Asset Management

I’m happy, I’m going to lead an improvement plan on a global asset management service.
It’s not a big deal, nevertheless the idea of understanding the asset management lifecycle, the billing processes of the assets, the way that this type of services are managed and the standard processes that govern it…. it’s what makes me happy.

:-)

About the important and urgent things

Once of the PMO we are working has a lot of tasks to do.

The type of workload is this typical level of things to do that makes that you can be working 24 hours for the next 5 months and after that, you will have the feeling that you need other 5 months to be up to date.

As always, we need to be very accurate in order to execute the objectives of the account and perform what is important and relevant for the client.

It’s true, we have always some things that appears in the middle of the day and it takes a level of priority higher that desired. This makes us to have a permanent sense of urgency that can cause us to lose.

This easy message is something I’m repeating periodically in order to get the people focused on the important things keeping the other eye on the urgent issues. We don’t want to finish the year without reaching the objectives of the PMO.

Percentage of management in a project

Typical projects where you compose a team to build something through a project execution uses to have a non written law about the percentage of management you need on each project.

For us it’s something around 15% of the total time of the project.

We are working now for a client where the infrastructure projects are leaded by a project manager, the rest of the people involved in the project: technical architecture, installers… are not part of the project, they work in a global service we provide and the different people what do is to receive work actions and execute them as defined.

They receive a request and they deliver the result: buy a server, install software, configure communications…

This situation makes that the project manager is the only person who really belongs to the project. It makes the project manager needs to contact to each person involved in each step of the project individually, making the communications so hard due to the need to communicate with all parts solving individual problems each time.

For this type of projects execution the real need is that you need more than this 15% of the time to manage the project. We have tried to assign various projects to the same project manager, but the way the projects are executed does not makes it possible: with 2 projects of this type you cover the 100% of your time.

Nepal & come back

Nepal,

Great Country Sir, if you have the opportunity to visit it, don’t hesitate, does it.

Mainly if you love mountains, the trekking we did on Annapurnas was amazing. You will find pleasant people that always are delighted to attend you and all the “tourist” questions you have for them.
I use to be a little bit pain in the ass asking about all but here everybody stays calm.
The come back to the office has been very hard, some bad news that makes me need to rest during this weekend.