Sunday, February 26, 2012

Patary's Philosophy: Stakeholder analysis checklist.....why do i have t...

Patary's Philosophy: Stakeholder analysis checklist.....why do i have t...: Stakeholder analysis checklist.....why do i have to care for my all stakeholders? Who should control the corporation? How? And for the...
Stakeholder analysis checklist.....why do i have to care for my all stakeholders?

Who should control the corporation? How? And for the pursuit of what goals?
Historically, the corporation was controlled by its owners – through direct control of the managers if not through direct management – for the pursuit of economic goals. But as shareholding became dispersed, owner control weakened; and as the corporation grew to very large size, its economic actions came to have increasing social consequences. The giant, widely held corporation came increasingly under the implicit control of its managers, and the concept of social responsibility – the voluntary consideration of public social goals alongside the private economic ones – arose to provide a basis of legitimacy for their actions.- Henry Mintzberg

Checklist for Understanding key stakeholders:

Ø  What financial or emotional interest do they have in the outcome of "XYZ" project work? Is it positive or negative?
Ø  What motivates them most of all?
Ø  What information do they want from "XYZ" project?
Ø  How do they want to receive information from "XYZ" project? What is the best way of communicating your message to them?
Ø  What is their current opinion of my work? Is it based on good information?
Ø  Who influences their opinions generally, and who influences their opinion of me? Do some of these influencers therefore become important stakeholders in their own right?
Ø  If they are not likely to be positive, what will win them around to support my project?
Ø  If i don't think i will be able to win them around, how will i manage their opposition?
Ø  Who else might be influenced by their opinions? Do these people become stakeholders in their own right?

Checklist for identifying stakeholders
                                                                                               
Ø  have all the primary and secondary stakeholders been listed?
Ø  have all potential supporters and opponents of the project "XYZ" been identified?
Ø  have primary stakeholders been divided into groups?
Ø  have the interests of vulnerable groups been identified?
Ø  are there any new primary or secondary stakeholders that are likely to emerge as a result of the project?
Ø  How the project big picture connected with all the identified stakeholders? do we have any dependent stakeholders?
Checklist for drawing out interests

Ø  what are the stakeholder's expectations from the "XYZ" project?
Ø  what benefits are there likely to be for the stakeholders?
Ø  what resources will the stakeholder wish to commit (or avoid committing) ?
Ø  what other interests does the stakeholder have which may conflict with the "XYZ" project?
Ø  how does the stakeholder regard others in the list? 
Checklist for assessing which stakeholders are important for project success
Ø  which problems, affecting which stakeholders, does the project seek to address or alleviate?
Ø  for which stakeholders does the project place a priority on meeting their needs, interests and expectations?
Ø  which stakeholder interests converge most closely with "XYZ" project objectives?

Identifying assumptions and risks about stakeholders

Ø  What is the role or response of the key stakeholder that must be assumed if the "XYZ" project is to be successful?
Ø  are these roles plausible and realistic? Who can clarify if require?
Ø  are there negative responses which can be expected, given the interests of the stakeholder?
Ø  if such responses occur what impact would they have on the "XYZ" project ?
Ø  how probable are these negative responses, and are they major risks?


Capture all the information into the below format for review.


Stakeholders Analysis
Who are my Stakeholders?
What are their Interest?
Influence / Power of my Stakeholders
Level of Interest
How they can help me?
Strategy / Communication to the Stakeholder
Stakeholders satisfaction measurement parameters

















Saturday, February 25, 2012

Patary's Philosophy: Questing Skill??? Does this skill impact intoour ...

Patary's Philosophy:
Questing Skill??? Does this skill impact intoour ...
: Questing Skill??? Does this skill impact into our work place??? Answers are not answers without questions. We find answers, and sol...

Questing Skill??? Does this skill impact into our work place???

