Mac OS X Lion (Look Ma, No DVD)

I updated to OS X Lion a couple of days ago, and for the most part it was a smooth transition.

This is the first upgrade where Apple is using their App Store concept to distribute the OS, so it was a bit scary to hit “Purchase” and watch nothing happen for half an hour while Mac OS X 10.7 downloaded in the background.

There’s no real indication of anything going on unless you happen upon the “Purchase” tab in the App Store App (seems a bit redundant, doesn’t it?):

After the long download, there was a typical OS install (well maybe not that typical, since it just worked) that ran for nearly an hour. Once that was done there were a couple of minor housekeeping items (like loading Java again separately for some reason), but all in all not much looked different than before.

I was happily exploring features like “Launchpad” and “Mission Control“, when I stumbled on a weird problem. My mouse wheel was scrolling the browser in reverse. That is, it was working in the more natural direction: scrolling the wheel up moved the text upward, and down moved things down.

At first I thought I had some weird virus, but when I upgraded my other Mac, I found the same issue. So I did a couple of quick searches on the Apple site, and found some mentions of the issue.

Apparently somebody at Apple decided the way things scroll has been backward all this time, and made the mouse default the other direction. There were some how-to fix it, but they showed screen shots from a Mac with an Apple mouse, which has a few more settings than what I saw:

While set this way, moving the mouse wheel up made the scroll bar go down, which was confusing to me, since that was what I always thought the wheel was tied to. But it did make the text scroll in the direction of the mouse wheel.

After a very short period, I got used to scrolling that way, but soon realized I’d be in trouble if I had to go to a Windows machine, so I simply unchecked the “when using gestures to scroll or navigate move content in the direction of finger movement” and I was back to “normal”.

I’m sure at some point I’ll probably be sorry (like when I get an actual touch-screen Mac), but hopefully by then Apple will have a setting that will just make my mouse act like it does in Windows, and allow touch to act the way it should.

And then after all that, there is no DVD, no physical device in case something crashes. The theory is there’s a recovery partition (just like the old PC days), so you don’t need that.

Me being the old IT guy, I don’t trust that, so the next time I downloaded the Lion upgrade, I burned a DVD. The store will let you download the purchase again, but 4Gb still takes a long time, so media is king.

Project Vision

One of the key success factors for any project is the “vision statement“, which is the Executive Sponsor‘s opportunity to excite the team, stakeholders, and customers with their vision of where we are going and how the product of the project will improve things.

When well done, the charter can be condensed into an elevator pitch for the project, and provide a clear vision to guide the project team to a common goal.

Vision: the capacity to see into the future. It’s setting a vision that people can see where their place in that vision is, and then coming across as deeply empathetic, human and intimate. The vision has to be a generous vision, such that people not only see their path in it but is excited about it. It is not just a plan, it is an enlistment. Great leaders have to be genuine and intimate: You have to feel like they touch you, and there is empathy or humanity there.

– Keith Ferrazi

The project charter‘s vision statement can galvanize the people to achieve defined objectives, even if they are stretch objectives, provided the vision is SMART (Specific, Measurable, Action-oriented, Realistic and Timely).

In order for this vision to be effective, it needs the following five elements (condensed from The Art Of Project Management by Scott Berkun):

1. Simplifying – The most important thing to strive for is a simplifying effect on the project. A good vision will provide answers to the core questions individuals have, and will give them a tool for making decisions in their own work.
2. Intentional (Goal driven) – This is the first source of a project’s goals. It sets the tone for what good goals look like, how many goals there should be in the plan, and how much refinement the goals may need before they are complete. A well written goal defines a clear intention for the people on the team. One popular business acronym is SMART, which stands for Specific, Measurable, Action-oriented, Realistic and Timely. The idea is that if a goal has all five of these attributes it is likely to be well defined enough to be useful.
3. Consolidated – For the vision document to have power, it must consolidate ideas from many other places. It should absorb key thinking from research, analysis, strategic planning, or other efforts, and be the best representation of these ideas.
4. Inspirational – To connect with people, there must be a clear problem in the world that needs to be solved, which the team has some interest or capacity to solve. By giving the reader a clear understanding of the opportunities that exists, and providing a solid plan for exploiting it, people who have any capacity to be inspired, will be.
5. Memorable – Being memorable implies two things: first, that the ideas make sense or were interesting in some way; and second that they resonate with the reader and will stay with them. If the vision is too complex for anyone to understand it’s impossible to achieve this. Being memorable is best served by being direct and honest. If you can strike at the core of decisions and communicate them well – even if people don’t completely agree with those decisions – they will stay with people longer than those from a vision full of ideas they fully believe in but were buried in weak and muddy writing.

