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.

When a chill runs down our spine, or hair on back of our neck rises, or our palms start to sweat, or we feel queazy, our bodies are giving us valuable information. One way to train people to protect themselves in dangerous working conditions is to make them more aware of their bodily signals and what their intuition is telling them. They need to become barometers--sensitive to pressure and change.

Once considered province of a gifted few, we now know that everyone possesses intuition. If you invite it into your life and pump up volume, you'll receive some valuable information you need to have for problem-solving.

And how do you know when it's not just fear or wishful thinking? Well, when your intuition tells you to do something, and you're attuned to it, you feel certain. When could you ever say that about facts and figures?

Bring some leverage to your problem-solving--get acquainted with your intuition.