Saturday, December 6, 2014

The ultimate private business jet (Gulfstream G650) by Jose Ferreiro

This most beautiful private jet currently in the market. It is the world’s faster private jet and it offers the ultimate in luxury air travel.
Its price tag is $65 Millions. And that is without taking into account the several million dollars needed each year in running costs, such as maintenance, fuel, insurance and crew.

There are only 40 Gulfstream G650 planes in the whole world and there is a three year waiting list for 160 buyers.

The expectation is such that second hand aG650 are more expensive that if you buy a new one. The problem with the new one is that you have to wait. The Gulfstream G650 is the gold standard in business aviation.

Further reading here.

About the Author
Jose Ferreiro is an entrepreneur and a performer with a passion for working to make this world a better place!


Wednesday, December 3, 2014

Scrum and Prince2 integration by Jose FERREIRO, certified PRINCE2 PRACTITIONER

Nowadays there is two concurrent and prestigious project management product certifications outside there. One is Project Management Professional (PMP) and the other one is PRINCE2 (PRojects IN Controlled Environments) .

After several years of project management experience I decided to test both. Basically, I attended the preparatory courses for both certifications (ISEIG & Learning Tree UK). Finally, I decided that due to the adaptability degree and large possibilities of tailoring, I chose to invest my energy on the PRINCE2 methodology. PRINCE2 better fits in my opinion with a large project scope. I also wanted to take advantage of the Agile Approach to be incorporated within the project management method I use. This related to concepts such as "Scrum" and the Agile dashboard "Kanban".

I found out that it is not difficult to integrate PRINCE2 and Scrum together while in the process of "Managing Product Delivery (MPD)" in its activity "Accept a Work Package"

Basically, a PRINCE2 project proceeds as per the PRINCE2 manual and during the process "Controlling a Stage" in the Activity "Authorize Work Package".

In other words, the PRINCE2 Project Manager (PRINCE2 PM) must be seen as the Product Owner. Indeed he is representing the customer requirements.
In the "Managing Product Delivery (MPD)", the PRINCE2 PM agrees with the Team Manager the work package to be delivered. Once that the work package to be delivered is agreed, thus the Team Manager (most likely the Development Team Leader) may simply implement Scrum during  the "Managing Product Delivery (MPD)" stage corresponding to the current "Controlling Stage (CS)". The Development Team Leader simple assumes that the "Work Package (PRINCE2)" is the "Product Backlog (SCRUM)". The "Product Backlog (SCRUM)" is split into as many sprints as needed and as long as the entire process is completed by the timescales assigned in the Work Package. As noted, the PRINCE2 PM does not play a role in the "Managing Product Delivery (MPD)" stage (following PRINCE2 principle defined roles and responsibilities). The PRINCE2 PM just gets Checkpoint Reports according to the agreed frequency under the Work Package composition "Reporting agreements".

The only other interaction that the PRINCE2 PM will carry out is to receive Issues (Issues Reports) from the Scrum Master ("Capture and examine issues and risks" PRINCE2 activity). The PRINCE2 PM will also pass changes down to the Development Team lead ("Review Work Package status" activity). How these issues are analyzed and acted upon and how the changes were approved does not concern the Scrum team. The PRINCE2 PM handles these activities using the PRINCE2 approach process "Controlling a Stage (CS)".

Thus, it has been shown throughout this short article that there is no overlap or modification of either methodology. PRINCE2 and Scrum methodologies are intact and neither the PRINCE2 PM or Scrum team need to be burdened with any more responsibility than they would have had before combining the approaches.

In conclusion, both PRINCE2 and SCRUM integrate perfectly together by complementing each other (methodology and agility).

Further related articles about PRINCE2 on this blog
PRINCE2: Stage, Exception and Boundary

About the Author
Jose Ferreiro is an entrepreneur and a performer with a passion for working to make this world a better place!

Saturday, October 18, 2014

What is Ethos, Pathos and Logos?

Those terms have its roots from Aristotle.
 
Ethos is mainly your personal credibility demonstrated when you face a situation banking on your technical expertise. It is also the ability to convince your audience without deceiving them even if you know that you can.
 
Pathos is creating an emotional attachment with your audience. You can achieve this, by showing them that you care about their future, and their own developments like you do for the company’s progress. Pathos is a crucial element, which distinguishes an effective leader based on the audience perception.
 
Logos is your reasoning and your logic that appeals to your audience. A good communicator expresses clearly himself, analyzes thoroughly the situations and shows strength to strategic thinking, and problem resolving. An effective communicator collects data and facts, filters them, and articulates strongly his decisions. Because some data are complicated, an effective leader is responsible to simplify it and makes it easy for his audience to understand it.

In conclusion, if you want to succeed your speech to an audience you will need to combine the ethos, pathos and logos sucessfully, the basics dimensions of source credibility.

Saturday, September 20, 2014

The Entrepreneurial Anecdote from Mr. Bata...

This week in September 2014, I was following one of the modules from the Master Business Administration (MBA) when the lecturer provided the audience a very interesting anecdote about Thomas Bata, founder of Bata shoes. By the way, this summer I had the chance to be in front of the dedicated museum in Toronto.

