective Table Top Exercise (TTE) — Part 4
  170. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
  171. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
  172. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
  173. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
  174. The Information Technology Infrastructure Library (ITIL)
  175. The Origins of ITIL
  176. The Foundation of ITIL: Service Management
  177. Five Reasons for Revising ITIL
  178. The Relationship of Service Delivery and Service Support to All of ITIL
  179. Ten Common Myths About Implementing ITIL, Part One
  180. Ten Common Myths About Implementing ITIL, Part Two
  181. Characteristics of ITIL Version 3
  182. Ten Benefits of itSMF and its IIL Pocket Guide
  183. Translating the Goals of the ITIL Service Delivery Processes
  184. Translating the Goals of the ITIL Service Support Processes
  185. Elements of ITIL Least Understood, Part One: Service Delivery Processes
  186. Case Study: Recovery Reactions to a Renegade Rodent
  187. Elements of ITIL Least Understood, Part Two: Service Support
  188. Case Studies
  189. Case Study — Preparing for Hurricane Charley
  190. Case Study — The Linux Decision
  191. Case Study — Production Acceptance at an Aerospace Firm
  192. Case Study — Production Acceptance at a Defense Contractor
  193. Case Study — Evaluating Mainframe Processes
  194. Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
  195. Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
  196. Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
  197. Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
  198. Disaster Recovery Test Case Study Part One: Planning
  199. Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
  200. Disaster Recovery Test Case Study Part Three: Execution
  201. Disaster Recovery Test Case Study Part Four: Follow-Up
  202. Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
  203. Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
  204. Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
  205. (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two

This segment was written by Tom Cutting.

The end of the year is coming and IT budgets must be spent or swept back into profit and loss columns. Toward the end of the year, IT projects that are finishing under budget are dumping dollars back into their department coffers while funds that have been on reserve are being released. As a result of this "found" money, department heads are pressuring project managers to complete new projects by the end of the year without additional resources. If this is the norm for your workplace you aren't alone. To avoid this end-of-year crunch, you, as the project manager, need to develop manageable project schedule and use it to track and report resource availability throughout the year. This will allow you to avoid the year-end budget blitz by returning unnecessary funds earlier and give you the ability to communicating resource over-allocation at the end of the year.

This two-part article discusses how to develop a detailed project schedule, track progress, and communicate resource usage. Part one focuses on the five keys to building a manageable project schedule, while part two outlines four critical resource-tracking steps and how to use your plan to communicate availability to your management. By actively maintaining your schedule, you will be able to accurately forecast the needed time and personnel throughout the life of the project and return unneeded funding throughout the year. Unfortunately you will be able to hold back the flood of last-minute funding or the additional time-pressured projects that accompany them. But you will be able to divert some pressure by demonstrating a realistic picture of available resources with your detailed schedule.

Five Keys to Building a Manageable Schedule

There is a belief that projects that end up way under budget are better managed than those that are on or even slightly above budget. In reality, "under budget" usually means "over estimated." To avoid over-estimating your budget, project managers must develop a manageable project schedule by following five key steps:

  1. Make it deliverable-based. Before you open your scheduling tool take the time to define what it is you are developing. Begin with the end product and, with your team, identify the smaller, tangible pieces, or deliverables, needed to get there. This process is known as developing a work breakdown structure (WBS). As a simple example, consider customizing your YAHOO! home page. The WBS would look like figure A.

    The deliverables for this project are the design, format, and sections one through 4. When these interim products are put together, the end result is a new home page. Further refinement would begin to define activities and tasks such as analyzing backgrounds, reviewing color palette, and selecting a design, which are tasks that would be handled in step 2.

  2. Identify tangible tasks. With the deliverables identified, continue to break down the WBS until you have a list of tasks for each deliverable that, when performed, results in the development of the interim product. Tangible means that whoever is assigned to the task is able to understand what is involved to complete it. From our example, tasks for each column section would include picking a topic for each column section; reviewing and selecting content; and publishing content to the page. As a general rule of thumb, keep tasks to a maximum of two weeks. The human mind can quickly grasp what can be accomplished for an 80-hour task or within a two-week time period.

