Importance of IT in Business

These days IT is crucial to the majority of businesses. Almost all companies use IT to some extent, making it important for employees to have proficient knowledge in the area. It is not longer just IT jobs where staff need a good knowledge of IT. Almost all office based jobs are now almost entirely based around computers and IT.

Having good IT skills gives you a major advantage over those who do not. Even if a role is not an IT job per se, IT knowledge may give you an advantage over other candidates and help you once you are employed. Employees are expected to know the basics of IT in most jobs and there is an assumption that you are able to perform basic computer related tasks. Email is often the main mode of communication, while employees are also expected to be able to write documents and use spreadsheets. In most cases the Internet is the main research method, so being confident using Google, for example, can be a must.

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Most admin tasks in any business are now performed through the use of IT and for the large part the traditional numerous filing cabinets are gone. Accounting is usually done with spreadsheets, so accounting staff also need knowledge of IT. Even those working in shops and restaurant will use IT is certain ways, such as the tills. Anyone working in management in any job will need to be able to use computers to either a small or large extend, depending on the nature of their particular job.

With IT playing such an important role in business today, good IT training, either in education or once in employment, can make an important difference. IT is there to make life easier, but if you do not have the necessary confidence it can turn into a nightmare. Staff need to understand the processes they are using, and this requires sufficient training.

IT can be complex, especially in businesses that use it to a large degree, and as with all technologies there will be things that go wrong. Therefore support staff who can solve any issues are useful. Some companies will have a person, or even a whole team of people, whose sole job it is to run and maintain the IT systems and networks. IT is there to help, not hider, but if things are not managed properly it can cause a whole host of problems. The IT department and processes need to be managed for IT to have the best possible impact on a business. Things need to be in place so the business can make the most of the advantages IT offers.

Some will use some kind of IT methodology to keep their IT management on track. The most widely used methodology is ITIL, which stands for Information Technology Infrastructure Library. ITIL is a set of concept and policies for managing the IT within a business. Essentially it is the IT best practice.

Andrew Marshall ©

Importance of IT in Business

ITIL Training

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What is Project Management Approach?

Project management (PM) is a well planned approach for a process from start to end. It is concerned with the planning and guiding of the project from start to finish. Any process needs to be guide in usually five stages. They are initiation, planning, execution, controlling and closing. PM can be applied to almost all type of projects but especially it is applicable in software development projects to control the complex process. It is an organized effort and it is planned very carefully. To accomplish a specific project, PM is essential.

PM is handled by project manager to implement the project successfully towards its goal. For successful completion of any project it is necessary to have a proper PM. The main objective of the PM is to attain its goal successfully.

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Numbers of approaches are there to manage the activities of the project. They are:

The traditional approach-This approach aims towards the completion of the project in sequence or in traditional manner. For the completion of the project there are five stages in this approach. They are:

* The stage of initiation
* The stage of design or planning
* The stage of production or execution
* Monitoring and controlling systems
* The stage of completion

Extreme PM- To execute project task, the critical chain project management give more emphasis to human and physical resources. By this method of planning and managing projects all the constraints are exploited and priority is also given to it. In critical chain project management all the projects are planned and managed only when the resources are ready.

Extreme PM- Complex type of project is handled in extreme PM. In this PM experts always try to identify the different models which is 'light weight' such as Agile Project Management.

Scrum techniques and extreme programming for the development of software are used in this method. It is the combination of management of human interaction and process modeling.

Event chain methodology- The complement to the critical path method and the methodologies of critical chain project management is another method that is Event chain methodology. This PM deals with the model of uncertainty. The main focus of this management is towards identifying and managing the events or the chain of events which will affect the schedule of the project. Event chain methodology follows the following principles:

* Event chains
* Tracking with events
* Probabilistic moment of risk
* Tracking with events
* Event chain visualization

What is Project Management Approach?

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Read information on ERP Project Management and Definition of ERP.

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Anger Management - 7 Top Reasons Why We Get Angry

Anger is a normal emotion. We all get angry and need to find ways to manage ourselves when we are angry. The reasons why we get angry are varied. It helps us to find ways to deal with our anger when we understand what is making us angry.

Three reasons people respond with anger when they feel emotionally threatened:

\"anger Management\"

1. Feeling hurt - when our feelings are hurt it is easier to get in touch with anger at the person who has just emotionally wounded us than to acknowledge the hurt.
2. Feeling betrayed - the feeling of having been betrayed hits us to the core and again the instinctive response can be one of overwhelming anger at the person who betrayed us.
3. Feeling embarrassed - responding with anger becomes a way of covering up what one is really feeling.

