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Voice of the Village PSVillager Spotlight PSVillagers
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Managing Director, Functional Methods
1962 Karman Ghia (bought it from my sister)
Sullivan's, Denver CO
What are three things most people don't know about you?

1. My mother was a Nun (before she met my father and chose to leave the convent)
2. I sold cleaning products door to door when I was 9 years old.  I didn’t make much money but I got to know the neighborhood pretty well.  (Which paid off later when I started mowing their lawns the following year.)
3. One of my junior high school classmates was the voice of “Lucy” in the Charlie Brown cartoons.

What's been your greatest adventure in life?

My service in the U.S Air Force was very exciting and afforded me lots of travel to interesting locations.  I’d have to list that right up with meeting my wife and watching my daughter grow up.

What's your best childhood memory?

That’s a hard one; lots of good ones come to mind.  I guess I’d say the vacation trip our family (all 7 of us) took in 1971 to the mountains.  I was 10 at the time, learned to fish, did a lot of boating, hung out with my siblings and just had a good time.

If you could have a conversation with a person of your choice, past, present or future, who would that person be and why?

I would definitely love to have a conversation with Lao Tsu.  (Author of the Tao Te Ching)

What's the hardest thing you've ever done in your life?

Giving the eulogy at my mother’s funeral.

Tell us about your favorite hobby.

Photography, Food, Wine (not necessarily in that order)

What are you currently reading? What is your favorite book?

I’m currently reading a pretty varied selection of books including “Meatball Sundae” by Seth Godin, “The Audacity of Hope” by Barack Obama, and the “Speed of Trust” by Stephen MR Covey.  What’s my favorite book?  I’d have to say it’s a toss up between “Fear and Loathing in Las Vegas” by Hunter S. Thompson and “Speaker For The Dead” by Orson Scott Card.

Is there a particular place or thing you want to see?

I’d like to visit the Louvre, travel to South America (In particular, Costa Rica and Peru) and to drive (during the summer and in a convertible) from Chicago to Los Angeles along Route 66.

If you could give $10,000 to a charity, what would that charity be and why?

I’d give it all to the Colfax Community Network here in Denver, CO.  Many families living in poverty in the Denver area are forced to live in motels as a temporary solution to homelessness. While motels provide immediate shelter, the high cost of motel rent and the inability to secure the necessary funds for permanent housing often hold families in the “motel trap.” This is a crying shame and I certainly plan to do something about it.

If you weren't on the professional services career track, what would you be doing?

1. Writing books and speaking publicly about effective client engagement and customer service.
2. Donating my time to fight poverty and improve education in this country and around the world.
3. Working to promote a unified understanding of our place on this planet and fighting bigotry, bias, and hatred.
4. Taking pictures.

What is the path that led you to Professional Services/Consulting?

I have worked for the large commercial firms and large government agencies for most of my adult working life and started to realize that (for me) the thrill of defining, launching, managing, and finishing any project endeavor eventually wore off.

I always liked the “type” of work but I needed more variety in terms of industry sector, project subject, and how my work impacted people in general.  I love learning about different industries, technologies, communities, and people and by consulting I get the opportunity to do just that. 

This variety is what keeps me interested and energized.

What advice would you give to a recent graduate who just took a job in professional services?
  • Always be prepared, always have a plan, and remember to trust “the data”.  With that said however, you should be ready to adjust your plan to fit your customer’s needs, their particular situation, and your specific strengths.

  • Never assume that you know what your customer wants and what they need.  Take the time to really understand what your customer is trying to tell you about not only what drives their business but also what drives “them”.

  • Building this trust with your customer “earns” you the opportunity to deliver results for them. 

  • Constantly ask yourself:
    • “Do my customers feel that I’m really listening to them?”
    • “How do I demonstrate to them (both verbally and in writing) that I “get” what they are trying to tell me?”
  • One more thing; never show up to a client meeting without paper and pen....

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Cloud Computing and Compensation Trends
Compuware Launches New Initiative to Help Technology Firms Improve Operational Visibility and Control
Ironworks Consulting Selects Tenrox On-Demand Software to Streamline its Project and Resource Management Processes
Tenrox Project Workforce User Base Surpasses 100,000 Users Worldwide
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Discussion Forum
Seeking Opinion on When to Bill and When Not to Bill?

We are a professional services organization within a software product
company.  Our products are all large scale applications in the electronic
payments field.  Every implementation is heavily customized to suit the
business needs of the client.  We are having internal discussions on
what activities should or should not be billed to the customer; mostly
surrounding project management but the discussion extends to all PS
staff as well. 

For example, our delivery methodology specifies that we have weekly
meetings with our senior management to review the status of projects. 
Project Managers prepare for and conduct a portion of the senior
review.  Should that PM time be logged against the customer project
and billed to the customer? 

Another example:  PMs spend time preparing invoices, addressing
billing questions, entering/checking/verifying/editing data in our
Oracle financial and project accounting systems.  Do other companies
bill the customer for this administrative time logged by PMs? 

Another example:  Since our applications are customized for every
implementation, there are inevitably software bugs.  Those software
bugs lead to internal review meetings, delays in delivery, and rework.
Although we would not bill for rework, should the time the PM spends
coordinating all the internal activities be charged to the customer? 

One last example:  our delivery methodology calls out specific
activities & deliverables such as Quality Gates, Quality Audits, Post
Mortem analysis, Executive Review sessions with customer execs,
weekly status reports and many more.  Where do other companies
draw the line between when an activity is billed to a customer because
it is part of the customer project, and when the activity is not billed
because it is an internal action that the company elects to perform that
is only tangentially part of the customer project?

This may seem like a simple question but it is really quite complicated. 
We are finding that making the transition from a pure software vendor
(our old model) to a services company (the new model) is not that
easy.  Maybe you have experienced the same thing. 

People are lining up on both sides of the aisle.  On one side are the
people who think we should bill every hour of time that we think about,
do something about, talk about or work on a project.  On the other side
are those who think that some of the things we do are driven by our
own internal desire for process, methodology and data, and, if an
activity is internally driven, we should not bill the customer as it is a
‘cost of doing business’. 

I’d be interested in any opinions or examples you have on the topic.

Thanks.

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