When an organisation wishes to build a loyal customer base, it must be intentional, consistent and different.
They must be ready to add value to their customers. They must be able to serve their customers in such a way that serving customers in a unique way becomes an engine for growth in the organisation.
An organisation that wishes to build a loyal customer base must be able to identify its profitable customers.
They must be able to do things differently. Not only that, they must be able to offer services in such a way that they leave a lasting impression in the mind of their customers.
PS: I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
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Everything about a disciple is unusual because he is someone who is fighting a battle that is already won. The victory of a disciple is based on certain things, the Ingredient that makes up the victory are:
#1 Faith
Faith is the victory that overcomes this world. In 1 John 5:4-5, the Bible says:
“For whosoever is born of God overcometh the world; and this is the victory that overcometh the world, even our faith. Who is he that overcometh the world, but he that believeth that Jesus is the son of God”.
If you believe that Jesus is the Son of God, the Bible says you have already won. You have overcome the world. The victory of a disciple is based on faith.
#2 Indwelling Christ
the second pillar of the victory of the disciple is the indwelling of Christ. In 1 John 4:4, the Bible says, “Ye are of God, little children, and have overcome them; because greater is he that is in you than he that is in the world.
The victory that the disciple has is Jesus Christ. In the book of Colossians 1:27, the Bible says, “Christ in you, the hope of Glory”. When Christ is in us we have the hope of Glory. Not the hope of defeat, not the hope of shame. Each time someone has Jesus Christ dwelling in him, there is one thing to hope for; glory.
#3 Victory handed over to him
The third pillar of the victory of the disciple is that there is a victory handed over to him. After Jesus Christ overcome, after He defeated Satan and the world, He sat down in the Heavenly place at the right hand of the Father. And then He caused all his disciples to be seated with him. We are seated with Him in the heavenly places. He is our champion. He won the battle and handed the victory to us.
As we have learnt earlier when there is a competition, let us say there is a football match, between Nigeria and another nation, there are eleven people representing Nigeria. There are millions of Nigerians, but there are only eleven representing us. If these eleven people win, all Nigerians have won. If they lose, even those in the villages have lost, even though they never got to the field to play.
In the same manner. jesus our champion fought the battle and won, and because He won, all of us who are His disciples are victors too. You can read Ephesians 2:4-6 and then compare that to Ephesians 1:19-21. He won. He sat at the right hand of God and caused us to be seated with Him in heavenly places.
And then in Ephesians 1:22, the Bible says:
“And hath put all things under his feet, and gave Him to be the Head over all things to the Church”
Everything; principalities, powers and all forces of darkness are under his feet. Now as a disciple, you are part of the body of Christ and there is no part of the body that is lower than the feet. In other words, I don’t know which part of the body you are fitted into, even if you are the sole of his feet, you are still higher than all the enemies of God.
#4 Comprehensive Insurance Cover
The fourth pillar of victory of the disciple is that God has given him comprehensive insurance coverage. Look at Luke 10:19, you will see what the Lord said there. Look at Luke 10:19, you will see what the Lord said there. The Lord Jesus was speaking and He said, “Behold nothing, shall by any means hurt you.”. Now, the meaning of ‘nothing’ means nothing; it means there is nothing anybody can do, you are covered. the moment you are under the authority of Jesus Christ, as His disciple, then you are under the authority over the enemy. In Matthew 8, there is a story there from verses one to nine.
There was this centurion who came to Jesus. He said “Oh! My servant is sick.“ “No, you don’t need to come to my house. I know all you need to do is speak one word and my servant would be healed”. And then he made a statement, he said, “I also am under the authority of Caesar in Rome. As a result of that, whatever I say to my soldiers, they do it; when I say to this one come, he comes, when I ask this to go he goes. He said, therefore, I’m under authority over some people who are under me”.
The fifth pillar of the victory of a disciple is that the disciple is an anointed one. Once you get baptised in the Holy Spirit, the anointing of God is upon you and according to Is. 10:27, the Bible says the anointing breaks the yoke. In other words, if the disciple was even bound before, as soon as he becomes a disciple of Jesus Christ, the anointing of God comes and the yokes in his life will be broken. Not only that but because of this anointing, there is special protection for every disciple. Look at Psalm 105:14-15. The Bible says:
“He suffered no man to do them wrong; yea, he reproved kings for their sakes; Saying touch not mine anointed, and do my prophets no harm”.
In other words, God wouldn’t allow anyone to do you wrong. He said yea he reproved kings for their sake. Saying, “Touch not my anointed and do my prophets no Harm”. God says anybody who dares touch His anointed ones would be in danger. So a disciple is anointed.
I am sure by now, that the anointing upon your life is proportional to your holiness. The holier you are, the greater the anointing.
Hebrews 1:9 says,
“Thou hast loved righteousness, and hated iniquity; therefore God even thy God hath anointed thee with the oil of gladness above thy fellows,”.
The holier you are, the greater the anointing. That is why the Bible says in James 4:7:
“Submit yourselves therefore to God. Resist the devil, and he will flee from you”.
So submit yourself therefore unto God, you then resist the devil, then the devil will flee.
#6 Already known result
In every battle that the dicsiple may fight, the result is already knowm, even before you start fighting. All the disciple needs to do is to be obedient, and the victory will come very very soon. look in Romans 16:19-20 which says:
” For your obedience is cone abrroad unto all men, I am glad therefore on your behalf: but yet I would have you wise unto that which is good, and simple concerning evil; And God of peace shall bruise Satan under your feet shortly. The grace of our Lord Jesus Christ be with you. Amen.”.
All you need to do is to be obediebt. And you can be sure very soon that you will be matching on the head of Satan.
#7 Love of God
The seventh pillar of the victory of the disciples is the Love of God. Romans 8:37 says, ” we are more than conquerors through him that loved us”. The reason we are more than conquerors is because God loves us. That means, I will win as long as God loves me. But, suppose tomorrow He changes His mind and say He dosen’t love me anymore.
