How to do a Turnaround in 5 (not so easy) Steps

It's good article that may need by an organization.
1. Identify Heroes, Holdouts and In-Betweens
- Heroes: Every company has a group of committed, talented people who love what they do. They are usually frustrated by the events that led up to the crisis and have been holding on, hoping things will change. These people will be the key to your turnaround strategy and the first thing you need to do is identify some of them.

- Holdouts: These people don’t want anything to change and will fight you every step of the way. Fortunately, they are a small minority, but they can do a lot of damage. Figuring out who these people are is never very hard. They are usually proud of their role as a “status quo evangelist.”

- In-Betweens: Most people are fence-sitters and will go along with whatever seems easiest. They don’t really mind the status quo that much, but would like to see things improve. Usually, you are just the newest “change initiative” so they are going to wait and see how things will go. Unlike Heroes and Holdouts, In-Betweens are trying not to be noticed.
2. Start small and easy
3. Fire away!
Within 3-6 months (and sometimes faster), you will need to do your first round of firings
4. Re-organize and build momentum
identified some heroes and solved some of the problems that were destroying value. Now you can start moving your heroes into key positions, bringing in some new talent and start solving some tougher problems
5. Formulate a long-term strategy
Usually, the company is so focused on its failure, that it has been blind to the potential for success. Get your heroes together and build a strategy to move the company forward and start killing the competition

source: http://www.digitaltonto.com/2009/how-to-do-a-turnaround-in-5-not-so-easy-steps/

Steps to Implementing & Using EVM

1. start with small project to learn
2. Stick to the basics and use spreadsheets and
other standard desktop software that you currently have in place for capturing data
3. keep it simple with using industry terminology such as EV, PV, and AC in place of BCWP, BCWS, and ACWP
4. Use basic:
a. Cost Variance
b Schedule Variance (Use in conjunction with Critical Path Method)
c. Estimate at Completion
d. Estimate to Complete
e. Cost/Schedule Performance Index
f. Cost Variance %
g. % Spent
h. % Complete

5. Use it in the report with business language instead of EVM jargon
6. Make your “Accounting Period” your “Reporting
Period”

source: http://www.linkedin.com/newsArticle?viewDiscussion=&articleID=86774198&gid=37275&trk=EML_anet_nws_c_ttle-d7hOon0JumNFomgJt7dBpSBA

Program Management

How to manage Program Management ?
Do we talk about operational Program Management ?
if yes, then:
1. Program Map
Having map of projects and programs which includes the dependencies
2. Define what Program & Project Manager roles & responsibility
Find what Program Manager will involve in the individual project.
3. Regularly analyze & collect Project Status

Portfolio Management

It derives into these steps :
1. strategic direction (commonly planning in 5 years)
Example: my company will be best pool of project management in a country.
2. business driver (setting up for 5 years)
which concerned about business driver to achieve no.1
3. Roadmap/blueprint (setup for 5 years but can be reviewed yearly)
Timely phased, and show the dependencies
4. Then we talk about yearly initiatives
About: the initiatives scope, time, value, risk, etc
5. Analyzing for prioritization & selections
Evaluate using contribution analysis, such as NPV map vs probability to be happened. It is not only concerned to the benefit, but also the cost & efficiency to apply.
6. Approval & move to Program Managers

Portfolio, Program & Project Management

The strategic is covering Portfolio, Program, & Project Management