The mentioned story speaks itself about the entrepreneurial nose for opportunity.
Mr. Bata was considering to expand its market segment possibly to Africa.
In order to get a better feeling of the potential market share, Mr. Bata traveled with one of his senior executive to Africa.
Both agreed to take different routes by observing the use of shoes, trends during their journey and then to meet and share their observations, compare notes and take a decision once they will be back in Canada.

Once they were back in Canada, they met.
The senior executive reported that the market was not worth. As he stated "There is no way we are not going to sell shoes down there. It is hopeless. Over ninety-percent of the people do not even wear shoes. The remaining ten-percent wear sandals".

Mr. Bata, the entrepreneur, listened carefully and then provided his observations as follows:
"This is one of the greatest opportunities in the history of our company. The possibilities are endless…think about it, no one even wears shoes down there".

The moral of this story is that opportunities can be sized. But you have to look at the environment around you with different eyes and with a different "mind set".

About the Author
Jose Ferreiro is an entrepreneur and a performer with a passion for working to make this world a better place!

Saturday, August 23, 2014

Nails in the fence

There once was a little boy who had a bad temper.

His father gave him a bag of nails and told him that every time he lost his temper, he must hammer a nail into the back of the fence.
The first day the boy had  driven 37 nails into the fence. Over the next few weeks, as he learned to control his anger, the number of nails hammered daily gradually dwindled down. He discovered it was easier to hold his temper than to drive those nails into the fence.
Finally the day came when the boy didn't lose his temper at all. He told his father about it and the father suggested that the boy now pull out one nail for each day that he was able to hold his temper. The days passed and the young boy was finally able to tell his father that all the nails were gone.
The father took his son by the hand and led him to the fence He said, "You have done well, my son, but look at the holes in the fence. The fence will never be the same. When you say things in anger, they leave a scar just like this one. You can put a knife in a man and draw it out. It won't matter how many times you say I'm sorry, the wound is still there.” A verbal wound is as bad as a physical one.

So remember that friends are very rare jewels indeed. They make you smile and encourage you to succeed. They lend an ear, they share words of praise and they always want to open their hearts to us. In other words, think before you speak and be king to one another.

Author Unknown

Le garçon et les clous

C’est l’histoire d’un petit garçon qui avait mauvais caractère.

Son père lui donna un sac de clous et lui dit qu’à chaque fois qu’il perdrait patience, il devrait planter un clou derrière la clôture.
Le premier jour, le jeune garçon planta 37 clous derrière la clôture.
Les semaines qui suivirent, à mesure qu’il apprenait à contrôler son humeur, il plantait de moins en moins de clous derrière la clôture... Il découvrit qu’il était plus facile de contrôler son humeur que d’aller planter des clous derrière la clôture...

Le jour vint où il contrôla son humeur toute la journée. Après en avoir informé son père, ce dernier lui suggéra de retirer un clou à chaque jour où il contrôlerait son humeur.

Les jours passèrent et le jeune homme pût finalement annoncer à son père qu’il ne restait plus aucun clou à retirer de la clôture. Son père le prit par la main et l’amena à la clôture.
Il lui dit : "Tu as travaillé fort, mon fils, mais regarde tous ces trous dans la clôture. Elle ne sera plus jamais la même. À chaque fois que tu perds patience, cela laisse des cicatrices exactement comme celles-ci."

Tu peux enfoncer un couteau dans un homme et le retirer, peu importe combien de fois tu lui diras être désolé, la cicatrice demeurera pour toujours.

Une offense verbale est aussi néfaste qu’une offense physique.

Les amis sont des joyaux précieux. Ils nous font rire et nous encouragent à réussir. Ils nous prêtent une oreille attentive, nous louangent et sont toujours prêts à nous ouvrir leur Coeur.

Ecrivain inconnu

Los Clavos en la Valla

Un padre un día le dio a su hijo, un chico con mal carácter, un paquete de clavos y le dijo:
-Toma hijo, cada vez que hieras a alguien o que te enfades con alguien clava un clavo en la valla del jardín.


El primer día el muchacho clavó 37 clavos, pasaron las semanas y cada día que pasaba clavaba menos clavos en la valla hasta que un día consiguió no clavar ninguno, había descubierto por fin que no herir ni enfadarse con alguien era más bonito y más fácil que clavar clavos en una valla.



Y fue a su padre a contárselo. Papá hoy por primera vez he conseguido no clavar ni un solo clavo en la valla.

El padre le dijo: -Pues bien, es entonces el momento de que cada día que pase sin enfadarte y sin herir a alguien quites un clavo de la valla.
Pasaron los días y por fin un día no quedaba ningún clavo en la valla.

-¡Papá! He quitado todos los clavos de la valla ¡no queda ninguno!


El padre condujo a su hijo a la verja y le dijo:
- Muy bien hijo, te has comportado muy bien pero mira esto, mira como está la valla de agujeros que has dejado al sacar los clavos.

Cada vez que hieres a alguien le dejas una herida como esta que hay en la madera. Una herida que ya nunca curará. Ya nada será como antes.

Es como si le clavas un cuchillo a alguien y se lo sacas le dejarás esa herida de por vida. Por muchas veces que le pidas perdón la herida permanecerá. Una herida provocada con la palabra es como una herida física, siempre permanecerá y nunca se podrá borrar.

Autor desconocido

"No claves un clavo en la valla, aunque lo saques, dejará una llaga en quien te quiere que nunca podrá curar."