Doing Business In The Future - Business Process Management

Business Process Management (BPM) is a set of activities performed by organizations to improve or streamline their business processes. Since software tools are usually used to aid these activities, these software tools are referred to as Business Process Management Systems.

- Business Process Management Systems

Business Process Management has been in place for some time now. Due to the introduction of software tools, however, there has been renewed interest in the body of knowledge pertaining to BPM. These software tools make design and implementation of Business Process Management easier, cheaper, and more efficient. There are three categories of Business Process Mmanagement activities - design, execution and monitoring.

1. Design

Designing BPM involves capturing the existing processes in a business environment. These processes must be modeled in a way that they can be simulated and tested. Modeling these processes usually involves graphical representation methods that document the processes and stores this data in repositories.

2. Execution

Traditionally, to implement automation in a business organization, developers would have to be contracted to develop applications that automate certain processes. Unfortunately, the scope of these projects was often too narrow. The result of which is that the automation is not well integrated into the business environment since the automation only deals with a particular department or function. BPMS champions a method that pushes for the development of applications that encompass the entire business process. It aims to fully automate the business environment only stopping to query the user when human intervention is absoultely necessary.

3. Process monitoring

Process monitoring involves observing and taking note of the performance of the individual processes so that evaluation and intervention become more straightforward for the business organization. From the information gleaned from here, the business organization’s leaders can make further decisions on the direction the business process takes. The data from this activity can be used to generate different kinds of statistics that are necessary when having to make critical decisions. Business Process Management is an iterative process.

4. The Future

Although BPM strives to automate the mechanical processes of a business, there has been interest in developing BPMs that move into the territory of human judgment. Some of the processes involved in a business environment are not included in the automation because some sort of human decision is needed. With the growing complexity of information systems - especially studies into decision support systems and artificial intelligence - some human decision-making processes can actually be automated. This is the future goal of BPM, to futher automate previously unautomatable processes.

- The Business Process Management Ideals

In 1920, Frederick Taylor outlined three waves of business ideals in managing processes. These waves represented the ways of thinking business process engineers had.

Wave 1. Processes Set In Stone

They are secured in business policy manuals. The manual is the basis of the process, and the organization has to abide by it.

Wave 2. Processes Changed Once In A While

Using a one-time activity, changes can be made. This means that the business would have to build their processes around a fixed system since change can only come once in a while, and at a great cost.

Wave 3. Processes On-The-Fly

The primary consideration in such systems is flexibility to change. Businesses that adhere to this goal create business environments that can adapt to its changing needs. This setup also allows the business to constantly fine tune its operations. This wave is not about business-process reengineering. It is about maintaining an environment that is constantly on its toes, ready to adapt to the circumstance, and maximize its strengths while downplaying its weaknesses.

Change is the only constant, they say. In this modern day and age, this could not be truer. The survival of a business could very well rely on its ability to constantly tweak its processes according to the whims of change. With the growing body of knowledge concerning Business Process Management, the path towards a sustainable market advantage based on a streamlined, flexible business organization can only get clearer.

Database And Document Management Systems

Different business organizations use different types of software to manage their documents. This software performs the function of creating, full text indexing, controlling the different versions of documents, retrieval, and so on.

The vital component of any document management software system is the inherent database management technology that classifies and tracks the documents created and stored. The database system locates and retrieves the requested document from the archives or from the documents under its control on the basis of query submitted to it.

The database management system prevents unauthorized persons from accessing the information. Only users with passwords have access to the entire database or a portion of it. Any addition made to the data is carried out without altering the existing database. The system is also designed to filter out duplicate copies of the records.

For all documents created and stored, the database system generates a host of information about the documents. This information is maintained separately from the document itself. The information includes the name of the author who has created the document, the date of creation, the last occasion on which it was accessed and the subsequent changes made to it. The system also maintains information on the main topics or subjects contained in the documents, as well as details of documents that are relevant to the document requested for.

The database system has to be reliable and must have a high level of operational efficiency in managing large volumes of text-based documents, images, sound and video. The database may be either centralized or distributed, depending upon the data management software system installed in an organization. A centralized database, which stores document profile information in a single database, offers quick and efficient searching but faces the risk of losing information in case of failure or corruption in the document profile repository. In a distributed data base system the information is dispersed and stored at various points based on the company’s network or on the disk structure. This minimizes the risk of losing all the information, in case of failure or corruption.

Customer Relationship Management

Changing consumer attitudes are driving Customer Relationship Management. Fuelled by Internet induced expectations and an even increasing mood of self reliance among customers, companies have to compete in an environment where communication, buying processes, data management, delivery and service are all-important in the battle for longterm, profitable relationships.

Customers now require:

- Control over the buying process (information, comparison,
selection, easy to find, use and respond to)

- The best possible price (including delivery, and without
compromise to brand or product quality)

- The quickest, slickest delivery system (preferably free)

- All payment options (secure)

- Communications designed to suit the particular need
(computerised; complex; caring)

The above apply whatever the form of trading:

- Direct
- Traditional
- Retail
- E-commerce
- Wholesale
- Combination

These attitudes combined with the development of new technology and the growing convergence of a number of 'new - new' and 'emerging - new' communications and distribution technologies such as:

- 'Fixed link' telephony and telemarketing
- Internet and VOIP
- Mobile telephony, SMS etc.
- Digital TV, Cable, Satellite

is leading to an increasing focus on Customer Relationship Management by all types of organisations, as they realise that technological change allows them to re-organise the way that they manage customer relationships and make them more profitable.

Organisations are searching for something far more holistic, consistent and yet dynamic.

To achieve that and a sustainable competitive advantage in Customer Relationship Management means working with the management team, staff and suppliers of the company, where reasonable and cost effective using technology (e.g. intranet, extranet) to help to deliver the actions necessary to maximise performance.

One must:

- Define profitable market sectors and customers
- Understand customers needs and expectations
- Identify profitable product and service propositions
- Create effective, efficient, adaptable, cost effective
infrastructures

Customer Relationship Management is: the customer focussed management of the whole relationship with each customer, in order to measure, create and increase income and reduce costs for each customer and customer segment and thus to generate greater positive lifetime value across the portfolio.

Customer Relationship Management requires the organisation to know the answers to questions such as:

- Which of my customers are profitable or unprofitable?

- Do I know their lifetime value?

- Which of my products and services are they buying and not
buying?

- Have I measured customers' purchase behaviour patterns, their
loyalty/retention/repeat purchase and multiple product
purchases?

- What channel preferences do customers have?

- Who are my most profitable customers and what is their
ranking/grouping by risk, by product service grouping, by
profit, and by revenue?

- What strategies can I use to improve a customer's
profitability profile?