Four reasons people respond with anger that are learned:

1. Repeating a pattern - this is usually a pattern that is learned from the people who have had a significant influence in ones life. Usually it is a parent or other adult from whom one learns how to deal with anger. Unfortunately some people are not good at modeling successful ways of handling oneself when angry.
2. Getting ones way - Some people have found that they get what they want when they get angry. By getting angry they intimidate the other person and cut off communication.
3. Handling defensiveness - Responding with anger can be a cover up for feeling defensive. Again it is a learned response to experiencing strong feelings that are deep inside. People who are in the habit of responding with defensive anger are frequently not even aware what they are really feeling. Anger can be a cover-up for many other feelings. It takes courage to look behind the defensiveness.
4. Pent-up rage - can be for various reasons: having been mistreated, bullied and/or abused; difficulty with impulse control; or a result or drug,alcohol, or prescription drug abuse. Any one who is struggling with pent-up rage may benefit from a professional assessment. If one does not find successful ways of handling this kind of anger it will adversely affect relationships.

Learning to understand what makes one angry goes a long way towards finding solutions to managing ones anger. In order to be able to interact successfully with others it becomes necessary to learn ways of dealing with ones anger in ways that are respectful of self and others.

Anger Management - 7 Top Reasons Why We Get Angry

And if you are interested in learning more about strengthening your emotional fitness I invite you to visit http://www.GrowWithKristina.com and http://www.kristinavonr.com all by Kristina von Rosenving

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How to Write a Powerful Capability Statement For Government Contractors

What is the Purpose of a Capability Statement?

Government contracting has developed into a very competitive marketplace, thanks to its potential for being very profitable. Companies of all sizes, from small, micro-firms with one employee to large, mega-firms with thousands of employees have been successful in selling products and services to government agencies at the federal, state, city, county and municipal levels.

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However, competition has heightened as more companies try to break into, be competitive in, and stay successful in this market. Five years ago, no one knew what a Capability Statement was, and now, it is a critical tool to help you be as successful as possible, no matter  what size company you represent.

Another complicating factor is that fewer people are employed by the government to handle outreach and acquisitions. This means that contractors must know how to distill the information that is most important to a particular decision-maker, state it in a clear, concise manner, and reinforce its importance to the prospect, even more so than in the past.

Successful firms use their Capability Statement for a number of purposes:

o Required in many government registration processes

o A door-opener to new agencies

o Proof of qualification

o Proof of past performance

o It will set your apart from your competitors

Capability Statement Format

A Capability Statement should be very brief (only 1 or 2 pages), to the point and specifically related to the individual agency's needs. Ideally, it is a living document that will change depending on the targeted agency. Why is this? Because savvy contractors know that each agency has it's own mission and focus, and they speak directly to those in their capability statement.

It is important that the document be visually interesting and have similar graphic elements to your company's brand and logo. It must also be a searchable document that can easily be sent as a PDF file.

Therefore, we recommend that Capability Statements are created in Word or Publisher using a template that reflects a firm's brand with its own logo, colors and graphic identity. It is important to fit all critical information on one side of one page. The second side, if absolutely necessary, may contain additional supporting data important to the targeted agency such as case studies of past successful projects.

Capability Statement Contents

The five key areas included in a successful are:

1. Core competencies

2. Past performance

3. Differentiators

4. Corporate data

5. Contact information

Tips:

It is best to call the document a Capability Statement. This should be stated at the top of the document. This is a term known throughout government contracting decision-makers, and indicates that you have knowledge of the contracting process. A Capability Statement should also show a firm's logo and other branding elements, for recognition, and be free of long paragraphs, instead, using short sentences and bulleted lists for quick visual scanning.

When composing a Capability Statement, use the following section labels: Core Competencies, Past Performance, and Differentiators. These are the key elements that government buyers are looking for so that they can make a speedy decision.

Show contact information, including web site and a specific person's name, email and phone number, on each side (page) of the document.

Create a new document for each agency, prime or teaming opportunity. This way each Capability Statement has all the information it needs for that opportunity, and only the needed information.

A Capability Statement is preferably only one page, one side. Go to two sides only if absolutely necessary.

Save and distribute as a PDF, not a Word, PowerPoint or other format. Save the document with your company's name in the file name. Many federal agencies block Word and Publisher documents because they may harbor viruses, however, a PDF file is much safer, usually smaller and stays visually consistent when mailed.

Core Competencies

These are short introduction statements relating the company's core competencies to the agency's specific needs followed by key-word heavy bullet points. This is NOT everything a firm is able to do, but the core expertise of a firm, specifically related to the agency this Capability Statement is written for, its mission and identified opportunities.

Past Performance

Begin by listing past customers for whom your business has done similar work. Prioritize starting with related agency, to all federal to other government, to commercial contracts. If the past projects do not relate to the targeted agency's needs, do not list it.

