Comments for The Nimble PM

Comment on Portfolio Management Can Come Before Project Management if the Culture Is Right by Trevor K. Nelson

Trevor K. Nelson — Wed, 02 Dec 2009 18:23:01 +0000

Hi Donna,
Great post. What you’ve described is a situation and culture that I have found at every Contractor (construction industry) organization I have been involved with. Keeping in mind these were local or regional organizations, the prevailing way of running the business is as you described – an overall agreement on what types of projects, what size, annual volume and goals. Everyone is aware of these and works towards them. Below that ‘program’ level the individual divisions worked their own processes to achieve them. And the PM’s manage the projects based on experience, industry knowledge, individual style and historical lessons, not methodology. There has never been a formal PM methodology used. But as you said, all PM’s managed and lead knowing that their job was on the line every single time.

Comment on Chaos and the Strange Attractor of Meaning by Glen Alleman

Glen Alleman — Wed, 11 Nov 2009 15:08:51 +0000

John,

“non-linear dynamics” is the science word for what the social scientist call “chaos.” But the process are neither random nor unpredictable. They are non-linear stochastic processes, who’s behaviors can not be described as the sum of their parts.

The summation axiom is the basis of linear systems theory. The basis of system theory that moves us from predictable to unpredictable is probability, random variables and stochastic processes. The stochastic processes are probability distributions who change their parameters as a function of time.

But the behavior of these systems is not random in the common random variable sense. They may exist in a non-equilibrium state as their stable state. Bio systems are like this, so is riding a circus bike.

I know that ruins the fun for the social scientist who take what is a fairly complex set of equations – compressible fluid flow for example – and transferring them to organizational models with no mathematical basis for analysis.

And then we end up with Margret’s approach. As wonderful a discussion and topic as it is there is little left of the principles of complex adaptive systems found in the fluid flow, atmospheric circulation models, and things CAS engineers work on http://arxiv.org/PS_cache/arxiv/pdf/0905/0905.2789v2.pdf

Comment on All Project Portfolio Management Prioritization is Subjective by The Nimble PM

The Nimble PM — Mon, 19 Oct 2009 13:17:03 +0000

[...] blog entry All Project Portfolio Management Prioritization is Subjective has generated some interesting comments off-line. There was one underlying thread in the [...]

Comment on The World is Small and Getting Smaller Every Day by Donna Fitzgerald

Donna Fitzgerald — Wed, 14 Oct 2009 14:39:30 +0000

I had the same experience in the British museum. We only had one day in London on my first trip and we spent it all there. It was worth it. I have 2 days in Paris, hopefully in walking distance from the Louvre and as you say I’ll still have to cherry pick what I see.

Comment on The World is Small and Getting Smaller Every Day by Glen Alleman

Glen Alleman — Wed, 14 Oct 2009 14:29:13 +0000

Donna,
I’m jealous.
We spent a summer in Paris a few years ago with our kids. Our son calculated that is we stood in front of each exhibit case and read each sign at a normal pace it would take 48 days to go through the Louvre using all the open hours.

Comment on Thoughts on Leadership by Glen B. Alleman

Glen B. Alleman — Thu, 01 Oct 2009 03:31:25 +0000

The Marine Corp hhas ave a nice lock on turning ordinary folks into leaders. This is how they do it:

▪ Provide an environment for every person to excel
▪ Treat every person with dignity and respect – nobody is more important than anyone else
▪ Be forthright, honest and direct with every person and in every circumstance
▪ Improve effectiveness to gain efficiency
▪ Cherish your time and the time of others – it is not renewable
▪ Identify the critical problems that need solution for the organization to succeed
▪ Describe complex issues and problems simply so every person can understand
▪ Never stop learning – depth and breadth of knowledge are equally important
▪ Encourage constructive criticism
▪ Surround yourself with great people and delegate to them full authority and responsibility
▪ Make ethical standards more important than legal requirements
▪ Strive for team-based wins, not individual
▪ Emphasize capability – not organization
▪ Incorporate measures and metrics everywhere
▪ Concentrate on core functions and outsource all other

Comment on Envisioning this blog by Mike Cottmeyer

Mike Cottmeyer — Thu, 20 Aug 2009 13:18:15 +0000

Hey Donna,

I am a little late to discover your blog… but I am happy to see you writing publicly. Looking forward to hear what you have to say. I read a post this morning that made me think of you… and ultimately find your blog…

http://www.personalbrandingblog.com/the-power-of-someone-who-believes-in-you/

I am not sure you realize how instrumental you were a few years ago in helping me get where I am today. We definitely need to meet face to face sometime and have a beer… I’ll tell you the story.

Comment on The Many Shades of Gray by Glen B. Alleman

Glen B. Alleman — Thu, 02 Jul 2009 14:41:33 +0000

The title Master Scheduler in aerospace and defense is bestowed by peers and supervisors. The working materials are seperate from that.

Comment on The Fourth Great Lie (continued) by Donna Fitzgerald

Donna Fitzgerald — Thu, 02 Jul 2009 03:35:52 +0000

I agree. In fact I have become a complete convert to your language of what done looks like. I’ve also begun stressing with clients the concept of work package. Most IT projects go through the ritual of defining a WBS but they quickly get to activities and don’t stay focused on what each “work package” delivers

Comment on Summer Reading and the Art of Managing a Program Management by Glen B. Alleman

Glen B. Alleman — Sun, 28 Jun 2009 20:29:41 +0000

I too recommedn this book to anyone considering calling themselves a Program Manager.
Here’s my previous review
http://www.niwotridge.com/BookReviews/The%20Handbook%20of%20Program%20Management.pdf