Four Insights Into The Best Use Of Your Project Management Experience

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I talked excitedly about taking a small team of developers and reducing an eight year backlog of change requests to nothing after two years of incremental development. My colleagues at the Software Engineering Institute (SEI) were unimpressed. "But Bruce, your experience may not be the definitive one!" This wonderful statement was used to dismiss everything I knew in just the few seconds it took to say it.
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Fixing The Project Management Plan: What Should We Be Doing?

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Figuring out the difference between the official project management plan and the actual plan people are carrying out provides deep insights into how your organization is performing. Discovering this difference often provides a launching pad for rapidly aligning and improving your organization's productivity and on time delivery of products and services.
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Visibility – The Fifth Project Planning Secret

Keep Project Plans Visible In Early Planning
The official project management plan is logically critical to the success of any effort and should be reflected in your project management tools. However, too many organizations keep their plans restricted or hidden for various reasons. This almost always sacrifices focus and productivity. The fifth insight that helped our projects exceed expectations was to have a very visible plan at every stage of planning and execution.
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The Official Plan: Four Project Management Planning Secrets

Official Project Management Plan Tools
The official project management plan we are following may not be all that official and may not be the plan our team is following. Getting the official plan and the current plan to be the same and reflected in our project management tools will help vault our project to success. Here are four insights that have made a huge difference in the effectiveness of our plans.
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Don’t Treat Your E-mails As Dead Skeletal Husks!

My article on e-mail infoglut resulted in a pointer from DoddsSimon to Inbox Zero by Merlin Mann. Merlin takes classic time management ideas and applies them to e-mail. One notion he presents is that much of your e-mail becomes "dead skeletal husks" and can be thrown away. I'm going to suggest instead that your "old" e-mail can be a great project management tool.
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Using Hard Facts To Reduce Honesty Buffers

Reducing the project management tool "honesty buffers" is a way to rapidly improve the organization. Much of what I've talked about assumed that we really did know what was going on, and it was more a matter of just delivering the facts than figuring out what the facts are. When we don't yet know the facts, but must report or update senior management, hard facts are often readily available such that we can supply something more concrete than "we don't know yet."
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Nine Ways To Eliminate Honesty Buffers

Eliminating “Honesty Buffers” helps to confront your organizational project management bad habits and hence improve your productivity and quality.   Here are nine techniques I’ve used to successfully reduce the “Honesty Buffers.” In Eliminate Your Project Management Honesty Buffers I talk about how you can apply...
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Eliminate Your Project Management Honesty Buffers

Manufacturing buffers help to smooth over problems at each stage of production. The project management tool "honesty buffer" is when someone holds back reporting issues and problems to make things look better than they are. Reducing or eliminating such buffers quickly exposes problems and enables rapid process and quality improvement.
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