Tip: Ideally, include specific contact information for immediate references. Include name, title, email and phone. Use this information when meeting with decision-makers. Leave this information off the Capability Statement when you are sending the PDF as an initial outreach effort or leaving as a handout at conferences.

Differentiators

Doing business with the government is highly competitive. Contractors have the burden of dealing with this competitive market and rising above the other contractors. Many companies who are trying to increase sales to the government market do not have a clear value statement detailing what makes them different from their competitors. A succinct, clear statement that relates to the specific needs of the agency is what will help the procurement and purchasing people, the program managers and end users understand why they should pick your firm over other competitors.

Sample Differentiator Questions:

How is your company best suited for the needs of this agency? What is it about your services that make you stand out from the rest? What is it about your people that give you the advantage over your competitors? Why are your products better solutions than the others that are available?

If these benefits cannot be clearly communicated, it is impossible for a decision-maker to make a clear recommendation for your company over one of your competitors. Many companies fail to take this critical step. And they wonder why they are missing out on contracts.

Company Data

Include one or two short sentences with a company description detailing pertinent history. Include: the size of your firm, your revenue, the number of employees you have, and the typical geographic area you serve.

Tip: Readers will visit your web site for additional information. Make sure your web site is constantly updated and government-focused.

List Specific Pertinent Codes

• DUNS
• Socio-economic certifications: 8(a), HUB Zone, SDVOB, etc.
• NAICS (all) Do not include code descriptions, just use the numbers
• CAGE Code
• Accept Credit and Purchase Cards
• GSA Schedule Contract Number(s)
• Other federal contract vehicles
• BPAs and other federal contract numbers
• State Contract Numbers
• Name (a specific person)
• Address
• Phone (main and cell)
• Email (a personal email, not info@)

If your firm has won any awards, received accolades or has notable accomplishments relating to that agency, list them only if you have space.

Use this information to help you create a Powerful Capability Statement and open doors to contracting opportunities in the federal government. This document is the key to building relationship with important decision-makers in government contracting, providing them with a concise description of the goods and services your business can provide, and a consistent reminder of your firm. When properly written, a Capability Statement is the tool that sets your company head and shoulders above your competition.

How to Write a Powerful Capability Statement For Government Contractors

Contact TargetGov for more information about federal contracting best practices http://www.targetgov.com or call 1-866-579-1346.

Gloria Berthold Larkin is president of TargetGov at Marketing Outsource Associates, Inc. and an expert in business development in the corporate and government business arenas. She is a dynamic speaker and book author and very adept at negotiating the government contracting maze.

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Human Resources - Strategic Business Partner

Human Resources, with its diverse internal and external customer base, the ability to touch all levels of the organization and the legendary understanding of the organization's environment could not be more suited for the critical role of a strategic business partner.

In General Electric's recently published 2008 annual letter to shareholders, the CEO Jeff Immelt stated the following: ".....The secret to all of these dimensions of developing leaders is to have a great team of human resource professionals. Enduring companies must have a passion for people. GE has a great HR team that protects our valuable human assets. I want to give them special recognition this year...." For years, GE has acknowledged the success of Bill Conaty, their Senior Vice President of Corporate Human Resources. Bill Conaty is highly valued for his continued contribution to the organization. His insight and input have been invaluable. In a 2004 article written by Anne Freedman, Conaty himself stated: "I consider my real core competency and my value to the organization as being a human resource leader, but without having the business grounding, I don't think I would be an effective HR partner."

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Organizations that consider their employees to be the most valuable asset cannot afford to not have human resources functioning in a true strategic business partner role. Human Resource professionals are equipped with the knowledge, skills, and abilities, the talent to partner with senior leadership to not only be involved in the strategic management of the organization but drive the implementation of it. As stated in "The 8 Practices of Exceptional Companies, How Great Organizations Make the Most of Their Human Assets" by Jac Fitz-Enz, "Strategic plans must be laid on a core strategy, a solid wall of values. Core strategies lead to strategic plans, organizational charts, operating plans, quantitative objectives, and ultimately, to specific human behavior and task performance." Business oriented HR professionals can help design a strategic plan that balances the needs of the organization, its employees, and other stakeholders. It can help align the efforts of the various functions in the organization with the plan's strategic goals, and it can support those functions by ensuring that they can recruit, develop, and retain the necessary company team members. HR, as strategic business partners should be the drivers of the organizations values thus the drivers of the strategic plan.

HR should be made responsible for owning the leadership and employee development, as well as direct all communication efforts, especially as it relates to the pulse of the employee population. Succession planning is an area that a strategic HR business partner should be involved in. As discussed in "Good to Great" by Jim Collins, having the right people on the bus, the wrong people off the bus, and the right people in the right seats is the key element to the success of any organization - who better than to manage the people process than a strategic HR business partner.

