A new Open Source framework called Marathon (Developed by Mesosphere) models the success of Big Data giants like Google, Facebook and Twitter. Marathon’s big data industry infrastructure and frameworks, with these claimed capabilities, hold promise in reducing run costs for both startups and more established firms if the implementation projects (and their infrastructure PM’s) can deploy and integrate them with legacy servers/applications, networks and software development & support resources to maintain them.
Although the it shows promise as a cluster manager, the similar projects at Twitter and Facebook required the tooling of load distribution and throttling capabilities and application layer interfaces. That being said, it’s worth a look if you have a Big Data dream for your firm and the open source software engineers capable of the retrofit project.
“There’s a new open source project called Marathon that’s designed to let users intelligently run a wide variety of their applications and services — Hadoop, Storm and even standard web apps — on the same set of servers. Marathon comes out of an early-stage startup called Mesosphere that’s aiming to build a data center operating system on top of the Mesos cluster-management software that’s a key part of Twitter’s infrastructure. The company’s founders are former Airbnb engineers Florian Leibert (who also worked at Twitter) and Tobias Knaup.
Marathon is just one piece of the Mesosphere puzzle, Leibert told me during a recent discussion, but it’s an important one that’s appealing even on its own. Trends such as cloud computing and big data are moving organizations away from consolidation and into situations where they might have multiple distributed systems dedicated to specific tasks.”
Excerpt: “Because all strategic initiatives are programs, it is useful for the leader to possess professional-level knowledge of program management. Program management knowledge has been codified by the Project Management Institute in its recently released Program Management Standard – Third Edition. The book notes five performance domains, which are Strategic Alignment, Stakeholder Engagement, Benefits Management, Governance, and Life Cycle. Now, do you really want to memorize those five domains?”
Author:Greg Githens; Vice President Strategic Initiatives and Innovation. He helps executives turn vision into results and is available for short- and long-term leadership.
Welcome to the beginning of my eternal student blog. I know I am bit old to be formalizing this but, now seems a fine time to be learning how to blog and start passing on to a younger generation some of what my life lessons have taught me.
I have learned a great deal from having been in several industries and having played many roles throughout those experiences. I have been in construction, law enforcement, retail, the military and now IT project management . With this background I am finding that my formal studies are making much more sense as I have points of reference to attach the content of the materials to. It is a great benefit to be able to think back to previous work experience and be able to correlate current course content to particular situation or problem resolution. This gives me mental practice formulating a relevant responses and remedies for future clients.
Bucchere Development Group was the brainchild of Chris Bucchere, a talented Plumtree Portal architect, project manager and developer who supported the original company and product releases. He assembled a team of highly skilled developers and early adopters to continue with custom development of CMS, wikis and blogs supporting the objectives and projects in various industries; high tech, government, energy and pharmaceuticals.
Chris contacted me to support the development of a project management and Agile SDLC approach, response to the RFP and participate in the subsequent interviews with the US House of Representatives. Chris and I were able to perform most of the planning and assembly of the response working remotely and submit it to the House of initial review. Once that review was complete, the House IT committee requested a face to face interview/challenge conference allow elaboration and further evaluation of the team’s capabilities and plan design and deliver the solution requested.
As the PM on the US Government ALUI Project RFP Response project, I had the following responsibilities:
Develop Project Management/Agile SDCL Approach Response to the US House of Representatives Request for Proposal [RFP]
Participate in RFP Oral Q&A Interviews hosted by House of Reps
Co-develop rigorous questionnaire to elaborate RFP/Project scope
Co-develop portions of second and third responses to RFP
Outline Risks related to project and make recommendations
I fully endorse Chris as he was a highly competent and transparent customer from a project manager point of view. He was open to suggestions and recommendations and often applied innovative solutions to the most mundane of situations resulting in an easy going and productive work environment. If you ever have the chance to work with or for Chris, jump on the chance as you will look back on the successes that seem to follow this thought leader.
Last month I completed my studies and took my Project Management Professional [PMP] exam administered by the Project Management Institute [PMI]. I Passed! I had been studying since December of 2004 to take the test; lots of reading and stacks of flashcards to back it up and pound it in. It is not only a relief to have successfully finished this certification but, it is likely the most prestigious of my certs to date. Yes, my MCSE NT 4.0 certification was great accomplishment. But, that was mainly because I crammed all of the tests into the 4th of July week in 1998. The real difference is that it was a information Technology certification that had mainly vendor proprietary procedures and jargon at it’s core. The PMP certification is a management and applied knowledge certification. PMP and project management has foundational principles that can be applied in a wide array of circumstances and situations to increase productivity and reduce the risk of failure.
Because I had never completed my Bachelors degree, this certification gives me an almost equivalent edge in the market place. I personally used this certification to build a consulting business/reputation which eventually I will leverage to finish my degree and place myself squarely in the management “qualified” and “experienced” zone needed to advance my career.
In addition to my personal reasons stated above for working to become PMP certified, there are more general benefits that include..
PMP is internationally recognized credential from the PMI.
Learning the PMBOK best practices makes one more valuable as an employee and shows initiative.
