New year, new projects, and new adventures in getting folks to think in project management terms. I've written before about Calendar time vs. Effort time, but this past week we came up with a new distinction that is worthwhile to call out. When working with the business and getting folks to estimate how much time it will take to complete a task, there are actually three different things that most people will talk about - and folks need to be…
Over my career, I have developed a few strongly-held design beliefs, and one came up in conversation recently, during a spirited discussion on minimal quality requirements for a[ny] data mart. I hold that the data copied from source to destination must be provably correct and complete with little effort. When agile-ly rolling staged deliverables into production, I may not have all the attributes in place for full flexibility of drill down, but if you have [say] 1248 records in the…
Spoiler alert: It can't be taught ... One of the questions I get - and I'm getting this a lot lately - is how to get people to think more analytically, less literally. We need folks to stop focusing on the mechanical task of manipulating reports with Excel just to compute some answers. How about learning to use Excel, Access, and whatever native query / data download tools are available - to pull some data from the system, just to…
Most projects would be considered a failure if they only got 20% of their promised value. Then again, no one expects 100% success - some folks will never make the change. Is there a middle ground? Absolutely! Read on for practical pointers and targets to focus on - with examples of unexpected benefits.
All projects should have a clear objective, a practical plan, and an understanding of the costs and benefits to get the thing done. Easy to say, but a lot of project teams struggle to crisply and clearly define specific business benefits. One way to move the process forward would be to have a clear understanding of the types of business benefits you might claim. Hard benefits come from firm commitments to make measurable differences in the amount of revenue generated…
A good conversation this week with some IT folks, talking about how Lean principles apply to IT work. The specific topic was the Theory of Constraints, and the example used was optimization of a production line. To fully optimize the whole line, it's entirely probable that we will be underutilizing a specific workstation. If we optimize every workstation (point optimization), we will build up WIP inventory at the slower points - therefore generating waste. For people on your IT team,…
(via GNC, thanks for this one!) A bit of artistic inspiration; a visually stunning film, combining time-lapse and tilt-shift photography. httpv://vimeo.com/09679622 For the intellectually and technically curious - more information here. For the artist and the observationally curious - tai chi under the freeway? Nice.
When someone asks my opinion on their writing, I'll get fairly detailed; I've noted in the past that there is a lot of power and influence in the written word, and it's fairly important to get it done well, or your project proposals just never seem to get off the ground. This particular proposal suffered from a lack of direction; it didn't take the reader (the decision maker) through a clear progression. Admittedly, the subject matter was a bit technical and…
There is a fundamental difference in the level of innovation and design for internal "enterprise" technologists vs. external product developers. Internal teams are rewarded for getting work completed, while external folks win when their work is actually put to use. What are some ways to change that dynamic, and improve the work of internal teams?
Some block-and-tackle IT management stuff for today - taking a long, hard look at the IT budget, a task that is less-than-pleasant for many. Most of my peers have already cut any and all low hanging fruit - it's time to start thinking aggressively. Software Maintenance for the Small Stuff Most have concentrated on their ERP and other large, strategic vendors - but what about all of those little invoices that come every year? I'm talking about development tools, management…