Three Planning Ideas to Support Your Future Decisions Many organizations use deliverable-based planning, specifying the various features or products the teams expect to deliver and when. I’m a fan of short-term deliverable-based planning because it focuses everyone on the (few) deliverables. But the pandemic taught us a critical idea: while long-term deliverable-based planning can illuminate […]
Work Solo or Collaborate? How to Choose Based on What Benefits You Do you prefer collaborative or solo work? Some of us prefer to work alone because we know how to be effective, even if our work is not independent of everyone else’s work. Or, if we work as part of a workgroup, such as
Too many leaders work solo—and that’s because their managers expect them to do so. However, these managers and leaders often need other leaders across the organization to deliver the necessary work. In that case, one-on-ones can help. These peer one-on-ones can help build trust, clear impediments across the organization, and create allies for change. How
The news is full of this “quiet quitting” idea. Supposedly, employees are doing just what the work demands and no more. That sounds reasonable to me. (See the blog post, It’s Time to Clarify Work Boundaries and “Quiet Quitting.”) I don’t see why people should do “more” than a day’s worth of work in a day.
We’re pretty good at knowing when someone is a good fit for a technical role. But how do we know when someone is ready for technical leadership or management? That’s a lot more difficult, and that’s because leadership or management—at any level—is a different job than working in the technology. Here are some ideas based
Fred, a client, asked how I could help him get more work out of his resources. I asked if he meant people. He said yes. So I asked if he focused more on what each person did or if he focused on the team’s work. “Each person.” I smiled and said, “I have a deal
Acme’s project portfolio team was stuck. Three months ago, they’d funded five experimental projects at $150k each. The portfolio team hoped those projects might offer the organization new customers and revenue streams. Now, the project teams reported several concerns: The technology was more complex than anyone had expected. Instead of the teams’ typical 2-4 days
Before the pandemic, Jenny, the VP of Engineering, insisted that the engineering staff needed to work in the Boston area. She expected that people would mostly work in the office, and they did. However, during the pandemic, Jenny changed her mind. She said that as long as teams had sufficient hours of overlap, she didn’t
The Acme Corp senior leadership team is thrilled that they can bring people back to the office. That team decided that everyone would be back in the office on Mondays and Thursdays. Why Mondays and Thursdays? The senior leaders could make those days work with their schedules. They rolled this decision out to the rest
Acme, a software company, has a technical excellence problem. Its customers report more problems than the product teams do. Two managers, Cindy and David, want to bring specialized training in for product teams. (They want to help their teams learn to use Test-Driven Development, TDD, and Acceptance Test-Driven Development, ATDD. Cindy and David suspect that