IBM IBM Digital Marketing Optimization

Sitecore® broadcasts world Partnership with IBM iX to enable main internet content administration, Commerce, and marketing solutions | killexams.com Real Questions and Pass4sure dumps

Sitecore®, the  chief in digital adventure management utility, today introduced a new world partnership with IBM iX, one of the most world's biggest digital agencies and global business design partners. The partnership will make accessible to consumers Sitecore’s main web content material administration, commerce, and advertising solutions by the use of IBM iX designers, expertise specialists, and trade strategists in forty IBM Studios international. 

The accelerated partnership brings together the entire breadth of IBM iX’s capabilities to capitalize on the growing to be demand for digital marketing capabilities that create extremely-personalized customer experiences throughout all digital touchpoints. 

Matthew candy, world chief, IBM iX, pointed out that “consumer adventure is the key strategic objective of many companies and core to those companies’ ability to transform. i am very excited that we are increasing out our latest relationship with Sitecore into a world partnership, as they develop into a crucial participant in our ecosystem of companions.” 

As a worldwide Platinum accomplice in the Sitecore solution issuer software, IBM iX gives the world-class consulting, design, construction and implementation functions required to install solutions on the Sitecore platform and carry superb results for shoppers. Matched to Sitecore’s main digital adventure management capabilities, companies can give end-clients with seamless, omnichannel experiences to drive differentiation, promote enterprise transformation, and raise earnings and customer lifetime cost. The IBM iX and Sitecore partnership is extra empowered with most efficient practices and accelerators, as neatly as the capacity to leverage the energy of IBM Cloud and IBM Watson expertise. IBM iX also brings to undergo the unparalleled skills of Bluewolf, an IBM enterprise, developing experiences with Salesforce, with whom Sitecore has a strategic alliance. 

IBM Seeks energy In partners With Digital marketing network | killexams.com Real Questions and Pass4sure dumps

IBM’s launch today of a one hundred-companion-mighty Digital advertising and marketing community will cozy entry to a slew of advert-linked systems for IBM Digital advertising Optimization users.

certified digital marketing companions consist of a number of DMPs, DSPs and search advertising providers like BlueKai, Criteo, turn, Marin application, DoubleClick Search and x+1.

This appears to be a stream on IBM’s half to formalize the acquisitions and advertising expertise solutions it has taken to market over the remaining few years, which encompass capabilities from Unica and Coremetrics on the marketing aspect and Tealeaf and DemandTec for commerce.

“It’s truly a community that permits us to share information inside other solutions that the marketer turned into already the usage of,” talked about Jay Henderson, international strategy director for IBM. “during the past, they may additionally have needed to create a custom integration or do some custom coding. Now, with this partner network, it’s actually drag-and-drop and multiple options are all built-in collectively.”

Henderson said IBM AdTarget, which changed into born out of the Coremetrics acquisition, gives entrepreneurs extra facts about what items americans considered or positioned in shopping carts all through a web page seek advice from for targeted placements. “The partner network includes integrations from AdTarget, LiveMail, which is an integration with e mail service suppliers, after which anything called the Digital data change [IBM’s tag-management solution], which is form of a broader accomplice software for our digital advertising and marketing options,” he talked about.

whereas there are lots of applications and application accessories within the IBM fold, “a key half right here is the functions part that can be required to enable this,” commented Ray Wang, founder and principal analyst at Constellation research. “software by myself isn't satisfactory to deal with the inventive requirements the corporations will want.”

Henderson mentioned the aspect of the Digital marketing network is to support entrepreneurs make a higher resolution concerning the “expense and message of the media.” however IBM declined to share the number of purchasers the usage of its Digital advertising and marketing Optimization suite, Esteban Kolsky, primary and founder of consultancy ThinkJar, referred to, “IBM has entry to extra items and capabilities than most another dealer on this planet by way of advertising partnerships, acquisitions, as well as some biological innovations.”

Kolsky cited, however, that proving out the consequences of its integrations may be a necessity. “Most of what they have achieved has no longer been documented,” he pointed out. “I don’t bargain that they can [fuel digital marketing transformation], they [just need to] doc and latest the outcomes of what they could accomplish.”

