Every so often someone asks me, “So, have we got the green light for Project Blah?” There is always some project that’s particularly exciting, and anticipated by team members, and … Continue reading You don’t need just one green light for a project
I often talk to people about their “value statement”—a statement of the value of their programme or project. But how do we make our value statement most effective? From my … Continue reading What makes a good value statement?
One of the challenges with speaking to senior stakeholders—and really I mean the stakeholders who sign the cheque that pays for our work—is being able to promise them something that … Continue reading Stakeholder commitments on a sliding scale
I was asked recently about the ideal relationship between the architecture and development functions within an organisation. In some sense the ideal relationship can take many forms, because the shape … Continue reading The development/ architecture feedback loop
Last week I was speaking to someone who asked what I considered the most important aspects of agile that I would seek in a team. One of the items on … Continue reading Running like clockwork allows improvement
I once worked on a project where the key sponsor was particularly keen to get our work in progress up on the office walls. He had more significant wishes, too … Continue reading Putting things on walls aids collaboration
There’s a principle in modern project management called “the last responsible moment”. Or, more precisely, delaying a decision until the last responsible moment. There’s sometimes some semi-mathematical talk around this … Continue reading The emotional cost of having options