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.

Thursday, August 30, 2007

Open Office Layouts: Interruption Incubators -- Food for thought on "interruption incubators". . .
Working closely together ain't productive

Firewall your attention at the office

Both via Why proximity kills productivity
Headphones at the office aren't for listening to music, but for blocking out distraction.

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Wednesday, August 29, 2007

General Specialist or Special Generalist -- Steve Hardy stole something from my "to-blog in-box" with Specialists and Generalists in 3D, his comments on a provocative image from Dave Gray of XPLANE which has achieved wider distribution via David Armano.

Steve hits the nail on the head about the roles of specialists and generalists.
1. Generalists and specialists need each other...
3. Projects grow exactly because of the combination of generalists and specialists...
4. Many people are generalists and specialists at the same time...
No problem is an island. (It's a peninsula.) Every problem lies within the domain of a larger system. While specialists are needed to solve the detailed technical aspects of a problem, generalists are necessary for keeping the big picture in mind, and watching over the possible systemic implications of the specialists' solutions, or at least knowing which other specialists to check with.

Generalists are the keepers and askers of the necessary "informed dumb questions" that can be too easily overlooked and unasked when buried in the guts of a problem.

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Thursday, August 23, 2007

What is the best use of your time, right now? -- Gotta admit, it ain't blogging.

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Tuesday, August 07, 2007

Busting Assumptions - Africa -- I recently did a series of posts about busting assumptions, double-checking "facts", and generally being open to new information about what you know that you might really not. A TED Global conference earlier this year in Tanzania does this for the subject of Africa.

Think about what comes to your mind when you think of Africa, then watch this conference-opening presentation.
Made me think about researching something like GAF for my IRA.

More TED Talks from Tanzania.

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Out of the (Mail)Box Thinking -- Self-service magazine subscriptions using coupons rather than costly snail mail, via BusinessWeek Blogspotting.

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Strategic Thinking and Improvement

Enterprise PM - It Starts with Strategic Interdependence

Face Reality

How to Think With Your Gut

Hugger-Mugger and Helter-Skelter

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"
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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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