Answers are not answers without questions. We find answers, and solutions,
because we have good questions. All of the answers dealt with political aspects of mining. But that is
hard to discern without knowing the questions. You cannot identify answers without the right questions.
The ancient genius Archimedes took baths all of his life, and each time he entered the bath, the water rose. But only when he was looking for a way to measure the volume of the king’s crown did he recognize the rising water as a brilliant volume-measuring solution. He was so excited that he ran naked from the bath. To find a breakthrough that exciting, you must have a clear vision of the solution that you are seeking. Then you
too can recognize your answer when you step into it.
 ?
Einstein attributed his achievements to his questioning approach,
Saying: ‘I have no special talents, I am only passionately curious’.
So how can you see things from all angles? How can you think about things differently?
My 5 years old son passionate about cars. He will wear Car dress, his socks, shoes, toys, water bottle, school bags, storybooks, drawing themes all are revolving around cars, He has infinite questions about cars. His curiosity related to car, car engine is never ending. I try to follow the same model if i have to know anything and achieving the same result.
 Below points i apply in my work to improve my questioning skill

a) I do enough homework before i go for any meeting/seminars etc by asking below questions.
1. Question formulation or clarification of the information needed.
2. The search itself about the topics
3. The analysis of the search results.
4. The communication of findings.
Finalize the context
b) Connect with the bigger picture and ask many questions accordingly to connect with the bigger picture.
c) Start with self-brainstorm. And involve others into brainstorming by asking questions with all possible curiosity. To find more answers, ask more questions. Ask for clarification every time you don’t understand. Ask stupid questions. Question everything. Probe and pry into the real reasons behind superficial explanations.
d) TRY asking lots of ‘What if’ questions as the answers
f) Is this a theoretical argument and am I convinced by the quality of the argument expressed?
g). Is research data included and have I assessed the quality of that data?
h) Ask 5 Ws and 1 H, and related to this i ask lot of open ended question.
i) i always play a devil’s advocate to encourage questioning the status quo
in more ordinary discussions.
j) ASK more STUPID question. Stupid questions are a great way to find rules that need breaking.
Confucius noticed that many of his students were afraid to ask questions
for fear of revealing their own ignorance. Confucius taught his students
“Knowledge for knowledge, ignorance for ignorance, all is knowledge.”
Understanding one’s own ignorance is also knowledge. If you don’t know,
ask. Only believing that you know enough is true ignorance.

I always make a note before i go into the situation. Being prepared is of the utmost importance. I always have multiple facets of the story to bring to the table, and i also have the story written down before so that i don't get flustered or befuddled. 
I look for by asking..
: What significant information is omitted? keep looking for the information until i got satisfaction or the information

 “The important thing is not to stop questioning.” —ALBERT EINSTEIN

Monday, February 20, 2012

Patary's Philosophy: Can we change our luck?How? Can we change our Dest...

Patary's Philosophy: Can we change our luck?How? Can we change our Dest...: Can we change our luck?How? Can we change our Destiny? a extract from script ..... The harder I work, the luckier I get. —GARYPLAY...
Can we change our Luck?How? Can we change our Destiny?
a extract from script .....

The harder I work, the luckier I get.
—GARYPLAYER

Cuban understands the dichotomy that most don’t: Process creates events that others see as luck.

luck is a product of process, action, work, and being “out there.”

We have to build a framework for success so that success become guranted.

And when you are “out there” you stand a chance at being in the right place at the right time.

There are right places and wrong places.

The right place isn’t on your sofa watching Kaun Banega Crorepati or down at the neighborhood bar getting jacked-up on Bud Light while watching the Cubs lose another game.

If you want to be at the right place at the right time you indeed have to be at the right place—and the right place knows which places are the wrong
places.

If you aren’t off the Sidewalk taking action and engaging in process, you will never realize luck.

Luck is always perceived to be a matter of event: you win the lottery, you win a sweepstakes, or you find a 200-year-old painting in the attic worth millions. Again, more falsities.

Like wealth,luck is not an event but an after effect of process. Luck is the residue of process.

Sidewalkers love events but hate process. It’s only natural for Sidewalkers to assume wealth is luck, because they believe wealth is an event.

A member of the Fastlane Forum (TheFastlaneForum.com) recently posted that Bill Gates got lucky. Luck didn’t create Windows. Luck didn’t create a company. Luck didn’t create repetitive, concerted action toward a specified purpose.

