I don’t normally pay much attention to these kinds of things, but what the heck, this will give Jurgen a link back. Jurgen has collated the Top 100 Blogs for Development Managers (Q3 2008). I have no idea if he will continue to do this quarter after quarter (!). I’m glad that other people find […]
If you’ve never been a victim of Medieval software project management, wow, I’m impressed. You don’t have to read the rest of this post. But if you’ve ever tried to break free of a legacy product/project, and haven’t been able to, you are not alone. The problem is we can’t create a knowledge management system
In Knowledge Management Needs to be Agile, Too, I said If you put people in competition with each other *in any way*, they will have dis-incentives to share their knowledge. John, in his comment on that post, said it seemed intuitive, but was having trouble articulating why. I’m here to help 🙂 Some of my
I’ve been reading Jeffrey Kaplan’s book, Strategic IT Portfolio Management, as part of my research for my project portfolio book. He says something astounding (I’m paraphrasing a sentence on p.73): Managers intuitively know when their projects are not delivering sufficient value. Wow, that has not been my experience at all. My experience is that managers
Summary: Drawing up a to-do list sounds like a logical starting point when you want to prioritize your workload. But if you have an extra-long list of tasks, the list you should start with is the not-to-do list. Doing so forces you to take an extra hard look at what you’re doing and if you should
Part of my consulting practice is to perform assessments. Sometimes, those assessments discover misalignments between IT and the business. Misalignments show up as “problem” projects, “inadequate” testing, and other typical problems in IT. It turns out, though, that many IT misalignment problems can be solved by small changes in IT work processes. With 10 years
I was talking with a new manager recently, and she was explaining what she had to tell a new employee (a co-op, but an employee). “I told him he had to be here by 9am every day he works. He can eat lunch from 12 to 1, and then he should be back at his
I’m still catching up on posting links where either I or other people had aha moments: TMI’s One-on-Ones discusses a bunch of things about one-on-ones, something Esther and I have been talking about forever (as well as in Behind Closed Doors.) David Carlton explains how he adapted one-on-ones. (For the record, I love it when
I gave a talk at a local ICCA chapter last night, and met a project manager who told me he was managing 7 projects. I must have lost my poker face, because he chuckled and said, “Well, you do what you can with that many projects.” You do. And I don’t buy that you’re actually
Janice strode down the hall and made a sharp right at a cubicle decorated with dragons. “Hey, Steve, got a minute? I need your help with a problem.” “Janice, the last time you asked me for my help, I got stuck in that installation mess. I appreciate being one of your team leads, but I