I’ve been busy crossing work off my list. And, as with all of us busy people, I’m adding more work to my list. I feel as if I’ve accomplished a lot this week. It’s just about time to rewrite my list, because with the cross-outs, it’s hard to see where I am. It’s time to […]
I’ve made great progress on Day 1, and I wasn’t even in the office all day! You can see I’ve added more todos, at the bottom of my queue. I discovered two urgent todo’s. I had a call-back, to reschedule a doctor’s appt this week to next week, and to vote today. (We have a
I use a form of personal kanban inside one-week iterations to finish my work and notice what I am not doing. I do this to maintain a cadence of blogging and to finish work. Did you notice that word, finish? Sidebar: For those of you who don’t know what “kanban” is, it literally means “card.”
Long ago, when I was a young developer at an anonymous company, one of my managers was disappointed with my progress. “I know how long the work should take. If I was doing the work, it would be done by now,” he huffed at me. “Really?” I could have stopped there. I didn’t. “If you
I am going to be in London, May 16 and 17, 2013. I am offering two interactive public workshops, one on starting your agile project right, and a master class on coaching. See the detailed syllabus and signup page for Starting Your Agile Project and Coaching Master Class here. The syllabus for Starting Your Agile
Over on agileconnection, a user asked about a self-assessment tool for measuring agile maturity. That’s not exactly the right question, because agile transition is a journey, not a destination. But, I can understand why he asked the question. I tried to be helpful. I supplied a set of questions to ask. Maybe you can go
There are two sides of this conversation about telecommuting: the employee side and the management side. I hope you stick around for both sides. You can yell at me at the end. Employees: You Owe the Company a Full Day of Work I’ve been thinking since Marissa Meyer’s announcement what I would say about the
In Organizing an Agile Program, Part 1, Introduction, I suggested you think about the communication paths of your programs. Instead of hierarchies, I suggested you think of networks of teams. In Organizing an Agile Program Part 2, Networks for Managing Agile Programs, I showed you how loosely connected networks might work. I explained how you
I have another management myth up on Stickyminds. This one is Management Myth 15: I Need People to Work Overtime. Managers, especially senior managers, want people to be “invested” and “motivated” to do a great job. Often, the only measure they have for that is to see people work overtime. Why? Because that’s what senior
I have a new article up on projectmanagement.com, Managing Programs with Agile and Traditional Projects. You know the problem with a program: you have some agile projects and some not-agile projects, and maybe some projects who suffer from an identity crisis. They might think they are one or the other. You might not agree with