It also requires the organisation to deliver customer value. Customers must feel that
the organisation:

- ‘Understands what I want’
- ‘Communicates with me’
- ‘Provides me with added value’
- ‘Gives me reasons not to switch’
- ‘Treats me as an individual’

To achieve these answers Customer Relationship Management requires focus on both sides of the equation:

- Customer Communications Management
- Process Quality Management

and on three key delivery mechanisms, those of:

- Proposition
- Processes
- People

To be fully effective at Customer Relationship Management an organisation has to position the business unit or enterprise (proposition, processes and people) so that the customer is as the centre of their business. True Customer Relationship Management means that the business has streamlined customer management through the integration of all customer 'touch points', such as marketing, customer service and payment in such a way that true customer satisfaction and loyalty appear to occur effortlessly.

Customer Relationship Management is not a 'fad' it is a business philosophy that helps to increase revenue, reduce costs and to build and retain a loyal customer base.

Customer Management Relationship

The catch phrase of the 1990s, Customer relationship management, was an instant darling of large and medium business houses, which in theory promised to develop and manage a happy and cordial relationship with customers. Now a decade and more into customer relationship management, organizations are slowly realizing that the unwieldy process is no longer easy to handle easily, as they initially thought, and forging a relationship forever is not gaining ground.

The reasons for the slow progress of this magnificent management tool are not very difficult to understand, although it has taken years to dawn on the organizations. However, fundamentally, the theory of CRM, customer relationship management, is still the wonderful formula for insuring your customer base. Let us see the two biggest stumbling blocks on the road to successful customer management relationship.

Two of the Biggest Stumbling Blocks to CRM

1.The success of customer relationship management depends on whether each interaction of customers with the organization was satisfying enough.

2.The cumbersome process is cost ineffective and unfriendly to maintain and track product and user data accurately

However, software managed databases are coming close to inject efficiency with advanced features to track have changed the face of CRM vastly. Nevertheless, the recent advent of internet technology has proven to take CRM to an altogether different plane wherein customer can instantaneously interact with automated answer banks and/or a customer support executive.

So, What Is the Basic Structure of Automated CRM?

To make things simple, let’s take the three core structural elements of an automated CRM. These three can be enumerated as: 1) Operational structure, to automate the fundamental business processes like marketing, sales, and service;

2) Implementing analytical technology to support customer behavior analysis and finally,
3) Cooperative approach to ensuring customer contact through media such as web, phone, SMS etc.

Software based CRM brings in certain cutting edge advantages.

1. Round the clock and 365 days information delivery on products/services, usage, problem solving over the web.
2. Automated scheduling of sales and service calls
3. Automatic guidance to typical problems
4. Interactive web tools allow customer define quality and/or problems
5. Easy tracking of repeat customers facilitate quicker identification

Still There Is Shadow beneath the Lamp

As business world is moving towards ironing out lacunae, there still remains lot of things to attend to. Not all the customers who emailed to customer departments are satisfied. The general complaint is the quality of service remained the same despite interactive websites. Whosoever is answering the emails still has the traditional supportive back office works to do. Another point that could be sighted here is the bane of automated email reply.

The bottom line, however is, come what may, CRM is here to stay.

Crisis Management

The Internet may have opened worlds for businesses and consumers, but it has also created a public relations nightmare for businesses. Forums, opinion Web sites, blogs, and anything that is publishable can smear a company's name in moments.

Remember, "Yours Is a Very Bad Hotel" presentation that described one customer's bad experience with a hotel chain? Hotels are run by humans. Humans make mistakes. It's how you handle the mistakes that can make the difference in customer service. Since the hotel's employees didn't try to help the customer overcome a bad situation, the customer lashed back and bloggers blogged it.

If the hotel is on top of its game, it would unleash its crisis management (also known as reputation management) team to salvage its reputation while it can. It's possible for a company to overcome bad PR and come out ahead as in the case of PG&E (California's Pacific Gas and Electric company).

Another strategy is to use Internet monitoring to monitor online articles regarding a company's activities to prepare for negative publicity. Some go further and monitor chat rooms, newsgroups, and online discussion forums.

It's like the story of the town gossip who spread false stories about its people. One day, he felt terrible and went to the chaplain [Rabbi, pastor, priest, or other &mdash take your pick] to ask for forgiveness. The chaplain said,"I will forgive you, but you must do something first."

"Take a feather pillow, cut it open, and scatter the feathers to the winds." The man thought this was a strange request, but it was a simple enough task, and he did it gladly. When he returned to tell the chaplain that he had done it, the chaplain said, "Now, go and gather the feathers. Because you can no more make amends for the damage your words have done than you can recollect the feathers."

The same can happen to a company without a crisis management plan in place. It's possible to survive the crisis and thrive as PG&E did. Don't expect Worldcom to pull out of its Enron-like mess. Fraud is not excusable. And Martha Stewart? She has hired a public relations strategist firm in an effort to do damage control. It'll be worth watching to see what happens in her case and how the PR firm attempts to save her reputation. Did you know there is a recall on one of her products? Adds fuel to the fire, doesn't it?

Corporate Identity Management

Competition is great in the market world today and in order to get your business noticed, you will need good corporate identity management. You need to bring together all of the good qualities of your company as well as emphasizing what a great benefit your company will be to those who use your services. Good corporate identity management will do just that if handled properly. It will give your business a clear positioning towards your customers and prospective customers as well as your staff, suppliers, authorities, and even your competition. By making your business easily recognizable to those who want what your selling, corporate identity management will also play a key role in the development and maintenance of your business, and keep it running like a well oiled machine. In today's world, we are all bombarded with information, every waking minute. Globalization increases competition, products are interchangeable, and new products come to the market at an ever faster rate. Every business is competing for our attention. Selection of a supplier is not solely based on price or availability anymore; customers have the luxury to choose suppliers they can identify with. That is why your company will need an edge of some kind so that when people decide they need the service that you're offering, either your logo, or a witty saying, will automatically pop into the consumers head, in turn, they will seek you out. However, your business image is not the only thing that will get you noticed. How the press and advertisers perceive your company will rub off on the public also, so you will always need to stay consistent and make a good impression.

Consistency is very important in the business world today, unless you want to loose your business before it even gets off the ground, you can't say one thing then completely do another. In order to ensure consistency in communication, you may need to ask for help from someone who know what their doing when it comes to corporate identity management. There are many good organizations that can help you do just that. They can take your company and create something that will be distributed all over, no matter what you're selling. Another important aspect is that your staff needs to be able to identity with your company's corporate identity so they feel comfortable with it. From your company's reception area, to telephone manners, the design of all printed materials and Web sites, to public relations, every aspect of a business has to breathe its Corporate Identity to be believable and distinguishable. Only then will your business have the chance of being taken seriously in the market, and ultimately to succeed. The primary idea behind a corporate identity program is everything your business does, own, and service it provides, should project a clear idea of what you and your business goals are. A good corporate identity management system works well and keeps the important things on tract.

Change Management: Getting It Right

Change management is something many companies may face throughout their existence. Whether something simple or a complete change, various things can be done to allow for a successful change. Management of the change effectively will allow for the best overall final product but it really just is not that simple. But, there are ways to get effective change management in such a way as to contribute to the betterment of the company.

