Spark Plug

Cost-Benefit Analysis: Your Project’s Built-in BS Detector







Alright friend, let’s talk real for a second.






You’ve got a shiny new project idea. It looks great. It sounds great. Maybe it even smells great.
But before you pour time, money, and your soul into it… ask yourself:



“Is this actually worth it?”







That’s where Cost-Benefit Analysis (CBA) comes in, a simple but powerful method that helps you figure out whether the juice is worth the squeeze.


What Is Cost-Benefit Analysis, Really?
It’s basically a pros vs. cons list, but with math. CBA adds up the costs of a project or decision and compares them to the benefits.






If the benefits outweigh the costs? Full speed ahead, Captain!
If not? Maybe it’s time to rethink, revise, or run.





Consultants (and smart project managers) use this to:
• Avoid wasting money on shiny but pointless projects
• Justify spending (with numbers, not feelings)
• Make clear, defensible decisions







Why CBA Matters (a Lot More Than You Think):
Let’s say someone pitches a project that costs $500,000 and saves the company $50,000 a year.
Without CBA, someone might say, “That sounds like a solid investment.”






With CBA, you run the numbers and realize:


“Wait a second… this thing takes 10 years to pay for itself? And by then, we’ll probably all be using AI jetpacks instead?”






Boom. Decision saved. Budget preserved. Jetpack fund intact.





How to Do a Cost-Benefit Analysis (Without Crying or Coffee IVs):
1. List All the Costs:
Think everything — upfront, ongoing, hidden, sneaky ones hiding in the fine print.
o Hardware/software
o Labor
o Training
o Maintenance
o That one consultant who bills in Bitcoin








2. List All the Benefits:
These can be tangible (money saved, time saved) or intangible (better reputation, happier customers, fewer gray hairs).
o Revenue gains
o Efficiency improvements
o Risk reduction
o Customer satisfaction boosts







3. Assign Dollar Values to Both:
This part can get a little fuzzy — especially with intangible stuff. But do your best. Estimate conservatively. It’s better to be surprised in a good way later.









4. Do the Math:
o Net Benefit = Total Benefits – Total Costs
o If Net Benefit > 0, congrats — you’ve got a potentially worthwhile project!
o If Net Benefit < 0… well, maybe keep that proposal in the drafts folder.







5. (Optional but Smart) Calculate ROI:
o Return on Investment (ROI) = (Net Benefit / Total Costs) × 100
o This gives you a nice, shiny percentage to throw into presentations and make executives nod approvingly.







Pro Tips for Real-World CBA:
• Be honest about your numbers. Padding the benefits to get approval will bite you later. (Usually during audits. With teeth.)
• Consider timing. A benefit five years from now isn’t worth the same as one you get next quarter.
• Run scenarios. Best case, worst case, and “what happens if Gary quits halfway through.”









Take this for the road:
Cost-Benefit Analysis isn’t just corporate mumbo-jumbo. It’s your reality check, your decision compass, and let’s be honest, your best defense when someone asks, “Why are we even doing this?”

3 months ago | [YT] | 0

Spark Plug

Let me introduce you to your new project "Best Friend Forever (BFF): Earned Value Management (EVM).






My dear friend, so you’re managing a project and trying to keep it from going off the rails?





I have been there several times. Projects can go sideways faster than a cat knocking a glass off the counter.




Let me introduce you to your new project "Best Friend Forever (BFF): Earned Value Management (EVM). Don’t let the fancy name scare you, this is just a straightforward way to measure how your project is really doing using three simple metrics:






• Planned Value (PV): What you planned to spend by now. Think of it like a diet "By now, I should have eaten 1,200 calories…"






• Earned Value (EV): What you actually got done in terms of value. Like, “I’ve done 60% of my workouts this week, so I’ve earned 60% of my fitness bragging rights.”






• Actual Cost (AC): What you actually spent. “I planned to spend $50 at the store… but somehow it was $128.47. Oops.”






Now here’s the magic:





Once you plug those three into a couple of simple formulas, you can see how well your project is performing, not just whether you’re behind schedule or over budget, but how much and why.






Why This Matters:





EVM gives you a clear, objective view of your project’s health. It’s like a Fitbit for your project, constantly checking its pulse so you don’t suddenly discover it's flatlining.






Here’s why you want to use EVM:




• Spot issues early (before they become budget-eating monsters)
• Prove progress with hard data (great for impressing clients and skeptical stakeholders)
• Make better decisions (based on facts, not vibes)








How to Get Started (Without Crying):






1. Set a Baseline:
Lock in your project plan; scope, schedule, and budget. This is your “Planned Value” (PV). It’s like saying, “By week 4, I plan to have 40% of the work done and have spent $40,000.”






