Thursday, May 14, 2009

Wall Street Journal plans micropayments model

The Wall Street Journal is expected to begin charging nonsubscribers micropayments for access to individual articles, according to a report Sunday in The Financial Times.

Robert Thomson, editor-in-chief of Dow Jones and managing editor of the Journal, told The Financial Times that "a sophisticated micropayments service" will launch this autumn. The system would charge small fees to occasional users who may not be willing to pay more than $100 a year for a subscription to WSJ.com, Thomson said.

The Journal is one of the few large daily newspapers still managing to charge for online content. The New York Times abandoned a two-year experiment with the Web-subscription model in 2007, suggesting that the company's projections for subscriber revenue were small compared with advertising sales.

Word of the payment model emerges as the newspaper industry is undergoing a dramatic contraction. As readers have increasingly gone online for their news, newspapers have suffered declining subscriber numbers and lower advertising revenue. Many newspapers have cut jobs, and some have warned that they may face closure soon if they can't make further cuts or find buyers for their operations.

That climate has publishers scrambling for new revenue models. New York newspaper Newsday announced in February that it plans to begin charging online readers for access to its content.

Publishers are also taking aim at search engines and news aggregators. Last week, Google defended itself on charges that it is profiting from content produced by newspaper executives, magazine publishers, and the Associated Press.

During a Senate hearing, Google Vice President Marissa Mayer said, "Google News and Google search provide a valuable free service to online newspapers specifically by sending interested readers to their sites at a rate of more than 1 billion clicks per month. Newspapers use that Web traffic to increase their readership and generate additional revenue."

OfficeZilla: The next project management winner?

Online collaboration is one of the best uses of the Web, and project management is where it can really shine. I thought it would be worth taking a look at a product calledOfficeZilla to see how well it stacks up against Basecamp and Teamwork, two established leaders in the online project management space. The results may surprise you.

Unlike Basecamp, OfficeZilla is free. That might suggest that it's underpowered when compared to the services that charge, but the differences are so minor you wouldn't find any reason not to use OfficeZilla. In fact, I think it's better-suited for small businesses with smaller projects than Basecamp, thanks to its simpler design.

The core of OfficeZilla revolves around modules. These are specific features of the service that you can custom tailor to match what you're using it for. When setting up your group, you'll be asked which ones you want included. They range from bible search (used primarily for bible study groups) to calendars and chat rooms.

Although OfficeZilla is free, the company charges for premium modules. So far, there are only a handful of them listed, like calendar filtering by groups, admin stats, and an enhanced user activity stream. They're pricey at $10 per month, and after reading about a few that are still being developed, I'm not convinced they're all that useful. I think Basecamp has it right and OfficeZilla should follow suit by charging a standard, basic fee for access to all its services each month.

OfficeZilla

OfficeZilla modules are useful for projects.

(Credit: Don Reisinger/CNET Networks)

After picking my modules, I started diving into OfficeZilla, adding a project, finding team members to perform tasks, and monitoring their progress. Adding a project couldn't be any simpler or more intuitive. From the project manager pane you can create a new project, give it a name, and input a description in just a few seconds.

Once created, you get a slew of options to start building out into a workflow. I started adding tasks to the project, and each new one brought me to a special task page which let me add notes and messages to other team members or upload files related to it. I would have liked to be able to track progress and see how far along my team was in completing that task--a feature that's conspicuously lacking from OfficeZilla--but the message platform is the next best thing. It allows other team members to annotate what they've done so far, which can keep you from having to send an e-mail or IM to check in.

One of OfficeZilla's most powerful features is its knowledge base module. It's a simple feature at first glance, but it can be an extremely functional tool if someone at a company spends time inputting relevant information.

But to do so, it's a bit more complicated than it needs to be. When I started creating categories in the Knowledge Base, I was forced to use the admin panel to add them instead of from the knowledge base itself. Once I had created a category from the admin panel, I could then go back to the Knowledge Base module and start adding tutorials and other information with the help of a full text editor, but it would have been nice to do it from within the tool's word processor. It lets you bold or italicize text, as well as increase or decrease font size and change alignment. It's basically like having Zoho Writer built into the module.

