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Albert Soule

Albert Soule is a business development leader. His career includes key positions within industry leading, technology organizations; Systems and Software Consortium, Integrated System Diagnostics, Software Engineering Institute, Arthur D. Little, Prime Computer and others. Professional growth was achieved through positions including Marketing Services Manager, Senior Product Manager, Product Director, Business Development Director, Senior Management Consultant and Account Director.

Advice Articles

Constraints

Albert Soule suggests that executive sponsors make sure the users

Decision Acceptance

Albert Soule suggests that executive sponsors demonstrate trustworthiness. 

Decision Latency

Albert Soule suggests that executive sponsors improve their decision latency,

Decision Protocol

Albert Soule suggests that executive sponsors have a decision protocol that aligns with the corporate policies.

Disconnect

Albert Soule suggests that executive sponsors recognize and try to bridge the inherent disconnect between a sponsor’s objectives and user’s objectives.

Firefighting, Not

Albert Soule suggests that executive sponsors should be rewarded for performance achievements as opposed to firefighting.

Follow the Process

Albert Soule suggests that executive sponsors follow the established process and not divert from it.

Manage Change

Albert Soule suggests that executive sponsors first insist that changes that financially modify the budget be visible.

Over the Edge

Albert Soule suggests that executive sponsors look to the project team to put together a list of risks.

Right Reward

Albert Soule suggests that executive sponsors fit the reward with the achievement.

Ringing Endorsement

Albert Soule suggests that executive sponsors figure out how to enthusiastically endorse the project or stop being the executive sponsor.

Risk Role Models

Albert Soule suggests that executive sponsors recognize that risk in IT development environment is not really well understood.

Sniff Test

Albert Soule suggests that executive sponsors rely on their gut.

Too Much Information

Albert Soule suggests that executive sponsors let the project manager know what kind of information they need, what format and when.

Whisper

Albert Soule suggests that executive sponsors first follow The Standish Group’s research on how to be a good executive sponsor.

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