The Bible says in John 13 that’s ; ” Now, before the feast of Passover, when Jesus knew that his hour was conss that he should depart out of this world unto the father, having loved his own which were in the world, he loved them into the end”.
God does not love you half way; He will not love you on Sunday oy and forsake you on Monday. he loved His own and He love then till the very end. So I know God is going to love me till the very end, provided I keep on obeying Him. That is why the disciples can shoot for victory even before the battle started. On Psalns 47:1, the Bible says, ” Cllap your hand, I ye people, shout unto God with the loud voice of triumph”.
That is a command, and its a command that goes to every dicsiple that just won a victory who will of course find that easy to do. But , what about a dicsiple that is fighting a battle? Shout all the same because your victory is certain.
So we all want you who believe your victory is certain to spend just some minutes, shouting the about of victory. get up and praise the Lors. Hallelujah! Do so, that the devil will be mad. Go ahead and do that.
PS: I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
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3 Reasons Why Organisations Need Service Management
If there is any concept or ideology that is committed to the idea of service management, it is ITIL 4. In summary, ITIL is built on the ideas of customers and other stakeholders working together in order to deliver value to customers. In this article, I want to talk about why service management is needed in organisations.
First and foremost, technology is advancing more than ever before. Development such as cloud computing, infrastructure as a service, machine learning and blockchain has opened fresh opportunities for value creation and led to becoming an important business driver and a source of competitive advantage.
Now, you don’t have to wait for customers to come to your organisation before they can have access to your service. Organisations are now looking for ways whereby customers, whether they are coming to the office or interacting with them online are getting the same benefits.
First and foremost is a service organisation. Whether it is a government organisation or a private organisation. They are created to provide services. Without their customers enjoying their services, they will actually look for an alternative elsewhere.
#2 Organisational capabilities
Also, developing specialised organisational capabilities mentioned in the definition required an understanding of the nature of value, the nature and the scope of stakeholders involved as well as how value creation is enabled through services.
#3 Perceived benefits
Also, value can be considered as the perceived benefits or usefulness of something. At times, the kind of service that satisfied a particular customer might be seen as a non-value-adding service to others. That is why service has to be personalised for each customer.
PS: I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
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Customer loyalty helps businesses to retain lower costs, higher-margin and greater profits than businesses that fail to satisfy and retain their customers.
What we are saying here is that, if an organization has loyal customers, they will spend less on adverts or other drives that are aimed at attracting new prospects into the organization.
That is why it is said that loyal customers are the principal drivers of profit.
In any organization that is customer-centred, the main reason why they have decided to tow that line is to retain their customers Research shows that the cost of acquiring a customer is almost five times that of retaining them.
Heavy advertisers confirm this too. Loyal customers continue to purchase your products and services.
As they grow with your organization, their value increases as they also introduce new businesses to your organization.
PS: I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
Fact Check Policy
CRMNuggets is committed to fact-checking in a fair, transparent and non-partisan manner. Therefore, if you’ve found an error in any of our reports, be it factual, editorial, or an outdated post, please contact us to tell us about it.
PS: I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
Fact Check Policy
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It has been observed that a good Customer-Centric Enterprise must involve people, processes, and technology.
This must be centred around the customer. It is on this premise that we can discuss the transition from a product-centric to a customer-centric enterprise. When we talk about processes, we are talking about referring to the activities involved in the running of the business. It involves all activities that go on in the Marketing, Sales and Customer service department of any organisation. The process talks about the specific employees that are involved in the running of the organisation. In a customer-centric organisation, they must be trained to see the customers as part of the stakeholders of the organisation. The relationship has to do with the way the organisation goes about building and nurturing relationships with its customers. This must be done in order to build confidence in the customers.
Transition: Processes: In a product-centric enterprise, the adverts are targeted at a large number of people. The organizations in product-centric enterprises at times come up with promotional offers in order to attract a large number of people while in CCEs, the advertisement and marketing strategies are personalized and they are on a one-on-one basis Sales: In a product-centric enterprise, sales are geared towards making as many sales as possible while in CCEs, sales are more centred on customer needs than product strengths. Employees are not rewarded based on the volume of their sales but on how far they are able to meet customers’ needs.
Also in the new setting, customer feedback has a strong influence in the forecasting process as opposed to the product-centric enterprise. Service and Support: In the old setting, the customers are forced to come to the branch offices before their issues can be resolved while in CCEs, there is the establishment of multi-channel customer care with the intention of enhancing customer experience. There is also the development of feedback mechanisms which are meant to measure how far the organization is able to resolve customer issues.
Transition: People
Organisation: In a product-centric enterprise, the entire workforce and management are meant to think in terms of produce and production process. They are more with how they can increase their production and market share in general. On the other hand; in a CCE, the whole organisation’s workforce arc programmed to think along the customer line. Lbs involve how the;’ cm satisfies their customers and operates from their perspective.
Human Resources Management
In a Product-centric enterprise, employees are rewarded based on how far they can increase production in their organization. They are also trained to put in all their best in increasing production but in a customer-centric enterprise, the employees are trained to think along the line of customer satisfaction. The organisation is concerned with turning out executives that are customer focused in nature.
Transition: Technology
Infrastructure: Under infrastructure, when an organisation becomes customer-focused, its infrastructures become inadequate. This is due to the fact that customers want to interact with the organisation from multiple channels. Therefore the organisation needs to put machinery in place that will enable the customers to interact with the organisation at their own convenience. Applications: In a product-centric enterprise, customers’ information is not integrated into the applications as they were chilled away from the customers. But in a GCE, the various departments in the organisation are provided with customers’ information which allows them to attend to customer issues promptly
SUMMARY
In this chapter, we have discovered that:
People, processes and technology are always involved in the running of any enterprise.
