New project management articles published on the web during the week of May 29 – June 4. And this week’s video: Daniel Kahneman explains how a premortem can help a team overcome thinking bias when making critical decisions.
Must read (or Hear)!
Rani Molla links us to Mary Meeker’s 2017 internet trends report, from the slide deck to a video of her delivery. Just 34 minutes, safe for work, and overwhelming to consider all in one sitting.
Jonathan Soble reports on Japan’s shrinking and aging population and what it will require to sustain economic growth. We should expect every industrialized nation to face this demographic problem (and business opportunity) by 2040.
Adam Shostack reflects on the external and internal reasons that organizations don’t maintain or update their software and notes a few choices for managing them.
John Goodpasture presents an interesting bar chart displaying relative priority of key project attributes (he calls them influencers and discriminators) from the client’s perspective.
Elizabeth Harrin interviews Emma Seaton-Smith, who has been nominated for the 2017 Rising Stars award in technology sponsored by the Times of London.
Cornelius Fichtner interviews Jordan Kyriakidis, who says that we have the technology to improve the quality of our project requirements. Just 33 minutes, safe for work.
Elise Stevens interviews change leader Cassie Kowaltzke on how to exercise strong stakeholder engagement during business transformation. Just over 14 minutes, safe for work.
Alexis Devinin tutors us on the preparation of first-cost estimates as used in engineering projects.
Glen Alleman deconstructs the #NoEstimates manifesto presented at a recent Agile conference in Nashville, TN.
Stefan Wolpers curates his weekly round-up of all things Agile, from the necessity of experimentation to the State of Agile report, to why brainstorming sucks as an ideation tool.
Mike Cohn lists eight behavior recommendations that might help you become the Scum Master your team needs.
Johanna Rothman continues her series on defining “scaling” Agile, with a look at creating Agile product development capabilities.
New project management articles published on the web during the week of May 15 – 21. And this week’s video: a short clip from “Mr. Blandings Build His Dream House,” where Cary Grant learns what happens when you make a decision when you don’t understand the alternatives and don’t bother to ask for clarification. Just a minute, safe for work, as long as you aren’t standing under the lintels.
Bertrand Duperrin casts a critical eye on ROI, business cases, and lying with numbers.
Martin Seligman and John Tierney report on recent research that indicates the human mind is built to spend a lot of time considering the future—planning if you will.
Ian Whittington explores the history of managing complexity in projects from the Iron Bridge constructed in the 18th century to today’s software systems with emergent behaviors.
Glen Alleman explains measures of effectiveness and measures of performance as different points of view when examining a proposed product capability.
Dmitriy Nizhebetskiy digs into the details to tutor us on managing stakeholder engagement, in a strategic way.
Elizabeth Harrin interviews Kate Morris—convener of the PMI Australia Conference 2017 and practicing project manager—on managing a project manager’s conference.
Long-time readers of my weekly round-up have noticed that I’ve gradually aligned the sections to the PMI Talent Triangle: the Must Read section typically references content critical to strategic thinking and business management, while the Established and Agile Methods sections pursue technical project management topics and (Applied) Leadership has its own section. This article would fall into that first category.
Project and program managers need to develop business acumen and an awareness of their industry to the same degree that line managers do if they expect to be considered for advancement. This article analyzes current and developing conditions in the labor market as it will impact the availability of highly skilled workers. If you are able to hold up your end of strategic conversations about staffing, finance, and business trends, you’ll earn a lot more respect from the senior folks you’ll need to influence in order to keep your projects on track.
As always, thanks for taking the time to read my stuff.