It took us years to move from top-down to people-centric management, but the journey was worth it Peter Drucker once said, “Culture eats strategy for breakfast.” Throughout my career, I have spent a lot of time in the strategy room. But no matter what we decided there, until we got the organizational culture right, we were unsuccessful in executing our goals. Continue reading
Reliability engineering includes delivering bad news. This piece of equipment will fail soon, this design won’t survive outdoor use.
We start early with engineering judgment on design weaknesses. Continue by organizing groups to evaluate and comment on what will likely fail. We test, prod, poke and force failures to occur. Then we tally the actual performance and compare that to the what we hoped.
We are the bearers of bad news all too often.
So how do you avoid the stigma attached to that bad news? Continue reading
Organisations that promote formalised and standardised risk management practices can create a risk culture where their employees view risk management as a compliance and tick-the-box exercise.
In comparison, organisations that intentionally promote a more informal environment where risk discussions and information sharing naturally occur as part of the broader organisational culture when making decisions can experience a positive risk culture. Continue reading
This article focuses on the task level of a project which is the key to merging the different methodologies. There is a lot of articles on line that explain what the merger will look like and the pros and cons of it but I found nothing to explain HOW TO DO IT? This article goes into quite a bit of detail but I felt I had no choice to convey to the reader how to merge the two methodologies with examples. Continue reading
If you are running a business today using Agile methods, it’s likely that you are not getting the productivity boost from it that you should, and your time to market for new features is probably not what it could be either.
Is that the end of the world? By and large, yes! The problem is that your impaired delivery capabilities have a substantial impact on your business agility. How is that? Your digital development process is at the center of your product management capability and if you can’t iterate quickly enough it will limit the opportunities for your product managers to redirect the evolution of your products while they’re in development. When you are in a hurry to get new or updated products to market, they will be less evolved, less marketable and less competitive. Continue reading