Posts from the “Project Management” Category


Posted on January 6, 2018


As I look back on 2017, I notice the distinct absence of linearity. Progress comes in fits and starts. Certain decisions and certain moments have bigger impacts, just like certain periods in the stock market dramatically swing investment returns. Challenges and opportunities often arise in unpredictable ways. Like a sprinter in training, long months of unnoticed preparation can lead to a short visible accomplishment. The absence of linearity is exactly why recurring analysis and recurring improvement are so important to advancing in a changing ecosystem, and we all live in one. Let’s all make intentional progress in 2018, even if it’s not linear. “Design does not progress in a straight line. Design grows in response to the same essential forces of breaking down and building up that inform all innovation.” -Esperanza Emily Spalding *

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. *