When asked what IBM’s cloud for marketers does that’s different than different business companies, Henderson observed interoperability between marketer equipment ranging from e mail to site personalization and advertising and marketing analytics is the core price proposition.

“If IBM is a hit, what they're doing is using know-how to allow artistic and [other] organizations to do what they do highest quality,” Wang talked about.

associate network integrations can be found immediately to Digital marketing Optimization platform clients.

IBM iX and Sitecore® Launch world advertising and marketing capabilities and technology agreement | killexams.com Real Questions and Pass4sure dumps

Partnership to deliver client experiences that drive company loyalty and raise competitive abilities

SAN FRANCISCO, Jan. 29, 2019 /PRNewswire/ -- Sitecore®, the international leader in digital event administration software, nowadays announced a new world partnership with IBM iX, one of the most world's biggest digital organizations and international business design companions. The partnership will make purchasable to shoppers Sitecore's leading web content administration, commerce, and advertising options by way of IBM iX designers, technology consultants, and business strategists in 40 IBM Studios global.

IBM iX is a proven chief in supplying Sitecore solutions, with greater than a decade's success of both businesses working together in Europe to tackle CMOs' important want for multiplied return on marketing investment. The expanded partnership brings together the whole breadth of IBM iX's capabilities to capitalize on the transforming into demand for digital advertising capabilities that create tremendously-personalized client experiences throughout all digital touchpoints.

Matthew sweet, international leader, IBM iX, mentioned that "consumer adventure is the important thing strategic purpose of many companies and core to tese corporations' means to seriously change. i am very excited that we're increasing out our latest relationship with Sitecore into a world partnership, as they develop into a crucial player in our ecosystem of partners." 

As a worldwide Platinum partner in the Sitecore solution company application, IBM iX gives the area-class consulting, design, development and implementation functions required to set up options on the Sitecore platform and deliver exceptional effects for shoppers. Matched to Sitecore's main digital journey management capabilities, organisations can deliver conclusion-customers with seamless, omnichannel experiences to power differentiation, promote business transformation, and raise earnings and client lifetime value. The IBM iX and Sitecore partnership is extra empowered with top of the line practices and accelerators, as well because the capability to leverage the vigour of IBM Cloud and IBM Watson know-how. IBM iX also brings to bear the unparalleled skills of Bluewolf, an IBM enterprise, creating experiences with Salesforce, with whom Sitecore has a strategic alliance.

"IBM iX offers the strength, scale, and lifestyle of innovation required to bring immersive, conclusion-to-end digital options for our joint shoppers," observed Mark Zablan, Chief revenue Officer for Sitecore. "Our partnership makes a mighty mixture for corporations who are looking to accelerate the digitization of their enterprise and foster a client-centric method to digital transformation."

For more guidance on IBM iX, seek advice from www.ibm.com/ibmix and follow @IBM_iX on Twitter.

About SitecoreSitecore is the international chief in digital journey administration software that combines content material administration, commerce, and client insights. The Sitecore adventure Cloud™ empowers marketers to deliver personalised content material in actual time and at scale throughout each channel—before, throughout, and after a sale. more than 5,200 manufacturers––including American specific, Carnival Cruise strains, Dow Chemical, and L'Oréal––have relied on Sitecore to deliver the personalised interactions that pleasure audiences, build loyalty, and pressure earnings.  

ContactMatt KrebsbachSr. Director, Public & Analyst relations at Sitecorematt.krebsbach@sitecore.com

Sitecore Media RelationsWE CommunicationsTeamSitecore@we-worldwide.com

Sitecore®, personal the event®, Sitecore event Cloud™, Sitecore xConnect™, Sitecore Cortex™, Sitecore® adventure Platform™, Sitecore adventure manager™ and Sitecore® event Database™ are registered trademarks or trademarks of Sitecore employer A/S within the country and other international locations. All other company names, product names or trademarks belong to their respective holders.

emblem - https://mma.prnewswire.com/media/334493/sitecore_logo.jpg

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IBM Digital Marketing Optimization Sales Mastery v1

How to track clicks to offline sales from a B2B lead generation website | killexams.com real questions and Pass4sure dumps

Some products demand a very specific conversion strategy. If yours includes a process of generating leads through your website to nurture and follow up offline, then you may face an issue which has plagued marketers for years.