So what we want is communicate as clearly and concisely as possible in a way that helps people understand what we are doing. We want to help people visualize what they are trying to accomplish, and to give them a tool to reference when making decisions as the project proceeds.

With a well written project vision, the entire team is energized behind the goal, without it, each individual has to conceive the goal on their own.

Practical Planning

Tonight’s the night we make history …

Image via Wikipedia

This last weekend, a group of us from the San Francisco Bay Area Chapter of PMI were set to attend the PMI – 2011 Region 7 Leadership Summit in Reno.  We made it to Reno and back in record time (although not in the direction one usually associates with breaking records).

It was a classic example of project management at it’s finest: we made plans, with allowances for expected risks, and the world accommodated our plans by giving us additional challenges along the way.

We had decided to try and save the chapter some money by carpooling over the mountain to Reno from the Bay Area. Knowing that there is always the possibility of snow this time of year, we made sure to rent an SUV with 4WD, and made allowances for extra time in case there was snow. I’d driven in that area in the snow quite a few times, and a couple of others in the car were OK with driving through the snow as well.

No surprise, a big storm blew in the Friday we were due to travel. There was a mixer that we were due to attend Friday evening at 7pm, so we left in the morning leaving around 10am for an anticipated 6 hour drive.

Once we got to the mountains, the snow started coming down. It wasn’t too bad and it was looking like we had left early enough to miss any problem in getting over the pass. We stopped at Ikedas market in Auburn to enjoy a nice lunch, and were on our way into the snow around noon.

The first thing I noticed as we started through the snow was that there was a low pressure notification for our right rear tire. I was hoping that it was just the cold weather (I’ve seen those sensors go off when the temperature goes down). We adjusted the plan to stop at the next gas station and check the tire pressure.

We got to about Colfax, when the traffic slowed to a crawl. This wasn’t too worrisome, as we expected it to take a few hours to get over the hill. We were still doing OK until we saw the CHP officers waving us off at the next exit and telling us to go back westward because the highway was closed.

Once again, we talked about options and decided to head back down to Auburn and wait for the highway to open in comfort. This also would give us a chance to check the tire pressure.

We drove back down to the first gas station we saw, only to find that the tire was pretty much flat. We pumped it up as much as we could, and headed out to find someplace to get the tire repaired. A helpful chain installer pointed us down the road to a tire store where we got the tire repaired.

Back down the hill, we stopped at  a Peet’s inside a really nice Raley’s market to wait out the closure and discuss options. I called my brother-in-law Myles, who works in the area to see if there might be a good alternate route with the snow coming down. His advice was to not to take an alternate route a local had suggested (he drives up there all the time, and if he wouldn’t drive it, I didn’t figure it was a good idea for me to try).

We looked at the DOT site to see whether there were any estimates on when the road would reopen, and asked others who were on the road what they knew. Eventually we heard that there had been a 40+ car pile up with at least one fatality and 20 or so injured. There had been at least two big rigs involved, so it was going to take some time to clear.

We started checking on places to stay in case it started getting too late for us to make it that night. By five or six, we’d pretty much decided it wasn’t going to open that night, and Ray Ju (our current chapter president) had spoken to his nephew who had volunteered to put us up in Roseville. The plan was adjusted again, and our new goal was to get to the conference in time to support our fellow members who were there presenting.

After arriving at Mike and Linda’s house, we got directions to a Japanese buffet called Mizu. Once again we found ourselves adjusting plans as we somehow missed the restaurant and ended up in downtown Roseville. I pulled out my iPhone and got us to where the restaurant was supposed to be, only to find it had been renamed.

By this time we’d realized that the team could respond to just about anything, and rolled with the changes. We had a great meal, returned to Mike and Linda’s and decided to roll out of the house by 5am the next morning so we could try and make Sharawn’s presentation.

Getting up early with a good night’s sleep, we sojourned forward over the pass. The snow started up just above where we’d been turned around the night before, and just kept getting heavier as we climbed. After fighting with ice fighting on the windshield (which we fought by turning the defrost up to 80°) the snow started slowing down as we approached the summit.

