Software Engineering, Project Management, and Effectiveness
How do you cut to the chase? How do you clear the air of ambiguity and get to facts? Ask cutting questions.
My manager, Per , doesn't ask a lot of questions. He asks the right ones. Here's some examples:
As simple as it sounds, having five separate customers stand behind you is a start. I'm in the habbit of litmus checking my path early on to see who's on board or to find the resistance. As customers get on board, my confidence goes up. I've also seen this cutting question work well with startups. I've asked a few startups about their five customers. Some had great ideas, but no customers on board. The ones that had at least five are still around.
At the end of any meeting, Per never fails to ask "next steps?", and the meeting quickly shifts from talk to action.
"Is it working?" is a pretty cutting question. It's great because it forces you to step back and reflect on your results and consider a change in approach.
I'm a big fan of predetermining consequences early (or at least trying).
I've seen many projects or initiatives--backed by many customers or stakeholders--come to fruition only go get that that golden "Aha" moment of realization that some consequence invalidates it entirely.
I want to know the top three influencers *not* on board. Are they out of the loop, firmly against, or uncommitted? This knowledge helps sharpen our strategy and our execution.
Whether you're a new hire or taking on a new job, here's some principles, patterns and practices to be
I like to learn from everyone around me.  One of my most influential mentors has been my manager,