While it may make your old-school PPC account manager feel warm inside to see a healthy rate of conversion from form fills and phone calls, that often isn’t a good indicator of campaign success anymore.

The modern day digital marketer needs to understand which clicks are turning into sales and not just the ones that are generating interest.

So, where does the problem lie, and what can you do about it?

Let’s say you spend $100,000 each on two separate campaigns. Campaign A generates 1,000 online leads, whereas Campaign B generates only 500.

Using this information alone, you would probably choose to focus your resources on Campaign A as it seems to offer a better ROI. However, the problem lies in the fact that the lead-to-sale conversion rate is rarely consistent across different campaigns, keywords and channels.

If Campaign B converted its 500 leads at a rate of 50% and Campaign A only managed 10%, then it puts a dramatically different perspective on the success of both. The more granular you get with conversion analysis, the better you’ll understand these conversion rates and the more effectively you’ll be able to allocate your budgets.

When you’re spending $50 a click in some valuable and competitive markets, then it is a necessity rather than a bonus.

Failing to recognize and tackle this issue can mean you’re not aware of which of your leads are good or bad, and can cause a whole host of other issues including:

There are ways to tackle the problem, though. Digital marketers usually optimize their campaigns in one of two places:

To make this optimization more effective you need information about your final offline sales to be visible in those systems. This is now a straightforward process and can be achieved much easier than most people think.

The examples below are for AdWords and Google Analytics, but you may also need to explore other methods using your own specific setup and platform.

Using your analytics platform to hold information about offline activity and conversions, that started with an online journey, is the best solution to problem. This will give you a solution that works for all your online efforts and not just a specific ad platform.

For this to work, you need to make it possible for users to share an ID between their online sessions and your CRM database. This is then used to record what happens with the customer once you have their details.

There are two possible ways to do this, by using either the UserID method, which is the most effective, or the Client ID method.

Here’s how you can implement these changes:

Google Analytics (GA) now has the ability to link sessions across devices and even activity that occurs offline (perhaps at the point of sale in a shop, or a face to face sales meeting).

It does this by making use of a feature called UserID tracking. This UserID is an ID that you set to uniquely identify each visitor to your website in your CRM. You probably already have this ID in your CRM.

In each session/hit that a user interacts with your website, you make a small customization to the tracking script to output this ID. This then enables GA to link this activity together whether it is on the same device, a different one or even offline. To implement this, take the following steps:

POST http://www.google-analytics.com/collect

v=1&tid=UA-XXXXX-X&cid=1234.9876&uid=123&t=pageview&dp=%2Fdummypv&z=ud7ckjr

The values of the parameters relate to what type of information you want to put into GA. More information and a reference to the measurement protocol can be found here:

https://developers.google.com/analytics/devguides/collection/protocol/v1/reference

https://developers.google.com/analytics/devguides/collection/protocol/v1/devguide

And that is it! One point to note is that to make UserID as effective as possible, it’s worth taking every opportunity to output the UserID to the web sessions of people when you know who they are. This could include:

As mentioned above, there are two possible ways to link your offline activity to online leads. If you do not have the ability to integrate your website and CRM fully to output the UserID on the ‘Thank you’ page after a form is submitted, then there is an alternative.

The ClientID is an internal ID that GA uses to identify an individual. The ‘Client’, in this sense, relates to the software client, most probably the web browser or app. Instead of pulling an ID from your CRM to output on your website, this method is slightly simpler in that you only need to capture the ClientID and ‘push’ it with the lead information they send.

GA provides an interface/function to capture this ClientID, which means you don’t have to go looking in cookies yourself – it is as follows:

ga(function(tracker) {

var clientId = tracker.get(‘clientId’);

PLACE CODE HERE TO UPDATE THE ‘VALUE’ OF THE HIDDEN FIELD WITH clientId.

});

You then simply find a way of populating a hidden field in your web forms with this value. You can then use this ClientID with the measurement protocol as described earlier.

Of course, if you implement the GA method above, then you have the option of importing GA goals into AdWords. However, if you prefer to import offline conversion data directly into AdWords, then there is now functionality to do so. The following steps should be followed if you wish to do this:

It becomes even easier if you have Google Tag Manager installed, which makes this a two-minute job.

