Part of being Reach compliance is the communications you need to registry and organize.
All this work requires you ask initially all these questions:
- Which kind of communications do I need to perform?
- Which stakeholders are involved in these communications?
- How am I go to perform them?
- How am I go to manage the answers?
- How am I go to ensure the right storage of all the communications?
- Can I automate them?
- In this automation, can I extract automatically some information for the UEW?
- What are the procedures I’m going to create for all this work?
- How can I save money in all this effort?
We were working on all these questions during 2.007 and now we have a tool that answers how we can do it. It has been a deep business analysis work and I have learned a lot.
I continue without being able of using my “Creative Live Cam Notebook” on my Ubuntu. I have tried to get the the drivers from the Creative Web site. This is the answer:
“… You have selected Live! Cam Notebook and Linux. To receive support for a different product, click here. Sorry, no Creative updates are available for the selected query. …”
What is Creative doing?
I can suppose the investment to support all kind of O.S and other requirements that the users require can be high, but it’s supposed the creation of a driver in Linux is not so expensive for a big firm as Creative.
Isn’t it their strategy?
have they a big # of Products?
Aren’t there enough Linux users?
I’m sure there is a reason, but I don’t know it.
From some months ago I have a new resource in my Team. A person who landed softly in all our internal procedures and that in few time was producing with a very high performance. A person who can get a problem,talk with the customer and perform the whole cycle of a enhancement alone.
With it, the nature of the assignments have been changing till adapt them to it’s professional level.
Reach this moment, I have discovered something interesting. This person has a behaviour that sometimes tries to put the responsibility on my shoulders about things that have been clearly identified as “it’s your responsibility”. It’s not by fault of capacity, there is something that makes that doesn’t want to face the problem and it’s inside its mind.
What I’m doing now it’s to try to show the path forward to fix these problems, showing clearly what’s the scenario that I see and challenging to overcome this issue.
The challenge has been accepted in a positive way, so I hope to have results soon.
Reading the Harold Hezner book, I have discovered a interesting section about Gantt Charts limitations. Basically these are:
- Do not show the interdependencies of the activities, and therefore do not represent a “network” of activities.
- Cannot show the results of either an early or late start in activities. Do not represent the true project status because some elements are behind schedule do not mean that the project is behind schedule.
- Do not show the uncertainty involved in performing the activity, and therefore, does not readily admit itself to sensitivity analysis.
The perfect tool does not exist, so it’s important to know the limitations of the existing ones and extract all their strengths, isn’t it?
Nevertheless, of course Gantt charts are essential.
During this year one of my goals have been to change completely the management style adopted in the GHPAT.
I assumed this role in an atmosphere where all people was misinformed and nobody knows nothing. There was not opportunity to delegate nothing all was centralized in the previous person in charge and from outside to this group was seen as a black box where nobody known how it worked.
The process of getting all process controlled and get all the communication channels established has not been easy but now I have to recognize that the major time I have invested in this process has been on changing the mentality of the people and getting them involved in this transition.
After this period of course not all the work has been done, but now the things works better.
I hope that this year the things works better, the start point is better but the new challenges are here.
You have been working on a pilot during some months, you worked hard on the presentations, you did a ROI study, you have explained the Project approach and all the details, the meetings were fluent and all opinions and comments were positive.
Suddenly, after to agree the initiation of the contract process, the client start having some doubts due to s/he has heard comments about problems in the User Support after the deployment or problems related to performance, future changes or other negative comments that has heard from other colleagues.
What can you do then?
First I usually ask the customer what are the concerns s/he has understanding the problem and getting clear what is the main obstacle/s that have changed from the optimism to the negativism.
After that analyse how to explain the concerns, prepare and put forward your arguments, you need to ask for other worries or doubts about what happen.
To get a third opinion sometimes is useful, sometimes no.
The decision making takes time, so you need to take into account it. If you know what is the timing of your customer’s internal approvals you will have an advantage.
What else do I need?
Some guidelines about the strategy to follow when working in SIEFs,
This is a BA work related with all existing processes. Define the changes on the Processes can be easy, integrate the changes can be hard.
- Define guidelines, objectives and strategy.
- Develop communication objectives.
- Participate in SIEFs.
- Advise businesses on interaction and key decision on SIEFs.
- Training of businesses.
- Interact with competent authorities.
- Prioritize with respect the REACh calendar.
- Strategic decision evaluation (study needs & costs, substance ID, Ensure contracts, quality of test data).
I will see how many of these things I can see… I continue working on it.
Earned Value (EV) helps me to control costs and schedule performance, but it does not answer the question: How much effort do I need to finish on schedule?
The Burn Rate shows how much effort is needed going forward to finish on time, and it is expressed as a percentage of remaining planned hours.
Burn Rate = [EAC – ACWP] / [BAC – BCWS]
> 1.0, it means that planned staffing is insufficient to get all the work done before the delivery date.
I have used this rate to let see my sponsor, an estimation of the deviation due to a lack of resources happened in the initial phase of a project. As numbers are so obstinates, it helps him to make decisions