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Tag Archives: Project Management

Inconvenient truths of project Status reporting

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Long time readers of this blog may recall that I subscribe to the high-brow MIT Sloan Management Review. They may also remember that I’m never quite sure it is worth the rather high subscription fee. But once in a while an article comes along which is worth a year’s subscription. The “Pitfalls of Project Status Reporting” is this year’s article. ...

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Estimation and the Sunk Cost Fallacy

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I’m not a fan of using schedule or cost estimate as a way to value the projects in your project portfolio. If you do, you are likely to miss the potentially transformative projects or programs. In Manage Your Project Portfolio, I have an entire chapter devoted to ways to evaluate your project portfolio: business value points (not story points), waste, ...

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Who Solves Which Problems?

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Many years ago, I was part of a task force to “standardize” project management at an organization. I suggested we gather some data to see what kinds of projects the client had. They had short projects, where it was clear what they had to do: 1-3 week projects where 2-4 people could run with the requirements and finish them. They ...

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Cost of Delay Due to Other Teams’ Delay, Part 5

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Imagine you have a large program, where you have several teams contributing to the success of one business deliverable. You are all trying to achieve a specific date for release. One team is having trouble. Maybe this is their first missed deliverable. Maybe it’s their second. Maybe they have had trouble meeting their deliverables all along—they have “delivered,” but the ...

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Two Reasons Why Estimates Aren’t Worth It

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When potential customers contact us, the odds are that they want to know two things: How much does it cost to implement the application? How long it will take to implement the application? The honest answer to both of these questions is: We have no idea. Needless to say, if we give this answer to potential customers, the odds are ...

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PMI Facelift

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The Project Management Infrastructure (PMI) is still, frankly, a little too ugly for my liking. A proper facelift with the help of a graphics designer and somebody who knows a thing or two about designing websites is still required (and planned). Having said that, we’re taking a small step forward. Over the weekend, I will release an update to the ...

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Do You Value Management?

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I’ve met many managers who were in the wrong position. Sometimes, it was the Peter Principle. Sometimes, it’s managers who have been founders or who have been technically great and got promoted into management positions. Because they are so intelligent, and because they do not read about management, they don’t know or don’t care about management. That leads them to ...

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How Many People Can You Manage as a Manager?

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In my first management role, I “managed” one person.  My managee didn’t need much management. He guided me into how to manage him more than I managed him. He saved me from making too many mistakes. It was great practice for me. Later in my management career, I managed a “team” of 15 testers. They were not a team. They ...

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21 signs of BAD MANAGERS I met in my career as a software manager

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21 signs of BAD MANAGERS I met in my career as a software manager: Bias against action or against planning, simply waiting or postponing for ever; embrace the status-quo Secrecy, not willing to share information. giving the feeling that having access to information is a privilege reserved to managers Working very long hours to prove hard work or hide incompetence ...

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