context switching

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Management Myth #1: The Myth of 100% Utilization

A manager took me aside at a recent engagement. “You know, Johanna, there’s something I just don’t understand about this agile thing. It sure doesn’t look like everyone is being used at 100 percent.” “And what if they aren’t being used at 100 percent? Is that a problem for you?” “Heck, yes. I’m paying their

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Take a Stand—Yes or No, Not Maybe

Edna sprinted down the hall to her next meeting. “Edna, wait up,” her boss yelled. “What do you want, Wayne. I’m in a rush to get to this meeting,” she said. “I want you to run another project for me. It’s about …” Edna interrupted, “Wayne. Stop right there. We had this discussion last month

MPD, multitasking

Convincing Management That Context Switching Is a Bad Idea

A few weeks ago, I republished an article originally published in Better Software: Convincing Management That Context Switching Is a Bad Idea on the AYE site. I’d received no feedback about the article when it was published, so I wanted to generate some discussion about my ideas. I did generate a little discussion. Don Gray

Articles

Convincing Management That Context Switching Is a Bad Idea

The last few times I’ve taught project management, I’ve explained that multi-project context switching wastes time. The project managers agree with me. But then they ask the question, “How do I explain this to my management? They refuse to believe me.” Managers, especially senior managers, don’t believe context switching wastes time because all they do

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Multiprojecting: Progress by Illusion

Your CIO has two projects he wants finished in the next month. “We can share this project manager and that test team on both of these high-priority projects,” he declares confidently. “The projects are small enough that the teams should be able to make progress.” Two weeks later, the CIO realizes neither project is progressing

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