To fulfill a strategic business partner role, HR leaders must understand the organization's business. In addition to fully understanding the business, HR must understand the environment in which it operates, the competition, and the circumstances that could influence the progress of the organization. HR can no longer focus on its own internal tasks. It must be responsible for ensuring that HR's strategy, goals and priorities are driven by and aligned with the overall business needs. It must establish key business partnerships with senior management, as well as key figures in other functions within the organization. Although the operational role of HR, the day-to-day tasks required to run an organization are not strategic in nature, the responsibilities must mirror the goals of the organization. There needs to be a more integrated global company-wide process that considers how each of the HR programs can help move the entire organization in the right direction.

In addition to HR increasing its own knowledge of the organization and creating solid partnerships through collaborative communication efforts, increasing its knowledge in other areas is extremely important to being a successful strategic business partner. HR must increase its knowledge of Finance and Accounting, Marketing and Sales, Operations, and Information Technology and hone in on key business skills. Almost every activity in an organization can be referred to as a project. That is why it is important for professionals in HR to improve their project management skills. In addition to project management skills, strategic HR business partners must fully understand the strategic planning process. HR must be able to manage change, perform environmental scanning, and understand the importance of outsourcing and the process associated with outsourcing. Being able to manage technology and measure the effectiveness of all company-wide programs and efforts are equally important. HR should also be playing a vital role in leadership coaching, should be responsible for implementing strategies to become an employer of choice, and should be responsible for leading programs to safe guard your company performance from external elements.

To summarize, Human Resource professionals touch every level and every department in the organization. Due to the involvement across the company, employees at all levels get to know and trust the members of the HR team. Because of HR's familiarity with the change management process and human capital development, successful companies benefit from having HR fully functioning in a strategic business partner role. If your company is not already doing so, allow Human Resources to be represented in meetings along side other senior leaders. There is not a more suitable functional group within the company to be responsible for leading the development of strategic plans, implementing key tactics, and measuring the organizations success in executing its plan than Human Resources.

Human Resources - Strategic Business Partner

Jeannie Moravits Smith

Principal Consultant, President/CEO

HR - Rx, Inc. http://www.theHR-Rx.com

April 2008

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Property Management - Checklist in Finding Your Property Managers

Managing rental properties like apartment, studio, condominium, townhouses or house and lot requires a lot of money, time and effort. It also needs near-constant availability to ensure that you meet the needs of your tenants. Property Management Company is the answer to many property owners and investors who are having a hard time managing their properties. This property management company is composed of professional people who are tasked to build a good relationship between the landlord and the tenant. Their duties include the collection of rent, responding to maintenance issues and repair damages of the property, evictions, and monthly financial reporting.

Not all property management companies are alike. Like any products or services in the market, there are hundreds of property management companies who are promising to offer a good service but only few deliver the best-in-class service. Thus, you have to be very critical in selecting the company to manage your properties. Below are some tips on how to find the company to trust in managing you properties:

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1) Good Reputation. Reputation is an intangible and multifaceted concept, which takes time and experience to build. The company's reputation speaks a lot of its identity and the kind of service that it offers to its clients. A good property management company must be consistently professional, responsive and thorough. In addition, the company must be a licensed real estate broker and must have a team of experts to manage you properties. Pick the one who values your property.

2) Cost Efficient. Understanding financial statements, profit and loss, income taxes and budgeting are all very essential for the property manager. Expertise and competitive rental properties is necessary. The real estate property management company should work closely with the landlord in order to maximize rental income and return on investment for the property.

3.) MARKETING STRATEGIES- Good marketing strategies of a company can attract more potential tenants to lease your property. Effective competition in the market place necessitates more than just a word of mouth; it needs a solid marketing. Advertisements should be consistent and up-to-date. An effective marketing strategy can maximize occupancy and rental rates.

4.) Quick and Responsive- Quick and responsive communication are the solution to business development and service improvement. The skill to communicate effectively with customers and respond to their needs is essential because it only reflects how customers are valued. The property manager must then respond to their requests, monitor their activities as regards the lease requirements, collect rent in a timely manner, and continually assess the tenants' satisfaction as regards the property's amenities versus those of competing rental properties in the area. Services and communication must respond to the members' needs.

5.) Conflict Management Skills. Lastly, a quality property manager should be excellent in conflict management. Real estate matters are so sensitive; therefore, crucial situations are being dealt here. Knowledge of existing laws is important towards the implementation of the business policy to avoid unwanted outcomes. They should know how to deal with the complexities of running rental properties.

Property Management - Checklist in Finding Your Property Managers

I am Noel Addison Agnote as an internet marketer, I believe that I have this obligation to guide the rental property owners and investors in choosing the right property management company to run their business and properties.

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