Bill Heil is the Chief Bottle Washer (CBW) at VMware. Prior to VMware, Bill was the President and COO for WebEx. Bill was also the general manager of Compaq’s Business Critical Server Division. Before Compaq, Bill was the general manager for Tandem Computers. Bill is a graduate of MIT and Harvard Business School.
Bill Heil suggests what I have seen is projects with a very concrete set of success criteria always do much better than projects that are vague.
As Bill says, “Data is an area that needs it own special focus.
As Bill says, “We do lots of IT projects and some executive sponsors are strong and some are not so strong. "
As Bill Heil says, “VMware is growing so fast that we often get very talented executive sponsors and teams that are new to the company.
As Bill says, “VMware has a large number of waterfall IT projects."
Bill Heil suggests that a lot of time is wasted on preparing for project checkpoints and status presentations.
As Bill says, “In my experience successful projects have an executive sponsor that knows how to help the team."
Bill Heil sugeests you lead by example.
Bill Heil suggests that if a critical project gets to a certain point where it is “stuck” we will put the project into a mechanism called on-fire.
Bill Heil suggests there is nothing good about having a proxy executive sponsor.
Bill Heil suggests I think it is very tricky to reset in the middle of project.
Bill Heil suggests you have good executive sponsor role models.