2. Track Progress Like a Hawk:
Measure how much work is actually completed (EV). Not how much time passed, but how much value has been delivered. This part can feel a bit like grading your own homework.






3. Record Actual Costs (AC):
Track what you’re actually spending. This includes everything from labor to materials to that one consultant who’s somehow always on vacation.






4. Do the Math (It’s Not Bad, Promise):




o Schedule Performance Index (SPI) = EV / PV
If SPI < 1, you’re behind schedule. If it’s >1, you’re ahead!
(Think: “I planned to eat 1,200 calories but only ate 800. SPI = 0.67. I’m behind, but in a diet-y way.")





o Cost Performance Index (CPI) = EV / AC
If CPI < 1, you’re over budget. If >1, you’re under.
(Like realizing you paid $500 for $300 worth of progress, time to check those receipts.)





Pro Tips:
• Use EVM early and often. Don’t wait until you’re halfway through and realize you’re in a money pit.
• Get your team on board, even the ones who think spreadsheets are evil.
• Visualize the data. Dashboards, graphs, burn-down charts, whatever helps you (and stakeholders) see the trend before it becomes a crash landing.






Drop a comment if you love this

3 months ago | [YT] | 0

Spark Plug

This is a powerful set of truths that challenge how we often measure our worth and potential.

Let’s analyze each point and draw practical advice from them, particularly around knowing where you stand and how to position yourself for growth by connecting with the right people.







1) Just because you can do the job doesn't mean you can do the business.




Analysis:
Being technically skilled or competent in a specific role doesn’t automatically mean you can lead, grow, or sustain a business. The “job” often focuses on execution; the “business” demands strategy, vision, leadership, risk-taking, and systems thinking.





Takeaway:
Don’t confuse technical expertise with entrepreneurial or leadership ability. Recognize the gap and be humble enough to learn the business side if that’s your ambition.





Advice:
If you’re good at doing the job, start surrounding yourself with business thinkers, entrepreneurs, strategists, or executives. Learn from them. Ask questions. Offer your skills in exchange for exposure to how they think and operate. That’s your path upward.







2) Just because you can not do the job doesn't mean you can not do the business.




Analysis:


Some people are not hands-on technical experts, but they excel at managing people, spotting opportunities, driving vision, and building systems. These are core business-building skills.





Takeaway:



Lack of executional skills doesn’t disqualify you from being a great entrepreneur or leader. Your strength may lie in delegation, vision, or mobilizing others.






My Advice:


If you can’t do the job but feel drawn to leadership or business, start connecting with executors, people who can do what you can’t. Build partnerships. Create teams. Learn to lead. The key is not doing it all yourself, but knowing who to bring on board.






3) Just because you can not do both doesn't mean you are useless.


Analysis:



Even if you feel unskilled in both execution and leadership, that doesn’t mean you’re without value. You may simply not have discovered your strength yet or you’re in the wrong environment.





Takeaway:



Your potential isn’t defined by what you currently can or cannot do. Growth is possible. You’re not stuck, you’re just early.




Advice:



If you feel like you don’t fit in anywhere, that’s your sign to start observing, learning, and choosing your tribe carefully. Hang around people who stretch your thinking, people in action, not just talkers. Learn their language, pick up their habits, and start small. You’ll grow faster than you think.









Let me give you this one for the road:




Wherever you find yourself, job-doer, business builder, or still figuring it out, don’t write yourself off.





What matters is:



• Being honest about where you are.
• Finding people who represent where you want to go.
• Positioning yourself close enough to learn, contribute, and grow.





Your next move?




Ask yourself:

• “Where do I naturally thrive; execution, vision, or support?”
• “Who around me is already doing what I want to do?”
• “How can I serve, learn, and grow by being around them?”





The right environment can do for your potential what sunlight does for a seed.



Don’t hide. Go where growth is happening.




Kindly comment what catches your attention the most

3 months ago | [YT] | 0

Spark Plug

WHEN YOU FEEL YOU ARE UNDER PAID






You know,





it’s never really about the value you actually bring, it’s about how you make people value the skills you bring. That subtle difference is everything.





And mastering that is the real strategy. Most times is political. The side of 9 to 5 that overwhelms.





It’s the trait of a true professional salesperson. That should also be one of our core businesses.




Growing myself on this is what I am prioritizing right now. Thank God I have the patience to gradualize. I have cheated myself in lots of ways because of not having the right ounces to weigh my values to sell them for the right prices.





For me in this context, my motivation has always been: I’m here to do the work, but I only have one product, my values. The question is, how do I sell that? Whether here or there, I know my values aren’t something to be forced down anyone’s throat, that kind of approach can backfire and choke the whole thing.





