Management Myth About Experts Posted
I have another management myth column posted over at Techwell: Management Myth #2: Only ‘The Expert’ Can Perform This Work. What do you think? Please comment over there.
MPD
management
Articles
Management Myth #2: Only ‘The Expert’ Can Perform This Work
How many times have you seen this in your projects: You need something specific done such as a new database, or a specific user interface designed, or you need a release engineer, or a user interface designer, or a part of the system tested and the normal person who does that work is not available?
MPD
Management Myth, Myth of 100% Utilitization Posted
I have an article posted at Techwell, Management Myth #1: The Myth of 100% Utilization. This myth has always been a problem. It’s even more of a problem now as more organizations transition to agile. People need time to think. They need time to adapt to their current circumstances. They need time to create their
Articles
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
newsletter
Three Myths and Three Tips
Vol 8, #8: Three Myths and Three Tips I have been fortunate this year to be working and speaking internationally. And, almost everywhere I go, some manager or project manager takes me aside. “Johanna, can I ask you a crazy question?” I always answer that I’m sure the question is not crazy. The manager shakes
agile, MPD
Leadership, Management, Transitioning to Agile
I’ve been working with several management teams who want me to train them or their project managers to take over the agile training. It’s not unreasonable from their perspective—it’s how they’ve transitioned to all the other process improvement approaches over the years. Except, none of the other process improvement approaches have been built on the
Syllabus
Workshop: Transitioning to Agile for Other Managers
Workshop Objective: Maybe your team has come to you with a request/demand to do “Agile.” But you can’t tell what you’ll get if they do. If you’ve become accustomed to the artifacts from a phase gate lifecycle (or even a strictly iterative or strictly incremental lifecycle), moving to iterative/incremental development is quite difficult. Not only is
agile, MPD
Economics, Models, and Money
Israel Gat had a great Agile Cutter Advisor recently, the Friction of Agile (registration required). He discussed the friction of agile going up in geographically distributed teams because of the dis-economies of assimilation (the space-time continuum problem, and the issue of under-funding the infrastructure of the non US-based teams). He had a stunning (to me)
agile, MPD
Reducing Your Own WIP and Yves' Who Is Series
As a business owner, I have to remember to manage my own WIP, work in progress. Yves Hanoulle recently wrote about his own encounter with his wip limits, and what he decided to do it with respect to his “Who Is” series. When you are a manager, program manager, project manager—anyone who leverages the work
agile, MPD
New Manager, New Product Owner, Too Much Work
I recently spoke with a colleague who’s a little confused. John was just promoted to being the development manager in a small organization. He’s used to doing lots of work—whatever needs to be done, he does. Now, he’s managing 6 developers in an organization that’s trying to move to agile. No, they haven’t had any