When we consistently act and bombard the world with our efforts, interacting with the waves of others, stuff happens.

And that stuff? Sidewalkers interpret it as luck, when it is nothing more than action engaged with better probabilities.

Luck occurs when probability moves from impossible to likely. For our two brothers in construction, who is going to get lucky? The brother who exposes his inventions to the world bends probability in his favor. His lazy brother does not. Force your process out into the world and you can defy the odds of “being in the right place at the right time.”

To realize luck, engage in processes where better probabilities exist. Luck is introduced when you play.

Increase thought process to get something.It works, i have practically beniftted from thought waves.

When life is played to win, luck shows its face. Unfortunately, Sidewalkers assign luck to events of faith—luck not engaged by process. If you want luck, engage in process, because process raises events from the ashes.

Like wealth, luck is created by process, not by event.
Luck is created by increased probabilities that are improved with the process of action.

Luck is largely a matter of probabilities.
There is a probability that virtually anything can happen, and these probabilities can be calculated with considerable accuracy.

In almost every case, you can increase or decrease the likelihood of something happening or not happening.

For example, there is a certain probability that you will be killed in a
traffic accident. But you can reduce this probability by driving sober, more
carefully, and wearing seatbelts. Some people drive all their lives and never
have an accident or a speeding ticket.

One thing we know, for example, is that luck is a function of activity.
The more things we try, and the faster we try them, the more likely it is
that we will try the right thing at the right time that will bring us the
success we desire.

The fact is that most things dont work the first time, and often, they dont work the first ten times. Nonetheless, if we keep trying new things, and learning from every setback, we will inevitable develop the skills and experience we need to succeed.

There is a saying that, “luck is when preparation meets opportunity.”
The more time we take to learn, study and prepare ourself in our chosen
field, the more luck we will seem to have. The better prepared we are, the
more often we will both recognize and be prepared enough to take advantage of opportunity when it arises.sometime it does not work intially we have to put additional effort.

Most importantly, luck seems to happen to people with clear goals
and detailed plans of action. When we know exactly what we want and
we are working diligently to achieve it every day, all kinds of wonderful
things happen to us to move us more rapidly toward our goals, and our
goals toward us.

Because we create our own luck and now there is a study that proves this -
one that was in a recent issue of Reader's Digest.

Researchers conducted a 10-year case study of 400 people ranging in age from 18-84 hoping to discover why some people are lucky and others are not. The results - you create your own luck based on how you think and how you see things - all of which you can learn to change. Once you change the way you think and the way you see things you will begin to create your own good luck and good fortune.
The more detailed results of this study found that lucky people are lucky because they seize opportunities, they create positive self-fulfilling prophecies and have a resilient attitude that allows them to turn bad luck into good luck by focusing on what went right, and how things could have been much worse - a process that allows them to be thankful for what happened and to look at the positive side of the situation.

If you're not doing any of the above then you may find that you have more "bad" luck than good luck.

few famous comments on luck:

1.“Chance favors the prepared mind.“ – Louis Pasteur
2.“Depend on the rabbit’s foot if you will, but remember it didn’t work for the rabbit.“ – R.E. Shay
3.“Diligence is the mother of good luck.“ – Benjamin Franklin
4.“If you think you can, you can. And if you think you can’t, you’re right.“ – Henry Ford
5.“In short, Luck’s always to blame.“  – Jean De La Fontaine
6.“Luck is the residue of design.“ - Branch Rickey
7.“Success is simply a matter of luck. Ask any failure.“ – Earl Wilson
8.“The only sure thing about luck is that it will change.“ – Wilson Mizner
9.“The only thing that overcomes hard luck is hard work.“ – Harry Golden
10.“The winds and waves are always on the side of the ablest navigators.“ – Edward Gibbon

After reading all these am i able to change my luck? am i be able to attract the good fortune? ....may be ...i am in process....r u ?

Sunday, February 19, 2012

Patary's Philosophy: How do wehave to retain customer? Why do we need ...

