2008-03-31
A Very Personal Hedgehog Revisited
It's more than 4 years since I posted one of the most popular entries at AgileManagement.Net, Personal Hedgehog Concept. I was challenged by a reader comment to give my own take on the Personal Hedgehog idea and how I was working on it. I've given a full reply over at our new corporate blog at Modus Cooperandi. It's appropriate because it is indeed the formation of Modus Cooperandi that represents the realization of my own Personal Hedgehog Concept. I'll be...
It's more than 4 years since I posted one of the most popular entries at AgileManagement.Net, Personal Hedgehog Concept. I was challenged by a reader comment to give my own take on the Personal Hedgehog idea and how I was working on it. I've given a full reply over at our new corporate blog at Modus Cooperandi. It's appropriate because it is indeed the formation of Modus Cooperandi that represents the realization of my own Personal Hedgehog Concept. I'll be...
[03:29 | David J. Anderson]
A Failure Tolerant Culture Leads to Success
The Great Britain cycling team has just won an unprecedented 9 gold medals at the World Track Championships, held this year in Manchester, England. While home advantage might count for something, this article on BBC News is telling. Director of Performance, David Brailsford is clearly a leader who understand the importance of the W. Edwards Deming principle of first you drive out fear (point 8 of his 14 Points of Management). Brailsford puts his failure tolerant attitude at the top...
The Great Britain cycling team has just won an unprecedented 9 gold medals at the World Track Championships, held this year in Manchester, England. While home advantage might count for something, this article on BBC News is telling. Director of Performance, David Brailsford is clearly a leader who understand the importance of the W. Edwards Deming principle of first you drive out fear (point 8 of his 14 Points of Management). Brailsford puts his failure tolerant attitude at the top...
[03:29 | David J. Anderson]
APLN Fridays
Recently, I've come to realize that I don't make enough out of my contribution to the APLN and the community contribution I make through it and this blog. I've added my APLN Board Membership to my resume and my LinkedIn Profile. I've also decided to dedicate every Friday, when I'm not working with clients, that is, every Friday that I'm in my office in Seattle, to APLN related work. Currently, that means planning the forthcoming APLN Leadership Summit in Seattle....
Recently, I've come to realize that I don't make enough out of my contribution to the APLN and the community contribution I make through it and this blog. I've added my APLN Board Membership to my resume and my LinkedIn Profile. I've also decided to dedicate every Friday, when I'm not working with clients, that is, every Friday that I'm in my office in Seattle, to APLN related work. Currently, that means planning the forthcoming APLN Leadership Summit in Seattle....
[03:29 | David J. Anderson]
An Open Source Digital Kanban Board for TFS
I'm sure more than a few of my readers will be interested in this. Martin Hinshelwood has started a project to deliver an open source Kanban UI for Team Foundation Server, similar to the one that Darren Davis created at Corbis. I'd like to give Martin every encouragement with this effort. Why not leave him an encouraging comment?... Related Posts: Digital Whiteboard Experiment, Return of the Sticky Buddy, Do you have your Sticky Buddy?
I'm sure more than a few of my readers will be interested in this. Martin Hinshelwood has started a project to deliver an open source Kanban UI for Team Foundation Server, similar to the one that Darren Davis created at Corbis. I'd like to give Martin every encouragement with this effort. Why not leave him an encouraging comment?... Related Posts: Digital Whiteboard Experiment, Return of the Sticky Buddy, Do you have your Sticky Buddy?
[03:29 | David J. Anderson]
Announcing Modus Cooperandi
26 years ago I started my first business working with 3 school friends developing and selling computer games for the Sinclair ZX81 computer. It's amazing to think that it is almost 20 years since I ran my own business and could call myself an entrepreneur. Well I'm finally getting back to my roots. And again it is with 3 friends whom I've known and worked with for several years, Jim Benson, Corey Ladas and Daniel Vacanti. Together we have just...
26 years ago I started my first business working with 3 school friends developing and selling computer games for the Sinclair ZX81 computer. It's amazing to think that it is almost 20 years since I ran my own business and could call myself an entrepreneur. Well I'm finally getting back to my roots. And again it is with 3 friends whom I've known and worked with for several years, Jim Benson, Corey Ladas and Daniel Vacanti. Together we have just...
