Every backlog charges rent, from half-built features to approved work that never starts, and work that should happen, but never does. Learn to price the carrying cost, then finish, fund, or kill.
Opportunity Cost: Value you never knew
Opportunity cost silently drains profit and progress. Learn how to quantify lost value, reduce Cost of Delay, and prioritize high-impact work to drive growth.
Cost of Delay (CoD): Financial impact of time
Time has a cost. Delay is a financial, but time you will never make back. Those that quantify delay identify time …
Why is governance so gloomy?
When corporate-bound (see: handcuffed) professionals hear the term “governance”, their minds often jump through layers of bureaucracy, rigid rules, endless meetings, …
SAFe journey, a vision of new hope
Let’s cut to the point: Scaled Agile Framework (SAFe) offers a great approach to large companies that want to embrace Agile; …
Portfolio project management — seeing not perceiving
Bias derails evidence for perception and perceiving is most certainly not seeing.
Bias is both a decision shortcut as well as a communication wall.
Portfolio planning, from finance disciplines, presents projects as financial portfolio option mix to meet organization strategy. Project communication deserves risk and return criteria to project a financial portfolio, not bias.
Fortune 500 revenue here, won’t get you there
The speed and pace of change demands business act, respond, and accomplish so much more, with so much less. HubSpot CEO, Brian Halligan, presents the following:
> In 1983, of the 1,000, largest American companies, by 1993, 811 remained
> In 2003, of the 1,000 largest American companies, by 2013, 243 remained
That change happens is constant reality. Now constant change accelerates the decade of decay. Demand for new revenue demands new business models and human capital competency.
In 2010 I wrote a post on Fortune 500 turnover, that simple math called almost 50%. What if the period took too much hit from the dot com bubble to provide a good source, in this post I revisit those numbers and look at 2013 and 2014 Fortune 500 numbers as well.
Scrum and portfolio strategy as 2 current challenges
An Agile focus is on people and interactions to produce
frequent, tangible results. A portfolio perspective is very similar
to 401(k) plans: collect a basket of options to mix and match for
targeted results. Both are current challenges that can deliver
better results.
Identifying and Managing Project Risk by the book
The ability to scope, manage, and view a project, from concept to delivery, through a risk lens, presents the essence of organization competitive advantage.
The opposite of project effectiveness bogs down organization capital, both human and financial, through a cycle of change requests that drain human and financial resources and staff motivation who now need to focus how to get a wrong project right.
The failure of Murphy’s Law
When things get bent Murphy’s Law takes too much credit (blame) when the more likely result being a symptom of poor planning and failures further upstream and earlier than Murphy ever came on the scene. The only law I do believe in is the law of gravity.
Fast Start — Queen of the Net interview and State of Internet
Mary Meeker, is both smart and fascinating, called the Queen of the Net, as in Internet, this Wired interview highlights some of what makes her both smart and fascinating.
Also included is Ms. Meeker’s Internet Trends presentation at the D10 Conference when she was with Kleiner Perkins Caufield & Byers.
How social media trumps marketing — presentation for Project Management Institute
Today was a privilege to present to the Project Management Institute. Full slides available to view and download below. Also a Community …
Fast Start — CFOs’ top five priorities
Fast Start conversation: A Chief Financial Officer’s life is always top-line growth and bottom-line results. You may be forgiven if that …
Planning the art of possibility
The habit of deficit-based thinking gets us into spiral of what is wrong. When we look, with our hammer, for things to fix then every interaction and process, all those nails, look right for a good hammering.
There is an alternative switch into the art of planning possibility.
Social metrics that matter to your boss
A business case usually relies on numbers. Numbers to justify the investment, numbers to project the return on investment, and numbers …
USA Inc. Mary Meeker’s letter to investors on America’s financial statements
The United States as a for-profit corporation.
Mary Meeker takes an investor relation’s view of a letter to USA Inc. shareholders and presents how investors might position the United States of America as a corporation.
What position will you take going short, going long, or more likely: what’s going on?
An organization intervention is not an organization inquisition
An organization’s present is built upon their collected history. This history is an essential core of their organization’s being. The past set the present capabilities. Rattling an organization’s history is rattling the foundation stones of an organization’s culture.
A highlight into what people do wrong attracts attention to … what people do wrong. No one likes association to something broken. No one likes it pointed out they work within, are part of, or manage broken processes.
An intervention should not open an inquisition for blame and shame, but an inquiry into the possibility of what can be.
Business strategy failures are project management failures
The essence of strategic change is not a new direction, but a series of directives. What to start, what to stop, …
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