Change management is the management of change. In that, you will realize that there is potential for failure. It could go wrong. To keep this from happening though, there are systems that can be put into place to help throughout the process of change, no matter how large or small it may be. In many cases, you will find many individuals and organizations willing to help manage the change for you. It is important to make sure that these individuals have the company’s best intentions at heart. It should be more than just a job, but something that they believe in.

You can also find a wide range of computer software programs as well as applications that can be used to help with change management. Making it successful is the key and to do this. You will find that many opportunities are available. You can and should determine the best method for your needs based on the availability, the methods used as well as experience and relevance of anything that is used to make change management happen.

You will find a wide range of help when it comes to change management. There are resources that can help guide you through the process as well as much advice to allow you to make the right decisions. Effective change management starts at the beginning with planning and experience. For your company to benefit from change management, it helps to be as knowledgeable as possible about these factors.

Change Management In Practice: Why Does Change Fail?

УResistance to change may be active or passive, overt or covert, individual or organised, aggressive or timidЕЕЕ and on occasions totally justified.Ф

Sadly most significant change fails to meet the expectations and targets of the proposers. The failure is given the catchall name УresistanceФ, yet resistance can be principled and creative as well as from vested interest. Top management is frequently unreasonable in its expectations and time scale, forgetting the process it went through when it decided to make the change.

An effective change manager will prepare an organisation for change in the early stages of project definition and stakeholder review, by taking managers through a similar sales process and responding to their apparent resistance: the Уcreative conflict.Ф

This process is likely to improve the project definition and buy in. It will also ensure that it is clear the moment resistance becomes Уvested interest.Ф

It is unrealistic to expect an independent change manager to tackle vested interest resistance but the change director can use his or her intervention as a signal to the organisation Ц such interventions should be few but telling.

An independent change manager is a cross between a foil and a lightning conductor Ц the foil ensuring that positive energy is deflected to the right place, the lightening conductor removing negative energy from the organisation.

Avoiding failure: managing resistance

Resistance is a key element in why change fails.

A recent informal UK survey of 120 government transformation programmes identified that:

Х 15% achieved their objectives
Х A further 20% failed to achieve their objectives but were nevertheless regarded as satisfactory
Х 65% were unsatisfactory.

A subsequent discussion forum on ecademy.com identified 7 key reasons why change fails. (The list is virtually identical to one made by Kotter at Harvard 15 years ago).

1. The organisation had not been clear about the reasons for the change and the overall objectives. This plays into the hands of any vested interests.

2. They had failed to move from talking to action quickly enough. This leads to mixed messages and gives resistance a better opportunity to focus.

3. The leaders had not been prepared for the change of management style required to manage a changed business or one where change is the norm. УChange programmes" fail in that they are seen as just that: "programmers". The mentality of "now we're going to do change and then we'll get back to normalФ causes the failure. Change as the clichщ goes is a constant; so a one off programme, which presumably has a start and a finish, doesn't address the long-term change in management style.

4. They had chosen a change methodology or approach that did not suit the business. Or worse still had piled methodology upon methodology, programme upon programme. One organisation had 6 sigma, balanced scorecard and IIP methodology all at the same time.

5. The organisation had not been prepared and the internal culture had 'pushed back' against the change.

6. The business had 'ram raided' certain functions with little regard to the overall business (i.e. they had changed one part of the process and not considered the impact up or downstream) In short they had panicked and were looking for a quick win or to declare victory too soon.

7. They had set the strategic direction for the change and then the leaders had remained remote from the change (sometimes called 'Distance Transformation') leaving the actual change to less motivated people. Success has many parents; failure is an orphan.

Very few organisations will manage all 7! However any one in isolation will make the change programme inconsistent and aggravate resistance. Advance planning and stakeholder management will avoid some of these pitfalls. Furthermore the list is an invaluable diagnostic tool for identifying why (and where) resistance is taking place, giving an opportunity to defuse resistance by correcting the mistake.

Conclusion

Х Resistance can be healthy (a pearl can result)
Х Unknown, unanticipated, unquantified, unaddressed resistance will always be dangerous.
Х A badly thought out process and implementation will always result in resistance
Х An independent change manager can bring the independence, experience, and objectivity to manage resistance.
Х A successful change is essential in creating a change culture

Can A Learning Management System Help Your Business?

It is well known in today's time that knowledge is power and the more training your employee's receive, the better the employee, thus having a more successful company. Businesses today need to be constantly looking for a more efficient way to manage their business and it's a smart idea to invest in a learning management system that will help those within the business run a better business. The more knowledgeable the employee the stronger partnership between boss and employee, the better everything runs like a well oiled machine. Businesses are increasingly focusing on knowledge as an asset for survival in a competitive world. Good learning management systems are required if you want your business to be successful. A learning management system gives the stability for a businesses online learning environment by allowing the management, delivery and tracking of different types of learning for employees, stakeholders and customers. A strong learning management system should incorporate with other departments, such as human resources, accounting and e-commerce, so administrative and supervisory tasks can be streamlined and automated and the overall cost and impact of education can be tracked and evaluated. Choosing or having a learning management system designed specifically with your business prospects can be one of the best decisions you can make for you and your employees.

Many companies are starting to realize that by using a learning management system directly in software form, allows their employees to learn better business while they are on the job. This holds down the cost of online classes, or paying an instructor to come in and teach them. The developers of learning management system software are committed to continued learning, development, and knowledge. Knowledge and expertise are a powerful edge in today's harsh business climate. Usually, Learning Management Software isn't typically for companies with only a handful of employees. Most companies that implement learning management systems are medium-to-large-sized organizations with many users of the system with diverse learning and e-learning activities. However, smaller businesses are everywhere; the need to make learning management systems for smaller businesses is in great demand. The owners of small businesses realize that even though they are not huge companies, their employees can still learn valuable business techniques that will help their businesses. Learning management systems can be a powerful tool that will deliver the information needed and manage all training, education, and certification (if needed). Companies large and small must be able to distribute, manage, and assess, an educational program that can be integrated within their own systems in an efficient, and low-cost manner. In the future, the companies that stay in the know will be the ones that have the learning management systems software that keeps up with employee continuing education, development, and e-learning, and any other learning activities needed. Learning management systems will be the foundation of all learning within the company, and a company that continues to learn will continue to grow, and growing is what having a profitable business is what it's all about.

Business Process Management

Business process management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims. This basic definition needs to be expanded as manager’s carry out the managerial functions of planning, organizing, staffing, leading and controlling. Management applies to any kind of organization. It applies to managers at all organizational levels. The aim of all managers is to create a surplus. Managing is concerned with productivity implying effectiveness and efficiency.

Many scholars and managers have found that the analysis of business process management is facilitated by a useful and clear organization of knowledge. In studying management, it is helpful to break it down into five managerial functions involving planning, organizing, staffing, leading and controlling. The knowledge that underlies those functions is organized around these five functions.

Managers are charged with the responsibility of taking actions that will make it possible for individuals to make their best contributions to group objectives. Management applies to small and large organizations, to profit and not-for-profit enterprises, to manufacturing as well as service industries. The term enterprise refers to businesses, government agencies, hospitals, universities and other organizations. In business process management, all managers carry out managerial functions. However, the time spent for each function may differ. Top-level managers spend more time on planning and organizing than do lower level managers. Leading, on the other hand, takes a great deal of time for first-line supervisors. The difference in the amount of time spent on controlling varies only slightly for managers at various levels.