There are phone tracking systems on the market now that allow you to individually link online sessions to a phone call (for example Infinity or ResponseTap).

You can make a small customization to these systems to hold the information you send it from the web browser. This will enable the system to work with the above AdWords and GA (ClientID) methods. Although, there is a little more custom development required.

In summary, understanding the true value of the clicks you are buying or generating allows you to make a better-informed decision about their importance. This knowledge is what separates the market leaders, from the market followers.

In a competitive market, having confidence that a keyword is generating $2 per click instead of $1 can be the difference between setting bids that put you at the top of Google, or the bottom.

Want to stay on top of the latest search trends? Get top insights and news from our search experts.

An overview of all the main Google Analytics terms you need to know for SEO. Lots of resources included for further learning!

A closer look at the top Google Search trends for 2018 shows that queries are more direct, specific, personal and even conversational.

In-depth guide for all things SEO in the travel industry for 2019. Index bloat, on-site search, 404 pages, meta titles, and more. Common mistakes and fixes.

Specific strategies for local businesses trying to understand the potential voice search will have on their bottom lines.

Want to stay on top of the latest search trends? Get top insights and news from our search experts.

Why Snap Acquired Online-To-Offline Attribution Provider Placed | killexams.com real questions and Pass4sure dumps

Snap is not just a “camera company” anymore: It’s now in the location-based advertising measurement business thanks to its purchase of six-year-old attribution pioneer Placed.

The purchase is estimated at roughly $125 million, Bloomberg News reported, noting that after a series of deals, this is Snap’s “most significant purchase since its March initial public offering, in which it raised $3.4 billion.” (Geekwire cited a “reliable source” that the deal could be worth as much as $200 million,)

The news was confirmed in a short blog post on Placed’s site by CEO/founder David Shim, who noted that the Seattle-based location services brand plans to remain independent.

“Over the past 12 months, Placed has measured more than $500 million in media spend to store visits, across thousands of campaigns and hundreds of partners, cementing Placed as the leader in location-based attribution,” Shim wrote. “By partnering with Snap, we will do even more. Still working independently, Placed’s goal continues to be the adoption of a common yardstick that can measure the offline effectiveness of advertising across multiple platforms and publishers.”

Again, given its use of other location tech providers, there are reasons to wonder why Snap chose to buy Placed, as opposed to simply contract with it as a partner.

One reason is clear: Snap is still generating excitement from marketers and agencies as an important advertising tool. But the company is facing significant competition from Facebook and Instagram when it comes to both maintaining their respective appeal to Millennials while building a broader base of users and advertisers.

To make the case to advertisers and agencies, Snap needs to take the guesswork out of its placements and collaborations on behalf of marketers.

In some ways, owning Placed goes beyond attribution. It goes to the point that location technology offers in supporting a range of advertising and marketing use cases on a daily, real-time, and predictive basis.

Placed, which has roughly 100 staffers in Seattle, Los Angeles, and New York, will continue to report to Shim. It’s not clear if Shim’s title will change, but he  will report to Imran Khan, Snap’s Chief Strategy Officer.

A source tells GeoMarketing that Snap plans to establish “strict data-sharing, privacy and security guidelines” to ensure a technical and physical separation of advertiser data between Snapchat and Placed.

Snap acquired Placed to continue to scale its measurement business and improve upon some of its own first-party offerings, like Snap to Store, by allowing advertisers to measure impact across multiple platforms.

As a mobile-only platform, people use apps like Snapchat when they are out in the real world — not just when they are sitting behind a computer screen.

Its 166 million daily active users visit the app more than 18 times per day — that’s over 30 minutes in time spent daily.

Snaps overlaid with Geofilters are viewed over 1 billion times a day, often displaying branding from national or local businesses.

According to research commissioned by Snap from Greenberg Strategy, 80 percent of its members have used Snapchat at a restaurant, 66 percent at a shopping mall, 50 percent at a gym etc.

While Snap has been using Foursquare’s Place Shapes data since last fall to support branded Snapchat Geofilters, it’s not clear if that relationship will continue (Foursquare also has its own Attribution product along with related location-based insights). Foursquare had been serving as a complement Snapchat’s other location information sources.

