3. If opportunity doesn't fall within federal or state definitions of what constitutes a franchise, if it's being offered in one of states with business opportunity laws on its books which requires disclosure documents to be filed with state, check that it has been. If not, assume opportunity's a fraud until proven otherwise. If state doesn't require filing, and company doesn't provide you with a disclosure document when you ask for one, again assume opportunity's a fraud until proven otherwise.

Also, bear in mind that just because your state may not have business opportunity disclosure laws, other states do. Many business opportunities are offered nationally. Where that's case, make enquiries of states that do have business opportunity disclosure laws to see if company has complied. If it has, that should provide some comfort (all other things being equal).

The above approach is kind of an initial disqualifying round. If opportunity is required to provide some form of disclosure and fails to do so, that's a big red flag.

Of course, just because you receive disclosure document doesn't necessarily mean that this is a good business opportunity for you. All it does is (theoretically) provide you with enough information from which you can make your determination. At end of day, you must still exercise your own good judgment.

There are still going to be situations where a disclosure document is not required to be provided though, simply because opportunity is not a franchise and it's not being offered in a state that has business opportunity disclosure laws.

So, here's a 10-point checklist of things to do and check when you have nothing else to rely on. In fact, they're a good idea even if you do have a disclosure document to review. Any inconsistency between disclosure document and your own investigations gives you another question to ask.

1. Check with BBB in city in which company is based. Although no complaints don't necessarily mean anything, complaints that have been filed do.

2. Check with D&B. Again, although a good report doesn't necessarily mean anything, a bad one does.

3. Check with Chamber of Commerce in city in which company is based. Whether company is a member or not doesn't mean anything but you can still ask about their reputation or whether there's any reason why someone shouldn't do business with them.

4. Check with your state's Attorney General's office and Secretary of State for any complaints or pending investigations.

5. Ask for a list of references of previous local purchasers including name, address, telephone number and when they entered into opportunity. Make it clear that you want a list of people you can meet face to face. If company is reluctant to provide this, be suspicious.

6. If your opportunity is being presented on a web site, check to make sure there is a physical address (not just a post office box) and contact telephone numbers. And check them out.

7. Look carefully at business experience of management behind your opportunity. If they leave a trail of short-term ventures in their wake this could be a sign they're either not particularly good at what they do or they have to move on frequently (if you get my drift). Also, look for specifics - names, dates, places. Vague statements like "10 years experience in widget industry" are meaningless. Ask for details. Who, what, when, where and why (did you leave?).

8. Beware vague, generalized or evasive answers to due diligence questions that require simple factual answers. You want to hear "123 Main Street, Suite 405, Your Town" in response to question, "What is your corporate address?". If you get a "Why do you want to know?" instead, move on.

9. Beware policies that require payment for product and/or supplies by check or money order only. By not accepting credit cards, ability dispute charges for defective or non-existent product is eliminated.

10. Most important of all, trust your gut instinct. If it all just sounds too good to be true, it probably is.

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Elena Fawkner is editor of A Home-Based Business Online ... practical business ideas, opportunities and solutions for work-from-home entrepreneur. http://www.ahbbo.com

Elena Fawkner is editor of A Home-Based Business Online ... practical business ideas, opportunities and solutions for the work-from-home entrepreneur. http://www.ahbbo.com

It is recommended that forms and tracking styles are purposely made different to avoid confusion, as a lot of information in forms and tracking databases may seem similar. Also, numbering system in Issue Control is slightly different. Whenever a defect is not fixed, and moved off to a “holding area” somewhere, stakeholders get a little nervous about future of that defect. Because of this reason, Issue number is same as Defect Number. This is done to avoid ‘misplacing’ any defects.

Cloud Surprise

Okay, I am going to push envelope a bit here. This is where we become “extreme” and sometimes get into a tiff. But it is worth it. Cloud Surprise is a weapon that is more psychological then functional. But it is incredibly effective every time it is used.

Cloud Surprise is a pretense, which is unleashed on victim to dampened bad news, amplify good news, or simply to color dull news.

It will be interesting to declare how I came up with term, Cloud Surprise. Then you will understand reason for its existence.

A few years ago, I used to fly with a friend of mine, who was quite a daring pilot. Although I avoid roller coasters, I am quite an excitement junkie, when it comes to flying. Cloud Surprise basically entailed us flying straight into clouds from bottom, till we broke free on other side… All of a sudden being blinded by bright sunlight; or, sharply diving from top till we broke out from clouds, and saw ground approaching at a high speed, to fill our view inside cockpit.

Although we knew exactly what lied on other side, it was kind of a surprise to see bright sunshine, or approaching ground. We were so engrossed in speeding through clouds, and having a strong feeling of anxiety and apprehension that our knowledge of what lied on other side was temporarily forgotten: hence, name Cloud Surprise.

I use this weapon when I have to deliver news, which staff is expecting, but not necessary with great anticipation. For example, when I have to inform IT staff that they will have to work on New Year’s Eve to monitor network, I would first indicate to them that they may all have to work a 12 hour shift, maybe even 16. I usually qualify this statement by adding a bit of detail to it, such as advising them to wear comfortable clothes, and to charge their cell phones. Then a few hours before shift, I will proclaim that they only, in fact, have to be there for a four-hour period, just to monitor change of date. This is usually met with cheers of appreciation! Get idea? Cloud Surprise!

Counter-surveillance

Keep your ears open. There is no need to actually spy on your coworkers. An EPM keeps all issues at a high level, delegating authority to appropriate staff members. Hence, small details should be left to team leads. However, it does not hurt to be informed. If you spot two people, who are sensitive to your project, having a conversion, casually walk within earshot, and do some simple task, like tying your shoelaces, or pretending to have a conversation with another coworker.

Keep your eyes open too. Carefully check out everything that goes within your range of vision. Documents are very powerful. Many companies go to great lengths to ensure that right people look at right things. For example, Motorola has a whole methodology on how statuses are assigned to documents in hierarchy of privacy, and how employees handle those documents.

In general, be aware of everything that goes around you in organization. This may seem like a frivolous advice. But by trying a bit harder and practicing surveillance techniques, you will have a fantastic advantage over rest of managers. The use of some of these armaments may sound a bit draconian, but they work. Always remember, final objective of an EPM is greatness of project.