[03:29 | David J. Anderson]
Kanban and Real Options in Dallas
Feb 22nd is the next chance to see me present the kanban approach to software engineering, at the APLN Leadership Summit in Dallas. Chris Matts is presenting Real Options on the same morning and this is great opportunity to see us both on the same day and understand how kanban and real options combine as a very powerful solution for scheduling and prioritization for optimal value delivery. Please support the APLN by signing up for the conference and coming along...
Feb 22nd is the next chance to see me present the kanban approach to software engineering, at the APLN Leadership Summit in Dallas. Chris Matts is presenting Real Options on the same morning and this is great opportunity to see us both on the same day and understand how kanban and real options combine as a very powerful solution for scheduling and prioritization for optimal value delivery. Please support the APLN by signing up for the conference and coming along...
[03:29 | David J. Anderson]
Purging the Kanban Backlog
One of the PM's in our office calls it a "clean out." From time to time you should purge your kanban backlog to keep it fresh and relevant. The backlog is either a set of requirements for a project or program or a set of change requests for a sustaining engineering effort. There will always be new backlog incoming as the business changes and people have new ideas. Depending on this incoming rate compared to throughput of software delivery, the...
One of the PM's in our office calls it a "clean out." From time to time you should purge your kanban backlog to keep it fresh and relevant. The backlog is either a set of requirements for a project or program or a set of change requests for a sustaining engineering effort. There will always be new backlog incoming as the business changes and people have new ideas. Depending on this incoming rate compared to throughput of software delivery, the...
[03:29 | David J. Anderson]
Enterprise Scale Continuous Integration
Back in January when I spoke at the OOP conference in Munich, I described how I didn't believe that continuous integration scaled to enterprise level. Indeed, we hadn't managed to make it work. What we were doing was taking a more Lean approach to integration - little and often - and moving to fewer codelines. We were achieving this by implementing latent code patterns that enabled several projects to live in the same environment and avoid the problem of new...
Back in January when I spoke at the OOP conference in Munich, I described how I didn't believe that continuous integration scaled to enterprise level. Indeed, we hadn't managed to make it work. What we were doing was taking a more Lean approach to integration - little and often - and moving to fewer codelines. We were achieving this by implementing latent code patterns that enabled several projects to live in the same environment and avoid the problem of new...
[03:29 | David J. Anderson]
Bugs and Kanban
Corey Ladas takes a look at two ways to treat bugs in a kanban system. The second option is the more challenging. It requires patient courageous management. My feeling is that option 2 will produce the net higher velocity (and throughput) in the long term because it teaches the team to really focus down on prevention of bugs while option 1 treats bugs as part and parcel of the business of software development. While option 1 will suffer a throughput...
Corey Ladas takes a look at two ways to treat bugs in a kanban system. The second option is the more challenging. It requires patient courageous management. My feeling is that option 2 will produce the net higher velocity (and throughput) in the long term because it teaches the team to really focus down on prevention of bugs while option 1 treats bugs as part and parcel of the business of software development. While option 1 will suffer a throughput...
[03:29 | David J. Anderson]
2008-03-26
How Many Projects Are You Managing?
I gave a talk at a local ICCA chapter last night, and met a project manager who told me he was managing 7 projects. I must have lost my poker face, because he chuckled and said, “Well, you do what you can with that many projects.” You do. And I don’t buy that you’re actually managing them, or more than one of them. Sure, you might be doing damage control, or helping people see that they have a disaster. But...
I gave a talk at a local ICCA chapter last night, and met a project manager who told me he was managing 7 projects. I must have lost my poker face, because he chuckled and said, “Well, you do what you can with that many projects.” You do. And I don’t buy that you’re actually managing them, or more than one of them. Sure, you might be doing damage control, or helping people see that they have a disaster. But...
[10:48 | Johanna Rothman]
2008-03-13
Video Interview Posted at InfoQ
Deb Hartmann interviewed me (video and audio!) at Agile 2007. We mostly talked about schedule games from Manage It. (We briefly discussed Behind Closed Doors: Secrets of Great Management and Hiring the Best Knowedge Workers, Techies & Nerds.) For those of you who’ve met me and are wondering, “Where are Johanna’s glasses?” They’re in my lap. They were reflecting too much, so I took them off. Luckily I could see well enough to have a conversation with Deb.
Deb Hartmann interviewed me (video and audio!) at Agile 2007. We mostly talked about schedule games from Manage It. (We briefly discussed Behind Closed Doors: Secrets of Great Management and Hiring the Best Knowedge Workers, Techies & Nerds.) For those of you who’ve met me and are wondering, “Where are Johanna’s glasses?” They’re in my lap. They were reflecting too much, so I took them off. Luckily I could see well enough to have a conversation with Deb.
