Last week, at SD West, I led a 3-hour coaching tutorial. I got lucky. Dave Nicolette and Mike Vizdos participated. (I love it when my peers join me in a tutorial!) Dave reminded us that “explaining with examples” are a great way to coach. You take a recent example of some occurrence that strikes you
I’ve been sick for weeks, and am finally coming out of it to be close to healthy. (I was still coughing in the 8-degree Fahrenheit cold leaving the gym. Oh well.) One of the problems is that my work doesn’t stop if I’m sick. I bet yours doesn’t either. Daughter #2 asked last night if
The project portfolio book is in Beta! For those of you who have not heard of a Pragmatic Bookshelf Beta book, here are the limitations: It’s not laid out correctly Although I’ve looked for typos, I have not discovered and fixed them all The bibliography is not yet included (it will be on later betas,
After I returned home from the Sweden PSL, I had a cold, and then have been redesigning simulations for my upcoming (tomorrow!) customized project management workshop. At PSL, we invoked one idea repeatedly: the zeroth solution. The zeroth solution is the simplest thing that could work. So, if you need a simulation for a workshop,
My most recent Stickyminds Column, Decisions, Decisions, Decisions: Should You Commit, Kill, or Transform is posted. Enjoy!
I just read Steve Johnson’s post, call your mom. I chuckled, because this morning I had sent off my Sweden PSL itinerary email to my folks, hubby, and daughters. I cc’d my contact in Sweden in case my Sweden sim card doesn’t work or I do something stupid, such as forget the phone. The key
I’m editing the project portfolio book. Yes, I’m trying to get ready for beta. No, I have no idea when I will be ready. I’ll have more information before Wednesday, if you want to know. I realized that when managers don’t make ranking decisions about the project portfolio, when they don’t fully commit to a
I gave a talk last night at the Software Quality Group of New England about schedule games. During the talk, I explained how serial lifecycles don’t manage technical, schedule, or cost risk. Serial lifecycles actually increase the duration of the project. And, serial lifecycles don’t offer feedback early enough for the project team. (They only
Esther has insights, Specialists AND Generalists, on Why Projects Don’t Need Specialists. Her point, that people tend to coalesce around their interests, and that as specialists, they may not share interests, is something I have also seen on projects. As Esther says, Reducing categories (having “developers” rather than many named specialists) reduces differences and helps
I’ve been writing a bunch of articles about project portfolio management, exploring the ideas about committing to projects. (See Serial Monogamy Project Management for some initial thoughts.) But, as I’ve been working with clients and writing more, I’ve been realizing that not only do the decisi0n-makers have to commit to projects, but that the project