Sobre mi Sony VAIO

Después de haber usado mi Sony Vaio durante algo más de un año, no estoy enteramente contento con él.
Veo dos problemas, la duración de la batería y el peso.

Me di realmente cuenta durante un congreso de tres días en el que pretendia utilizar el portátil para tomar notas de las conferencias. Bueno, pues me daba para las dos primeras conferencias solamente, a las dos horas, estaba muerto y como no habia enchufes disponibles en el recinto de FiraMilano (otro fallo) pues me tocaba tomar notas con papel y boli ... so old fashion ;-)

El peso también lo note al tener que cargarlo todo día de una sala de conferencias a otra.

Conclusion, el Sony Vaio no es realmente un ordenador portátil, sino mas bien un ordenador pequeño, bueno para tenerlo en casa, usarlo en el sofá, bien enchufadido y sin tener que cargarlo en una mochila.

Aqui teneis el post de mis impresiones el día que lo compré post

Perform quantitative risk analysis

As it is described in a previous post, when risk management is applied to the whole project plan in a quantitative manner, phase duration becomes a statistical distribution rather than a deterministic figure. It also allows having an overall impact estimation for individual risk or for the combined occurrence of more than one risk.

This approach makes the project plan more realistic but also more complex and difficult to report and understand. Which of the two approaches should we use? Well, again, it depends on the specific project.

Some of the results of such analysis might be: probability of finishing the project on time and / or within budget and contingency reserve estimated to ensure the required level of confidence
One of the most known tools for this process is the Monte Carlo simulation and decision tree analysis.


Notes taken during my study of "Practice standard for Project Risk Management" from PMI

Perform qualitative risk analysis

The purpose of this process is to assess identified project risks in order to prioritize them. Such assessment consists of evaluating the probability that each risk will occur and the impact of each individual risk on the project objectives. Other factors can be: urgency or proximity, (un)manageability and external impact.


As part of this qualitative analysis, the risks must be classified by their root cause as well as by the common effects. Looking at the most important root causes and common effects will help to drive mitigation efforts.
Each risk must be assessed according to probability of occurrence.

This qualitative analysis should be done on periodical basis throughout the project as the information to analyse risks will be more and different as the project moves forward.

The deliverable of this process is a contribution to the risk register document; it adds information like impact, probability and priority to every identified risk. Typically, the high priority risks will be analysed in detail and monitored frequently while the low priority ones will placed in a watched list and reviewed less often.

Notes taken during my study of "Practice standard for Project Risk Management" from PMI

Identify risks

As PMI's Practice Standard for Project Risk Management precisely states, "a risk cannot be managed unless it is first identifed" and that means this must be the first to be executed. This risk identification activity will go on during the whole project and the risk register has to be considered a live document.

The risk identification tries to detect risks as early as possible but, at the same time, it must be implemented as an iterative process which allows the incorporation of additional risks at any point of the project.

A risk can have either a positive or a negative impact in the project, the first is called opportunity while the latter, a threat. Goal of risk management is to maximize the impact and likelihood of opportunities while the threats impact must be mitigated.

To avoid misunderstandings and misinterpretations on the identified risks, it is recommended to assign a risk owner since the time the risk is initially registered.

Notes taken during my study of "Practice standard for Project Risk Management" from PMI

Project risk management processes

Projects take place in real life and, as we all know, uncertainty is the only constant in life.

Project management is a try to control the uncertainty around the project, note that control does not mean avoid risks and uncertainty, which is not possible, the only chance is to understand, assess and manage them through Project Risk Management discipline.

This approach is something (almost) all project managers already apply to their projects, adding buffer to schedule, cost and resources as well as being cautious when reporting to senior management.

The Project Risk Management is an approach to structure to above explained while improving results and making it more predictable.

According to PMI's Practice Standard for Project Risk Management, there are six processes involved:

- Plan risk management
- Identify risks
- Perform qualitative risk analysis
- Perform quantitative risk analysis
- Plan risk responses
- Monitor and control risks
which will be covered in this blog shortly

Notes taken during my study of "Practice standard for Project Risk Management" from PMI

Projectized vs. Functional organization structure

PMBok from PMI defines a projectized organization as any organizational structure in which the project manager has full authority to assign priorities, apply resources, and direct the work of persons assigned to the project. While functional organization is defined as a hierarchical organization where each employee has one clear superior, and staff are grouped by areas of specialization and managed by a person with expertise in that area.

Which of the two should be used depends heavily on the organization's type activity and also will influence importantly the performance and deliverables.
A project oriented business managed by a functional organization structure will be slow, heavy and not flexible.
A functional oriented business managed by a projectized organization structure will be confusing, over managed and unclear.

Matrix organization is the most usual with its three flavours: weak, balanced and strong, depending on where the project coordination takes place.

In principle, there is none better than other but it is critical that the organization structure matches the business activity.

Do professional social networks work ?

I have used the social networks since 2004 (or so) when I received a first invite to join Plaxo, they were claiming to avoid keeping track of your contacts' moves among companies, email and phone number changes and so on.
Later, around 2005, I signed up in Linkedin where I am quite active with more 500 contacts after five years as a user and every now and then, somebody asks me "what is the point of these professional social networks? Do they work?" Well, here is my answer.
To me, business is most of it, about contacts, a good product is only the first step, then you need to build a trusting relationship between the seller and the buyer.
Same applies to professional opportunities, you count first on the people that have worked with you or near you or from whom you have references through a common friend or (ex) colleague.
Professional social networks widen the connection line of sight, there you have real contacts, people you really have met face to face at some point as well as online contacts from whom you know their activity, their experience, skills, contacts, travelling activity and some others.
The further a reference is the less trust it creates but all connections are useful, at least to keep track of where they are working...