So I start by asking myself, how do I package this, oil it so they can take it in willingly, even eagerly?





To be frank, I scarcely get one answer that fits all, but it gets me relaxed and takes of the anxiety that could have make people discern my next move. I believe that a wise man can step into your environment and feel the vibes of your most dominating thoughts. I don't like being cought unaware, So I am always careful with my eyes and gesture. legitimately, as we are where we are, we are obliged to give our best. Not to give as we are paid.





Truth is, I’ve made mistakes. I’ve gone about it the wrong way and ended up sending the wrong message. I’ve learned the hard way that sometimes, the best move is to step away or to put in more. Though, this is situational for everyone to decide for he or herself.




Let me say this;




Some people will crown you the king/queen but still would try to control the kingdom. They say they value you, but they don’t really see you.




And honestly? Sometimes it’s hard to sell your brand at the right value close to where it was built. At such, exporting becomes the only option, just like you did.





It takes real courage to leave your comfort zone and seek a better market. Starting over isn’t easy, especially when you’ve already invested so much. But when you believe in your value, it’s worth it.

5 months ago | [YT] | 0

Spark Plug

WHEN YOU FEEL YOU ARE UNDER PAID






You know,





it’s never really about the value you actually bring, it’s about how you make people value the skills you bring. That subtle difference is everything.





And mastering that is the real strategy. Most times is political. The side of 9 to 5 that overwhelms.





It’s the trait of a true professional salesperson. That should also be one of our core businesses.




Growing myself on this is what I am prioritizing right now. Thank God I have the patience to gradualize. I have cheated myself in lots of ways because of not having the right ounces to weigh my values to sell them for the right prices.





For me in this context, my motivation has always been: I’m here to do the work, but I only have one product, my values. The question is, how do I sell that? Whether here or there, I know my values aren’t something to be forced down anyone’s throat, that kind of approach can backfire and choke the whole thing.





So I start by asking myself, how do I package this, oil it so they can take it in willingly, even eagerly?





To be frank, I scarcely get one answer that fits all, but it gets me relaxed and takes of the anxiety that could have make people discern my next move. I believe that a wise man can step into your environment and feel the vibes of your most dominating thoughts. I don't like being cought unaware, So I am always careful with my eyes and gesture. legitimately, as we are where we are, we are obliged to give our best. Not to give as we are paid.





Truth is, I’ve made mistakes. I’ve gone about it the wrong way and ended up sending the wrong message. I’ve learned the hard way that sometimes, the best move is to step away or to put in more. Though, this is situational for everyone to decide for he or herself.




Let me say this;




Some people will crown you the king/queen but still would try to control the kingdom. They say they value you, but they don’t really see you.




And honestly? Sometimes it’s hard to sell your brand at the right value close to where it was built. At such, exporting becomes the only option, just like you did.





It takes real courage to leave your comfort zone and seek a better market. Starting over isn’t easy, especially when you’ve already invested so much. But when you believe in your value, it’s worth it.

5 months ago | [YT] | 0

Spark Plug

WHEN YOU FEEL YOU ARE UNDER PAID






You know,





it’s never really about the value you actually bring, it’s about how you make people value the skills you bring. That subtle difference is everything.





And mastering that is the real strategy. Most times is political. The side of 9 to 5 that overwhelms.





It’s the trait of a true professional salesperson. That should also be one of our core businesses.




Growing myself on this is what I am prioritizing right now. Thank God I have the patience to gradualize. I have cheated myself in lots of ways because of not having the right ounces to weigh my values to sell them for the right prices.





For me in this context, my motivation has always been: I’m here to do the work, but I only have one product, my values. The question is, how do I sell that? Whether here or there, I know my values aren’t something to be forced down anyone’s throat, that kind of approach can backfire and choke the whole thing.





So I start by asking myself, how do I package this, oil it so they can take it in willingly, even eagerly?





To be frank, I scarcely get one answer that fits all, but it gets me relaxed and takes of the anxiety that could have make people discern my next move. I believe that a wise man can step into your environment and feel the vibes of your most dominating thoughts. I don't like being cought unaware, So I am always careful with my eyes and gesture. legitimately, as we are where we are, we are obliged to give our best. Not to give as we are paid.





Truth is, I’ve made mistakes. I’ve gone about it the wrong way and ended up sending the wrong message. I’ve learned the hard way that sometimes, the best move is to step away or to put in more. Though, this is situational for everyone to decide for he or herself.




Let me say this;




Some people will crown you the king/queen but still would try to control the kingdom. They say they value you, but they don’t really see you.