In a statement responding to questions about the relationship with Snap, Foursquare told GeoMarketing: “The announcement of Snap’s pending acquisition of Placed is just another indication of what we know is true: The increasing importance of location data and real-world measurement in the advertising industry.

“Snap’s partnership with Foursquare centers around the use of our Places API to power more contextually relevant geofilters. Currently, there is no change to that licensing deal. Placed does not offer developer tools.

Foursquare has its own measurement product, Attribution by Foursquare, which has always been platform agnostic. As the industry consolidates, this difference will remain.”

In mid-August, Snapchat acquired mobile search and local recommendation app Vurb for a reported $110+ million to help promote discovery of local places — something that Foursquare’s flagship app also provides.

Since last summer, knowledge management engine Yext began powering Geofilter campaigns on Snapchat. (Full disclosure: Yext is GeoMarketing‘s parent company. More details on that relationship here.)

While Placed will be able to measure the effectiveness of programs such as Snap to Store, that’s not the only reason its worth owning an attribution provider.

A number of things drove Snap and Placed’s deal at this moment.

First and foremost, location technology has gone from a niche skill powering interactive maps to and something that has become a fundamental part of digital marketing.

Location is more than just lat/long; the use of geo-data powers all kinds of online/offline knowledge about consumers based on the places they go. Demographics, the traditional method for understanding how to craft and place an ad, is too vague — household income, gender, and education are very broad categories. Even matching them with cookie-based behavioral targeting is not as valuable, since you’re constantly looking in reverse.

Location is more forward-looking than other forms of targeting and attribution. If one knows where a certain type of consumer tends to go, the location patterns they create offer advertisers, agencies, publishers/developers, and platform companies much more depth and insight.

For example, people who go to fast food restaurants in the late afternoon or people who tend to shop at Walmart or Target on Tuesdays and Thursdays give you a sense of where people are in their lives in a way that household income and gender don’t.

Most importantly, location is increasingly powering other technologies like voice-activated search via digital assistants like Alexa and Siri. Instead of a list of hyperlinked search results on an infinite number of pages, location data is being used to provide specific answers based on where the consumer is.

Placed has long been positing itself as the go-to provider of cross-platform attribution, the currency of online-to-offline ad sales and targeting: that is, they promise to answer whether someone saw a mobile ad— even an out-of-home or addressable TV ad thanks to alliances they’ve struck with agencies and demand-side platforms— and then went to a brick-and-mortar store and bought something as a result.

Over the past three years, Placed has aggressively sought to sign up every major agency and ad exchange platform. Media buyers control the planning and placement of spending, and ad exchanges command the attention of publishers and agency trading desks as well.

Snap’s star quality as the “thing” to reach Millennials and Gen-Z is one thing. But with out performance metrics, agencies and their brand clients won’t spend consistently. Placed can easily connect Snap to spending from its partners, who describe their respective relationships with the company as its “preferred, non-exclusive” attribution provider for roughly 100 publishers, networks, and demand side platforms, including IPG Mediabrands, DigitasLBi, Horizon Media, Tapad, DataXu, Drawbridge, RUN, Adelphic, The Trade Desk, and DataXu, among others.

Attribution is intensely valued and intensely competitive. And, although Placed has had a big head start on its rivals, like Google, Foursquare, Facebook, and other tech vendors, those contenders have built attribution into their systems as well. As a capability, attribution is increasingly viewed as a commodity or a feature. As a result it has become harder to differentiate among competing providers. This is why Placed felt that now was a good time to sell.

But Placed has a lot of tricks up its sleeve — by positioning itself as the “standard” for attribution among agencies, it has struck important deals that gave it a leg up.

For example, in March, discount shopping app Retale rolled out its “Store Traffic Guarantee” for ad campaigns on its platform a week after location marketplace xAd released its Cost-Per-Visit ad format with Applebee’s and The Home Depot. Both Retale’s and xAd’s pay-for-performance guarantees are being validated by Placed. The company’s primary product, Placed Attribution, is based on a panel model that includes 2.5 million active, double opted-in mobile app users — a number that the company has noted represents 1 in 100 adults in the U.S.