In a product-centric enterprise, all attention is focused on the product, how the organization can increase its sales volume as little attention is focused on the customers.
In a CCE, the entire workforce and everything involved in the organisation is centred on the customers, Even the policy framework of the entire organisation is centred on customers and customers alone.
Brainstorming Session
Discuss the processes that are involved when a Product-Centric Enterprise is moving to a Customer-Centric Enterprise.
How can an organisation moving from PCI to CCE prepare its workforce for the change that is about to take place?
Do you agree that change management is necessary for a CRM project?
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Customer Scoring and Scoring Methods : How To Identify Wealthy Customers (With Examples).
Customer scoring is one of the means of developing a customer model. It aims at scoring the customers based on certain parameters on a regular basis instead of developing a specific model for each requirement.
Developing this kind of scoring method will enable the organisation to assign multiple product/service scores plus lifetime value, making it useful across multiple requirement areas such as campaign management, and marketing departmental plans among others.
One of the widely accepted methods of scoring is the RFM method. It captures the Recency Frequency and Monetary behaviour of customers.
Note: RFM is closely related to another scoring method called lifetime value.
Introducing Customer Lifetime Value Customer Lifetime Value (CLV) is the expected net profit a customer will contribute to your business as long as the customer remains a customer.
This also shows how profitable the organisation will be in the future.
Role of Technology When an organisation needs to deploy a model that will be reliable and dependable in meeting customers’ needs, in achieving this, there is the need for the organization to bring about a model that will automate and manage the whole process.
In deploying technology, organisations need to deploy the kind of technology that would manage the customer database.
We also need to introduce analytical tools such as data mining; this digs in into the customer’s database in order to bring out reliable information that can be used in order to increase customer experience.
We also need statistical tools such as predictive modellers which can suggest to organisations products and service that they can introduce to their customers.
These are always done based on the need of customers and information at the disposal of the organization about their customers.
A customer-centric organisation needs to check the effectiveness of its customer model regularly. This will help the organisation to make necessary changes when necessary.
There is a need for this because customers are very dynamic in nature. It changes very fast, the organisation must have a challenger model that will continue to test the effectiveness and relevance of the model being adopted by the organization on a regular basis.
It should be noted that understanding the customer and the type of relationship customers wish to have is the key to a good CRM initiative.
Here, we are saying that if you understand the customers and the type of relationship that they keep, you will know the best type of products and services to introduce to them.
At times you might have a customer that does not take your organisation as the main organisation. If you don’t dig in enough, you may not know their worth.
It has been said before that, some organisations don’t know the number of subscribers that they have. Some don’t know who is actually responsible for the settlement of the bills or how many of their product, a customer has.
If they don’t know all this, how would they come up with products and services that would meet their needs?
There is a need for market research and knowledge management coupled with a concise effort to dig up more information about customers, which will allow the organisation to have more knowledge about customers.
If all these are done on a regular basis, it will enable the organisation to adapt to market changes and to anticipate and cater to specific needs and wants of individual customers, thereby consolidating customer loyalty.
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Managing Customer Life Cycle: Stop Loosing Customers To Competitors
In doing this, the organization employs customer-centric strategies in order to retain and grow its customer base. They also try to put the customers at the heart of everything that they are doing.
One thing you should note here is that what keeps the relationship going is the trust that the customer has in the organisation.
Once the organisation is able to retain the trust by giving the customer a consistently positive experience, the customer in return will continue to be Loyal to the organisation.
The organization providing a consistently positive experience may have to break protocols in order to give their customers a wow experience.
The organisation is giving its customers a consistent experience try to give their customers the ability to dictate the pace of their relationship.
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I have talked about all that you need to know about the work breakdown structure for projects. In this article, I want to talk about Standard Schedule Diagramming Notations for projects. Follow as we will look at them together in this article.
Now the notations…
#1 Early Start
This denotes the earliest time an activity can start. usually, the ES of the first activity in a network diagram is zero. The Early Start of all other activities in the latest Early Finish of any predecessor activities.
#2 Early Finish
This denotes an Early Finish. The earliest time an activity can finish. The EF for the first activity is the same as its duration. For all other activities, EF is the latest EF of all the predecessor activities of an activity plan and its duration.
#3 Late Finish
This denotes Late Finish. It is the latest time an activity can finish. The late Finish for the activity is the same as its Early Finish time. The LF for any predecessor activity is the earliest Late Start of any of its successor activities.
Late Start
This is the latest time an activity can start. The LS for the last activity is its Early Finish minus its duration. The Late Start for any predecessor activity is its Late Finish minus its duration.
Duration
This is the number of work periods required for the completion of an activity.
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In my previous article, I talked about all that you need to know about the IT Infrastructure library. In this article, I want to look at the evolution of ITIL also known as IT Infrastructure Library. Follow me as we look at this together in this article.
The early 1980s
At this period in world history, there is nothing like a standard for IT projects. Everything was done in such a way that people and organisations managed their projects the way they like. This leads to a high rate of abandoned projects among organisations.
1989
At this stage, the UK government felt that something should be done about the lack of standardization for IT projects. They decided to do something about the lack of standards for projects. That is why the first set of ITIL books was published and it becomes the standard for IT projects.
2000
This year, service delivery and support want to be introduced to IT Infrastructure Library. At this stage now, this new addition was seen as a major component of the IT infrastructure library. It is a known fact that when customers are not satisfied with your products and services or a way to retain their interest, the business will soon fold up.
2007
At this stage in the evolution of ITIL, the service lifecycle was introduced. Service lifecycle becomes so important that projects have to be handled in an orderly manner. This also makes it very easy for all stakeholders to work together to achieve IT project goals.
2011
There comes the introduction of business alignments to IT projects. What this emphasised is that there is no way the IT department can run a successful project without the input of the business community.
The IT community and the business community has to work together in order to deliver IT projects that will meet the need of customers.