Patary's Philosophy:
How do wehave to retain customer? Why do we need ...
: How do we have to retain customer? Why do we need to retain customer? As a manager do we have to focus on customer retention ? It is ...


How do we have to retain customer? Why do we need to retain customer? As a manager do we have to focus on customer retention ?

Ultimate objective of a firm is to create value and that is acomplished only when the revenue generated by the firm is greater than the cost incurred in generating that revenue.

It is hard to attract a customer, but it is even harder to retain a customer. In today’s competitive world, every company tries to attract customers by low cost hosting price and high quality tactics, but cannot give as promised.

When we are working on any customer project we have to give utmost focus on customer satisfaction and customer value generation. We have to look for continuous business generation. We have look for customer retention. 
Let us look into few points on customer....

  • Customer perceived value = benefits – cost of an offering to the customer.
  • Customer satisfaction depends on the products perceived performance in relation to expectations
•Track satisfaction through complaints, ghost shopping, lost customer analysis and surveys.
–Measure used in surveys is the difference between performance and expectations 
  • Cost of new customer= 5 times cost of retaining customer
  • Profit increases with life of retained customer
  • Customer lifetime value: Present value of future profits expected over the customer’s lifetime purchases
  • Customer retention through value (objective assessment of utility), brand (intangible assessment of brand) and relationship programs (adding financial benefits, social benefits, structural ties).
To attract the right kind of customer, we have to sell the value of our service. Make them think about what they are getting rather than what they are paying. 

Keep loyal customers, once acquired, we need to communicate with them often.

For the communications to work they have to be personalized based on information in the database. Typically, the first step is to create customer segments based on their spending habits and demographics. Successful communications to senior citizens are usually different from those sent to college students, or families with children.

One of the most productive ways of boosting retention is to sell a second product. Such a cross sale not only returns a profit from the second product, it typically increases the retention rate of the first product.

The more our customer knows about our products or services, then the more likely they are to make a good decision...so educate them. 

Customer satisfaction to be high, promises and expectations must be met. This involves the organization's ability to understand customer expectations and to do it right the first time (DIRTF). The ability to deal with problems as they arise is a key ingredient to success. Also, the organization needs to consider complaints as a gift! Why?
  • Customers who have an issue dealt with to their satisfaction have a 95% likelihood of repurchasing and telling 5 people about their experience; if they don't complain (as 96% of people do) they will tell at least 10 other people about their problem.
  • The occurrence of problems can cause a 15-to-30-point drop in high-satisfaction responses and in loyalty indicators. This puts revenue at risk to the average tune of 11%.
 If Organization does not have money, budget is tight; there are many ways to do this when on a tight budget. Think about how we communicate - for example, we should:
  • talk to our customers and focus on their needs and wants
  • be specific, honest and clear about what we can offer
  • keep in touch - send email updates or a newsletter
  • get to know our competitors and what they are offering
Think creatively about your selling techniques. For example, you could:
  • encourage people to 'buy now' by offering lower prices for immediate/bulk purchases or bookings
  • use coupons or e-vouchers that are easy and cheap to design and distribute
  • offer gifts, free trials and tasters
  • reward customers with loyalty schemes
 and many more.....

Patary's Philosophy: I am a GENERAL MANAGER !!! do i know what i am sup...

Patary's Philosophy: I am a GENERAL MANAGER !!! do i know what i am sup...: I am a GENERAL MANAGER !!! do i know what i am supposed to do as a GM? Can i write a storybook of few pages on below questions? if not, h...
I am a GENERAL MANAGER !!! do i know what i am supposed to do as a GM?
Can i write a storybook of few pages on below questions? if not, how can i maximize these knowledge?