We arrived at the hotel at around 8am and were greeted by Alan Yue (the incoming chapter president), checked in and met our goal of being there in time to check-in, shower and support Sharawn in her efforts.

We had a great conference and watched the weather nervously for our expected trip home Sunday afternoon. The weather was supposed to be getting worse, and as time went on, it looked more and more like the pass was going to close again. By 10 or 11am, it was clear that the pass had been closed, and there wasn’t much chance that they’d be reopening before Tuesday.

Image via Wikipedia

The trip home was planned with the best expert advice possible: Victor our new best friend from CalTrans, Google Maps, and some vague experiential knowledge from Rob. The word on the street was that the only remaining open pass would take at least 14 hours to get home at best (since everybody would be driving on that two lane road at 10 mph or so).

So we put on our PM hats again, huddled, considered options (including staying a day or two longer in Reno), and came up with a new plan. The lowest risk approach it appeared was to drive far south, avoiding the passes, and completely skirting the mountains. Our preliminary estimate put that drive at 10 hours or so, which was better than any of the alternatives we considered, and also would theoretically get Myles Lawless (chapter’s PMO Director) home in time to make it to his new client location the next morning.

Well of course it wouldn’t be historic if there weren’t more challenges. Driving south took much longer than what we’d anticipated, and then just as we had realigned our expectations on the arrival time, we ran into (luckily not literally) another snow storm outside Bakersfield.

PMI SFBAC Team

We did what project managers always do, plan as well as we can with the information available, decide on a course of action, and adjust as we go along. It was  a great bonding event for all of us, and will make the year ahead even more fun as we already have a really long journey with a shared vision behind us.

Microsoft tries to Think Different

I got an email from Microsoft today (Office Insider) that included an article about how to add a calendar to Outlook that would give you the March Madness schedule in Outlook as an example of publicly shared calendars.

Publicly shared calendars are nothing new, they’ve been around for years: Apple created the webcal URI to access iCalendar files using WebDAV (over HTTP) for iCal.

So I figured Microsoft probably wouldn’t have reinvented the wheel here and tried clicking the link in the article to see if it would fire up iCal.

Turns out that the URI in the link was very slightly different than a standard iCalendar, so instead of the normal “webcal://” it starts with “webcals://”, which interestingly enough tried to fire up Outlook (in my Windows virtual machine).

Luckily this URI isn’t yet associated with a particular app, so I was able to click on the “Choose an Application” button and pick the iCal application.

Once iCal is chosen, the dialog box shows both Microsoft Outlook and iCal:

After choosing the iCal application, and clicking “OK”, iCal fires up with a dialog asking you to enter the URL of the calendar you wish to subscribe to, with the URI from the web page showing:

Now clicking “Subscribe” of course doesn’t work, since iCal has no idea what to do with “webcals” as a URL.

So to fix this, you have to modify the URI to be either “webcal://” or “http://”  (turns out “https://” works as well).

So even though the URI is not quite the standard webcal one, it is possible to open as a web calendar with iCal, and the same trick works for Google Calendar. Just copy the URI from the link in the page (webcals://calendars.office.microsoft.com/pubcalstorage/9rc05lhz2204226/2011_NCAA_March_Madness_Calendar_Calendar.ics) by right clicking and copying the link:

Going to my Google calendar, I then click the little “Add” button at the bottom of the “Other Calendars” area, and choose “Add by URL”.

This brings up the dialog box that lets me add the calendar, and I paste in the URL I copied before, and just edit the first part to be “https”:

Since it’s already a public calendar, I didn’t check that box, although I’m thinking that makes it a public calendar on Google, which might make it easy to find with Google.  At any rate, now the calendar shows up for me both on iCal and Google (obviously it would work in Outlook as well had I followed the original link).

Project Managing my Career

I was talking to my friend George Ross the other day about the job search that we both unexpectedly find ourselves in, and it occurred to me that I haven’t been approaching my career management with the same level of commitment to planning that I have when managing projects and programs.

A while ago, I made the conscious decision to pursue program management as a way to round out my skills in heading my career into the domain of technical leadership. I’d spent most of my career as a developer with my referent power derived from keeping one step ahead on the technology curve.

In my early career, I had managers and mentors who saw something in me that I didn’t see in myself, which was the ability to lead. Several managers tried to push me into leadership roles, and at first I pushed back, preferring to keep my head down, and learn as much as I could about everything that I could.