2018
There comes the game change. There was the introduction of the Service Value System into ITIL projects. It is indeed a system that makes IT Projects successful. I am not going to talk about SVS in this article. Just stick to this blog and I will give you the load down.
PS: I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
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Ways Of Identifying The Critical Path For Projects
Sometimes, the resources you are counting on may not be available when they are scheduled to be. How do you know when your project cannot be successfully completed? In this article, we want to thank about some of the ways to identify the critical path for projects.
The answer is that you must identify the critical path when developing the project schedule. In this article, I want to talk about how to identify the critical path for projects.
Identifying the critical path allows you to determine which activities have scheduling flexibility before you complete your project schedule.
Critical activities
Critical activities are the activities that are on the critical path. Generally, for all activities along the critical path, ES=LS and ES=LF.
There can be no flexibility in the start time or the finish time for these activities. Activities that are not on the critical path usually have some flexibility in their start and finish dates.
How to identify the critical path…
To identify the critical path for a project with FS precedence relationships:
#1 Conduct Forward Pass
You need to conduct a forward pass to determine the ES and EF for each activity:
Use zero for the first activity’s ES.
Enter the first activity’s duration as its EF.
Calculate the ES for each successor activity when using the largest EF from any of its predecessor activities plus or minus any leads or lags.
Calculate the EF for each successor activity by adding its duration to its ES.
Move through all the activities until you have an ES and EF for each one.
#2 Backward pass
You need to perform a backwards. pass to determine the LS and LF for each activity.
Enter the last activity’s EF as it’s LF time.
Subtract the last activity’s duration from its EG to determine its LS.
Calculate the LF for each predecessor activity using the earliest LS from any of its successor activities plan or minus any leads or lags.
Calculate the LS for each activity by subtracting its duration from its LF.
Move backwards through all activities until you have the LF and LS for each one.
#3 Calculate float
Calculate float:
For each activity, subtract its EF from its LF to determine the total float.
For each string of activities with float, calculate the free float for the last activity in the string by subtracting its EF from its successor activity ES.
#4 Identify Critical path
You need to identify the critical path as the path with the longest duration and zero floats.
Other factors…
The ES for the first activity is 0.
The EF for the first activity in its ES plus its duration.
The ES of all successor activities is the latest EF of any of its predecessor activities plus or minus any leads or lags between the two activities.
The EF or all subsequent activities is its ES plus its duration.
The LF for the last activity is the same as its EF time.
The LS for the last activity is its EF minus its duration.
The LF for any predecessor activity is the same as the earliest LS of any of its successors plus or minus any leads or lags between the two activities.
The LS of any predecessor activity is its LF minus its duration.
Only the three activities are not on the critical path.
Only the last activity in the last string has free float.
The critical path is indicated by bold lines with arrows and includes activities along the path.
PS: I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
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Schedule Compression Methods For Projects: Practical Ways Of Finishing Projects On Time.
In my previous articles, I have talked about what you need to know about the work breakdown structure for projects. In this article, I want to talk about schedule compression methods for projects. Follow me as we will look at this together in this article.
Schedule Compression Methods can be referred to as shortening of the project schedule without affecting the project scope.
Setbacks or revised deadlines can cause production problems, in which there is little time to do a lot of work. When these issues occur, product quality is often sacrificed.
Schedule Compression alleviates the pressure of completing too many activities in a short time without negatively affecting the project scope.
Compression may be achieved in one of two ways: Fastracking and crashing.
Typical example…
A carpenter and his subcontractor are building and then installing cabinets in a new housing development. The realty company has a higher demand than expected and asks the carpenter to move up his finish date by three weeks.
In order to meet his deadline, the carpenter decides to change the order of assignments for the remaining company work. He tells the subcontractor to work on the installation of the whole cabinet as he finishes building the cabinets.
This changes the Precedence. Instead of building all the cabinets and then installing them, the installation is able to start before the building of the cabinets is complete as in the original schedule.
Due to the increase in production, the carpenter finishes the work a week ahead of the schedule rather than three weeks behind.
#1 Fast-Tracking
Fast-tracking is the process of compressing the project duration by performing some activities concurrently that were originally scheduled sequentially.
Typically, fast-tracking involves identifying FS relationships that could be done in parallel, either as Finish to Finish, Start to finish, or Start to Start relationships, or by simply adding some leads to FS activities.
Some fast-tracking may entail looking very creatively at the network diagram to see if some discretionary dependencies could be done completely independently. Usually, no added costs are incurred from fast-tracking; however, it can result in increased risk and rework.
Typical example…
Sponsors are pressuring Carol to bring a new product to market quickly. Carol decides to fast-track some activities a lead leadership between the development of the new product and the writing of the associated user manual.
The total duration of the two activities is shortened because writing the manual can start before the product development is complete. Consequently, the project duration is shortened.
Crashing
Crashing is a schedule compression method that analyses cost and schedule trade Offa to determine how to obtain great schedule compression for the least incremental cost. crashing typically involves allocating more resources to activities on the critical path in an effort to shorten the duration, thereby increasing project costs.
To crash a schedule, analyse:
Duration estimates under normal conditions
The cost associated with the normal conditions
Duration estimates under the crash condition.
The cost associated with the crash condition.
The formula for calculating crash coats per week is (crash coat – normal coat) / ( normal time – crash time ).
Example…
As project manager for the company website project, you are asked to compress the schedule for the design deliverable.
There are eleven activities, five of which are on the critical path. Using the formula (crash coat – manual cost) / ( normal time- crash time ), you calculate the crash coats per week for each of the five activities to determine which activities will provide the greatest duration reduction for the least incremental cost. Your calculations are :
While you have not yet analysed the effect of crashing the activities, you can determine from your calculations that:
Activity D has a net gain of three weeks at a cost of just $500 per week.
Activity C reduces the schedule by two weeks at a cost of only $1,500 per week.