  • Do i have understanding of how my company makes money?
  • Do i uses financial and quantitative information effectively to manage?
  • Do i have an understanding of how my customers make money?
  • Do i have an understanding of the market (necessary to add value to
    customer relationships)
  • Do i have an understanding of how My competitors relate to the customers?
  • Do i have an understanding of the industry beyond customer
    relationships?
  • Do i have customer relationships at multiple levels ?
  • Do i have solid technical knowledge of my company’s processes?
  • Do i have solid computer and Internet skills?
  • Do i have a sincere interest in developing your employees and yourself?
  • Do i have ability to get a job from the market in minimal time frame?
  • Do i understand the issues,trends and perspectives of various cultures and countries?
  • Do i make decisions that enhance organizational profitability?
  • Do i have enough abilities to initiates and develop relationship with others? relates to people in an open,friendly,accepting manners? 
  • Do i have abilities to brings substantive conflicts and disagreement into the open and attempt to resolve them collaboratively,build consensus?

Saturday, February 18, 2012

Patary's Philosophy: Skills Assessment Checklist for Program Manager Po...

Patary's Philosophy: Skills Assessment Checklist for Program Manager Po...: Skills Assessment Checklist for Program Manager Position: Analytical/Technical : 1. Business Advising - what are the level of achieve...
Skills Assessment Checklist for Program Manager Position:


Analytical/Technical:


1. Business Advising - what are the level of achievements? where is the case?
 
2. Critical Thinking - What are the level of achievements? do we have case here?

3. Problem Solving - What are the level of achievements? do we have case here to demonstrate?

4. Research and Analysis - what are the level of achievements? do we have case here to demonstrate?

5. Risk Management - What are the level of achievements? do we have case here to demonstrate ?

6. Statistical Methods - what are the level of achievements? do we have case to demonstrate ?

7. Written Communication - What are the level of achievements? do we have case to demonstrate?

Knowledge and Experience:

8. Educational Background: What are the level of achievements? do we have case to demonstrate ?

9. Work Experience:
What are the level of achievements? do we have case here to demonstrate?

10. Professional Achievement:
what are the level of achievements? where is the case?

11. Information Technology:
What are the level of achievements? do we have case here to demonstrate?

Leadership and Management:

12. Change Management: What is the accomplishment in this area?
13. Coaching and Staff Development:
What is the accomplishment in this area?

14. Continuous Improvement:What is the accomplishment in this area?
15. Performance Management:What is the accomplishment in this area?
16. Project Management:What is the accomplishment in this area?
17. Strategic Planning and Thinking:What is the accomplishment in this area?

Knowledge and Experience:

18. Conflict Management: Can you share a story of yours?
19. Customer Service Orientation:
Can you share a story of yours?
20. Negotiation:Can you share a story of yours?
21. Oral Presentation:
Can you share a story of yours?
22. Teamwork/Collaboration :Can you share a story of yours?

Personal Characteristics:
23. Accountability:do you have case to share?
24. Adaptability/Flexibility:
do you have case to share?

25. Initiative:
do you have case to share?
26. Innovation:
do you have case to share?
27. Integrity/Objectivity:
do you have case to share?
28. Results Oriented :
do you have case to share?

we have to Provide Examples (Situation, Action, and Results Statements) for all the above selected areas......

Level of Achievement Scale When you evaluate level of achievement, consider the following factors:• Complexity of assignments
• Frequency of demonstrated skills and abilities
• Impact/results
• Relevance to strategic mission/objectives
• Performance measures


   Demonstrated a high level of achievement (Impact of actions measured against criteria established for performance objectives. Many examples can be provided.)

  Demonstrated a moderate level of achievement. (Impact of actions measured against criteria established for performance objectives. Examples can be provided.)

   Demonstrated a less than moderate level of achievement (Impact of actions measured against criteria established for performance objectives. Examples can be provided.)  

    No demonstrated skills and abilities. Basic Training must be provided.

Maintain Strength (MS) Demonstrated a high level of achievement (Level 4 rating of achievement); 
and Competency is important and must be maintained to achieve short or long-term strategic objectives (medium to high level of importance rating).

Development Opportunity (DO) Demonstrated a moderate or less than moderate level of achievement (Level 3 and below rating of achievement); and Competency is important to achieving short or long-term strategic objectives (Medium to high level of importance rating).

Gap Analysis Evaluate and discuss any differences in ratings for level of achievement or level of importance. Use performance examples to clarify ratings for achievement.