Well, you do that long enough, and those opportunities stop happening, so I found myself at a new place in my career where I actually understood the value of managing others. I’d finally realized that even if I was better than the people I managed, multiple people could get more done than I could as an individual. Even if they worked half as quickly as me, as long as there were enough of them, more work would get done and more quickly.

So understanding this, and meeting a few individuals who’d managed to make that transition from technical geek to technical leader, I set my sites on that CTO sort of role.

So I had an goal, and I had an inkling of an idea of how to get there, but still no formal plan. What occurred to me last night was that like any other goal, without a plan to get there, the path wanders, and you may never get there.

That said, I was conscious enough to know I needed to round my skills, and I did set my sight on some intermediate targets. First was to get some management experience, which was what led me to PwC and managing web development there.

The truth is, that I wandered a bit more in my career, not really making direct progress toward anything like the CTO role. I gathered a bit more experience as a technical architect, expanded my skills leading small teams, and learned a lot about being a consultant and managing expectations.  Still, without a plan time marched on.

Image via CrunchBase

I was exposed to solid project management at places like Cisco (which is probably the most project based organization I’ve ever worked at) and the value of true project management. It occurred to me that moving into the project management end of the process would round my skills in a way that being an architect would not. It would also round out my business and soft skills in ways that the more technical role would expose me to.

So having no idea what project management was, I talked to a few of my friends and heard about the Project Management Professional (PMP) certification from the Project Management Institute (PMI). From watching a few of the better PM’s that I knew go through this certification, I had no doubt that it was a challenging and as real a certification as any I’d come across.

I took a couple of PMP prep classes and studied as much as I could, in order to understand the best practices of project management. I began to understand things that I was doing right, and reasons for things I had not understood before (like what a critical path actually was).

Image via Wikipedia

During the “downturn”, I became more involved with expanding my skills through volunteering and continuous learning. I helped to form a non-profit aimed at getting people jobs, and learned a great deal about interpersonal networking (both virtual and physical).

Continuing that growth in leadership, I’ve joined the board of directors of the PMI San Francisco Bay Area Chapter as Secretary and VP of Operations (officially starting on April 1st, 2011).

Now I’m feeling the skills are getting pretty rounded, and I still don’t have a real plan to get from here to there. So the first step in my plan is to write down that I need a plan. Next I think I’ll need a few good mentors to help me figure out a real plan ….

Where did my space go ?

The other day I got a notification from the Plesk control panel for Carticipate telling me that the user account was about to expire. I logged into Plesk only to find out that the disk on the VPS was full.

Now this was really confusing, since the entire Carticipate system consists of a web2py install, on Linux with a fairly small MySQL database, and the VPS had 20 gigabytes of disk space.

I looked around and found that there were three full backups each about 14Gb, with several incremental backups of a gig or so. Thinking this was the issue, I deleted all but the latest backup.

Well apparently, those backups are stored somewhere not on the server, so that made no difference to the space problem. So I did the next natural thing which was to look for big log files, clear out /tmp, and anything that might be causing the problem. I only managed to clear out a few megabytes of space.

I dug around some more and found a lot of files under the /root directory that seemed to be related to updating Plesk. Since that’s provided as part of my 1and1 VPS service, I called the support number to see whether they could help me figure out where my space had gone. Unfortunately, for the first time, they were not very helpful, suggesting that I needed to research and find out where the big files were on my system.

After some frustrating arguing with the support guy, where I pointed out that I couldn’t get support from Plesk, only they could, I finally gave up and went to my old stand by of Google.

First a quick search to find where the mysterious gigabytes of space were being consumed. First I did a quick “find” command with:

find . -size +20M -exec du -h {} ;

Going to a few of these folders and running “du -hs” gave me the folders that seemed to have a lot of files in them and were eating up a lot of space.

A few more searches on the Parallels site, and found a couple more references telling me that these were both OK to clean out.

The /root/psa folder is where Plesk was configured to download updates, and apparently it doesn’t clean out those folders after the update is successful.

The other folder is where all the dumps from the local backups get placed, and that was the primary problem area. The /var/lib/psa/dumps folder was over 14Gb of the 20Gb, so cleaning that out got me started again.

Looking at the dump directory, it appears to have daily dumps of all of the Plesk stuff going back forever, so this may happen again, but for now, my VPS backup is down to a much more reasonable 2Gb.