[14:55 | Johanna Rothman]
2008-03-09
Manage It! Won a Productivity Award
I’m pleased and excited to announce that Manage It! won a Jolt Productivity award. They announced the awards with all the productivity awards on one slide, and we were supposed to stand up when our names were announced. They then do a drum roll and announce the Jolt winner for that category. I saw Manage It! and my name on the slide and that was it. I jumped up right away, I was so excited. Maybe I’ll be more mature...
I’m pleased and excited to announce that Manage It! won a Jolt Productivity award. They announced the awards with all the productivity awards on one slide, and we were supposed to stand up when our names were announced. They then do a drum roll and announce the Jolt winner for that category. I saw Manage It! and my name on the slide and that was it. I jumped up right away, I was so excited. Maybe I’ll be more mature...
[14:30 | Johanna Rothman]
2008-03-05
Interview Posted
David Daly interviewed me, PM Interviews: Johanna Rothman by email. I answered in American spelling and he translated into UK/English spelling
David Daly interviewed me, PM Interviews: Johanna Rothman by email. I answered in American spelling and he translated into UK/English spelling
[18:27 | Johanna Rothman]
Portfolio Management Article Posted at PM Boulevard
PM Boulevard just published How Often Should You Review the Project Portfolio?. You have to be a member to see whole article (membership is free). You can’t leave comments there, so please leave them here.
PM Boulevard just published How Often Should You Review the Project Portfolio?. You have to be a member to see whole article (membership is free). You can’t leave comments there, so please leave them here.
[18:23 | Johanna Rothman]
2008-03-04
When You’re in Chaos, Try Baby Steps
About a month ago, I spoke with a project manager who’d inherited a project in chaos. No one was making progress. He was stumped–he’d never worked on a project where the developers couldn’t do anything, the testers couldn’t do anything, and time was just slipping away. I suggested he try baby steps. What’s the first thing the project needs to deliver? Just focus on one small thing. He did have an answer, but the feature was large. He thought it...
About a month ago, I spoke with a project manager who’d inherited a project in chaos. No one was making progress. He was stumped–he’d never worked on a project where the developers couldn’t do anything, the testers couldn’t do anything, and time was just slipping away. I suggested he try baby steps. What’s the first thing the project needs to deliver? Just focus on one small thing. He did have an answer, but the feature was large. He thought it...
[13:07 | Johanna Rothman]
2008-02-27
Great Review of Manage It!
Dave posted his review of Manage it! Your Guide to Modern, Pragmatic Project Management. A quote: Here’s what I like best about the book: it’s not theological. By this I mean Rothman doesn’t advocate one “true” way of running projects. She is very careful to be continually cognizant of context when she talks about different approaches you might take. Dave also notes a bit about the schedule games in his review.
Dave posted his review of Manage it! Your Guide to Modern, Pragmatic Project Management. A quote: Here’s what I like best about the book: it’s not theological. By this I mean Rothman doesn’t advocate one “true” way of running projects. She is very careful to be continually cognizant of context when she talks about different approaches you might take. Dave also notes a bit about the schedule games in his review.
[16:47 | Johanna Rothman]
2008-02-23
Interview up on Agilethinkers.com
Clarke Ching interviewed me by email. Here’s the link to the first question: Q1. There are a total of 7 questions.
Clarke Ching interviewed me by email. Here’s the link to the first question: Q1. There are a total of 7 questions.
[15:58 | Johanna Rothman]
2008-02-14
Are Your Defects Like Potholes?
It’s winter here in Massachusetts, and we’ve had lots of snow, ice, rain, snow, ice, snow, ice, rain. All that freezing and melting plays havoc with the roads. We have lots of potholes, and the local and state governments are busy doing emergency repairs all over the place. (For those of you who don’t know how potholes are made, first the water seeps in through the cracks in the roads. When the temperature drops and the water under the road...
It’s winter here in Massachusetts, and we’ve had lots of snow, ice, rain, snow, ice, snow, ice, rain. All that freezing and melting plays havoc with the roads. We have lots of potholes, and the local and state governments are busy doing emergency repairs all over the place. (For those of you who don’t know how potholes are made, first the water seeps in through the cracks in the roads. When the temperature drops and the water under the road...
