Posts from the “Project Management” Category

Watermelon Day

Posted on August 3, 2017


In basic red-yellow-green project status reporting, a watermelon is a project that is reporting its status as green when it is actually red at its core. Green on the outside, red in the middle. It is superficially showing on track when it’s really at risk. What is seen on the outside doesn’t match the reality of the content. On National Watermelon Day, resolve to go below the surface, have substantive conversations, and solve real issues. Let’s go cut into some watermelons. *

Forced Capacity

Posted on January 28, 2017


You can always get a little more out of people, or so it seems. Stay a little later. Handle it over the weekend. Psychological manipulation du jour. The challenge is two-fold: 1) forcing capacity in a manner that is sustainable, without straining the system or leaving too little slack, and 2) forcing capacity for meaningful reasons, those that have a true impact…not just because we can. *


Posted on September 23, 2016


The tl;dr summary of a Chief Operating Officer conversation this month: let’s not reduce costs…I don’t want to run around cutting legs off of the furniture. It’s such an extreme binary view when we can look at degrees of application. To what degree should you practice, participate, delegate, solicit or invest? It’s a version of a spectrum, and there’s a long way to go before your furniture has no legs. *

That One Time

Posted on January 29, 2016


Remember the project that failed, the proposal that fell flat or the experience that didn’t quite live up to expectations? There are always a few people that latch onto that one time it didn’t go so well. It can become Exhibits A, B and C of failure and an excuse to never do anything remotely similar again. Invariably it happens when I review a portfolio of potential initiatives with a client. Oh, we tried that one once…it didn’t work. Only once!? The good news is circumstances are different now…we’re older, wiser perhaps…if nothing else, you can learn from the failure. Fight the overreaction to disaster. Find the variables you can control. Go get wins – however small they are at first – to gradually replace the one time…