How many times have you seen this in your projects: You need something specific done such as a new database, or a specific user interface designed, or you need a release engineer, or a user interface designer, or a part of the system tested and the normal person who does that work is not available? What happens on your project? Does it wait until The Expert is available?
Too many managers believe in the myth of 100% utilization—the belief that every single technical person must be fully utilized every single minute of every single day. The problem with this myth is that there is no time for innovation, no time for serendipitous thinking, no time for exploration, and it often leads to a less successful organization.
Most people understand that multitasking human effort is inefficient. This week, Payson explains why this is so in business terms that can be used to appeal to managers and executives, who sometimes request multitasking without knowing the consequences.
We're pleased to bring you technical editors who are well respected in their fields. Get their take on everything that relates to the industry, technically speaking. In this issue, Mike Cohn discusses the myth of multitasking and how trying to work on too many tasks at once can actually kill productivity.
What if someone told you that the cure for project woes was to throw due dates out the window, stop doing so much, and embrace uncertainty? Is this a radical treatment or just snake oil? The theory of constraints says it will work. Frank Patrick will show you how.