Business process management, like all other practices such as medicine, engineering or baseball, is an art. It is know-how. It is doing things in light of the realities of a situation. Yet managers can work better by using organized knowledge about management. It is this knowledge that constitutes a science. Thus, managing as practice is an art; the organized knowledge underlying the practice may be referred to as a science.

Beyond Marketing -- Brand Management

In the past, the management of an organization's brand has usually been the sole domain of the organization's marketing team. However, with the evolution of the Internet and people's need for instant information, there is a greater call for public relations professionals to become more directly involved with an organization's brand management.

The Dictionary of Business and Management defines brand as: a name, sign or symbol used to identify items or services of the seller(s) and to differentiate them from goods of competitors.

But according to Colin Bates, a brand management specialist from www.buildingbrands.com, brand means much more than that. "More accurately," he says, "brand is a collection of perceptions in the mind of the consumer."

Essentially, brand is more than simply a corporate logo; it is anything people can associate an organization with, whether it is a paid advertisement or an article found in a newspaper. This is where brand management becomes important and PR professionals must be vigilant.

It is not enough for public relations professionals to simply communicate news to the media; they must somehow communicate the persona of their organization.

For example, Google, the company that runs the best-known and most-used search engine on the Web, has a very distinctive brand. Most Internet users could visually identify its logo. However, Google's branding efforts do not stop there.

The company has worked hard to combat Internet users' doubts about the quality of Web search results. Most of the main stream search engines sell advertising in order to make money and many people have accused these companies of skewing search results for money - giving certain web sites a higher ranking in exchange for purchasing paid advertising.

However, Google is well-known for the clear division it places between its search results and its advertising business. The visual separation on Google's Web site is an example: search results are prevalent on the left and occupy at the very least 90 per cent of the page, while advertising occupies very little space and is not intrusive to the user. Most importantly, the search results are generated from the intelligence of Google's product and are not influenced by purchasing advertising.

Google makes this very clear each and every time it speaks to the media. When a spokesperson does an interview or the company issues a press release regarding its search engine, it is quick to point out the division. In fact, it says it is part of its corporate philosophy - hence, it has become part of its brand. Google is known for its technical innovation and the quality of its search results, and not as a company that is just interested in money.

Furthermore, to ensure the organization's branding is being effectively communicated to the media, it also must be properly managed.

If the brand or persona of the organization is not being properly communicated, problems can be identified through analysis of the media coverage and the necessary adjustments can be made by the PR team to get the proper message out.

By tracking key messages, taglines, or buzzwords in the media coverage, the public relations team can measure how well its organization is communicating. It could be there are stop words the PR team wants to avoid using to prevent confusion and miscommunication. These too can be measured.

Media coverage can also be measured against other performance indicators such as sales and stock prices. This could be a good indicator to measure how well a brand is being perceived in the media and with an organization's key publics.

To most companies, brand is just as important as the products they create and services they provide, and it must be properly managed. Public relations professionals have a key role to play in shaping and maintaining an organization's brand - this responsibility cannot be left solely to the organization's marketing team. Not only is the PR team responsible for communicating the brand, but it also must be vigilant through media analysis.

Basic Considerations in Buying Project Management Software

The cost range of project management software is huge. From under $50 to over $20,000. Extensive reviews have been written about all the different software packages and it is far too complex to summarize in a short article, but following are some general guidelines to help you narrow down the decision making process.

 Start by determining the size of the expected project(s) and number of projects. Quite simply, the larger number and more complex projects will justify more complex and expensive software.

Small Projects

Smaller, infrequent projects often can be handled with no specialized software. Gantt charts can even be constructed with Excel. Remember though that even if your projects are small at this point, if there is a possibility that your business will grow, it may make more sense to invest the time and money in a more advanced software tool.

Suggested packages at this level include Milestones line of packages. Prices range from around $50 up to $240. Turboproject has versions under $50 up to $300. For somewhat more complex packages consider Microsoft Project at $200 to $600 or Primavera Suretrak at $400 to $600.

Medium Sized Projects

Budget becomes more of an issue as project size increases. This requires software with greater flexibility and more complex relationships. The other elements of resources, time, and scope grow substantially in medium sized projects. The previously mentioned Microsoft and Primavera packages are good choices at this level.

Large Multiple Projects

With multiple large projects resources need to be carefully allocated and prioritized. Several layers of management will be involved and the entire project management process will often need to be integrated into various departments of the organization including payroll, human relations, accounting, etc. In order to accomplish this, the project management software will need a great deal of flexibility and possibly even some customization.

Choices at this level start with the medium sized packages and go up to the highest versions of Primavera. Often network versions are used which enable multiple users contributing to the projects.

The “off the shelf”, lower end software packages can be purchased based on price alone and the internet makes it easy to locate the cheapest price. Higher end packages that may require customization are a more complicated purchase decision.

Some considerations in selecting a vendor include:

Training
Technical support
Customization consulting
Recommendations from previous customers
Stability of vendor
Cost

Your final decision on the project management software package may also involve the previous experience and skills that existing employees may have. The learning curve can be very steep, so do take this into account.

A Guide To Performance Management

Nowadays, a great significance is being given to Performance Management, as companies incorporate them in their effective management strategies. However, a lot of people find this process a complicated one, mostly because of the many options that it offers – on the organization, a specific department/branch, a product or service, and on employees, among others.

In order to minimize this confusion, the items below will give you a general idea of what Performance Management is all about as well as the activities that are involved in this process.

What is Performance Management?

Performance management is a process that provides both the manager and the employee (the person being supervised) the chance to determine the shared goals that relates to the overall goals of the company by looking into employee performance.

Why is it important?

Performance Management establishes an outline for employees and their performance managers to assess and to come to an agreement on certain concerns and aims that are in accordance with the overall structure of the company. This enables both parties to have clear objectives that would help them in their work and in their professional growth.

Who conducts Performance Management?

Performance Management is carried out by those who oversee the performance of other people – work/team leaders, supervisors, managers, directors, or department chairs.

What are the processes involved?

Below are the phases of the Performance Management process:

1. Planning

This phase of Performance Management process includes establishing job descriptions and identifying the employee’s essential functions as well as defining the strategic plan/s of the department or the company as a whole.

Job Description

A job description is used to advertise a vacant position, which typically specifies the following:

- The specific functions, tasks, and responsibilities of the position
- The amount of time needed to act upon each function
- The qualifications needed (skills, knowledge and abilities) to perform the job
- The physical and mental requirements of the position
- Salary range for the position
- To whom the position reports

Job descriptions should be disclosed to the employee as soon as he or she is hired. Note, however, that job descriptions are listed using words that make it difficult to measure the employee’s performance. They are in contrast with competencies, which list the skills needed in performing such tasks and are described using terms that can be measured.