Therefore, with attribution’s value so clear, the bottom line for “owning vs. partnering” in terms of Snap acquiring Placed — and an idea that will power future consolidation in the location space — is this: the fact that on-demand, local digital services are heavily reliant on other parties’ maps and geo-data puts a publisher/developer like Snap at the mercy of those providers.

The choosing which provider to eats up time, costs, and the integration of multiple platforms and/or swapping out one company’s system for another creates gaps and uncertainty in a company like Snap’s marketing programs.

As a public company with incessant demands from shareholders as well as marketers, Snap can’t afford such distractions and interruptions. That’s why you see Facebook and Uber ramping up their own in-house location programs.

And that ability made it important for Snap, which has made built its Snap to Store attribution ad program on top of its geofilters The pressure is coming from marketers to prove they can actually deliver customers to a place.

Placed’s mastery of location data will provide Snap with the ability to demonstrate that Snapchat activity results in physical sales. In an arena where roughly 90 percent of purchases happen in-store, that’s an asset the company had to obtain.

Shim had a sense of where the role of location technology would be heading two years ago.

In 2015, Placed expanded beyond measuring mobile advertising to include desktop ads with the launch of the Cross Device Marketplace.

The Cross Device Marketplace enabled advertisers and publishers to select a cross device provider (e.g., BlueCava, Crosswise, Drawbridge, Tapad) to be applied across a campaign, enabling Placed to connect desktop ad exposures to store visitation.

This expansion of Placed Attribution was something the market demanded, and quickly adopted once available. In 2015, Placed also announced the launch of Placed Revenue, where in addition to store visits, reports included purchase rate, revenue, and return on ad spend metrics.

Going into 2016, Location Based Optimization (LBO) is a term that Placed coined to highlight the shift in 2016 from measurement to optimization and actionablity as it relates to location.

“Location-Based Optimization is set to be the next SEO, SEM,” Shim told us last year. “With 90 percent of retail transactions occurring offline in the physical world, it is a channel where optimization is green field. LBO has the opportunity to be a larger market than SEO and SEM as it is addressing a market that is 9x the size of digital.”

That opportunity is now in Snap’s court.

The Skeptic’s Guide to Project Management, Part I: What Project Managers Actually Do | killexams.com real questions and Pass4sure dumps

Project management is about gathering requirements, estimates, and controlling the work ... or is it? Matt Heusser suggests it's really about something else: Negotiation. He'll also talk about how to gain influence and power in your organization as well as how to convert that into change for the better.

Project Management. It's one of those jobs that, like helpdesk or technical writing, seems to go without explanation.

It's about managing projects. Duh.

A common assumption is that project management is obvious. Gather the requirements, get the estimates, build a plan, work the plan, and you are done.

If you want that article, no worries, there are plenty of books to choose from.

This not that article.

Instead of talking about what project managers should do, I will talk about what the successful ones actually do, and the practical and ethical consequences of that difference.

In this series, I will start with outlining general expectations for project managers (what you have to do to succeed right now), moving slowly toward how to reframe the work to create a more happy, healthy, productive work environment. And I'll do it with a skeptic's eye for detail, asking for evidence and alternative explanations, and allowing for the possibility that different people can do things in a different way.

Let's talk about what project managers actually do.

Picture the organizational structure of your typical corporation. Below the business units you tend to see some sort of functional organization--IT over here, finance there, operations in a third place, marketing, sales, perhaps a legal department. Each of those big buckets likely has sub-buckets. IT might be split into operations and development, for example, and within IT Development you might have the web programmers, the testers, the analysts, the database programmers, and so on.

Whew.

The problem with functional organizations is that they can't get anything done.

Oh, sure, each individual specialty can do its part. Purchasing can approve expense reimbursements and programmers can write code, but try getting all the specialties to work together to actually build a product. Each team will want to receive work in a format that is easy for them to process, and produce work in an output that is convenient. This optimization of each part, not the whole, creates friction between the teams. Professor and consultant John Seddon calls this friction “failure demand”, meaning that the output of process is not fit for use, and the customer has to make the request a second or third time, creating new demand on the system.

Now think of the company that has dozens of projects, hundreds of tasks and assignments and pieces of work, all done by mere humans who make mistakes and use different words to mean the same thing.

It is exactly because of this complexity, these conflicts of interest and these cross-cutting concerns that we need project managers.  The entire job was created to solve this problem of coordinating across teams.

