Believing in the inherent value and quality of people comes out in how you challenge them and what you expect of them. It has much less to do with your direct personal style.
All in theory of constraints
Believing in the inherent value and quality of people comes out in how you challenge them and what you expect of them. It has much less to do with your direct personal style.
Ihab Sarieddine has a nice overview of CCPM in his blog on project management, "Improving Scheduling Using Critical Chain Project Management (CCPM)."
I read Bob Sproull's _Epiphanized_ in just a few days and found it told a gripping story of TOC transformation, even if the writing style was sometimes off-putting.
Working with clients on project management, as I do, I see a familiar theme come up over and over again. People have a difficult time separating the creation of an idea from starting to work on that idea.
Creativity and productivity are both enhanced by acknowledging and working with full understanding of the operating constraints. An HBR article from Matthew E May reminds me of the idea once again, "How Intelligent Constraints Drive Creativity."
Project management and knowledge management are about getting things done. I attended and spoke at the Center for Business Information (CBI) 6th Annual Forum on Knowledge Management this week in Philadelphia. Rather than talk about knowledge management directly, I opted to speak about managing projects - whether they are KM or other types.
Thanks to Mark Graban's recent Leanblog podcast with Steve Bell, I found a long list of "information wastes" that serve as an appendix to Bell and Orzen's _Lean IT: Enabling and Sustaining Your Lean Transformation_ (2010).
Thomas Corbett's _Throughput Accounting_ is a quick read and very familiar for someone who has been in the Theory of Constraints world. I wonder if anyone comes to TOC via this route, rather than through The Goal and some of the other business novels.
I came across a pair of articles that compare Lean, Theory of Constraints and several other process improvement approaches. Both decide that Lean is the best, but the authors appear to emphasize Lean in their work as well. TOC doesn't get a very good hearing.
Some interesting quotes today: Metadata is the stuff you know. Data is the stuff you are looking for. -WeinbergerInformation is the answer to the question asked. -Goldratt
"The High-Velocity Edge" was given to the attendees at the Lean Software & Systems Conference this year, as Steven J. Spear was one of the keynote speakers. I enjoyed the book and have dog-eared pages and underlined throughout.
I've written about the common focus on efficiency several times here. This time it's inspired by an HBR blogs article by Casey Haksins and Peter Sims, "The Most Efficient Die Early.'
The latest read from my backlog is David Anderson's 2004 look at "Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results." It's a great combination of two of my interest areas today.
Dilbert cannot possibly focus on 25 things. Neither can you!
Are you starting your change effort with a focus on evolution or on revolution? How does this impact your way of thinking about the change you need to create? How does it impact your thinking about other change efforts?
Bill Dettmer has a new article on how management tools fit into the Cynefin framework. This builds on ideas I've heard directly from Dave Snowden as well as those discussed elsewhere by people interested in Cynefin as applied to various approaches.