Do You Have an Abundance or Scarcity Mindset? Have you met people at work who believe in zero-sum games, with one winner and one loser? “You must do my project. I don’t care about anyone else.” That you-against-me is an indication of a scarcity mindset. Some people believe in the abundance mindset where, together, we create […]
If you read my Three Alternatives to Making Smaller Stories, you noticed one thing. In each of these examples, the problem was in the teams’ ability to show progress and create interim steps. But, what about when you have a “wicked” problem, when you don’t know if you can create the answer? If you are
When I was in Israel a couple of weeks ago teaching workshops, one of the big problems people had was large stories. Why was this a problem? If your stories are large, you can’t show progress, and more importantly, you can’t change. For me, the point of agile is the transparency—hey, look at what we’ve
We often think about a succession plan for managers. But, if you’re not thinking about a succession plan for your technical team, you’re falling prey to local shortages, and hiring the same old kinds of people. You’re not getting diverse people. That means you may not be able to create innovative, great products. It also
This post is continued from Cost, Value & Investment: How Much Will This Project Cost, Part 1 We’ve established that you need to know how much this project will cost. I’m assuming you have more than a small project. If you have to estimate a project, please read the series starting at Estimating the Unknown:
I’ve said before that you cannot use capacity planning for the project portfolio. I also said that managers often want to know how much the project will cost. Why? Because businesses have to manage costs. No one can have runaway projects. That is fair. If you use an agile or incremental approach to your projects,
I was thinking about the Glen Alleman’s post, All Things Project Are Probabilistic. In it, he says, Management is Prediction as a inference from Deming. When I read this quote, If you can’t describe what you are doing as a process, you don’t know what you’re doing. –Deming I infer from Deming that managers must
Did you see Recruiting Animal’s review of Manage Your Job Search? It’s terrific. One of the things I like best about his review is that he talks about each section of the book and explains what he likes about each section. In his review, he has a great tip on how to introduce yourself. Go
I’m not a fan of using schedule or cost estimate as a way to value the projects in your project portfolio. If you do, you are likely to miss the potentially transformative projects or programs. In Manage Your Project Portfolio, I have an entire chapter devoted to ways to evaluate your project portfolio: business value
In Manage Your Job Search, I discuss a number of traps. A common one is “spray and pray” for your resume. Spray-and-pray is when you send your resume everywhere, without thinking of your target market. You are not perfect for every job. Every company is not perfect for you. Do not apply everywhere. Instead of