Activity E is another possible candidate with a three-week reduction at a cost of $2,000 per week.
Activity B, which has a crash cost of $4,500 per week and a reduction of only one week, is the worst candidate for crashing.
The order in which the activities should be crashed is D, C, E, A, and B.
The total number of weeks by which the project could be shortened if all of the activities on the critical path are crashed is 11 (45-34).
The total additional cost if all activities on the critical path are crashed is $23,000 ($71,000-$48,000).
PS: I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
Fact Check Policy
CRMNuggets is committed to fact-checking in a fair, transparent and non-partisan manner. Therefore, if you’ve found an error in any of our reports, be it factual, editorial, or an outdated post, please contact us to tell us about it.
In my previous article, I talked about all that you need to know about the work breakdown structure for projects. In this article, I want to talk about all that you need to know about the schedule baseline for projects. Follow me as we will look at that together in this article.
As a project manager, it is your responsibility to get management approval for your project schedule so that you can begin your project on the right footing, setting the stage for proper monitoring and measuring schedule performance throughout the life cycle of the project.
The schedule baseline is the key mechanism for gaining that approval, and so your ability to generate the appropriate baseline will be critical to project success.
Schedule baselines…
A schedule baseline is the management-approved version of the project schedule; it is drawn from the schedule network analysis and includes baseline start and finish dates. It provides the basis for measuring and reporting schedule performance.
It is a formal part of the project management plan.
How to create it …
Obtaining approval from the stakeholders for your project will be vital as you move through the project life cycle and monitor the schedule performance.
By establishing a schedule baseline, you will further enhance the project’s integrity by securing approval from the project management team and stakeholders.
#1 Gather your preliminary project schedule
There is a need for you to gather your preliminary project schedule while including the project’s start and finish dates.
You have to make sure that all of its components are. accurate and up-to-date, including the resources, duration, calendar predecessor dates, task dependencies, cost estimates, and constraints.
You have to confirm the resources have not been overly allocated.
#2 Distribute it
There is a need for you to distribute the proposed schedule baseline to the appropriate stakeholders and project management team for approval.
This approval is a formal requirement, and as such, it should be received in writing from the project sponsor.
PS: I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
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In my previous articles, I have looked at all that you need to know about the work breakdown structure for projects. In this article, I want to look at all that you need to know about how to optimise the project schedule. Follow me as we will look at that together in this article.
Now the procedures …
#1 Consider resource-levelling options
There is a need for you to consider the resource levelling options for the project. You have to ask the following questions when you are doing that,
Can you pull needed resources from activities with float and apply them to critical resources?
Can you authorise overtime to meet your project requirements?
Is shift still possible?
Can an activity be contracted out to free up resources during a critical period?
#2 Consider fast-tracking
There is a need for you to consider fast-tracking the project in order to ensure that the project finishes on time. Ask the following questions when you are going that:
Can any activities on the critical path be done concurrently that we originally scheduled sequentially?
Are there any discretionary dependencies that could be done completely independently?
Are there any increased costs associated with fast-tracking activities?
What are the associated links?
#3 Analyse activities
There is a need for you to analyse activities on the critical path to determine if crashing the schedule will produce a viable option. You need to ask the following questions :
Are there any activities on the critical path that can be shortened if more resources are added?
What are the costs associated with crashing the activities?
Which activities will provide the biggest duration decrease while incurring the least amount of incremental cost?
What are the resource allocation implications of crashing the activity? Will some key resources be overextended? Will all resources be available when needed?
Are there any quality implications associated with crashing the activities?
#4 Overallocated resources
You need to identify if any resources are overly allocated. You also need to prioritise the project tasks the resources are responsible for and delay those tasks that can be performed later, to avoid over-allocation of resources.
#5 Viable scope
You also need to analyse each of the activities on the critical path to determine whether reducing the scope is a viable option for reducing the duration of the project.
#6 Recalculate critical path
There is a need for you to regulate the critical path after you have recompressed the schedule. This will help you to know the number of days that you have been able to save after you might have compressed your schedule for the project.
#7 Review schedule changes
Also, you need to review schedule changes with key stakeholders. Since some of them are Subject Matter Experts, it will enable you to get their expert opinions on the subject matter. It will also allow them to be aware of the changes that have been made to the project.
#8 Revise the schedule
After all your scheduled Compression assignments have been done, you will need to revise the schedule again in order to discover if you have made any mistakes in the course of optimising the project schedule. Once that is confirmed, you have to distribute it to other project stakeholders.
Typical example…
You created a draft schedule for your company’s website project. At the draft schedule meeting, the sponsor informs you that the schedule must be compressed by a week so that the new website will go live on time to coincide with a major industry conference. You analyse the critical path and discover that two activities could be performed concurrently, instead of sequentially, you fast-track the activities and gain the needed week, then review the critical path and confirm that it has not been altered. You review the revised schedule with the project sponsor and obtain approval. The schedule becomes the baseline for the project.
There is a need for you to gather your preliminary project schedule while including the project’s start and finish dates.
PS: I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
Fact Check Policy
CRMNuggets is committed to fact-checking in a fair, transparent and non-partisan manner. Therefore, if you’ve found an error in any of our reports, be it factual, editorial, or an outdated post, please contact us to tell us about it.
Project Schedule Network Diagram: Amazing Tool For Keeping Track Of Multiple Projects.
In my previous article, I talked about all that you need to know about the Precedence Diagramming method for projects. In this article, I want to talk about how to create Project Schedule Network Diagram for a project. Follow me as we will look at that together in this article.
To create a project schedule network diagram using the PDM, one of the most commonly used types, with all the activities having the most common precedence relationship, Finish to Start:
#1 Determine the dependencies among project activities.
You need to use the activity list to identify all the activities that must be sequenced to create a project schedule.
You need to use the activity attributes to determine the sequence of events or their defined predecessor and successor relationships.