And honestly? Sometimes it’s hard to sell your brand at the right value close to where it was built. At such, exporting becomes the only option, just like you did.





It takes real courage to leave your comfort zone and seek a better market. Starting over isn’t easy, especially when you’ve already invested so much. But when you believe in your value, it’s worth it.

5 months ago | [YT] | 0

Spark Plug

A DESCRIPTION OF PROJECT AND PROJECT MANAGEMENT





A project is a temporary endeavor with a defined start and end, specific scope, and allocated resources. This means it has a clear timeline, well-defined objectives, and predetermined inputs. Unlike routine operations, a project involves a carefully crafted series of actions to achieve a single objective. This often brings together team members, such as those from different organisations or regions, who don't usually work together. Examples of projects include writing a book, opening up a new branch, getting your first 100 customers, conduction a market research on a new product development or conducting acquisition, software development, building or bridge construction, relief efforts following natural disasters, and expanding sales into new geographic markets.





Expert management is crucial to delivering the outcomes, learning, and integrating organizational requirement on time and within budget.





"Collaboration across boundaries turns ambitious goals into achieved milestones."


At the beginning of the development process, project documentation is used to outline critical information. The most important considerations are scope, time, quality, risk, and cost.





"Planning is the foundation upon which great projects are built."





The second, and perhaps more challenging task, is to find the most efficient way to use the available resources to achieve the predefined goals. Project management aims to deliver a finished product that meets the client's needs and satisfies the users. It is common for a project manager's primary goal to be to adjust the client's original brief to better meet their needs.





"Adapting to change is the hallmark of a successful project manager."





Project managers and other team members play crucial roles in ensuring that the client's goals are reflected in their decisions. An inability to clearly articulate project management goals can lead to poor decision-making.

5 months ago | [YT] | 1

Spark Plug

Mr. Beast's secrete to YouTube Success
https://www.youtube.com/watch?v=XcdvX...

5 months ago (edited) | [YT] | 1

Spark Plug

Skilling up employees:

What is required and expected of a project management team and its leadership is rapidly changing to respond to the business's forecasted needs, whether in portfolio management, program management, or project management. What was a good skill set to have a few years ago might not be sorted out today.


Project management professionals must consider developing their capability in light of the changes invading the industry. They must also actively ascertain their present strengths and weaknesses as leaders and team members.

5 months ago | [YT] | 0

Spark Plug

If you missed my rig setting up live teaching, you really missed a lot. But don’t worry, I’ll break it down for you here.

I explained that one of the most critical parts of any drilling or construction project is the setup phase.



It sounds simple, like just move in the rig, assemble it, and get to work, right? But it’s never that straightforward.

Downtime during rig setup is one of the most expensive mistakes a project can face.

Let’s explain it like this...




Imagine you’ve got your rig components on-site, but your crane operator arrives two days late. Or the mud tanks aren’t where they’re supposed to be. Or worse, your crew isn’t familiar with the rig model you brought in. Every hour lost here is money down the drain, not to mention project delays.

That’s why I emphasized in the class that proper planning is non-negotiable. You need a clear mobilization plan.


Before that rig even leaves the yard, you should already know:

• Who’s doing what,
• What’s arriving when,
• And what tools and spares are needed on-site.




I also talked about pre-rig-up inspections. Think of it like checking a car before a road trip, you don’t wait to break down on the highway before checking your oil. Same goes for rig components like pumps, hoisting systems, power units. They all need to be checked and certified before deployment.




Now, here’s a big one: your crew. If the team doesn’t know the rig or hasn’t been briefed on the rig-up sequence, you’re inviting confusion and stoppages. That’s why I always recommend doing a pre-job safety meeting or toolbox talk to get everyone aligned. Trust me, it saves hours of unnecessary back-and-forth.




And don't forget the SOPs (Standard Operating Procedures). If you’re setting up a mast, installing the mud system, or aligning the power units, there should be a written guide everyone refers to. No guesswork.

We also touched on real-time communication. Radios, hand signals, even digital dashboards. Whatever your setup is, the goal is simple: no one should be working in isolation. The supervisor must have eyes and ears on every phase of the rig-up.




Finally, I explained the importance of contingency planning. Weather delays, transport hiccups, last-minute equipment faults, they happen. But smart managers always have a plan B, and sometimes a plan C.




So in summary:
• Plan like your project depends on it (because it does).
• Check every piece of equipment.
• Communicate constantly.
• And never underestimate the value of a well-coordinated team.





Avoiding downtime in rig setup is not just about speed, it’s about precision, safety, and readiness. If you can get it right here, the rest of the project runs like clockwork.

5 months ago | [YT] | 0