Does your organization use a PMO as a way to manage the various P functions: project, program, and portfolio management? Plenty of organizations do use PMOs. However, I rarely see them as effective in furthering the organization’s operational excellence or the strategy. Instead, I too often see them as yet another function that creates delays […]
If you are like most people I know, you have way too many meetings. That leads to an overcrowded calendar and delayed decisions. Worse, it means the time you spend in meetings prevents you from doing “your” work, whatever that work is. That’s especially important the more responsibility you have. The greater your responsibility, the
When Mark, my husband, and I moved into this house a decade ago, we faced the problem many other people face: what to keep and what to toss (or recycle, etc.). Mark had a particularly difficult time with the kitchen drawer that held all the old baby dishes and utensils. I wanted to toss everything
Several of my clients are trying to do the impossible right now—plan their portfolio for an entire year. Or plan their product backlogs for eighteen months or longer. When I ask them how well that’s worked for them in the past, they often say, “Our planning works great. Our execution? Not so well.” That’s my
In product development, we often use the words, “user” and “customer” interchangeably. But they mean different things depending on the type of product you create. I wonder if it’s time to stop talking about “customers” altogether. It’s time to clarify who we want to satisfy, so we can make better product decisions. Here are my
Brandon, a senior leader, asked, “What is all this hype about agile frameworks and models and practices? Do I really need all that stuff?” I shook my head and grinned. “Nope. Instead, practice this: make change easy, so you can learn from it. That allows you to change again and faster. Especially for management.” “That’s
At a recent client, a senior leader, Tim, said, “We realize we can’t do everything, but we don’t know how to get a handle on what we need to do.” We talked about what they measured and how long it took them to make decisions. (See Why Minimize Management Decision Time.) Tim explained that they
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
Most managers I see feel a ton of pressure for delivery. The managers need to “deliver” more projects, products, and features. That pressure rolls down to the teams. Too often, the team hears, “Can you just do a little more?” That often leads to the so-called “quiet quitting” problem. The problem isn’t quiet quitting. The
Many agile teams and product leaders assume they can make many product decisions on their own. They do have some constraints, such as “this kind of customer” and “these kinds of problems.” However, as the teams work together and explore the product, they assume they can decide on the designs and architecture. Product leaders assume