PMP requires experiential evidence of 4500 hrs of Bachelors Degree holders and 7500 hrs project work for those without the Bachelors Degree (my situation). This is valuable in confirming project management experience to potential employers.
PMP Salary Facts*:
Those who have held the PMP credential for two to four years earn median salaries of $64,400. That’s 15.6 percent higher than the $55,720 annual earnings of non-credentialed project managers with similar experience levels.
Those who have held the PMP credential for five to nine years earn median salaries of $94,340. That’s 17.2 percent higher than the $80,500 annual earnings of non-credentialed project managers with similar experience levels.
Those who have held the PMP credential for more than 10 years are rewarded with median annual salaries of $102,000. That’s a 13.3 percent increase over those of non-credential holders with similar experience levels.*Source: PMI’s Project Management Salary Survey, Fourth Edition.
My personal conclusion: PMP is a certification that can be obtained by those who do not have degrees but, have significant project experience and who may need a confidence builder and the income sufficient finance getting back to school and completing a university degree thus rounding out their management experience and formal education.
– PMP Number: 226081 (issued to Robert D. Watkins) Apr 2005 – Apr 2012
Due to an extended medical absence of a key customer engagement manager who has ownership of several web/extranet and integration projects, RD Watkins has been engaged to temporarily take on these responsibilities. The projects that are the scope of this contract are LiveLink (OpenText), PlumTree Portal and My Unilever installation and integration of the subsequent legacy applications that will progress as modules into this new extranet environment. In addition to these projects, there is Project Phoenix with it’s objective to integrate the three Puerto Rico facilities into the standard “shared services” support model.
The PMO has also requested that Robert develop several “methods” for the upcoming deployment and utilization of UPlan (Niku – project and resource management software). He originally had a hand in creating the standard MS Project template that has been in use by the PMO over that last three quarters. The first method he creates will outline the production turnover process as it relates to the standard Unilever processes.
RD Watkins extends contract with Unilever in Integration Project Manager role to complete Best Foods NJ facility and Canadian business units Desktop Application roll-outs.
Unilever has committed to an extension of Robert D. Watkins contract so that the GIO Integration Lab may use his skills and years of experience with the Wise scripting tool and desktop roll-outs. Specifically, Unilever is completing the Canadian Aztec II Desktop/Laptop roll-out and the Unilever Best Foods and UNUS business unit deployments in Englewood Cliffs, NJ.
This extension is slated to go until March to accomplish these final portions of these deployments.
RD Watkins inks new contract with Unilever for Project Management / Coordination
Unilever North America Global Infrastructure request Robert D. Watkins to assist with several ongoing projects. These projects include the Manufacturing for the Millennium SAP Project, Business Objects Upgrades, Gentran Migration from NT to Unix migration and Legacy Integration, Targeter for the Web enabled AMPs sales, Video Conferencing Production Turnover, Manugistics Enterprise Forecasting as well as the preparation for various Sales Office infrastructure build-out projects. These Projects will be managed for the Home an Personal Care Business Unit.
RD Watkins has been employed prior to this contract with Unilever in a Technical Project Manager role assisting in development of Wise Scripts for delivery of business applications via Microsoft SMS and for 8 locations / business unit deployments in 2001.
An IT Project Manager will listen to your needs and technical requirements and negotiate agreement across departments culminating in a project plan including resource requirements, budget estimates, schedules and change management structures.
Once the plan is authorized by key stakeholders, the PM will execute the plan using the agreed to resources and budget. During execution of your project a good PM will keep stakeholders well informed with frequent communication utilizing web sites, e-mail and face to face meetings.
Our PM will complete the project is on time and within budget and provide a completed project report enabling improvement feedback to management regarding strategic planning for future projects.
PM’s provide consultation during feasibility and initialization phases and planning, execution/change control/monitoring to track and communicate progress until the project is completed.
Using technical skills attained via other certifications, our PM can help in assessment and feasibility pre-project documentation and requirements gathering within the business units.
Expertise in current Project Management Software and tools allows our PM to assemble a project plan document to present to key stakeholders for approval and funding.
We can execute the plan in a Functional, Matrix or Project organizational structure and use current “Earned Value Management” techniques/tools to provide appropriate and responsive feedback to management. Also integrated into the Execution phase will be a strict Change Management Plan which will provide controls to maintain budget throughout the plan or accommodate and adjust for approved increases.
Our PM will be easy to work with and be responsive to your needs and request. The ability to see your point of view and make suggestions and gain consensus will allow your project to go as smoothly as possible to it’s final result, Success!
Unilever, via Group Technology, has contacted and negotiated a year long contract Bob Watkins as a Wise Scripting Engineer. Unilever is deploying the standardized Aztec II Desktop to various sites and Business Units across North America. As such the application requirements gathering and subsequent scripting of these applications to integrate with the Aztec environment will be critical.
April, 2001 – The Integration Lab Manager has asked that Bob Watkins assist in the creation of training materials and a plan to use offshore resources to provide by Digital India as scripting labor. As the Technical Project Manager, Bob will be training, mentoring and managing the output of these Indian Resources until they are in a stabilized status. Unilever is using this department as a starting point for the OffShore model to be implemented and tested.