Use the milestone list to identify the logical starting point for the sequencing of activities.
There is a need for you to review the project scope statement that contains the product description which could affect sequencing.
If there are any existing documents related to project scheduling, use them when creating the project schedule.
#2 Determine the lead and lag
There is a need for you to determine the lead and lag between project activities.
This will enable you to know the amount of buffer that you are going to put between project activities. It will also ensure that you are realistic about your project estimates.
#3 Strong Identification
You also need to identify predecessor and successor activities for the project.
You have to create a table with two columns. In the first column, list each activity to be sequenced, and identify each with a letter.
In the second column, write the letter of the predecessor activities for each activity.
#4 Create nodes
There is a need for you to create nodes for all activities that have no predecessor or successor activities. You need to know how this particular activity relates to other activities in the project life cycle.
#5 Successor activities
You also need to create nodes for all other activities that are successors to the nodes already created. When the first activity is identified, you have to know how that activity relates to other activities in the chain.
#6 Draw arrows
The next thing now is to draw arrows from predecessor to successor activities. This arrow will allow stakeholders to know at a glance how different aspects of the activities are related to one another.
#7 Continue drawing
You have to continue drawing the network diagram, working from left to right until all activities are included on the diagram and their precedence relationships are indicated by arrows, including any known lags and leads.
#8 Verify the accuracy
You need to verify the accuracy of the diagram. You have to ensure that:
PS: I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
Fact Check Policy
CRMNuggets is committed to fact-checking in a fair, transparent and non-partisan manner. Therefore, if you’ve found an error in any of our reports, be it factual, editorial, or an outdated post, please contact us to tell us about it.
Earlier, I talked about all that you need to know about the activity list for projects. In this article, I want to look at all that you need to know about the precedence Diagramming method for projects. Follow me as we will look at that together in this article.
The precedence diagramming method is a project schedule network Diagramming method that uses rectangular boxes or nodes to represent boxes or nodes represent activities and arrows to represent precedence relationships between activities.
This type of diagram:
Always reads from left to right.
Show duration only in the node.
It May be created manually or with software
May report a group of related activities as an aggregate activity
May use all Precedence relationship types.
Summary activities
A summary activity is a group of related activities that, for reporting purposes, is shown as a single aggregate activity in a bar chart or graph. It may also be called a hammock activity.
Some summary activities have their own internal sequence of activities but others include separate activities.
Conditional diagramming methods…
Activity sequences that must be revisited or repeated is called loops, while activities that will be implemented only under specific conditions are called conditional branches.
A conditional Diagramming method is any network Diagramming method that allows for no sequential activities such as loops or conditional branches.
Typically, activities in these types of diagrams are represented by rectangles, decision points are represented by diamonds and directional flows as indicated by arrows.
Conditional Diagramming methods vary based on the method used. The most common ones is the Graphical Evaluation Review Technique (GERT) and system dynamic models.
When creating a network diagram, you may want to create a “Start” node that connects by arrows to all the nodes for activities with no dependencies.
Action Point PS: If you would like to have an online course on any of the courses that you found on this blog, I will be glad to do that on individual and corporate levels, I will be very glad to do that I have trained several individuals and groups. They are doing well in their various fields of endeavour. Some of those that I have trained include staff of Dangote Refinery, FCMB, Zenith Bank, and New Horizons Nigeria among others. Please come on Whatsapp and let’s talk about your training. You can reach me on Whatsapp HERE. Please note that I will be using Microsoft Team to facilitate the training.
I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
Fact Check Policy
CRMNuggets is committed to fact-checking in a fair, transparent and non-partisan manner. Therefore, if you’ve found an error in any of our reports, be it factual, editorial, or an outdated post, please contact us to tell us about it.
Activity Dependencies For Projects: Practical Ways Of Guaranteeing Project Coordination.
In my previous article, I talked about some of the facts that you need to know about work breakdown Structure for projects. In this article, I want to talk about some of the facts that you need to know about activity dependencies for projects. Follow me as we will look at that together in this article.
You are the project manager for the launching of a new product line. if you do not understand the sequence in which the project work must occur, you cannot develop an effective schedule. You will end up with rework and additional costs.
4 Types Of Activity Dependencies For Projects
In my previous article, I talked about some of the facts that you need to know about work breakdown Structure for projects. In this article, I want to talk about some of the facts that you need to know about activity dependencies for projects. Follow me as we will look at that together in this article.
You are the project manager for the launching of a new product line. if you do not understand the sequence in which the project work must occur, you cannot develop an effective schedule. You will end up with rework and additional costs.
Creating a project schedule network diagram for your project will help you uncover the relationship between risks, and avoid unnecessary work and expense.
Activity Dependencies
An activity dependency for projects is a logical relationship that exists between two project activities.
The relationship indicates whether the start of an activity is contingent upon an event or input from outside activity.
Activity Dependencies
An activity dependency is a logical relationship that exists between two project activities.
The relationship indicates whether the start of an activity is contingent upon an event or inputs from outside the activity.
Activity Dependencies shape the sequence of project activities.
Typical example…
An architect, Brian, designed a residence and has a vision for room layouts.
However, he will not be able to assess the functionality of the design until the builders frame the structure with walls, windows and a roof.
Once the structure is in place, he will be able to reassess the plan to determine if modifications are necessary.
#1 Mandatory
A mandatory dependency is inherent to the work itself. It is usually affected by physical constraints. Activities must be performed in a specific sequence for the work to be successful. Mandatory is also known as “hard logic”.
#2 Discretionary
A discretionary dependency is defined by the project and the project management team at their discretion. It is defined based on the best practices followed in a specific application area or on specific requirements.
If there is no mandatory or external dependency between two activities, the team has some flexibility in activity sequencing.
It is also known as “soft logic”, “preferential logic” and “preferred logic”.
