If you can’t do the most important project work first, expect to overrun. Doing project work generally yields any of three results: either you complete the work in good time, you overrun, or more work comes out of it. They are not all mutually exclusive. The problem with projects is that work tends not to … Continue reading
There’s a snappier title for this blog post, but it’s not mine. It comes from Tim Lister, who says: “Risk management is project management for grown-ups”. This is in his book, co-authored with Tom DeMarco, and also the title of his 2014 QCon London presentation. And maybe that’s all there is to say… but the … Continue reading
I once worked with the CEO of a company with too many products, and he took it upon himself to cut down the product portfolio dramatically so that the company could focus on what was most worthwhile. During one such meeting someone must have said how it was going to be very difficult to tell … Continue reading
My daughter and I are currently reading Lemony Snicket’s very entertaining “Who Could That Be At This Hour?”, a book in the series of “All The Wrong Questions”. And there is a constant refrain I think is very useful: The map is not the territory. The book tells the story of Mr Snicket’s apprenticeship as … Continue reading
Last week I came across a post by my friend Kelly Waters, in which he bemoaned the many competing Agile methodologies, and said that he thought “the best advice is to go back to basics and apply those basic principles without layering over them a whole tonne of processes“. I agreed, but didn’t add my … Continue reading
The other day I was listening to BBC Radio 4’s Thinking Allowed, which on this occasion focused on “Platform capitalism”. This is the world of Uber, AirBnB, and TaskRabbit, in which the company in question acts as a broker between those able to offer a service and those seeking it. Being Thinking Allowed it focused … Continue reading
How do we tackle a piece of investigation in an incremental manner? It’s much easier when we’re delivering a tangible thing—we stand up at our show and tell, and say “Last time we showed you we could do X, now we can show you we can also do Y.” But for investigation work it’s not … Continue reading
Most project teams I work with prioritise their work in a simple order: most important, second most important, etc. But sometimes people still use the MoSCoW method, and I find this leads to problems. MoSCoW stands for Must, Should, Could, Won’t—it’s a way of categorising deliverables into one of four buckets. The Musts get done … Continue reading
There are lots of things that make an effective team, but one of the most important, I’ve found, is to make sure they have a clear and meaningful goal. Part of this is to separate the goal (or the benefit, or the value) from the way they’ll achieve it (the solution), and then make them responsible … Continue reading
I was speaking to my friend Matt Hosking, recently, about the problems with making the time to collaborate when an organisation is in the process of adopting agile. We often speak to people who feel that collaboration, as emphasised by agile approaches, is an additional time sink. They feel they need to do all their … Continue reading
