ProjectConnections Articles

The Fine Art of Tempting Fate by Carl Pritchard

Wed, 23 May 2012 11:28:38 -0700

There would seem fewer more perfect examples of tempting fate than following the route of the Titanic at the same time of year on the centenary of the liner's sinking. But the trick to tempting fate is not just doing things that sound risky, but doing things that are risky.

Little ITIL®, Big Results: Step 5b of 10: Making your first improvement by Alan S. Koch

Wed, 09 May 2012 14:38:22 -0700

So now, we "just do it!" Right? If it were that easy, we would have done it long ago, and the landscape would not be littered with the dead carcasses of failed improvement efforts. One of the biggest causes of improvement failure is the failure to recognize that making any kind of an improvement is a project, and should be treated as such with all of the disciplines and oversight that implies.

What Business Analysts Really Do: Seven Steps Beyond Requirements by Kent McDonald

Wed, 25 Apr 2012 09:14:09 -0700

I want to dispel the myth that an analyst's main purpose is to "gather and document requirements." This myth reinforces the picture of analysts as stenographers or note takers. It also implies that, ultimately, analysts produce requirements.

Pipe Dreams and Agile Teams by Geof Lory

Tue, 10 Apr 2012 14:29:02 -0700

Last night I had a strange dream. I dreamt I was a newly-minted ScrumMaster on a dysfunctional team.

Struggling and frustrated, I did what any novice ScrumMaster would do: I went to see the Agile Coach in the PMO. (I said this was a dream, didn't I?)

No, We Can't Be Like Steve! by Kimberly Wiefling

Wed, 28 Mar 2012 13:21:33 -0700

Honestly, I was never a big fan of Steve's leadership style. He always seemed to me to be the perfect example of what is known as a "rock star CEO," the genius-with-a-thousand-followers kind of leader, who occupied the spotlight as a solo act, leaving little opportunity for his team to develop, contribute, and shine.

Sitting is the New Smoking and Other PlusGood News by Carl Pritchard

Wed, 14 Mar 2012 09:25:06 -0700

In a kick-off meeting for one challenging project, the project manager likened the event to the take-off for the "Miracle on the Hudson." In the newly established "miracle culture," team members who could find and identify problems proactively were instantly transformed from naysayers to potential genuine heroes.

Little ITIL®, Big Results - Step 5: Pick the Low-Hanging Fruit by Alan S. Koch

Wed, 29 Feb 2012 13:21:48 -0800

(Part 1 - Choose Your First Improvements)

Consider the apple tree out in the field with apples hanging from every branch. Some of the apples are gorgeous, others less enticing. Some of the branches are really far up, while others are more accessible. Just now, an apple sounds like a mighty nice treat. Which one would you pick?

The Ooo Shiny Syndrome by Kent McDonald

Wed, 15 Feb 2012 10:12:58 -0800

A team I worked with recently had a problem staying on focused on one task. They work in an agile environment, and given the lack of prescriptive processes, commitment and self-discipline are key characteristics for success. The team would commit to work on a particular backlog item, and several of the members would invariably find something else they thought was more interesting and work on that instead, ignoring the tasks they had committed to and slowing progress. It's a perfect example of the Ooo Shiny Syndrome.

So how do you counter Ooo Shiny Syndrome? There are no easy answers, especially if you are working on an agile team that does not want to go back to micromanagement. The approaches I find most helpful all center around helping team members strengthen their self-discipline.

Decide to Decide by Geof Lory

Wed, 01 Feb 2012 09:53:38 -0800

The ability to make solid decisions, both business and technical, is one of the most important skills teams and organizations can cultivate. On every project, we make countless decisions -- some small, some with far reaching impact. While many different decision making styles and protocols can be used to fit varying situations, high performing agile teams are characterized by a collaborative and speedy decision making process even when dealing with ambiguity.

Too Tired to Care? Regain Your Perspective with 5 Proven Practices by Kimberly Wiefling

Wed, 18 Jan 2012 14:48:13 -0800

Out of necessity, I've adopted the following five common sense practices. They have helped me regain my perspective, reduce my stress, and optimize the results I get from the time I invest in my work. I hope they'll serve as a handy reminder of what you already know, but may sometimes fail to do.