May 2010 Archives
An interesting find of the "Nine Project Management Fallacies" by Rick Brenner of Chaco Canyon Consulting. These are not fallacies about building projects or executing projects, they are fallacies around how we think about projects.
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Dennis Stevens posted an article about Deming and the System of Profound Knowledge. Of course, I know who Deming is, but I don't think I'd ever seen the System of Profound Knowledge before. As Dennis describes things, I see an immediate connection to the Theory of Constraints.
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Do people and groups have an overall level of risk with which they are comfortable? If risk is reduced in one area, does it get consumed by increased risk in another area? This is the hypothesis of risk homeostasis as proposed by psychology professor Gerald J. S. Wilde. And how does this relate to buffers from Theory of Constraints?
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So often in business operations, the focus is on removing variability or eliminating waste or load leveling. But how often do you hear about these projects and wonder whether it actually does anything for the bottom line. I could write about why that is, but what has tickled me today is the idea that variability and "waste" can actually be helpful.
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Federal Computer Week has a piece on knowledge management as seen by the US Department of Defense and the soldier in the field. I think it shows a nice juxtaposition between the needs of the front line soldiers (employees) and the back office executive organization.
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Enterprise 2.0 culture cannot be forced on the people in the organization.
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Chris Collison gives us several syndromes associated with knowledge management, grouped by the knowledge supply side and the demand side of knowledge. His video does a great job in five minutes, and I expand on it a bit.
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I found Lisa B Marshall's podcast on "presetweeting" fairly clear on how to take advantage of Twitter during a presentation.
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It's so easy to get caught up in measuring things and forget why you are measuring.
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My review of The Conductive Organization by Hubert Saint-Onge and Charles Armstrong.
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An article from CACM provides a discussion and critique of the current work on lifelogging. As stated in the abstract: Rather than try to capture everything, system design should focus on the psychological basis of human memory.
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Jim Hassett of the Legal Business Development blog has a great set of posts on project management: What every lawyer needs to know about project management. He does a good job of addressing a lot of the topics and questions people might have as they start thinking about moving to a project management model.
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Everyone knows the old saw that goes, "If all you have is a hammer, everything looks like a nail." For many people, email is the hammer to anything that can be written down.
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Everyone knows that PowerPoint is "evil." But simply having complicated graphics, does not mean the information presented is wrong. Just have a look at Tufte's oft-sited example of the
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Do you run a pilot? It all depends on the scale of the pilot. And on the network in which the pilot operates.
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