The good folks at Projects@Work have posted an excerpt from Manage It!. The excerpt is Make Your Organization Work for You. There’s no facility for comments there, so do leave comments here. < p class=”blogger-labels”>Labels: Manage It, Projects at Work
Via Raven’s Think you know what a project is?, there’s a pointer to What is a Project? Think Again!. Garry, the author likes David Allen’s definition of a project: < blockquote>A project is any outcome you
I don’t have much use for Gantt charts; if you’ve determined the tasks in enough detail and far enough out to really see the critical path, you’ll be wrong in 24-48 hours. If you don’t put in that much detail, it’s a pretty picture, but not enough information to manage the project. (Of course,
I’m pleased that here are several nice reviews of Manage It! Your Guide to Modern, Pragmatic Project Management. See the most recent: The Library’s post. Labels: Manage It, project
Every two years, my good friend and colleague, Brad Goldense, gathers research about the state of product development metrics. It’s that time again. Here’s the information: GGI
I taught my Pragmatic Project Management workshop in Israel last week. I was talking about defect charts and what they mean and how I use them. (No, I don’t include priority or severity data on defect charts; just # opened and closed by week and # remaining open each week. One of the participants
While teaching a management class recently, one participant came up to me at a break, and said, “Why are you teaching us project management with this portfolio stuff? This is supposed to be a management workshop.” Portfolio management, determining which projects to fund and when, is management work. The best managers actively manage the
My Eliminating the 90% Done Schedule Game Stickyminds column is up. Enjoy! For those of you who remember the schedule game series from a few years ago, yes, this is one of the games. I added several more and wrote more in Manage It!.
Esther and I were teaching a Behind Closed Doors tutorial at Better Software yesterday. One of the participants was a program manager. He couldn’t see the value of the standup meetings the Scrum teams used every day. “They talk to each other all the time–why do they need the standup? I can’t see the
I work hard on my speaking skills–not just how I present myself on the platform, but also the content of what I say, and how I present that. I’ve almost converted to Keynote, but occasionally still use PowerPoint. For AYE, we don’t use any PowerPoint (or equivalent) at all. Here’s why. If you scroll down,