Project Management Operational Problem Solving Implementation & Change Management Strategy & Alignment

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.

Saturday, September 30, 2006

Linkage Cleanup -- Making way for the new by getting my "to-blog" list behind me...
case study:english cut
- How to build a business with a blog.
Is that todo really important?
- Really want to get back to that one.

Lean Design Depends on Slacking Off
- On the value of not being overburdened particularly when doing creative tasks.

"Make it work"
- Gotta "come out of the closet" on this one. I'm addicted to Project Runway. "Well, if a wedding dress needs to be designed in two days, it will be designed in two days."
Rewriting the Story of Resistance
- They're not resisters; they're people resisting a change.
Critical Path and Estimates - Part 1, Part 2, Part 3
- Wish I had time/energy for big pieces like these from Glen Alleman.

Schedule Dates
- Gotta love the rear-view imagery in this one. "Dates are closer than they appear."

Reality Discovering in Projects
- It's all about asking the right questions.

Probabilistic Scheduling
- "The further out the dates, the less you know"

Project Managers and Technology
- Gotta get back to this one with a story I've got.

Agile - A Rat on a Skewer
- "There is no magic. There are only people."

The Rogue Project Management DIY MBA (EIEIO)
- Via the best, albeit cranky, management podcast out there, bar none.

The Unwritten Laws of Systems Engineering
- More good stuff passed along by Glen.

Capability and Capacity
- The core of systems, once you get past clarifying the objective.

Is Knowledge the Process?

- What to know, or how to think?

Project Management and Business Process Mapping
- "Business process maps make work flow visible, understandable, and measurable."

Lean on Me
- Lean/Six Sigma versus Innovation - yeah - versus.

Crappy People versus Crappy Systems
- via McGee and his comments

Confidence in People, Process, and Purpose
- Believe it and build it.
More than enough for now, I'd say.

"Making it work."

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Friday, September 29, 2006

Friday Fun: iPod vs Zune -- Great head-to-head comparison. Favorite observation: "Now that's what I call planning."

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Saturday, September 23, 2006

My Own Store On Amazon -- Something new. A storefront with items for both Focused Performance and Unfocused Pleasure.

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Thursday, September 14, 2006

Blasts from the Past - 9/10-9/16 -- From this week in 2003, Predicting Uncertain Futures, using familiar weather maps as a metaphor. (One of my favorite posts.)

Looking into the future, we move from points in time to ranges of time within which we can expect completion of a project. The further out we look -- the more work subject to uncertainty that remains -- the wider the range of promises needs to be. As the leading edge of the projected path of the storm starts touching land, that could relate to having the maximum of the range of project promise exceeding the desired due date.
In 2004, the series on Multi-Project mangement continued.

And last year, I was exploring David Allen's process for Getting Things Done. (Still working on making it work for me.)


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Monday, September 11, 2006

From Frontline - Faith and Doubt at Ground Zero - If you didn't get enough of 9/11 over the weeked, be sure to check out Frontline's reruns of their 2002 piece, Faith and Doubt at Ground Zero. Moving, thoughtful, and authentic, unlike the made-up "reality" of some other offerings.

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Top Marketing Blogs --
Seth's Blog
Gaping Void
Duct Tape Marketing
Creating Passionate Users
Marketing Shift
HorsePigCow
Coolzor
Church of the Customer
Daily Fix
The Viral Garden
What's Next
Brand Autopsy
Emergence Marketing
Logic + Emotion
Jaffe Juice
New School of Network Marketing
Diva Marketing
Experience Curve
Marketing Nirvana
Marketallica
Beyond Madison Avenue
Pro Hip-Hip - Hip-Hop Marketing
Brains on Fire
Movie Marketing Madness
What's Your Brand Mantra?
From a list maintained at The Viral Garden.

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Friday, September 08, 2006

Friday Fun: ZeFrank at TED - Google Video -- Also, check out his piece from today on 9/11. (Transcript here.)

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Thursday, September 07, 2006

Marketing Project Management -- No, that's not marketing Project Management, but rather Marketing project management. From DM News, an article by Jane Eggers of Quickbase plays up how to support the collaborative needs of managing marketing projects via (no surprise, given what Quickbase is all about) technology. In Five Steps to Simple Marketing Project Management, Eggers offers up steps to get started:
  • Know your processes...
  • Don't forget your partners...
  • Focus on workflow...
  • Expect simplicity...
  • Start now and iterate...
Not sure if those are steps or tips (don't really see a "workflow" there), but the supporting material does make sense.

I'm about to take her fifth point at in setting up a small internal wiki to document our processes, and as suggested, I was planning to forgo all the bells and whistles and fancy look and feel and perfection (for now), and just get it started.

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Wednesday, September 06, 2006

Blasts from the Past, Sep 3-9 -- Four years ago, a couple more pointers to pre-blog writings - Ax or Slack, Break Rules to Make Rules, and Six Sigma and the Theory of Constraints.

And in 2004, the multi-project management series continued with bits on resource effectiveness and multi-tasking.

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Tuesday, September 05, 2006

A List o' Lists -- Coming back from the Labor Day holiday, it seems some recent project and process management lists have settled into my collection of blogfodder. Stephen Seay at ProjectSteps is the source of two of them, from his archives and wanderings.

Pete's (18) Estimating Laws from ProjectConnections.com include:

1. Everything takes longer than you think (sometimes a lot longer)

2. Thinking about everything takes longer than you think

...

17. Be wary of anyone who wants 100% confidence in an estimate. 90% confidence is an exceptional human achievement for any complex task, even with extremely good data

18. Look up the word “estimate” in the dictionary. You may find it useful in a meeting
And 10 Unbreakable Rules for Project Success by Mark Lilly and Tim Rahschulte mention...
Rule #5: Know how to navigate - You need a plan and need time to plan. You must be able to envision the final result of the successful project, break that result down into manageable milestones or phases of work and define the critical path to each milestone. This means breaking down the vision of the project into understandable pieces for everyone on the team.
And finally, from Capturing Hidden Value - Eight Principles for Optimizing Business Processes (pdf) via the folks at strategy+business...
Principle 1: Focus on the Right Value Levers - The first step of any business process improvement is to know where in teh organization value could be captured and where levers need to be pulled. Essentially, every organization has three value-creation levers at its disposal: process, technology, and organizational changes. Companies are often tempted to take small steps toward change, focusing on technology solutions OR organizational reshuffling, rather than considering a more holistic view of their options.
hmmm...

8 principles, 10 rules, and 18 laws. 8+10=18. hmmm...Coincidence?

Yeah, coincidence.

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Friday, September 01, 2006

Friday Fun: Web Design Made Easy -- Just take the Web 2.0 colors from here, and apply to templates (based on famous/popular sites stripped of their graphics) here.

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Strategic Thinking and Improvement

Enterprise PM - It Starts with Strategic Interdependence

Face Reality

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Managing for Murphy, Satan, and Yourself

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"
Leadership and Change Management
Consistent Leadership Behavior

Invisible Dogma - Perpetuating Paradigms

Nothing But Value

On Assumption Busting

Personal Productivity - An Excuse?

The Psychology of Change Management

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