Johanna Rothman, Management Consultant
Expert in Managing Product Development
Many of us focus on how efficient we can be. Many of our organizations want to maximize our output for every minute and hour of work. However, if we focus on effectiveness first, we create better outcomes for everyone. We don’t waste time working on things that don’t matter. An Example of Moving from Efficiency …
Continue reading “Leadership Tip 12: Focus on Effectiveness, Not Efficiency”
A potential client called me. “What’s a good tool to see the state of my projects? I need a tool.” I asked, “What problems do you see?” “Everything is late. No one’s synchronized. I can’t tell where the projects are.” “How many projects do you have in progress?” “At least 100.” (I was pretty sure …
Continue reading “Project Portfolio Problems Masquerade as Project Problems”
If you are like most people I know, it doesn’t matter what approach you take to your projects—your manager has too much work for you to do. Instead of a potential career-limiting conversation, frame the conversation so you can show your manager you’re considering his or her perspective. Here are some options for how to …
I’ve been working with several managers at organizations large and small, who want to capitalize their software “earlier.” These managers have some strongly-held beliefs about the people: People are resources Resources can multitask on several projects at a time If “headquarters” does the difficult work, you can move the “grunt” work to lower wage areas …
Do estimates make you slightly crazed? Maybe you want to roll your eyes at the organization’s confusion between your estimate (guess) and a commitment. You’re not alone. I wrote an article about estimation, How to give IT project estimates—and when not to estimate at all. If you’ve ever struggled with estimating work, give it a read. …
Continue reading “Estimation Article Posted: When to Estimate and When Not to Estimate”
Projects have problems. That’s why we select life cycles, approaches, and apply risk management as we proceed so we can manage these problems. What’s your #1 project problem? The nice folks at Mavenlink identified 5 major challenges in project management. Here are the top 3: Project plans and scheduling are not aligned (45%) Contention for …
I’ve been teaching workshops these last few weeks. A number of the participants think that they need to create great estimates. I keep hearing, “I have to create accurate estimates. My team needs my estimate to be accurate.” I have found that the smaller the work, the better the estimate. If people work as a team, …
I was problem-solving with a potential client the other day. They want to manage their project portfolio. They use Jira, so they think they can see everything everyone is doing. (I’m a little skeptical, but, okay.) They want to know how much the teams can do, so they can do capacity planning based on what …
Continue reading “Capacity Planning and the Project Portfolio”
In Cost of Delay: Not Shipping on Time, Part 1, I introduced you to the notion of cost of delay. I said you could reduce the cost of delay by managing your projects: have shorter projects, using release criteria, or selecting a lifecycle that manages the risk. Sometimes, you don’t have short projects, so projects …
Continue reading “Cost of Delay Due to Multitasking, Part 2”
Do you know about the Cost of Delay? It’s the way to think about the revenue you can lose plus the cost of continued development. One of my managers many years ago had a back of the napkin approach to cost of delay. “Johanna, we want to ship this product in the second quarter this …
Continue reading “Cost of Delay: Not Shipping on Time, Part 1”