Lean Thinking

Written by Published in Blog

Hi Folks

Hope the Holiday Season is a good one for you and yours.

I'm taking a break over the holiday season so the hoards of you who are waiting with baited breath for my next post (I can dream can't I?), will have to wait till February.

Have a Happy New Year!

Cheers

Dave

Written by Published in Agile

I do a lot of coaching at large companies. Big, monolithic, and often very conservative organisations. Organisations like that are very difficult to change. They have become big and successful by being conservative and risk averse. There is a lot of resistance and inertia. They may recognise the need to change. They may recognise the benefits of change. Actually making that change though, means taking risks and they just can’t quite take that step. They will fiddle around at the edges and do some cosmetic stuff, but actually changing into an organisation that embraces innovation and risk is just a step too far.

So how does a coach actually implement change in an organisation like that? By making a small change that changes the behaviour of the organisation in a way that drives more change. Let me explain –

02 December 2013

Let's Get Physical

Written by Published in Agile

At work I do a lot of stuff. I help teams produce software that is used by millions of people. When I am home on the weekend I do more work, but it's different work. I work with my hands producing things. Physical things. Although what I do at work is valuable (far more valuable in dollar terms than my attempts at DIY) I almost feel more of a sense of satisfaction at seeing a finished thing worth $50 roll out of my workshop than a million dollar project roll out of one of my teams. Because it's real. Because I can touch it and pick it up ( well, maybe pick it up... some of them are quite heavy). Because it is a physical thing.

I react differently to physical things than I do to electronic things. Maybe this is because I am not in my first flush of youth and don't qualify as a "digital native". Maybe to younger people, electronic stuff feels just as real as physical things but I doubt it. People are hardwired to treat things they can see and touch as more real than things they can't. Even in the physical world. People will often take the single chocolate bar they can see now, rather than wait for ten chocolate bars that are waiting in the next room. The one they can see is more real than the ten they can't.

Written by Published in Agile

They say that when all you have is a hammer, every problem looks like a nail. It’s the same in business – when all you have is a project management methodology, everything looks like a project. Most organisations have become very project focussed. Everything is a project. New release of software – project. Some process change – project. That’s great. Projects are good. They are certainly better than the ad-hoc approach we had before projects. But projects do have some drawbacks.

To work out what the drawbacks are, we need to look at what a project is. A project is defined (by the PMI who should know) as something that has a defined scope, a defined start and a defined end date.  So projects are finite in length. Anything without an end date isn’t a project, it's business as usual.

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