Par Jon Mertz | Practical insights, inspiration, and stories to empower the next generation of leaders. Gen Y or Millennials are the next generation and these stories focus on leadership and how to use it to make a difference.
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Most companies allocate the same resources to the same business units year after year. That makes it difficult to realize strategic goals and undermines performance. Here’s how to overcome inertia. A McKinsey Quarterly article.
What constitutes ‘success’ with projects (and programs) seems to depend on where you’re standing. If you are standing within the project the orthodox answer revolves around “On time, on budget and to specification.” These measures relate to controllable inputs – time, money and specification. However, if you are standing in the business you don’t commission projects in order to manage time, money and specifications, you commission projects to achieve the desired business outcomes, benefits and value – the outputs. Whereas for years project success has been measured in terms of how its inputs have been managed, the true measure of success if how well its outputs have been delivered. (For those who want to argue that projects don’t deliver business outcomes or benefits – see our earlier article, “Your Choice – Program inputs v outputs.) As a business executive I want my desired and (hopefully) specified outcomes and benefits delivered. The inputs – time, cost and quality – determine the net value of my outcomes and benefits but being ‘on time/on budget’ is not my primary objective – it is more a measure of delivery efficiency. An ‘on time/on budget/to specification’ delivered project that does not deliver the expected desired business outcomes, benefits …
In my last post, Best Practices Accelerate Value Delivery, we saw how the CIO of a relatively new government agency used a comprehensive best practise...
Claude Emond's insight:
Tells a good story of a disastrous change management approach and explains why it failed. Alas, this story is a universal one and I still do not understand why most people «managing» changes still insist on doing the same mistakes over and over again. You just cannot decide for anybody when, how and how much they will change; they will just fight you back !...as you will do yourself if someone tries this «change recipe» on you, right ?
This InfoQ Research item aims to rank the impediments to agile adoption in organisations. It examines organisational, structural, cultural, technical and management factors that could inhibit agile adoption.
This eMag examines topics ranging from identifying and removing waste in the software process, designing for devops and continuous delivery, the overlap of lean, Kanban and agile, practical implementation of Kanban in software development and how these approaches contribute to innovation.
Dogs are thought to be domesticated wolves, with the first dog owners, living tens of thousands of years ago, favoring their helpful, cooperative nature. Now, a duo of comparative psychologists studying interactions of lab-raised dogs and wolf packs reveal something rather unexpected: Wolves cooperate, dogs submit, Science reports.
Maybe I am about to get flunked too for what I am going to say here
Claude Emond's insight:
Written in 2009, but still relevant. PMI added a 10th area but is still not giving WHY management/Benefits Management the place it deserves « to inspire everyone to take action», if I paraphrase Simon Sinek. My humble opinion.
Ángel Medinilla outlines the basic steps he recommends to make for product success: product vision, business model, test assumptions, iterative and incremental development, use metrics, and keep it simple.
The book This is Agile: Beyond the basics. Beyond the Hype. Beyond Scrum by Sander Hoogendoorn covers situations that enterprises can encounter when adopting agile, and provides solutions on how to deal with them. It is a translation of the Dutch book Dit is Agile. InfoQ interviewed Sander about managing agile projects, balancing the work in iterations, and different kinds of agile approaches.