Strategic Plan

In effect, a strategic plan tells you three things:

- Where the company is heading in the coming year/s.
- How the company is going to get there.
- How the company will know if it is already there or not.

Included in a strategic plan are the following:

Mission statement – the primary reason why your department (or company) exists.

Goals – associated with the mission statement, they determine the results that will advance said statement/s.

Strategic initiatives – specifies definite steps that must be taken to accomplish each goal. It is a dynamic process, usually examined during periods such as one or two years.

2. Developing

This phase of Performance Management process includes developing performance standards, which offers a scale that describes how a specific job should be performed in order to meet (or exceed) expectations. They are explained to newly hired employees and are later used to evaluate work performance.

Performance standards are generally outlined with the help of the employees who actually perform the tasks or functions. There are a number of advantages with this approach:

- The standards will be suitable to the requirements of the job
- The standards will be applicable to actual work conditions
- The standards will be easily understood by the employee (and performance manager as well)
- The standards will be acknowledged (and received) by the employee and the performance manager

Standards of performance are usually in the form of ratings (1 to 5, A to E) that are used by performance managers to rate the employee’s actual level of performance.

3. Monitoring

This phase of the Performance Management process includes monitoring employee’s work performances and giving feedback about them.

As the basis of feedback, observations should be verifiable: they should involve noticeable and work-related facts, events, behaviors, actions, statements, and results. Feedback of this type is called behavioral feedback, and they help employees improve and/or sustain good performance by precisely identifying the areas that the employee needs to improve without judging his or her character or motives.

4. Rating

This phase includes conducting performance evaluations. This is the critical aspect of the Performance Management process, especially because it is important for performance managers to arrive at an unbiased assessment.

A performance appraisal form has the following features:

- Employee information
- Performance standards
- Rating scale
- Signatures
- Employee performance development recommendations
- Employee comments
- Employee’s Self-appraisal

Why conduct performance appraisals? It provides an opportunity to improve performance in the future not only for employees, but for managers as well. Performance appraisals enable managers to acquire information from employees that will help them make employee's jobs more productive.

5. Development Planning

This phase of the Performance Management process includes establishing plans for improved employee performance and development goals. This advances the overall goal of the company and at the same time increases the quality of work by employees by:

- Encouraging constant learning and professional growth.
- Helping employees maintain the level of performance that meets (and exceeds) expectations.
- Improving job - or career-related skills and experience.

In closing, Performance Management is a process that, when executed fairly and effectively, can improve the quality of the company’s workforce, raise standards, increase job satisfaction, and develop professionalism and expertise that would benefit not only the employees but the entire organization as well.

Asset Management Software guide

Asset management is the need of the hour. Any business dealing in manufacturing, distribution, physical sales, office or call center work has some physical and non-physical assets. The technique of choosing the appropriate equipment for a particular job, keep it functioning as long as possible and replacing it in a systematic way is the key to good management.


Today assets can be the means to some wonderful and lucrative ends. So asset management is no less than an art and can be stated as a comprehensive and structured approach to the long-term management of assets as tools for the efficient and effective delivery of community benefits.


Managing one’s assets requires firstly an identification of need for the asset in accordance with the community requirements. Secondly you have to see the provision of the asset including its current maintenance and rehabilitation as per your needs. Third is the operation of the asset while the fourth is the disposal of the asset when it is no longer needed or beneficial in any way.


Due to a surge in the involvement of people in asset management task, various companies have come up with asset management software. Asset management software maintains a record of all the assets you wish to monitor. It is designed to manage assets, contracts, purchases and vendors at an economical price. Asset management software keeps a record of hardware, licenses, leasing information and so forth. It also guides as to which new equipment needs to be purchased, the quantity of equipment owned and when leases are up.


Asset management software is of a great use. There are quite a few benefits of implementing an asset management software solution. For instance the asset management allows the automation of processes rather than manually creating paper trails that can be torn or lost, it also tracks your company’s software assets and licenses, provides management reports on companies assets, track company leases and hardware material, minimizes the expense especially by reducing the total ownership cost and serves as a user interface for the people to track their assets. The asset management software also integrates with incident and problem management, change and configuration management, service level management and other related Business Service Management processes straight out of the box.

There are three different kinds of asset management software-


a)    Inquisitive- software is designed to interrogate or query the IT systems and identifies hardware configurations or peripherals or operating system and other software.

b)    Repository- software organizes the collected data and stores it to allow an easy access for reporting and analysis.


c)    Automated data collection type of asset management software tracks, records accurate data in time.

The asset management software comes in different packages. While choosing such a software package check out the functionality you need or the kind of task that you want the software to perform. Then take a look at the price and benefit of the package over the others. Also consider the package from the number of users perspective. Here you should bear in mind the overwriting risk of multiple users having the same files open at a given time. You should also know what is the scalability of the software, that can it cater to new avenues in countries other than your own and last but not the least you must find out if the software works with ITIL best practices.

Ageism and Interim Management

There is a tendency to assume that employers veer towards people with less experience in the market place. Why is that? Do they consider the mature applicant to be less flexible, less driven and less technologically aware? It would be naive to think that age isn't taken into account, when employers are looking at a prospective applicant. However the number of people working beyond the age of 65, is, apparently, rising by a third, according to the 'office of National Statistics and so the competition for challenging senior roles will increase; this is especially true of the 'Interim Management' market place.

A great many 'purchasing' activities are 'project' driven - therefore it would follow that the older one is, the greater the experience on a diverse range of projects. Functional projects such as – business process re-engineering, information technology, financing of new product launches, franchising and licensing agreements, critical commercial negotiations, export development and sales improvement etc.,

In an increasingly competitive business environment, mature 'Interim Managers' would be required for their length of experience for short-term needs arising from acquisitions or sudden take-overs; relocation and expansion or consolidation of facilities in the office or manufacturing environment; privatisation issues; start-up or close-down of a company, subsidiary or division; productivity, efficiency or profitability improvement needs. The list is endless. Many organisations managing 'change' find the best way to ensure success and of course avoid costly mistakes is to appoint a senior interim manager who has the necessary skills at hand to quickly establish what needs to be done; that well-trodden path of maturity and experience is required to ensure that these needs are translated and understood properly and very importantly to ensure it all happens on time.

Often project times are in fact cut dramatically leading to considerable competitive advantages and substantial budget and cost savings.

In today's climate as companies have down-sized-thus causing the loss of a senior executive, for whatever reason, this can often cause a very negative impact on many organisations. Therefore experienced interim managers 'come into their own' during times of crisis, filling gaps caused by sudden departures of key executives, for reasons of sickness, resignation or death; for dismissals, both planned and unplanned; protracted recruitment difficulties, caused by scarcity or unusual market factors; maternity leave cover etc., It is vital, therefore, given these scenarios, that speed is of the essence. Having gained this enormous wealth and breadth of experience, the more mature applicant is sensibly overqualified and has the ability to be able to step in at a moment's notice and has the 'know how' to make a virtually immediate impact on the defined tasks, to fill the vacuum of leadership, to be a self-starter and to literally 'hit the ground running!'

