Sat.Nov 18, 2017

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The ESP connection

The Lazy Project Manager

The following is an extract from my new book ‘How to get Fired at the C-Level: Why mismanaging change is the biggest risk of all’ in association with my friends at Tailwind Project Solutions – previous extracts followed a series of 5 Challenges that I think every organisation should consider, and consider very carefully – and now we will look at the 5 tests of control: Another quick test of control is the ‘Executive board to Sponsor to Project Manager’ relationship or the ‘ESP’ connection test.

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Plans without resource control

Musings on Project Management

I've been involved in a frustrating project for a while now: My sponsor only understands fixed scope, price, and schedule All my resources work for 3rd parties The 3rd parties' interests only partially align with my sponsor's interests My sponsor can make no commitments of resources since the sponsor "owns" no resources My sponsor keeps asking for a project plan -- mostly, a project schedule

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Fallacy of the Day

Herding Cats

Requirements, as traditionally used, are a separation tool. To separate the "thinkers" from the "doers". In software this is a HUGE mistake! This conjecture is a fallacy. The purpose of requirements elicitation, use, and implementation of the requirement that result in outcomes is to ensure that an organization and, all its participants, have a shared understanding of the needs and expectations of those work outcomes in the form of business, technical, and operational Capabilities.

2007 31
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Thought for the Day

Herding Cats

Carl Popper, in The Open Society and Its Enemies , speak to a paradox of tolerance and intolerance. Less well known is the paradox of tolerance: Unlimited tolerance must lead to the disappearance of tolerance. If we extend unlimited tolerance even to those who are intolerant, if we are not prepared to defend a tolerant society against the onslaught of the intolerant, then the tolerant will be destroyed, and tolerance with them. — In this formulation, I do not imply, for instance, that we should

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Understand Digital Debt, Form a Team, Set Goals, and Plan Roadmap for Transformation

Understanding digital debt is crucial before digital transformation. Assemble a team to assess internal operations, market pressures, and digital debt's impact. Define future digital vision with measurable goals. Refine hypotheses and conduct market analysis. Develop a roadmap for transformation with defined projects, cost estimates, and governance.