Articles
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Management Myth 33: We Need a Quick Fix or a Silver Bullet A new approach to projects or a new tool is not a quick fix or a silver bullet. Too often, you have ingrained, systemic problems that require a cultural change. That doesn’t mean a new approach or a new tool won’t help. It can. But you also need to adjust the environment that caused the problems in the first place. |
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Supporting Sound Business Decisions: Separating the Clerks from the Project Managers Payson Hall writes that we do our profession a disservice when we describe project management as merely the challenging clerical task of defining projects, building schedules, and tracking against them. Managing the interface between the project and the organizational context is absolutely part of a project manager’s job, whether there is a portfolio management team to help or not. |
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An Obvious and Profound Idea about IT Business Case Evaluation Payson Hall writes that it is dangerous to describe or assess IT investments without context. As an IT professional, you need to work with accounting subject matter experts and take the time to develop more robust business proposals for your IT system that are explicit about costs and assumptions. |
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Management Myth 13: I Must Never Admit My Mistakes Managers are people, too. They have bad-manager days. And, even on good-manager days, they can show doubt, weakness, and uncertainty. They can be vulnerable. Managers are not omnipotent. That’s why it’s critical for a manager to admit a mistake immediately. |
Better Software Magazine Articles
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Lean Portfolio Management: Guiding IT Projects with Business Value Improving your software development process is only valuable if it fills the highest priority needs for your business clients with speed and quality. Lean principles provide guidance on how to create a structure that lets business priorities drive the selection of the right products for creation and enhancement. |
Guy Beaver
February 26, 2009 |
Interviews
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Project Portfolio Management: An Interview with Johanna Rothman Johanna Rothman is a management consultant, regular StickyMinds.com columnist, and AgileConnection’s technical editor. Johanna talks about the year in software, the rise of project portfolio management, and whether we will continue to see organizations adopt agile in the new year. |
Conference Presentations
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Impact Maps: Let Your Goals Drive Your Product Features
Slideshow
Wouldn’t it be great if there were a way to combine quantified business goals, direct traceability from goals to features, surfacing of value assumptions, cause-and-effect analysis, design thinking, and visual facilitation in a single approach? Mathias Eifert says there is! Impact maps... |
Mathias Eifert
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Product Management: Optimizing the What to Develop
Slideshow
Most organizations struggle with the processes that define what software they should develop, when to do it, and how it will evolve over time—all parts of the product management role and activities. Because repeatable processes have not been established and organizations cope with... |
Ernani Ferrari, Mondo Strategies
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ADC-BSC EAST 2013 Keynote: Reading the Tea Leaves: Predicting a Project’s Future
Slideshow
Is a project’s fate preordained? Does a project’s past suggest its likely future? Can anything be done to influence that future when the current signs aren’t promising? Payson Hall has participated in and reviewed many projects during his thirty-year career in software development. |
Payson Hall, Catalysis Group Inc.
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