Usability 
OfficeZilla is all about simplicity and trying to get you to do more with less. When uploading files or creating a to-do list, that's more than welcome, but for a company that has a detailed project with bundles of cash riding on it, that simplicity may prove to be a hindrance.

For example, OfficeZilla's Directory module which is a catalog of all project participant records organized by their name and job title, is useful if you want to quickly send a message to a team member, but it comes up short when you want to get an overview of your team's activity. There's no real-time data to know what they're working on, and you'll need to search through the various modules to see if they've left a message indicating the progress they've made.

OfficeZilla

"In Progress" is great, but it's not ideal.

(Credit: Don Reisinger/CNET Networks)

Worse, and perhaps the most frustrating feature of OfficeZilla, is its generic status update tags. When a task is created in the Project Manager, it's labeled "Not Started." Once the project manager or someone with access to modify the task starts working on it, they'll need to click on the current status pane and check a special box to note to others that work has begun. Until it's complete, the project status is listed as "In Progress." Once again, there's no indication given about how far along the project is, and simply saying "In Progress" doesn't help any project manager know, for sure, how close to complete it really is. Is it 20 minutes from completion or 20 days? "In Progress" says nothing.

Where OfficeZilla gets it right is in team communication. As I noted above, the site allows users to send messages in the Project Manager screen, but it also includes chat rooms, forums, and the option to send private messages to authorized employees. All of the options were superb, and I found that communicating with other team members couldn't have been easier. In fact, I'd say that OfficeZilla's communication platform is easily the best I've ever used in a collaboration service.

The final verdict

There are times when I'm in desperate need of a project management tool and using a service like Basecamp, one of the most powerful tools on the Web, is overkill. For those times, I would turn to OfficeZilla because it's simple to add a project and get down to the business of completing it.

But if I was running an organization that had a variety of projects that are not only time-sensitive, but complex and need to be monitored at every level, I wouldn't recommend OfficeZilla. The collaboration tool doesn't provide enough real-time information or tracking data to make it usable for mission critical projects.

Reports point to widespread Google outages

Many people found Google's search site was extremely slow or inaccessible Thursday, and other reports pointed to troubles with other properties including YouTube, Gmail, Google Analytics, Google Maps,Google Docs, AdSense, and Blogger.

Judging by a Twitter search for #googlefail, the problem was international in scope, though it wasn't immediately clear how universal the problems were. Google didn't immediately comment for this story, though it did confirm an earlier Google News outage that lasted about three and a half hours.

Google is central to the online lives--and livelihood--of many, and an outage shows exactly how central it's become--and not just through its primary business, search.

"The Internet dies without Google. Can't get to my bank Web site because it's waiting on 'google-analytics.com.' This is made of lame," said Twitter user Tadiera.

Are you having problems? Tell us what's not working and where you live in the comment section below.

Updated 9:30 a.m. PDT: Many readers are reporting that service is returning to normal, at least on some parts of the East Coast. Please continue to let us know if you are experiencing problems, or how long the outage lasted for you if things have settled down.

Google representatives have still not returned calls and e-mails requesting comment on exactly what happened this morning. The company has confirmed, however, that Gmail suffered what it called "a problem with Google Mail affecting a small subset of users." Google said it hoped to update that status by 10 a.m. PDT.

This is all that a usually instant search for 'Bruins' showed after 10 seconds. Click to enlarge.

This is all that a usually instant search for 'Bruins' showed after 10 seconds. Click to enlarge.

(Credit: Screenshot by Zoe Slocum/CNET)

Updated 9:40 a.m. PDT: Google released the following statement: "We're aware some users are having trouble accessing some Google services. We're looking into it, and we'll update everyone soon." Google also sounded the all-clear whistle for Gmail: "The problem with Google Mail should be resolved. We apologize for the inconvenience and thank you for your patience and continued support."