For example, the sponsor will like to see the book’s cover design as soon as possible, so the team may decide to have the cover artwork done before the inside illustration.
#3 External
An external dependency is contingent on inputs from outside the project activities.
An example is a book that can’t be printed until the shipment of paper arrives.
Action Point PS: If you would like to have an online course on any of the courses that you found on this blog, I will be glad to do that on individual and corporate levels, I will be very glad to do that I have trained several individuals and groups. They are doing well in their various fields of endeavour. Some of those that I have trained include staff of Dangote Refinery, FCMB, Zenith Bank, and New Horizons Nigeria among others. Please come on Whatsapp and let’s talk about your training. You can reach me on Whatsapp HERE. Please note that I will be using Microsoft Team to facilitate the training.
I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
Fact Check Policy
CRMNuggets is committed to fact-checking in a fair, transparent and non-partisan manner. Therefore, if you’ve found an error in any of our reports, be it factual, editorial, or an outdated post, please contact us to tell us about it.
Diabetes Mellitus is a group of metabolic diseases in which the body cannot regulate the amount of sugar (glucose) in the blood. People with diabetes either do not produce enough insulin (type 1 diabetes) or cannot use insulin properly (type 2 diabetes) or both (which occurs with several forms of diabetes).
There are two major types of diabetes. The causes and risk factors are different for each type:
*Type 1 Diabetes: –
The body stops producing insulin or produces too little insulin to regulate blood glucose levels because of the progressive failure of the pancreatic beta cells. It can occur at any age, but it is most often diagnosed in children, teens, or young adults. Daily injections of insulin are needed. The exact cause is unknown.
*Type 2 Diabetes: –
Although the pancreas still secretes insulin, the body of someone with “type 2 diabetes” is partially or completely unable to use this insulin. This is sometimes referred to as insulin resistance. It makes up most of the diabetes cases. It most often occurs in adulthood, but teens and young adults are now being diagnosed with it because of high obesity rates.
*COMPLICATIONS Of Diabetes:-
Both type 1 and type 2 diabetes ultimately lead to high blood sugar levels, a condition called “Hyperglycemia”. Over a long period of time, hyperglycemia damages the retina of the eye, the blood vessels of the kidneys, the nerves, and other blood vessels. 1. Damage to the retina from diabetes (diabetic retinopathy) is a leading cause of blindness. 2. Damage to the kidneys from diabetes (diabetic nephropathy) is a leading cause of kidney failure. https://youtu.be/BmWgcZIZsdA 3. Damage to the nerves from diabetes (diabetic neuropathy) is a leading cause of foot wounds and ulcers, which frequently lead to foot and leg amputations. 4. Damage to the nerves in the autonomic nervous system can lead to paralysis of the stomach, chronic diarrhoea, and an inability to control heart rate and blood pressure during postural changes. 5. Diabetes accelerates atherosclerosis, (the formation of fatty plaques inside the arteries), which can lead to blockages or a clot (thrombus). Such changes can then lead to heart attack, stroke, and decreased circulation in the arms and legs (peripheral vascular disease). 6. Diabetes predisposes people to elevated blood pressure, high levels of cholesterol and triglycerides. These conditions both independently and together with hyperglycemia, increase the risk of heart disease, kidney.
Currently, available treatments (medicines, diet, insulin injection and exercise) can control blood sugar but cannot cure diabetes. Over the past several years, doctors have attempted to cure diabetes via transplanting functional insulin-producing beta-islet cells and pancreas from a donor. However, the requirement for steroid immunosuppressant therapy to prevent rejection of the pancreatic cells increases the metabolic demand on insulin-producing cells and eventually, they may exhaust their capacity to produce insulin and also show a deleterious effect on pancreas cells and show less successful results.
Stem Cell therapy is another effective treatment for diabetes mellitus because scientists have already proved that *_( STC30) can differentiate into pancreatic beta-islet cells. Diabetes is a metabolic and autoimmune disease means our body attacks our own pancreatic cells as foreign cells so the treatment with *_(STC30)_* provides immune-regulatory properties and stops the immune attack by secreting anti-inflammatory cytokines (IL-10, TGF-beta and IL-1). Stem cell treatment shows good improvement in diabetes patients because STC30 stem cells have the capacity to REGENERATE the beta islets cells.
*_Stem Cell Therapy for Diabetes Treatment:-
*Type-1 Diabetes: – Stem Cell
👉 Stem cells can differentiate or regenerate into pancreatic beta-islet cells so produce more insulin. 👉 Stem cell therapy also differentiates into new vascularization so it provides a good environment for beta islets cells regeneration. 👉 Stem cell provides immune-regulatory properties by secreting anti-inflammatory cytokines and stopping inflammation into the pancreas cells.
*Type-2 Diabetes: – Stem Cell
👉 Patients with type-2 diabetes have both insulin resistance and insulin deficiency so stem cells can regenerate into functional beta islets. 👉 After stem cell migration to the injured or dysfunctional area, it repair/regenerate that area so stem cell therapy reduces the resistance property of fat, liver and muscle for insulin.
PS: I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
Fact Check Policy
CRMNuggets is committed to fact-checking in a fair, transparent and non-partisan manner. Therefore, if you’ve found an error in any of our reports, be it factual, editorial, or an outdated post, please contact us to tell us about it.
In my previous article, I looked at some of the facts that you need to know about activity dependencies for projects.
In this article, I want to look at some of the facts that you need to know about precedence relationships for projects. Follow me as we will look at that together in this article.
A precedence relationship is a logical relationship between two activities that describes the sequence in which the activities should be carried out. Each activity has two open points: Start and Finish.
Precedence relationships consider appropriate logic while connecting these points. Precedence indicates which of the two activities should come first, the predecessor activity and which should come later the successor activity.
Precedence relationships are always assigned to activities based on the Dependencies of each activity.
