I posted my most recent Pragmatic Manager: Are Your “Shoulds” Driving Your Decisions? Yes, in case you couldn’t tell, I am doing a series on project portfolio management, so that you do take a look at my Peer Project Portfolio Coaching. Several people took advantage of the early bird pricing. We’re in the not-quite-early-bird pricing […]
I have an article posted at Techwell, Management Myth #1: The Myth of 100% Utilization. This myth has always been a problem. It’s even more of a problem now as more organizations transition to agile. People need time to think. They need time to adapt to their current circumstances. They need time to create their
If you missed my most recent Pragmatic Manager newsletter, Focus on One Thing at a Time, it’s posted. In it, I ranted about the delays of multitasking and introduced a new service: Peer Project Portfolio Coaching. I keep seeing people trying to make the transition to agile, still multitasking and not able to say No
I have finally posted my most recent email newsletter, Three Myths and Three Tips. It took a while because I was converting my site to WordPress and I did not want to maintain the site in two places. I have finally transitioned fully to WordPress. What a relief. All my old articles are finally posted.
I’m at the end of redesigning my website. I’m posting and tagging my articles now. These are the articles from several years ago I didn’t get around to posting because it was too much of a pain to do in Dreamweaver. Yes, I’ve transitioned to WordPress site. I’m planning to unveil it next week. I
The nice folks at getabstract like Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects. Some of the takeaways they highlight are: Project portfolio management helps you finish your software projects on schedule. You must understand your mission to make choices about prioritizing software projects. Managers must select which projects to undertake and
I’ve been working with several management teams who want me to train them or their project managers to take over the agile training. It’s not unreasonable from their perspective—it’s how they’ve transitioned to all the other process improvement approaches over the years. Except, none of the other process improvement approaches have been built on the
I hope that this 3-part series on how to move to continuous integration and how to evaluate if it’s worth moving to continuous integration on your program convinced you moving to continuous integration was worth it for programs. The reason continuous integration is an issue on programs, is because the lack of CI can delay
To continue our story from part 1 and part 2… The teams have determined their individual impediments to Continuous Integration. You, as the technical program manager, and the technical program team can take those impediments, with input from the teams can see the impediments to program-wide continuous integration. You have used a similar problem-solving approach,
Let’s set the context (which I did not do in my most recent post–sorry). Define a Program A program is composed of several feature teams, which may well be working on several projects or different feature sets. I assume they are. The goal of a program supersedes the goal of any of the projects, and