Jim is the chief information officer and architect for The Standish Group International. He is an experienced executive with over 40 years of experience in the field of Information Technology. He has had a diverse career leading IT organizations in academia, biomedical, manufacturing, and software companies.
Jim Crear suggests feedback needs to be monitored to prevent or mitigate mistakes or misdirection.
You might consider accurate estimates as on oxymoron, like jumbo shrimp or military intelligence, because the two definitions collide.
Jim Crear suggests you embrace uncertainty.
Jim Crear suggests using analogies.
Jim Crear suggest attentive listening is the purest form of respect.
Jim Crear suggests bad news should include solutions and suggestions of how to overcome the offending issues.
Jim Crear suggests having a balance in building and maintaining an equilibrium among the team members that fosters progress.
When thinking about elasticity we consider stretching to the maximum and then snapping.
All agile, such as Scrum, and Extreme methods of development have a lot in common.
No project goes perfectly and there is always some bad news that must be communicated.
Jim Crear suggests your organization change from a project-based management structure to a pipeline-based.
Nothing makes a person or a group of people feel better than a sincere thank you.
When determining clear and understood project objectives and priorities, it is imperative that everyone be in agreement.
Implementing a PMO or employing a good project manager without the necessary tools will still produce a failed project.
Before you take any action you must understand the business interests of the organization and the goals for which they are aspiring to achieve.
Jim Crear suggests that communicating with the executive sponsor is essential.
Being a good project manager does not just know how to put schedules together, establish procedures, and assign the right resources at the right time.
Jim Crear suggests that consensus helps create an agreement about the goals of the project.
The old way of requirements thinking was to separate them by must have, nice to have, and wish list (pie in the sky).
There is nothing worse than having a conversation where people, although using the same words, are talking about totally different things.
Jim Crear suggests having a clear, concise statement of the objective that is easy to understand will reduce the challenge of explaining over and over again.
Jim Crear suggests culture of the organization is key factor in team chemistry.
Jim Crear suggests steppingstones are easy because you can see them.
It is the project manager's responsibility to maintain a good rapport with the users throughout the project life cycle.
The executive sponsor is one of the keys to a successful project.
Jim Crear suggests executing educational forums.
No project can be successful without a champion or champions.
Feedback is even more beneficial to prevent long-term waiting and wasted time.
Jim Crear suggests the second step of your project research should be focus groups.
When you are establishing a project there is a formal etiquette that is followed.
Jim Crear suggests you take each requirement and rate them
Jim Crear suggests Ineffective meetings can seem like a death march of his or her own: an excruciating waste of time, a mission bound for nowhere.
Jim Crear suggests that in order to overcome the information overload barrier, communication should be managed by content, and proper levels.
Jim Crear suggests hot groups offer specialized talent.
If there is one thing we've learned in IT, it is that change is constant.
Jim Crear suggests you provide the reasons for motivation.
Jim Crear suggests clarity of the issue is the most important objective in coming to a decision.
In any project there are concerns about failure.
You can keep your team happy by giving them all the technical toys they ask for.
Jim Crear suggests project team leaders sometimes encounter team members who are exceptionally difficult to deal with, and they are often forced to work with them under stressful conditions.
Jim Crear suggests risk management attempts to identify project and feature risks and develop strategies that will either significantly reduce or avoid these risks altogether.
Establishing a firm set of requirements and functional specifications that everyone agrees upon before the project begins will solidify what needs to be done.
Jim Crear suggests the word "mentor" conjures up the image of a seasoned corporate sage conversing with a fortunate but "wet-behind-the-ears" recruit.
The Standish Group suggests you read Milestones: Love Them or Hate Them.
Jim Crear suggests you use of individual and team incentives has become a popular tool in motivating achievement of project goals or significant steppingstones.
As controversial as it sounds, all companies should adopt a no-new-release policy.
Jim Crear suggests while information is important, nothing beats a demonstration.
Jim Crear suggests the owner or executive sponsor be flexible and adaptable.
Internal and external peers can often provide valuable input.
No building large or small can be erected properly without blueprints.
Although "The Butterfly Effect" originally described changes that affect weather conditions around the world, it can accurately portray how changes in the corporate wind affect IT.
Jim Crear suggest you have recurring communications.
Jim Crear suggests training be relevant.
Jim Crear suggests without good chemistry, a project team can experience conflict, which can lead to errors, missed deadlines, or even project failure.
Jim Crear suggests the ideas and recommendations that come out of a retrospective must be able to be implemented by the team within the next steppingstone or microproject.
It is rare that IT will be given a project to do without a study that resulted in a good ROI.
Schooling An educated user is a terrible thing to waste.
Jim Crear suggests it is important to identify and break down the silos within a project to ensure everyone understands how what they do will affect other areas.
Jim Crear suggests you use the simple and most effective incentive.
A person who can state in a clear and simple manner his or her vision, the benefits and the goals, and how it matches corporate strategy, can usually win over the skeptical for support.
Jim Crear finds It is interesting - and very common - that a group of people all working on the same project will have different descriptions of what they are building or what the ultimate goal is.
Jim Crear suggests you provide a method to dole out incentives as the project progresses.
Jim Crear suggests you use steppingstones and not milestones.
Everybody loves the panda bears.
Jim Crear reviews The Public Execution of Miss Scarlet.
Agile, Scrum, and Extreme are all methods of development during a project, none of which can be successful without using some time boxing.
No kitchen is safe when several cooks are trying to prepare a soup.
Jim Crear suggests top-down design.
Jim Crear suggests you have a conversation with a toxic member.
Jim Crear suggests one of the easiest ways to combat project fraudulence is through transparency.
Jim Crear suggests transparency provides the self-respect as to the progress, direction, and position of a project.
An experienced project team will focus on the needs, not the wants, when reviewing requirements.
Jim Area suggests a hot group is characterized by a task-obsessed state of mind.
Jim Crear suggests uniform time intervals.
"No man stands alone!" In every project there is a need to communicate and interact with others.
Poor requirements management is often the beginning of the end of projects.
OptiMix is an online tool developed and operated by The Standish Group.
The use of steppingstones is similar to that of milestones.
Jim Crear suggests a good working environment will reduce turnover.