The experienced and more mature 'Interim Managers' are often the preferred choice when it is necessary to fill a critical vacancy, pending recruitment. Often senior executives can take around six months or more to recruit and of course the client really cannot afford to wait that long. The primary objective is to ensure that business momentum is maintained with the 'day-to-day' running of an organisation. The senior 'Interim Executive' must, therefore, be immediately available and suitably very experienced and certainly over-qualified to be effective immediately on day one.

The client may wish the interim not to make hasty changes until the full-time recruit arrives, so that the individual is able to stamp their own mark on the company. However, engaging an experienced interim enables the client to obtain an outsider's impartial view of the business and to achieve some rapid deliverables. They have no agenda and are able to take unpopular decisions if necessary. The older interim would probably have far more confidence to be able to do this, as it only with maturity and experience of people and situations over a lengthy period of time, that would enable them to make some very tricky decisions. The more junior members of an organisation are more likely to listen and respect their judgement as they are able to stand outside the internal politics. Some very confident negotiating skills, would be an absolute necessity!

It is therefore no surprise when analysis of the age of all executives shows that 85% are between 40 & 60 years. It is generally considered that below the age of 40 it is less likely that an individual will have the necessary experience to meet the demanding standards of an 'Interim Executive' especially in terms of either his or her ability to transfer skills and experience quickly to a new client environment. It is therefore incumbent on the 'mature' applicant to challenge any perceived prejudices, by ensuring that they have presented themselves as 'the very best person for the assignment.'

Advantages Of Time Management

The advantages of time management include reducing stress, gaining time, reducing avoidance, while promoting reviews and eliminating cramming. Another advantage is that managing time helps us to stay motivated while we avoid procrastination.

The trick to successful time management is setting up goals that work, while having an awareness of those goals and prioritizing your list of goals. When you set up an effective time management plan, you are growing and upholding a personal commitment to yourself, with the ability to be more flexible.

When you have a great time management plan, you are giving yourself an individual chance to, to generate a timetable that works to suit your busy caseload. When you create a good plan, you will soon find time to do all the things that matter most to you in life. In addition, when you have a good time management plan, you are saving your health.

Plans have a schedule timed, which includes all the activities you are responsible to handle. Your Master Timetable should include all the most important activities you are responsible to handle. It is important that you modify this schedule according to your time changes. When you set up a Master Timetable, you will need to list the priorities first, and work your way down to the least important tasks.

It is important that you follow as you write the tasks first listed. In other words, if you state on your Master Timetable that you need to write up some documents for your business, then do this task first and proceed to the next task. Try to avoid handling multitasking at once, unless it is your job and you are sufficient, and have laid out a time management plan.

You will also need to include meals, sleep, family, friends, yourself, and other tasks if you they are a part of your time management. By setting up a Master Timetable, you can work out your time scheme by working through the list on the time chart. Try to avoid skipping a scheduled task, or procrastinating, since this will only delay your plan.

It is important to keep in mind, that time is essential. When we waste time, we are wasting money. After you have laid out a suitable Schedule Timetable, you will soon learn that your motivation has increased, while your progress is moving ahead. In addition, you will soon find that your stress level is at a normal state. When you are not focused, or do not have a time management plan, you are only hurting yourself in the long run.

Most people without a time management plan often suffer with poor health, insomnia, and other discomforting issues. Some people even find themselves in court waiting for the judge to say “You are now divorced.” So you can see that time management is important since it affects everyone around you, but most of all, it affects you.

A final tip: Exercise and eating right plays an essential role to time management, since when you feel good, you work well under a management plan.

Advantages Of Outsourcing Infrastructure Management Services

Managing vital operational components, such as policies, processes, equipment, data, human resources, and external contacts, for a far-reaching effectiveness of an organization's information technology essentially constitutes infrastructure management services. Effective infrastructure management primarily ensures conformance to standards and interoperability between an organization’s internal and external entities, while enhancing the flow of information throughout the organization. It seeks to promote adaptability necessary for a changeable environment and maintain effective change management policies and practices.

In-house infrastructure management is a complex, resource intensive and expensive proposition. Moreover it hurts core business of enterprises by taking their focus off the core businesses. According to a leading research & analyst firm, investments in infrastructure management constitute one of the single largest expenses for an organization.

A growth in infrastructure scaling does not necessarily have to mean a growth in expenses. The 21st century has brought with it a smart way of business operations - outsourcing. Outsourcing, infrastructure management offers enterprise customers higher reliability, reduced risk, and lower IT costs through one-stop management for the entire IT infrastructure.

Advantages of outsourcing infrastructure management services:

• Reduces total cost of IT operations.

• Restores focus of enterprises limited IT resources for core business activities.

• Rationalizes IT staffing and training costs.

• Optimizes IT asset utilization.

• Facilitates service delivery.

• Improves uptime and system availability.

In a world where the budgets are always shrinking and expectations always rising a world class service partner with exceptional talent is required.

CSS provides a complete portfolio of infrastructure management solutions and services for geographically distributed network resources, 24x7. Our infrastructure management solutions are based on an architecture that is open and scalable thus enabling easy integration of vendor or customer-supplied tools. CSS infrastructure management solutions for a broad spectrum of servers, storage, networks, security, databases, desktops, and applications

CSS infrastructure management solution goes beyond 24x7 monitoring to include proactive problem identification and resolution, thereby reducing costs and improving service levels. Built-in root because analysis aids in easy identification of potential problems and automatically fix them before they affect performance. By automating corrective actions, IT organizations decrease problem resolution time and improve system availability and reduce downtime.

Achieving Cash Flow Management Through Accounts Receivable Factoring

Accounts receivable factoring is another mode of receivables management and working capital funding to eventually increase the cash flow. Accounts receivable factoring involves buying and selling of accounts receivables in order to obtain immediate cash or working capital.

Accounts receivable factoring helps in acquiring cash for the product or the services rendered. It results in immediate cash inflow without creating any debt or transferring the business ownership. Accounts receivables are the most values assets for any company. It is one of the mode for increasing sales and expanding business. The payment is done of the 80% of the invoice value. The 20% of the value is kept as reserved and is paid after deducting the fee once the amount on the invoice is due.

This practice if accounts receivable factoring is most suitable for small and medium business owners. Due to accounts receivable factoring small and medium business owners are able to generate cash and avoid the debt trap. It also helps in representing string financial status and avoids interest on any loans if otherwise taken.

Accounts receivable factoring also results in increased working capital as receivables are conditional on customer's creditworthiness and not the business owners. It helps to avoid loan repayment, transferring business equity, engaging the assets, and also avoid yearly loan review process. For a small business owner accounts receivable factoring represents gaining working capital without overtaking any debt or loan. It is also a mode to increase sales without any repayment tensions for any loans etc. Thus business is able to meet demands and the circle keeps on auto-rotating as accounts receivable factoring increases sales and increased sales asks for more money to complete more orders.

Accounts receivable factoring also provides relief from non-paying clients or slow paying clients. It generates more sales due to increased orders. It also offers flexible funding program to help heighten the sales graph and take vendor discounts due to availability of cash.

