Manage Your Project Portfolio

Manage Interruptions with Defensive Project Portfolio Management

Here’s a scenario I see in all kinds of businesses. Your team has product-focused work. And, the team also has “fast” response-required, ad hoc work: Production support, when something breaks. You need to fix this right away. Provide technical support when people have questions. The team needs to answer these questions on a “timely” basis. …

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Agile Approaches Offer Strategic Advantage; Agile Tools are Tactics, Part 4

I started this series with observations that my clients appear to confuse strategy and tactics. They think agile approaches are tactics and agile tools are part of their strategy. That’s why they want to Buy an agile approach. And that’s why they want to Customize and then standardize on tools. This post is about this …

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Agile Approaches Offer Strategic Advantage; Agile Tools are Tactics, Part 3

In Part 1 and 2 of this series, I wrote about how an agile approach might offer strategic benefits. And because an agile approach changes your culture, I said the agile approach was part of your strategy. So let’s ask this question: Can any tool—agile or otherwise—offer you a strategic advantage? (I don’t see how, …

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Purpose vs. Product: Differentiate Your Strategy from Tactics (Portfolio & Roadmaps)

I’m struggling to write several posts and I realized I need to define my terms. I keep seeing managers confuse the strategic and tactical. That leads to large and unchangeable roadmaps and a lot of emphasis on predictability. I don’t know how to offer the level of predictability they want for large and unchanging work. …

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Leadership Tip #10: Commit Coherent & Meaningful Work to a Team

Many managers feel the need to get more and more done. They feel pressure from customers and salespeople for more features or products. Or the managers might feel the need for more revenue. So they start many projects. When teams have too many projects, teams take longer to finish. This means all that pressure continues …

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Modern Management: Build Empathy with the People Who Do the Work

Modern Management: Build Empathy with the People Who Do the Work Here’s a scenario I see too often in organizations. The product teams are supposed to work on several products “at once.” They have several goals for their work, not one specific goal. Why? Because the managers feel too much pressure to reduce the organizational …

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Why Shared Services “Teams” Don’t Work with Agility

One of my clients wants to use shared services “teams” as they start their agile transformation. Their developers work on a product for months and years at a time. However, the testers and UI people are part of pools of people. The organization calls these testers and UI people, “shared services.” Shared service-thinking denies the …

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