    All activities and tasks must form a part of one of the deliverables. Collectively, the deliverables will constitute your project scope. Anything not associated with these deliverables would then be out of scope. In our example, training your family to navigate the new home page is out of scope, so it shouldn't appear in the schedule.

    You do not necessarily have to track at the lowest task level. You can group several smaller tasks into work products for time tracking. However, it is important that individual tasks be made available to the team as checklists to ensure all steps are completed and estimates to complete (ETC) accurately reflect the remaining effort.

  3. Tag tasks with logical dependencies. Project planning tools like Microsoft Project and Primavera have auto-scheduling features. Every time you press the enter key, the tool recalculates the end dates based on resource availability and dependencies. Without logically setting the predecessors and successors in your schedule, the tools cannot perform their jobs effectively. It isn't necessary to tag every task with a dependency, but phase and activity levels are good candidates.
  4. Estimate accurate hours and durations. For each task, estimate the number of hours it would take a single individual to complete it. You haven't added specific resources to the schedule yet, but you probably have a good idea of the skill level for the tasks. Take that into account as you estimate. If your schedule groups multiple tasks into work products, summarize the estimated hours from the actual task list.

    The scheduling tool has already calculated an end date based on an eight-hour day, five-day week, but you need to add reality to the mix. No one, over an extended period of time, accomplishes an eight-hour task in a single day without being at working for 10 hours. Interruptions, time and status reporting, and meetings disrupt productivity. Add to this list vacations, sick time, and training and productivity drops to about 80% maximum over the course of the year. The temptation is to adjust the resource availability to 80%. Avoid it.

    Instead, adjust the duration of each task to reflect the time it would take a single resource to accomplish it. For example, a 40-hour task takes approximately 6.25 days to complete. You may be more pessimistic and say that a 40-hour task takes up to two weeks (10 days). Not altering the resource availability allows the scheduling tool to assign each resource multiple tasks totaling 40 hours of work for the week, which is what you want. Everyone is still expected to work a full week, but the full week won't be spent on a single task. For information on how to automate an 80% productivity factor in Microsoft Project, see the "Bonus" section at the bottom of this article.

    Don't develop the hours and duration estimates in a vacuum. Involve the team to get realistic values and timeframes. This will create buy-in from them and increase their confidence in achieving the ultimate goal. With that said, you will always have to look out for padding and adjust the schedule to meet fixed dates.

  5. Add resources. The final piece to developing the project schedule is adding resources. Because the durations have been adjusted, the resources will be allocated to the tasks with the productivity factor already computed.

    After the resources have been added, adjustments will need to be made to address any over- or under-allocations. You want to make sure your team has enough work to fill 40 hours each week.

Building a manageable schedule that accurately reflects the time and personnel needed to complete a project is your huge step toward helping you push back against unrealistic new projects at the end of the year. Part 2 of this series discusses the importance of tracking the progress of the project and how you can use your schedule to communicate resource availability and return unneeded funding earlier in the year. Those funds can be used to start new projects earlier and eliminate the massive pile of unused dollars at the end of the year.

Bonus Section

Automating an 80% productivity factor in Microsoft Project can be done using a custom "Duration" field. This will allow you to calculate the time it will take a single resource to accomplish a particular task.

The custom "Duration" field (see figure B) is set up to automatically calculate the number of days a task will take based on the number of hours assigned to it.

This is accomplished by assigning a formula to "Duration1" that divides Work by 0.8 (see figure C). Because Duration fields are measured in days, the result is automatically calculated as days.

You can then copy the "Duration1" column and pasted it into the "Duration" field. A custom field is required because a formula cannot be added to the standard duration field. It is a dynamic field that automatically adjusts during the project. The calculated value is the suggested amount and you should adjust it to match the reality of your project.

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