Whatever is NOT fun, is exactly the thing that’s going to make it fun! How does this work? The key is to get curious.
Reporting on features is the stupid-simple report that most organizations don’t use. Why not? Maybe it seems too simple? Yet when I show people their feature report they are stunned by what it reveals.
Connecting strategy to execution is the holy grail of most organizations. It’s something leaders strive for, but so often the strategy gets lost somewhere in translation. Why do we have much trouble keeping strategy connected on the ground?
Project managers ensure that things don’t fall between the cracks by coordinating and tracking each and every connection. In an increasingly complex world, this has become a herculean task. What we flipped the Project Manager’s role on its head?
“It fell through the cracks.” How many times have you heard this explanation when something went wrong? Today we'll explore why things fall through the cracks and how we can prevent it.
Why do software engineers, the brightest and most intelligent people on many college campuses end up comprising the most dysfunctional, high failure, hated groups in most corporations; the dreaded “IT"?
What exactly does it mean to have someone's back? Do they expect me to defend them unconditionally if they screw up? Do want to know they can trust me if they take a risk? Is this a general behavior or does it apply to a specific situation? What does it look like when someone has your back?
Is there a better way to allocate resources, i.e. people? Yes, stop doing it. Focus on work allocation instead of people allocation.
Technology is given us the ability to measure everything, and we’ve become hooked like addicts. Is all this measuring helping us or hurting us?
Many organizations spend upwards of 60%of their energy reporting on the work they do the other 40% of the time. What would happen if they spend less time reporting, and more time doing?