This practice of accounts receivable factoring generates cash to fund the payrolls and taxes due. The funds thus generated also help to increase the inventory or buy new equipments, tools, etc to flourish the business.

The availability of cash helps small business owners to negotiate for discounts from their vendors and suppliers. It also helps to reduce book keeping, depositing checks, monitoring collection process, and preparing reports for collections. Brokers or agencies also provide their services for accounts receivable factoring. They help the business owners to manage their collections, payments, generating more cash and managing their cash inflow process.

Absence Management and Workforce Management

That absence management is a key component of workforce management does not really need an explicit mention. However, planned and unplanned absence is a universal fact of work and many organizations might take it as something that cannot be avoided.

There are ways to minimize both absence and its impact. First, we need to look the factors that cause absence, particularly unplanned absence that is more disruptive to work.

Reasons for Absence


SHORT-TERM SICKNESS: Short-term sickness is a major contributor to unplanned absence. An employee might call in sick, or produce some kind of certificate to prove the sickness
LONG-TERM SICKNESS: This kind of absence is usually covered by a certificate
UNAUTHORIZED ABSENCE OR PERSISTENT LATECOMING: The employee might just absent himself or herself without any excuse, or might be a habitual latecomer
AUTHORIZED ABSENCE: Employees are entitled to different kinds of leave under the provisions of employment laws. These include annual vacations, maternity (and paternity) leave, educational leave, and so on. These kinds of absence can be scheduled and alternative work arrangements can be made through advance planning


Measuring Absence and its Cost

Many organizations do not take the trouble to find out the cost of employee absence, the reasons for the absence and ways of reducing its impact. With proper focus, absence is controllable to some extent, and the resultant benefits can be significant.

By accumulating absent hours (including late hours) and comparing it to total available hours during the period, we can calculate the percentage of time lost owing to absence. By comparing the percentage for different periods, the trend of absence can be monitored.

By department and section wise monitoring of the trend, it might even be possible to identify some of the reasons underlying high absenteeism. For example, poor working conditions or a bad manager or supervisor might be aggravating the problem in a department or section.

Absence can also be measured by individual workers. The number and length of absences of each employee during a 52-week period is noted. Problem employees can be identified and the reasons underlying their absence can be investigated.

Policies and Actions for Absence Management

Surveys have revealed that sickness is a major factor for absence. The studies also indicate that stress-related absence is increasing compared to earlier periods.

Absence management starts with clear policies for allowing employees to take time off due to sickness. The policies should meet the minimum requirements under the law, and can be more liberal to attract better employees.

The policies must be communicated clearly to employees. In particular, employees must be fully aware of the procedures for availing sick leave, such as whom to notify, when a doctor's certificate or examination by company doctor is required and also any return-to-work interview requirements.

Implement systems to measure absence by departments/sections and by employee. Seeking the help of occupational health professionals to reduce the incidence sickness and stress can help reduce incidence of occupational health and injury problems.

Unacceptably high and persistent levels of absence need to be handled through disciplinary procedures.

Conclusion

Absence management is an important component of workforce management. Absences can occur owing to different factors. Managing absences start with the organization measuring the levels of absence and identifying the reasons for it. Once a clear picture is available, organizations would find it easier to tackle unacceptably high levels of absence.

Studies indicate that sickness and stress are major contributory factors to absence. These are unplanned absences and cause more disruption. We look at sickness absence in more detail in a separate article.

7 Step Plan To Get Going With Networking

Whether you`re an introvert or an extrovert, feel like you have the gift of gab or just don`t know how to make small talk, networking know-how is very important for your business success. There is a notion in business that I believe most of us subscribe to that says "all things being equal, people will do business with and refer business to those they know, like and trust." And the key to this is obviously being able to develop relationships.

Think of networking as the cultivation of mutually beneficial, win-win relationships. In order to be win-win, there must be GIVE and take (notice the emphasis on give). Networking shouldn`t be viewed as "events" where you go to sell your business. When effective networking is taking place, the parties involved actively share ideas, information, resources, etc.

Ok, so you know that you should be networking because it is one of the most cost-effective lead generation activities when used wisely, appropriately and professionally. But, maybe that seems easier said than done. Here`s a seven step plan to really get going with networking for your business.

1. Check out several groups to find the best chemistry and perceived value. Most groups will allow you to come and visit at least a couple of times before you have to join. Go and ask around to find out why others have joined and what value they get out of belonging.

Resist the urge to just go join the Chamber of Commerce simply because everyone tells you that`s what you need to do. If that`s not where your target group can be found, then you might just be wasting a considerable amount of time (and money).

I`m not telling you not to join the Chamber. Just be clear about what you`d like to get out of this or any other group. If it`s to find prospective clients or referral sources, then you need to be networking where those resources can be found.

2. When you find a group or two, join and go to all the meetings you can. Don`t go just once or twice expecting things to happen and then if they don`t quit. Building mutually beneficial, win-win relationships will take some time.

The contacts you make need to constantly see your face and hear your message. Continual contact with others over time will open up opportunities for you to go deeper and learn more about each others thoughts, ideas and capabilities in regards to your respective businesses.

Know, like, and trust generally only happens over time. Being regular and persistent will pay off.

3. Get involved - be visible. Do as much as you can to make yourself more visible within the organization. Volunteer to help with meetings, be on committees, or become a leader or board member.

Being involved does a couple of things for you and your business. First, you`ll get more opportunities to establish connections and get to know some of the contacts you`ve made even better. Secondly, the higher the visibility you have in the group, the less you`ll have to work to make new connections. Instead, as new people come into the group, they will likely seek you out because they view you as a leader within the organization.

4. Keep your circles of contacts informed. Don`t just assume that running in to someone once a month (or even once a week) will cause them to start doing business with you or sending it your way. You need to let them know what`s going on when you`re not at that particular group in order to inform and educate them.

Send them invitations to your events or open houses. Send them email or letters to share big news or success stories, especially anything of relevance to them or those in their networks of contacts. If you believe that you have valuable ideas, information and resources to share with others, then doesn`t this just make sense?

5. Work at GIVING referrals and sharing valuable information. That`s right, you need to be willing to GIVE before you get. That means you need to get to know other members and what makes a good prospect for them. What kinds of information might you have access to that could be useful to them?

You may initially think you don`t have much of value to share with others (besides your business and what you provide). Part of the key to getting good at giving is to not make assumptions. For example, don`t assume that some basic resource (e.g., a web site) that you`re aware of is familiar to someone you might be talking to just because they are the "expert" in that field. Be willing to ask if they know about the resource and ready to share if they don`t.

Want to get better at actually giving referrals? Here`s a simple question to ask someone you`re connecting with. "How am I going to know when I meet a really good prospect for you?"

Just the fact that you are willing to explore giving will elevate your know, like and trust factor.

6. Focus on Quality, not Quantity, Quantity, Quantity. It`s not necessarily about the number of connections you make, but about the quality of the ones you do make. Are they mutually beneficial, win-win relationships?