Dependency determination …
Dependency determination is the determination of the dependencies of one activity over the other. It involves s establishing the Precedence Relationships among activities and creating logical sequences for projects.
Different types…
#1 Finish to Start
The precedence relationship between two activities where the predecessor activity must finish before the successor activity can start. It can be expressed as ” Activity A must finish before Activity B can begin”.
For example, the foundation for a house must be finished before the framing can start. The total time for these two activities is the sum of A and B.
#2 Finish to Finish
The precedence relationship between two activities where the predecessor activity must finish before the successor activity can finish. It can be expressed as ” Activity A must finish before Activity B can finish”.
For example, the construction must be finished before the building inspection can be finished. The total time to complete both activities is based on when B begins.
#3 Start to Start
The Precedence relationship between two activities where the predecessor activity must start before the successor activity can start. It can be expressed as ” Activity A must start before Activity B can start.
For example, the building design must start before the electrical layout design can start. As with the Finish to Finish example, the total time for activities A and B will vary depending on when. activity B starts But in SS, there is a longer window during which Activity B can begin.
#4 Start To Finish
The precedence relationship between two activities where the predecessor activity must start before the successor activity can finish. It can be expressed as “Activity A must start before Activity B can finish “.
A typical example is an electoral inspection must start before you can finish the drywalling. The total time for Activities A and B can vary widely, depending on the relative duration of each activity. This type is rarely used.
Understand Lead And Lag In Project Execution
In my previous article, I talked about some of the factors that must be considered when it comes to the working breakdown structure for the project.
Here, I want to look at some of the facts that you need to know about the use of leads and lag in project execution. Follow me as we will look at that together in this article.
Leads…
A lead is a change in a logical relationship that allows the successor activity to start before the predecessor activity ends in a Finish to start a relationship.
A lead is implemented when you need to accelerate a successor activity in order to shorten the overall project schedule.
Leads will vary in length, depending on the acceleration required by the amended schedule.
Sometimes, a lead introduces a risk of rework because the successor activity starts before the completion of the predecessor activity, and the complete, comprehensive inputs may not be available.
Possible lead
The programmer for a website may decide to start programming the home page four days before the interface design is approved.
Starting the programming may shorten the overall project schedule by four days. However, if the design is not approved, there may be significant rework for the programmer, resulting in the loss of some or all of the four-day gain.
Lag
A lag is a delay At the start of a successor activity. Some relationships require a lag before the subsequent activity can begin.
Lags are determined by an external or mandatory dependency and may affect activities with any of the four precedence relationships.
Example…
When a lag is introduced in an FS relationship, the overall elapsed time required for the chain of activities increases. The start and finish dates of the successor activity are delayed when there is a lag.
Positive lags
There are several reasons why lag occurs. Examples of two possible lags are:
The permit application takes six weeks to process.
The adhesive must dry until tricky before the laminate can be installed.
In the first example, the activity that follows the submission of the permit application is delayed by six weeks due to an external dependency of the application processing time.
In the second example, the installation of the laminate activity is delayed by the amount of time the adhesive takes to dry. This is a lag due to a mandatory dependency because the delay is inherent to the work itself.
PS: I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.
Fact Check Policy
CRMNuggets is committed to fact-checking in a fair, transparent and non-partisan manner. Therefore, if you’ve found an error in any of our reports, be it factual, editorial, or an outdated post, please contact us to tell us about it.
In my previous article, I talked about all that you need to know about work Breakdown Structure for projects. In this article, I want to talk about how to develop a work Breakdown Structure for projects. Follow me as we look at that together in this article.
The guidelines…
#1 Reference material
There is a need for you to gather the reference materials and other inputs you will need. Some of the materials include the scope statement, requirement documentation, a WBS template, constraints and assumptions, constraints and assumptions and other planning inputs that may impact scope definition.
#2 Organisation
You have to determine how you are going to organise the work of your project. Regardless of the organisation, these elements represent the level directly below the project name on your WBS. The WBS can be created using various methods. Subdividing the project into phases s the first level of decomposition and then subdividing the phases into product and project deliverables is the second level of decomposition. The project can be subdivided into major deliverables, which can be the first level of decomposition. Making the subprojects conducted outside the organisation the first level of decomposition and the supporting contract work the second level of decomposition.
#3 Major deliverables
You need to identify the major deliverables or subprojects for the project. The major deliverables should be listed in the scope statement or contract, but your team may think of more deliverables that are necessary to achieve the project’s objectives. If you are organising your project work by major deliverables, this step will represent the level directly below the project name. If you are organising your work by some other method, the major deliverable will probably be two levels below the project name.
#4 Sufficient decomposition
You have to analyse each element to determine whether it is sufficiently decomposed. Can each deliverable be adequately scheduled, budgeted, and assigned to an individual person or group? If yes, you have reached the work package level; decomposition for this element is complete. Skip the next step and go to step 6. If not, further decomposition is required for this element.
#5 Subdeliverables
Break down each WBS element into Subdeliverables until you reach the work package level. For each element, ask yourself, ” In order to create this deliverable, what Subdeliverables will we have to produce?”. Repeat step 4.
#6 Validate your WBS
There is a need for you to validate your WBS using a bottom-up approach. Starting at the work package level, ensure that:
The lower level complaints are necessary and sufficient for the completion of each decomposed item.
Each element is described as a deliverable and is distinguishable from all other deliverables.
Each element can be adequately budgeted, scheduled, and assigned to an individual person or group.
Remember that, although it is not necessary to have the same number of levels for each deliverable, a disproportionate number of levels may indicate that the deliverable is inappropriately decomposed. Analyse the element to determine whether one of the high-level components should be broken into two or more Subdeliverables should be combined. Make the necessary modifications before moving to step 7.
#7 Project code
Using your Organisation’s or project code of accounts, assign a unique numeric cost code for each element, indicating its branch and level on the WBS for cost performance tracking and reporting.
