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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.

Saturday, September 19, 2009

Calling Bullshit on Project Management 2.0 -- OK. I've got your attention with my over the top title. Sorry about that.

Actually, over at Glen Alleman's Herding Cats: Top Down / Bottom Up = Project Management 2.0? Not with this approach, he doesn't so much call bullshit on PM 2.0 but rather on an unconvincing setup and payoff of someone else's promotion of the idea that purports to blend the best parts of "traditional" (for want of a better word) and "agile" PM.

I can't stand it when the presentation of good ideas are ruined by poorly developed logic and arguments promoting them.

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Wednesday, January 28, 2009

Rob Newbold on Agile and Critical Chain -- I'm not going to quote it. You should read the whole piece on Agile and Critical Chain from a guy who was there at the beginning of Critical Chain.

I've written enough on the subject anyhow.

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Tuesday, September 02, 2008

Critical Chain Scheduling for Software Projects -- A critical chain article on Stickyminds by my old blog buddy Clarke Ching.

Gotta love his listed "further readings".

;-)

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Monday, July 16, 2007

Agile Task/Process Mgmt vs Project Management -- Long time blog correspondent Glen Alleman has recently acknowledged an understanding of agile software development that's "dawning on him"...
"In a recent exchange on Agile Project Management, it has finally dawned on me that when the agile software development advocates speak of project management they are not actually speaking of project management. They are speaking of managing software development..."[Be sure to read the rest...]
Yup. Pretty much a similar conclusion I came to back in 2003, when I had time and energy to ponder such things (as well as a vested interest in promoting Critical Chain Project Management and its potential as a PM overlay for agile efforts).

From January
of that year...
"While on the subject, I've been recently trying to wrap my head around the various flavors of agile software development, and what they describe as "agile Project Management" (which has more of a sound of "task" or "process management" to my ears). There's been an excellent discussion of this in the Newgrange PM discussion list, which starts in the YahooGroups archive here."
And from March...
"One of the things I think I'm seeing in Davids' book is a distinction between "agile" work methodologies and practices and project management that can wrap around them to make promises...a distinction that I've come to myself. The things that fall into the agile approach are about work/task management for a certain type of work, and don't really meaningfully address the promise-making and promise-keeping aspects inherent to project management."
Of course this assumes agreement that a major function of project management is about making promises, and understanding the health of and/or modification to those promises in an attempt to keep them.

"Agile Software Development" is a set of processes governing how software development tasks are organized and performed. But software development is only part of a project, even if it is a software development project.

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FP's Recommended Reading
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Best of the FP Blog Archive
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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"
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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