From Voices on Project Management:
By Lynda Bourne
As you may know, any monitoring and control process has three components. The first is establishing a baseline that you plan to achieve, the second is comparing actual progress to the plan to see if there are any differences, and the third is taking corrective or preventative …
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From Voices on Project Management:
By Peter Tarhanidis
Artificial intelligence is no longer a tool we’ll use on projects in the future. Right now, many organizations are formalizing the use of advanced data analytics from innovative technologies, algorithms and AI visualization techniques into strategic projects.
The matu…
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From Voices on Project Management:
By Wanda Curlee
I recently flew across the country with my two grandchildren, both under the age of three. While their mother was with me, we were not seated together., so I was understandably a little concerned about the trip. (And for the people around me.)
The trip did make me wonder, howev…
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From Voices on Project Management:
By Dave Wakeman
How do we present ourselves to our teams? That’s something I didn’t think about deeply until recently, when I started hanging out with Harrison Monarth, author of Executive Presence: The Art of Commanding Respect Like a CEO.
I had considered it, of course…
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There are many implications involved with ignoring the data or choosing to overlook the outcome knowledge at one’s disposal. However, we often punish bad outcomes without truly understanding the bad decisions that led to them. See the story of Husband E. Kimmel, Commander in Chief of the United States Fleet during the Pearl Harbor attack in 1941, who was summarily relieved of his command ten days later. Fischoff wrote of experiments conducted in which subjects were asked to judge historical events that, “a past which is inordinately barren of surprises provides an inordinately weak test of the hypotheses applied to it (Popper, 1965). The judge who perceives a relatively surprise-free past may feel little compulsion to change the hypotheses which guided him in viewing that past. Thus, the very outcome knowledge which gives him the feeling that he understands what the past was all about may prevent him from learning anything from it.” (Fischhoff, 1974). Something to consider as we read Lynda Bourne’s Beware the Dangers of Technical Debt.
Fischhoff, B. (1974). Hindsight-foresight: The effect of outcome knowledge on judgment under uncertainty. PsycEXTRA Dataset, 1-29. doi:10.1037/e459202004-001
From Voices on Project Management:
By Lynda Bourne
Have you ever experienced technical debt on a project? As the debt builds up, everything looks good from the outside. However, when the crunch comes and that debt has to be repaid, a major reversal in fortune can occur.
Technical debt refers to the costs of having to go bac…
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From Voices on Project Management:
Business Transformation in Disguise
By Jess Tayel
In the quest to uplift capabilities, better serve customers, improve the bottom line or acquire market share, organizations rely on a mix of projects and programs.
Some projects are scored as critical and complex. Some organizations have a c…
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From Voices on Project Management:
There are fundamentally two types of organizations: functional and projectized. Of course, between those there are various combinations of functional and projectized in the form of matrix and hybrid.
Every organization type has its own advantages and disadvantages, but from the project point of v…
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This post resonated with me in particular as I am either coaching or directly involved with my three Kids’ baseball, softball, and basketball teams. I try and focus on teaching the the concepts of teamwork, communication, strategy and organization, and self-discipline. All qualities that are highly desirable in the work environment and very often not easily achieved.
From Voices on Project Management:
by Dave Wakeman
I’ve been doing some reading on leadership. I don’t know exactly what brought the topic to mind, but I think it’s a combination of coaching my 9-year-old son’s soccer team and seeing institutions struggle to get people to take responsibility for their actio…
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From Voices on Project Management:
By Ramiro Rodrigues
Recently, an acquaintance pointed out to me that the projects environment is susceptible to chaos. In his view, all it takes is a lack of effective leadership. If leaders aren’t constantly focused on solving the problems that occur in an environment of resistan…
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From Voices on Project Management:
by Christian Bisson, PMP, PSPO, PSM
In agile, users are everything. So it only makes sense that users—anyone who will use or interact with your product—should be a team’s main focus. In order for the product to be viable, whatever is produced must bring them value.
But it&rsq…
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