Meanwhile, outages have been reported to us all over the world, including California, Maryland, Massachusetts, Florida, New York, Washington, Illinois, Idaho, Indiana, Arizona, Oklahoma, New Jersey, North Carolina, Texas, the United Kingdom, Dominican Republic, and Malaysia.

Keynote's Internet Health report is showing some interesting data this morning as well. Two network routes involving NTT, a Japanese telecommunications giant, are showing significant packet loss on connections to Qwest and Verizon. We're trying to get more information and an explanation from Keynote representatives.

Updated 9:50 a.m. PDT: Our colleague Larry Dignan over at ZDNet notes this report from Just Ping, backing up other reports of significant packet loss on the Internet today.

A Just Ping report involving Google.com shows packet loss around the world Thursday.

(Credit: Screenshot by Tom Krazit/CNET)
Updated 10:25 a.m. PDT: Google has taken to Twitter--where it is taking an e-beating today--to acknowledge the issue and promise an explanation shortly. "The issue affecting some Google services has been resolved. We're sorry for the inconvenience, and we'll share more details soon."

Getting Started in Project Management

I get many questions from people who want to enter into project management as a profession.  After all, this is pmStudent.  One of the most common questions is “how do I get started”?  I received an email from a reader today with this question, and so I would like to share some thoughts with everyone else, too.

Let me start off by saying that there are many, many ways that very successful project managers got their start.  I can tell you about my personal experiences and share some pointers.  This is all just my opinion, (just like the rest of everything I write!) so take it with some skepticism.

Experience First, Education Second

If you have to choose between formal project management education or real-world experience, go with the experience.  In reality, this is not en either-or choice however.  Go with both but always emphasize your opportunities to gain real-world experience.  The optimal in my humble opinion is if you can be in a position where your projects are small enough that you have the flexibility to try out new concepts you are learning in real time. Volunteer efforts are wonderful for this type of flexibility.

  • Volunteer at work, school, and non-profit organizations you may not even belong to yet
  • As you learn, apply the concepts
  • Seek a mentor by asking questions of project managers.  Take them out to coffee or lunch as a way to tap into their experience and build professional relationships.
  • If you are already part of a project team, start paying attention to what the project manager does.  Offer to assist them in any way, even if you find it menial, and ask lots of questions.

That said,

Education is Very Important

  • Read books and blogs (see links in the lower-right corner of the home page)
  • Listen to podcasts (PM PodcastPM411Controlling Chaos-archives only, PM Prepcast)
  • In particular you may find Episode 62 “How can I become a Project Manager” andEpisode 65 “BS and MBA in Project Management” helpful podcasts.  I’m interviewed in episode 65.  Since that was recorded, I’ve decided to NOT pursue an MBA in project management.  I’ve earned my BS in Project Management and am focusing on gaining experience and getting my PMP very soon.  An advanced degree just didn’t pan out in the cost-benefit analysis for me at this point in my career.
  • Write on pmStudent.com - You can write posts as you are learning.  This is what I did when I moved from just plain experience into formally educating myself.  It was wonderful to retain the concepts, think deeply about them and how I could implement them at work, etc.

    Education

    Project Management Education

  • Join PM organizations.  My experience so far is with the PMI.  Join your local chapter, and some SIGs that look interesting.  I can recommend the ISSIG in particular, they have a monthly webinar that is usually on topics that apply broadly to all project managers.
  • PMP Prep material can be very valuable even if you’re no where near ready to take the exam (as long as the material is geared to you understanding it, not memorizing it).  The best one I’ve found for this is the PM PrepCast™where I feel I learned a ton even if you set aside the PMP aspect of it.  You may know that I’ve written about this audio product several times (1,2).
  • Ask your management at work about helping you with a project management career track in the way of training, special assignments, etc.  It never hurts to ask!