[17:18 | Johanna Rothman]
2008-02-12
Getting Status at the End of a (non-Agile) Project
Here’s a common scenario I was discussing with a colleague last night: They’re at the end of a project. They used some combination of a serial lifecycle, becoming more incremental as they proceed through the project. But they still have a ton of open defects, and a few not-quite-finished features. My colleague was complaining about the hour-long (!) sit-down status meetings they have (the whole team, not just managers) every afternoon. Could I suggest something? Yes, of course First, separate...
Here’s a common scenario I was discussing with a colleague last night: They’re at the end of a project. They used some combination of a serial lifecycle, becoming more incremental as they proceed through the project. But they still have a ton of open defects, and a few not-quite-finished features. My colleague was complaining about the hour-long (!) sit-down status meetings they have (the whole team, not just managers) every afternoon. Could I suggest something? Yes, of course First, separate...
[11:22 | Johanna Rothman]
2007-11-16
Kanban Warranty Claims Processing
Tom Hopper has implemented a kanban board for processing warranty claims following his attendance at the Lean New Product Development Summit in Chicago earlier this year. Related posts: Lean NPD Summit Report
Tom Hopper has implemented a kanban board for processing warranty claims following his attendance at the Lean New Product Development Summit in Chicago earlier this year. Related posts: Lean NPD Summit Report
[07:40 | David J. Anderson]
2006-12-13
Chain Reaction
Chain Reaction -- A recent piece on Critical Chain Project Management in Projects@Work (free registration required). Nothing technically new to readers of the PM section of Focused Performance, but worth perusing anyhow for its review of a current application.
Chain Reaction -- A recent piece on Critical Chain Project Management in Projects@Work (free registration required). Nothing technically new to readers of the PM section of Focused Performance, but worth perusing anyhow for its review of a current application.
[08:39 | Frank Patrick's Focused Performance Blog]
Skills Bottlenecks
Skills Bottlenecks -- In How to fix IT skill shortages and misalignments in ZDNet's UK site, Mark Lefkowitz discusses a pay-for-skill approach to addressing IT bottlenecks: "Eli Goldratt, the father of the Theory of Constraints, said: 'Tell me how you will measure me and I will tell you how I will behave.' Consider what would happen if workers were paid on the basis of their demonstrated skill-sets in specific knowledge areas, functional skills, and technological acumen, rather than their title...
Skills Bottlenecks -- In How to fix IT skill shortages and misalignments in ZDNet's UK site, Mark Lefkowitz discusses a pay-for-skill approach to addressing IT bottlenecks: "Eli Goldratt, the father of the Theory of Constraints, said: 'Tell me how you will measure me and I will tell you how I will behave.' Consider what would happen if workers were paid on the basis of their demonstrated skill-sets in specific knowledge areas, functional skills, and technological acumen, rather than their title...
[08:31 | Frank Patrick's Focused Performance Blog]
2006-12-12
Multi-tasking or Not?
Multi-tasking or Not? -- In Project Management Scratchpad: Stacks and Time Management, Brian Leach uses an example of painting a room as an appropriate kind of job to consider multi-tasking as appropriate. The jobs like painting will probably be completed sooner if you do them in parallel; paint a layer in one room, paint a layer in another room while the first room dries, etc. You're idle for less time, and the work is a fixed amount, so the math...
Multi-tasking or Not? -- In Project Management Scratchpad: Stacks and Time Management, Brian Leach uses an example of painting a room as an appropriate kind of job to consider multi-tasking as appropriate. The jobs like painting will probably be completed sooner if you do them in parallel; paint a layer in one room, paint a layer in another room while the first room dries, etc. You're idle for less time, and the work is a fixed amount, so the math...
[08:39 | Frank Patrick's Focused Performance Blog]
2006-12-01
Book Status as of Dec 1, 2006
True confessions: I was hoping to finish the draft (of Successful Project Management) for technical review today. I didn't. I knew on Tusday and called Daniel to let him know where I was. This past week I focused on finishing chapters. I have about 16 chapters and one appendix. I don't know if the book will keep its current architecture; I removed one chapter yesterday. I have three chapters to finish (somewhere between 10,000-15,000 words) and three to rewrite (changing...
True confessions: I was hoping to finish the draft (of Successful Project Management) for technical review today. I didn't. I knew on Tusday and called Daniel to let him know where I was. This past week I focused on finishing chapters. I have about 16 chapters and one appendix. I don't know if the book will keep its current architecture; I removed one chapter yesterday. I have three chapters to finish (somewhere between 10,000-15,000 words) and three to rewrite (changing...
[14:42 | Johanna Rothman]