convince your boss to not add more to your plate without threatening to quit

I would do following things.

  1. Prepare a daily time sheet of each activity I would be doing or assigned by my boss. Send daily e-mail at the end of the day.
  2. Go to the Boss’s cabin when he is in relax or jolly mood. Have a cup of tea with him and discuss the matter about “how should I improve my work efficiency in a smart way”.
  3. Discuss the activities / task list it’s takes long time to complete and how it’s affect my work efficiency.
  4. I will never say my boss that I won’t be able to do it. I would always say I can do it even it stretch me.
  5. Hence, I already have facts & figures (daily timesheet), I will logically convince my boss that if I would get helping hand, I can improve the organization productivity by XX %.

PS : Please be my boss to judge my comment :))

Change Management

The Change Manager should consider following points while implementing the changes to minimize the aftershocks.

  1. Planning:  
    Planning is an important factor which should not be more than about 10% of the entire change process. Excellent planner can be worst executor because there is a huge gap between conceptualize and implementation. Spending too much time on planning makes the process messy.
  2. Implementation:
    I have practically observed that many of change managers give more important to planning and less important to implementation.  The truth is one should at least spend 50% of time on implementation or execution.
  3. Implementation should be on phase wise and not in the one shot at all. Categorize your entire organization / department in different group according to their change resistance.  Mostly you will find three types of people in organization.
    Category A : Strong resistance.
    Category B : Moderate resistance.
    Category C :  Change supportive.
    Implement change in one department > target group – a small sample that combines A, B and C. Measure the each resistance and acceptance. This will be your evaluation process and based on this process you would be able to re-structure/modify your plan.

  4. Tracking:
    After successfully implementation of process, one should not forget to track progress. Most people didn’t spend the time on tracking and there is a greater chance to failure the proven system. Some change manager forgets the thumb rule that “Change can only be sustained by change”. So, you need to closely monitor and take corrective action at proper time. Spend 30% on this.
  5. Open for new change:
    Don’t stop. Change is a continuous process and as a change manager one should thrive to implement change efficiently in organization. You need to spend 10% on this.

Summary :
Planning – 10%
Implementation – 50%
Tracking / Monitoring – 30%
Open for new change – 10%

The above factors I have derived based on my experience which can also be sub-categorized at micro level. Somebody from you can take initiative.

Differentiate By Value Addition

The IT industry appreciates knowledge, expertise and skills. Experience has value only when it is supported by these three valuable attributes.

We are an IT service provider. The marketing of custom software as a service is different than marketing of shrink wrapped software or hardware or a FMCG product. We sell a pack-age of knowledge, expertise and skills.

To differentiate our service from that of our competitor, the only attribute required is to match these attributes to the project‟s needs. Other attributes like “We are 100 years old company”,  “We are a great .NET team“,  “We have certified developers”, “We are CMMi certified or any other certification” – are of little use as a differentiators if the expectations of the client from the project is not delivered. In this sense client satisfaction can be used as a customized Quality Measurement Tool of the deliverables rather than the standard tools we use.

The process to maintain good quality of the service can be standardized but none can guarantee that following standard processes will always result in the good quality software. It all depends on how the client perceives real value addition. If a client requests a support period to remove bugs, his initial value addition may be just working software as per his expectation.

Are we making any difference by value addition?!!! Let’s think to gather.