Wednesday, May 13, 2009

Project Success vs. Fear of Leading

It takes more than management skills to lead an IT project to a successful conclusion. In fact, it takes courage -- plus the ability to influence others and a temperament that doesn't permit the option of giving up when the going gets tough. Project management without project leadership is likely to result in project failure.

Mission-critical IT investments are inherently risky, even with a certified project management professional (PMP) in place to guide the project.

Factors like unrealistic timelines and poor planning can certainly jeopardize project success -- but could these factors be symptoms of a larger issue? Perhaps the root cause for project failure lies in an inability to lead projects, not just manage them.

Where's the Leader?

Using certified PMPs has become a standard best practice among organizations, which one would think would lead to higher IT project success rates. A whopping 67 percent of the companies who participated in a recent KPMG survey said their program/project management function was in need of improvement. Why? A number of leading factors were given, including unreasonable project timelines, poorly defined requirements, poor scope management and unclear project objectives.

PMP certification is important; however, it alone is not sufficient for successful project management. For many troubled IT projects that seemed doomed for failure, there appears to be a common link: There is no leadership. A project manager may be focused on what needs to be done and may well know how to do it -- but may not be acting as a project leader.

At a basic level, project managers must be able to set the vision, define success, and determine the measurements of success. Even with a certification in hand, though, it takes true leadership to drive complex projects to successful conclusions.

Project management without project leadership is likely to result in project failure. What makes someone a true leader? Volumes of business and strategy texts have been written about this critical competency. Some authors or practitioners have made the point that leadership and management represent two different skill sets, and that an individual either has the characteristics and skills necessary for leadership or those more appropriate for management.

Others have suggested that leadership comes from knowing where to go and that management is about how to actually get there.

Certainly, project managers can act as leaders. In fact, they mustprovide leadership if projects are to succeed.

Mastering Project Leadership

Project leadership is about shaping a team of diverse individuals -- employers and contractors alike -- into a force that produces measurable project results. Companies must recruit and develop project managers who can provide the leadership that complex IT projects require. How does one spot these leadership skills?

For project managers to become project leaders, they must demonstrate competence in

  • leading courageously;
  • influencing others; and
  • acting with resilience.

Leading Courageously

Large IT projects have a huge resource pool representing different organizations and job roles. Each resource may require slightly different tasks and may not all be aligned with project goals. Plus, there may be numerous issues and risks that make it difficult to spot the tasks that are most critical.

In this kind of environment, courageous leaders are paramount. Leading courageously means clarifying what is important and taking a stand to resolve those issues. It also requires driving hard on the right issues and confronting problems promptly. Finally, courageous project leadership means being decisive and challenging others to make tough choices.

Influencing Others

The ability to influence others is especially useful for those with large project teams, numerous stakeholders, and different user communities. Influencing others means giving compelling reasons for ideas and suggestions, and winning support from others, both within the project team and in the user and stakeholder community.

It also requires the ability to negotiate persuasively and get others to take action. Finally, it means influencing the decisions of upper management, whether within your own organization or the client organization.

Acting With Resilience

Being resilient is especially important when projects are at critical stages or in trouble. A project manager who acts with resilience keeps the focus relentlessly on project goals.

Sometimes it means being tough enough, in the face of adversity, to fight the good fight and get agreement on issues that threaten to derail the project. Or it may simply require being flexible enough to negotiate solutions that keep driving for the goal of project success, when others might give up and accept defeat.

Putting the Two Together

Successful project managers must lead courageously and be able to influence others to resolve some of the most critical problems that projects experience. To paraphrase Churchill, they must never, ever give up; they must act with resilience even in the face of conflict and problems.

While certified PMPs have a proven set of critical management skills, it's the collection of attributes that make up a good leader that can set a project on the right path. By assigning project managers who can lead effectively, you put your mission-critical IT projects on the road to success. 


By Karen McGraw
CRM Buyer 
Part of the ECT News Network 
05/12/09 4:00 AM PT