If you can agree with me that these barriers are real, I hope you can also see that they are something to be ignored, but tall obstacles to be dealt with.  Let’s talk about how to overcome them.

In some cases, a project manager may have input into the annual review process, but in general they have no formal authority. The project manager may be able to get a piece of paper that says the project has some percentage of a programmer’s time, but no piece of paper can guarantee time, attention, or energy. For example, the project manager may be trying to accomplish the project, while the line manager may have business goals to improve process, get his people to training, or decrease the average time from request-to-fix of a support ticket. If those goals are not aligned, the different people in the system will be trying to accomplish different things with limited resources -- a prescription for competition. Ram Khanal put the issue this way, in his paper on internal competition: “When People are concerned primarily about their relative ranking, there are incentives for them to avoid helping their peers to improve their performance and, at worst, to undermine or sabotage their peers' performance.” (See http://www.scribd.com/doc/50718200/Concept-of-internal-competition-in-an-organizational-behavior.)

Again, we need project managers to get things done, but conflicts can also arise in the work itself. "The server isn't ready," the staff will say, or "The database is the wrong version." Perhaps there is some sort of production emergency, or coding is just taking longer than expected. Remember those teams interfacing in incompatible ways? It shows up here, and it’s going to be hard to overcome.

Now the project manager has got a problem: the executives want the project yesterday, the schedule says it's got to be done on the first of June, and the technical staff says they can't have it done until August.

On one hand You have got conflict among teams, each trying to optimize for its own performance. On the other, you likely have more than one project stakeholder or sponsor -- each with their own goals and objectives, which many not be aligned. As the old saying goes, it is unlikely that you will be able to please all the people all of the time.

To be successful you’ll have to negotiate.which is the big secret.

Getting a reasonable schedule in the first place? Negotiation.

Winning the support of the technical team? Negotiation.

Getting people to see past the policies that don't make sense in this instance, to make an exception? Negotiation.

Creating a sense of buy-in from the technical team, so they "own" the dates and deliverable? Negotiation.

Last for this list but certainly not finally, working with the executives to create a reasonable schedule based on data, not wishful thinking? You guessed it. Negotiation.

Project Managers don't succeed by making ship dates. They succeed by building relationships, setting expectations, and inspiring and negotiating to get results.

To be effective, you'll need some influence. Let’s talk about the traits you can have to attract and build that influence.

Like the Dark Side in Star Wars, there are a host of techniques you might apply that offer a quick and easy way. These include intimidation, leadership by information control, fear and pressure.

Instead of those, I'm going to talk about leadership and legitimate influence, and some ways to get it.

Make Project Priorities Clear Let’s be fair. It can be hard for people to understand priorities when they swim in a sea of tasks and emails. So your project might be the number one priority of the business, but does that staff know that?

If your project is the number one priority, you can ask for the help of line leadership to make that clear. They can do this through emails, statements at department meetings, inviting you to an all-staff to explain the critical path, or just giving your project a little bit more time and attention. (People will notice what the big boss notices.)

When you ask for this, be very specific. You do not want your project as the third bullet-point in a ten-point list. You do not want it mentioned in passing for a few seconds during a rambling conversation. Instead, you want it as the only bullet point of the only slide.

It’s possible you don’t get this kind of support, and that’s fine. It’s possible your project really is priority number forty-five of fifty. In that case, it’s important to manage expectations, as priority forty-five will have its resources cut if other priorities are in danger. Make it clear: That is not project failure, that is the organization making tough choices.

Use Technical Credibility. On another project, a team lead told me he needed a "few weeks" to make a change. I opened up the version control system, downloaded the code, and made the change that afternoon.

Now I'm not particularly proud of that moment; I insulted the other team and fell into the trap of doing all the work myself. Still, I made the point that I understood the work and would not be sandbagged, and demonstrated that point. Other ways to build credibility include diving in and making contributions, from analysis to design, testing and coding. If you give the problem of the work itself some deep thoughts, find shortcuts, and communicate them to the technical team, suddenly you become a member of the team, not an outside taskmaster. That can make all the difference.

