Being roughly rightis a key characteristic of the high performerswe’ve worked with over the past 20 years. They’ve made the conscious trade-off between having all the information to reduce risk versus being roughly right with a decision which is made sooner, and then using the time gained to refine the decision through a continuous improvement process.
Read MoreProject Portfolio is a discussion of how to prioritize projects, when resources are finite and you need to select the best portfolio of projects to maximize benefit, or in other words, “Those projects that give you the biggest bang for the buck.” How do you prioritize projects when resources are finite?
Read MoreIn this screencast called “Part B” I will show you the third constraint type using Resources. We’ll deal with the same problem statement, “How to prioritize projects based on a limitation of resources.” We need to select the best project mix to maximize benefit in order to meet our objectives.
Read MoreIn this screencast called “Part C” I’ll introduce the time dimension to the modeling process.
Read MoreConverting strategy to portfolio mix/priorities; It's the job description and competency "set" for an organization's CPO.
Read MoreDaniel Pink confirms what we've seen, since our first best practice studyin the early 1990's, about the intrinsic drivers that motivate people to achieve high performance results.
Read MoreIn this presentation I’ll discuss a decision modeling concept we’ve developed that is based on voice-of-the-customer prioritization models created with our clients and their customers. We call this “What, Want, How, and How Much.” Many problems can be seen from this simple metric. The order of these are important, which you will see later.
Read MoreA consistent and fundamental problem we see in our practice is too many projects and not enough resources (people, materials, equipment, and money). Why?
Read MoreWe created this fictional "story" to describe a composite of obersations and experiences we've had over the years concerning strategy and the resulting product portfolio. Have you ever been to a Dinner Party like this?
Read MoreWhat is the cost of delay? It grew out of our best-practice research, where we observed successful new product development teams using various methods to quantify the cost of schedule delay.
Read MoreAggregate, then drill down by exception.One problem when assessing a multi-project portfolio is knowing where to focus. In some cases there can be hundreds of projects in various stages of completion.
Read MoreWe were asked by a client to define the factors that determine the duration needed to create sustainable change.
Read MoreRefresh Planning... The weekly rhythm of refreshes is what makes them work. Team members know they are accountable to their colleagues every week at a set time. It can’t move and it can’t be postponed. And doing them more than once a week is even better, but they must be short and crisp value-added events.
Read MoreThese concepts are based on increasing the cycles of learning. More learning cycles in a shorter period of time = more rapid acquisition of knowledge = faster results. The other principle of fast cultures is the idea that you have to "fail fast" in order to learn faster.
Read MoreSinek’s idea is that the “Why” defines the Purpose, Cause, and or Belief of what you are trying to achieve. Often we find that this is not clearly articulated or commonly understood by a group of people, yet without knowing the “why for” of something, it is very hard to define the steps to get there and it is hard to motivate people to extraordinary performance.
Read MoreProblem: Create a means to get across a waterway (without getting wet). Solution: Build an un-bridge
Read MoreBest-in-class teams do refreshes three or more times a week. The fastest teams we’ve worked with do it every day (<15 min/session). One client recently had six teams doing it twice a day on a very time senstive program.
Read More"There falls a shadow between the conception and the creation. In the annals of innovation, new ideas are only part of the equation. Execution is just as important."
Read MoreIt seems odd to ask this question, Why accelerate?, since it’s obvious in the technology business that you die if you don’t release new products faster than your competition. Fast teams know this reality and communicate the “need for speed” to the engineering teams. In slow environments, this critical information is insulated from the technical teams and only reserved for marketing, finance, and leadership forums.
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