Quality connections will be identifiable because all involved parties will be actively sharing ideas, information, and resources. Yes, it is true that you need to spend some time and effort getting to know the other person(s) and what`s important to them. But, you also need to be clear and actively thinking about what information or resources you want and need.

Staying in touch with and following up with a smaller number of quality relationships will generally be much more productive than trying to follow up with a larger number of superficial contacts.

7. Be persistent, but be patient. The goal of a networking event shouldn`t necessarily be to come away with prospects every time you go out, but to come away with great connections. Networking usually takes time to get the relationships developed and nurtured.

Don`t approach networking as a scary proposition or a necessary evil for being in business. Take the pressure off yourself and really focus on how you might be able to connect with someone you meet. Focus on them first and look for ways to be useful to them. As you become known as a connector you`ll eventually be ready to reap what you sow.

11 Secrets To Better Time Management For Entrepreneurs

Why is it that the Bill Gate's of this world are rich and famous? What secret do they know that the rest of us don't? If you study their lives closely, you'll discover the rich and famous have certain habits that attribute to their success. Successful people are very careful about how they spend their time. No matter how you slice it, we all have 24 hours in a day, so the key lies in learning to use our time wisely. Below are some ways you can dramatically increase your productivity through more effective use of your time.

1. MONITOR HOW YOU CURRENTLY USE YOUR TIME: If it seems like your day slips by all too quickly, try creating a log of your daily activities. Once you see where you are spending your time, you can identify and focus on the activities that provide the greatest returns for you personally and financially. Start your log by writing down what time you wake up, get ready, and begin work. Calculate how much time you spend on individual activities such as email, phone calls, and client work.

=> FREE TIME TRACKING TOOL: Here's a personal time survey to help you discover how much time you spend on various work activities: Personal Time Survey Tracker

2. CALCULATE HOW MUCH YOUR TIME IS WORTH: Time is money. Knowing how much your time is actually worth can help you make better decisions as to whether you should perform a task or outsource it. For instance, if your time is worth $200 an hour, you are far better off paying someone $30 an hour to edit your newsletter. You can "bank" the other $170 per hour by spending your time on profit making activities. Also take the time to determine how much time a day you need to spend on billable activities to make your desired profit. I try to spend 1.5 hours a day on money making projects.

=> FREE TIME COSTING TOOL: Here's a time costing worksheet to help you determine how much you are actually when you subtract the expenses. Time Costing Sheet

3. CREATE A DAILY SCHEDULE: Don't start your day without a to do list. Make a list of tasks and categorize them into business building activities, client activities, and personal items. Then break bigger unmanageable projects into smaller "doable" chunks so they less intimidating and are easier to accomplish.

=> FREE DAILY TO DO LIST: Try this free all inclusive WebMomz To Do List

4. PRIORITIZE: Have more to do than hours in the day? By prioritizing your tasks, you'll make sure that you are tackling the items that matter most. Create a system that works for you. One standard way of prioritizing is to mark items with A, B, and C.

Ask yourself these key questions:

What items MUST be done today?
Which items can be rescheduled?
What can be delegated?
Which tasks most closely match my priorities and goals?
Which items can be eliminated?

5. LEARN TO SAY NO: Are you adding one more item to your never-ending TO DO list? You are in control of your time. Be strong and uphold your personal boundaries. When you are well rested and treat yourself and your family to the time off you deserve, you'll feel happier and more productive when it's time to go back to work. **

Before you say yes, ask yourself these questions:

Do you really have the time or energy to do that extra task?
Do I like this customer? Are they good for me?
Will it be profitable?
Does it invade on your personal time?
Does it involve doing something you enjoy?
Does it fit in with your list of priorities and goals?

6. REMOVE DISTRACTIONS AND TIME SUCKS: Time sucks are lurking everywhere like viruses. Think about which activities are eating up your time. For me personally, these items include email, social calls, and telemarketers. I "conquer" the email demon by shutting down my Outlook when I am working. When a family member calls during work time, I politely ask if I can call them back during the afternoon and remind them of my work hours. Caller ID valiantly saves me from the "would be" telemarketer time thieves. With one glance, I can quickly differentiate telemarketers from important client calls.

7. STICK TO THE PLAN: Try not to get sidetracked from your plan. One of my friends has a motto, "A lack of planning on your part does not constitute an emergency for me". It's a smart one to live by. Unless it's a true emergency, or you are being paid "rush" time, you probably don't need to squeeze a last minute request in today. Also, by assigning yourself project deadlines, you can keep on top of projects and avoid those dreaded last minute emergencies.

8. CHOOSE AN INSPIRING PLACE AND TIME: We are all "built" differently. Do the tasks which take your most "brain power" when you are at your prime. Are you a morning person or do you work best burning the midnight oils? Create an ultimate work haven that is clean, distraction free, and inspiring. My office overlooks my flower garden and is right in the heart of family activity. As I glance to the right, our Angel fish "Spike" proudly parades across the fish tank. In front of me, Monet has a glorious display of peach poppies in a field. Above me, Monet is painting a vivid portrait of his flower garden. In the living room, my son is softly singing the Spiderman theme to himself - music to my ears!

9. BUNDLE LIKE TASKS TOGETHER: As you work through your daily list, try to chunk your tasks into like activities. By creating a separate "chunk" of time for answering email, invoicing, making return phone calls, you'll save time and mental energy.

10. AVOID INTERRUPTIONS: Trying to do the same thing over and over again with interruptions can be maddening. Once you start a task, try to finish it to the end. If something comes up that you need to remember or do, unless it's urgent, simply add it to your list and continue on with your current project.

11. BE ORGANIZED: When things are tidy, it saves you time and frees you to focus on the task at hand. Digging through a pile of papers and finding a squished Twinkie isn't very conducive to the work experience. Follow your own organizational style. PHONE LISTS: For instance, I arrange my phone lists into groups according to how I use them: friends, family, doctors, my children's playmates, etc. I also list people in my phone book that I talk to on a first name basis by their first name alphabetically. For instance, I list my mom under "M" and my brother under "T" for Troy. "D" has a list of all my doctors. This works for me, because it's how I think.

EMAILS: Another time saving idea is to color code your emails. In my personal color scheme I use one color for clients, one for newsletters, and another for my coworkers. You can also group your emails using categories and folders.

ONE CALENDAR MEETS ALL: Keeping track of work appointments, Brownie meetings, and committee meetings can be very difficult. My secret to keeping on top of family and work appointments is to schedule them all on one calendar.

DAYTIMER SPECIAL SECTION: Create a special section of your Daytimer just for special interests, hobbies, or kids. My husband keeps one with all his stock info. I have a special kid section with phone numbers for Brownie leaders, playmates, doctors, school contacts, bus number and other items.

SUMMARY: Why wait for success when you can literally schedule it! By mastering your time, you can accomplish much more with less effort. Be choosey about how you spend your time. Focus on activities which most closely match your goals. By taking time to monitor, measure, and manage your time, you will enjoy an abundance of success and happiness.