Master the Process. Project Managers can also accrue other skills, like filling out reimbursement forms and purchase orders. These tasks can be slow, awkward, and painful to others, and understanding the system can give you a sort of influence. By understanding the bureaucracy, you can cut through the red tape and get things done that other people cannot; you can also help others with your skills. With enough bureaucratic know-how you can do little gestures like buy lunch for the team, take care of niggling paperwork so they can focus on the project, or route the request properly through the architecture committee.

Find the Willing. So you can't get the data modeling team to work on your two-hour project; they need to work through six weeks of "tickets" that have priority over your project. Okay. That is the official system. But if it's really just two hours of work, maybe someone on that team, perhaps a friend of yours, might just do it on his lunch hour. If you start to hold your team meetings around lunch time, who knows; he might just start showing up to those as well. The point here is that if the official system is failing, feel free to work with, and work to grow, the team you actually have, not the team you should have.

Become a Connector. Most projects run into some problem: The database is not compatible with the webserver or the ERP upgrade changes the table structure of certain code, requiring a re-write. Whatever the reason, eventually your project will be blocked, and no single person will have all the answers. Connectors are people who don't have answers, but they know who to ask. Perhaps Rob Cross put this best in this 2002 article for the Harvard Business Review: “Managers invariably use their personal contacts when they need to, say, meet an impossible deadline, get advice on a strategic decision, or learn the truth about a new boss. Increasingly, it’s through these informal networks—not just through traditional organizational hierarchies—that information is found and work gets done.” Interestingly enough, the title of that article is “The people who make organizations go -- or stop.”

Use Humor. Sometimes the official position people take becomes absurd simply because to change the policy that late in the game would cause them to lose face. One way to get things done here is to "jiggle" the person with humor, that kindly points out the absurdity of the situation without causing a loss of face. On one project, urged to do more with less, I told the story of how my father used to joke with cashiers at the grocery store about the price, and how, when I turned sixteen, I tried the same thing. They only problem was that my sarcasm was poor, and the cashier took me seriously, offering that, if I really wanted to cut costs, I could take something out the bag ... or shop somewhere else. The group laughed out loud at the embarrassing story, but the point that there is no free lunch -- that also came in loud and clear.

Another time to use humor is when you are subtly being insulted; use it to change the subject instead of escalating the problem. In another meeting, after a particularly uncalled for verbal barrage, I responded, “Your fly is open.” It lightened the moment.

Allow Choice. In “Drive: The Surprising Truth About What Motivates Us”, author Daniel Pink places high emphasis on Meaning, Autonomy and Mastery. In other words, when people are given a responsible task and the room to do it as they see fit, performance improves. With technical people, you can do this by focusing the what -- the interface between systems, for instance -- and letting them decide how. If the how is written down in a methodology book, offer them other choices, like where to do the work, when to do the work (come in early, stay late), or when and how to structure the team meetings. If you have to, get them to suggest where to go for lunch, or if you should meet outside in the summer. When people start deciding for themselves, they can take ownership for their work and take responsibility for it. (We’ll come back to this later in this series.)

Get Charisma. Some people seem to carry a power within themselves; they can walk into a room and own the room. These folks can make you laugh, they can make you feel special -- you want to help them accomplish the mission. They'll be successful at whatever they do, be it real estate sales, new car sales, management or technical work. People want to believe in them. They can also make very good project managers. Charisma can be especially important when you are dealing with impossible situations; explaining to the executives that no, we can't go to the moon in six months with an operating budget of two million dollars. (People with Charisma don't say no; they lay out the situation, let the boss come to that conclusion, then nod along and agree "gosh, if you say so, I guess we can reel scope in a bit ...")

Popular culture claims that leaders are 'born', but the reality is influence can be cultivated. Even charisma is a skill that you can practice and improve upon. And humor? Most major cities have improvisational humor night classes and bootcamps designed to teach you to respond in the moment to challenging circumstances.

There's plenty of information out there are managing the work, building a plan, creating status reports and so on.

The skeptic’s guide is about the elephant in the room.

The first elephant in the room is about negotiation, a critical skill for success as a project manager. To negotiate well, you'll need influence, which I talked about above.

Once you have that influence, you’ll still want to negotiate well -- which we’ll talk about in the next article.

What would you like to hear? Email your feedback to matt.heusser@gmail.com.

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