In the Small Steps and Plunge In posts, I said projects should transition to agile all the way. But does it work the same way for the entire organization? Nope. I recommend a gradual approach to moving to agile. Not all project teams are ready for the self-discipline agile requires. But, even more importantly, too […]
I love it when my readers challenge what I’m saying, as in Plunge In or Dip Your Toe? (for Projects). I do believe in small steps for projects. I’ve long been an advocate of inch-pebbles, of standup meetings, of iterations and incremental development. I love knowing what done means, for the project and for features
I’ve been teaching a variety of workshops recently, some of which are Scrum. One of the questions people have is: Can we do this partway? No, not Scrum or any other agile lifecycle. You either do it all or you’re not doing agile. You can work in timeboxed iterations. But if you haven’t gotten to
I have a column up at PM Boulevard (free registration required): Manage Your Project Portfolio and Stop Thrashing. Enjoy!
I’ve been teaching workshops for much of the past few weeks, and I’ve noticed an interesting pattern. I get great comments (and usually good numbers) from people who participate in the workshop. I don’t get many comments, and I get substantially lower numerical grades from people who leave their laptops open during the workshop. These
I have a new article posted on ganthead.com: Point Play. You can comment there. I think you have to have a (free) registration to post a comment.
I’m now the proud and happy owner of a new reservoir for our tankless hot water heater. (Tankless is a relative term, when it comes to hot water heaters.) A week ago, the reservoir part of our system finally broke. We had a new reservoir installed on Wednesday, and our lives have changed for the
Seth Godin has a great entry, Saying ‘no’. No is the essence of project portfolio management, no matter who you are. If you don’t say No, your yes’s don’t mean anything. As Seth says, Saying no to loud people gives you the resources to say yes to important opportunities.
I’m in some variety of “final” editing on Manage Your Project Portfolio. I’ve reorganized the first chapter into two chapters, rewritten a bunch of things, added a new zero-sum game, and have managed to tighten up some of the writing. I’ve received great feedback from Esther, Don, and Dwayne that I’m still incorporating into my
I’m in what might be close-to-final editing on Manage Your Project Portfolio. Not everyone understands all my references for things. For example, one of my reviewers did not know what a backlog is. Since I hope that managers of every level will read this book, it’s entirely possible they may not all know what a