My most recent management myth is up on Techwell, Management Myth #8: I Can Still Do Significant Technical Work. I see managers catch themselves in this one all the time. Maybe you do too. Maybe you disagree with me. Comment over there, please. BTW, This article is a partial attempt to answer the question, “How […]
I have another management myth, this one about ranking systems posted up at Techwell. This one, We Can and Must Have an Objective Ranking System, I suspect will generate much discussion. Be my guest!
I’ve had a confusing couple of weeks. First, a nice gentleman who was considering my job search book (in beta) told me he was seeing potential virus notifications on Hiring Technical People. Well, that seemed strange. But, then another colleague who’d participated in my Peer Project Portfolio Coaching also saw the notifications. With two PC-running
Using Checkins to Create Transparency Do You Want to Work More Effectively in Geographically Distributed Teams? In preparation for our geographically distributed teams webinar last week, Shane and I asked people what their greatest challenge was for their teams. Many of the comments were about communication and trust. One question was this: “How can I help
One of the most difficult parts of project portfolio management is deciding how to rank the projects — that is, determining which projects should be done now, later, and, most importantly, never. There are several ways to rank a project portfolio. Each is useful in specific situations and not so useful in others. But all
Simone, a French project manager, emailed me. “Johanna, we are having trouble getting the people together. These people worked together before on the previous release. But on this release, they are not working together. I’ve done these things,” and she listed a number of smart ideas. I replied by email, “Where’s the project charter with
A Workshop with Johanna Rothman and Shane Hastie, Pleasanton, CA, April 17-18, 2012. Geographically distributed projects are a reality in many organisations today; teams spread across multiple locations – diverse cities, states, countries, cultures and time zones. How can you work effectively in a geographically distributed agile team? Can a distributed team really go agile?
I missed one presentation in my last post. At Oredev, I had an opportunity to speak with the PMI Sweden folks (at least, the southern Sweden folks). I talked about Agile Program Management, and discussed my current thinking about agile program management. As I’ve been working with clients, I’ve been updating my thinking—what a surprise
I spent the most recent four weeks conferencing. I had a blast. Because I kept traveling, I nicknamed this series of conferences my “Northern Hemisphere Conference Tour.” I’ve posted the slides on slideshare.net. Oct 24-Oct 28, I was in Vancouver, BC at Much Ado About Agile 2011. I delivered a keynote entitled, “Where is Agile
Workshop Objective: If you’re managing multiple concurrent projects or a series of releases, you’re managing programs. This workshop will help you learn multiple approaches to uniting your projects or keeping your series of releases on track using agile approaches. Workshop Overview: Program managers make the strategic decisions across the organization for the good of the total product.