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Frank Patrick's Focused Performance Business Blog
This Focused Performance Weblog started life as a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective, but is in the process of evolving towards primary content on interactive and mobile marketing. Think of it as about Focusing marketing messages for enhanced Performance. If you are on an archive page, current postings are found here.

Wednesday, October 22, 2003

What Do You (I) Do? -- In the last posting here, I asked if you could describe your organization's strategy, and how your project and your role (and, by implication, you) support it. Maybe first things should come first. Maybe a bottom up understanding needs to go along with that that comes from top down.

A while back, I settled on a description of Focused Performance that takes up the bulk of my home page. It started out as a simple elevator statement, but has grown a bit bloated with "marketing-speak" over time. I'll have to dig out the original from my archives to see if it still holds as a description of what Dave Pollard refers to as "what I do" in my Focused Performance persona, or even as a personal description of what I do.

In addition the the links above, which I've come across in the last few months, another recent encounter with a TOC-savvy friend has helped to trigger this introspection. We were discussing his year plus of being back in a corporate position after a foray into consulting. He told me that he finds himself brought into meetings at his company in which he has only loose connections to the subject at hand. It seems that his company has a recognized category of employee skill/contribution in which he finds himself. His boss told him this category contains people who provide "diversity of thought." I really resonated with that, even if it's just a nice way of saying one is a misfit that brings a different perspective to the table, or inserts important impertinent inquiries into the conversation.

Diversity of thought. Yeah...I like it. It's what I mean when I describe myself as someone who brings "fresh eyes, extra hands, and an open mind" to the tables to which I'm invited.

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Face Reality

How to Think With Your Gut

Hugger-Mugger and Helter-Skelter

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More of the Same (Local/Global)

PMI Congress Notes: Using Risk Management for Strategic Advantage

Tell Me How You'll Measure Me and Ah, But What to Measure?

What's in Your Strategy?

Why Can't We All Just Get Along?

Why TOC Works
Project and Multi-Project Management
Critical Chain and (not or) XP

Defining Project Success (But for Whom?)

Down 'n Dirty w/TOC and PM (Part 1 of 5 consecutive posts)

End of Project Review

If Project Management is the Answer, What's the Question?

In Defense of Planning

It Ain't the Tools

Lessons Learned, Revisited

Predicting Uncertain Futures

Project Conflicts

Project Determinism (and other myths)

Project Portfolio Management

Promises, Predictions, and Planning

Removing Bottlenecks - A Core Systems Design Principle

Stage Gates and Critical Chain

Ten Top Sources of Project Failure (The Executive Version)

The Meaning of "Schedule"
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Invisible Dogma - Perpetuating Paradigms

Nothing But Value

On Assumption Busting

Personal Productivity - An Excuse?

The Psychology of Change Management

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