Software Engineering, Project Management, and Effectiveness
I wrote a how to on How To Design Your Week. It’s all about mastering time management.
Let me first say that mastering your time is one of the most challenging things you can do in life. It’s a topic that folks like Peter Drucker have filled books with. Let me also say that, while it is tough, it’s also one of the best things you can do to lead a better life. And the beauty is, the moment you start spending your time in more meaningful ways, you get immediate payback.
What if right now, you were working on your next best thing to do? (It’s a simple question, but it cuts to the chase.)
This How To is based on helping many folks inside and outside of Microsoft design a schedule that helps them simplify their work, free up more time, get more done in the same amount of time, spend more time where it counts, and use their best energy for their best results. The trick in today’s world is that you don’t get more hours in a day – but you can amplify your results by improving your energy.
I prioritized creating this how to because I need to scale. Lately I’ve been helping a lot more fellow Microsoft colleagues design a schedule that brings out their best results and helping them get a handle on their work-life balance. The bottom line is, they wanted to spend less time, but get better, faster, simpler results. Most importantly, they wanted to stop thrashing and start thriving.
Just about everybody I know is feeling the pain of an increasingly competitive, increasingly connected, “always on” world. There’s always more to do, than you can possibly get done, but throwing more time at the problem isn’t the answer.
… So what is?
Design your time with skill.
If you let your week just happen, it’s very easy for your weekly schedule to erode to a point where it works against you in every possible way: your best energy gets wasted on the least impactful things, it takes ten times longer to get things done, the faster you go, the more behind you get, you wear yourself down emotionally, mentally, physically. Perhaps the worst thing though is, without carving out time for what’s important, you never have the time for the things that mean the most to you.
If you can design a week, you can create repeatable patterns that serve you throughout the year. The key is spending the right time, on the right things, with the right energy, the right way. This is the magic formula for getting exponential results from time you already spend. This is how you unleash your best, time and again, get more done in the same amount of time, feel strong all week long, and free up more time for the things you really want to spend your time on.
If you’re ready to exponentially make the most of what you’ve got and unleash yourself, take How To – Design Your Week for a test drive.
"You can't depend on your eyes when your imagination is out of focus." -- Mark Twain
Focus is the key to success at Microsoft for many people. I put together proven practices for how to focus in a comprehensive set of “Focus Guidelines”.
One of my mentors, a seasoned manager at Microsoft, once told me that the difference that makes the difference – why some people succeed and others do not – is focus. Those that lack focus spread themselves too thin, or never finish what they start. They have a lot of dreams, ambition, and ideas but they never spend enough time working on any one thing to make it happen. On the flip side, those with focus, know what they want to accomplish, and they apply concentrated effort, and see it through to completion. They also focus on less, yet achieve more.
I set out to nail a set of proven practices that could help anybody improve their ability to focus. I gave myself a timebox of four hours to see what I could put together for a v1 release. I sanity checked the results with a few folks that said it very much echoed what they thought were the keys to improving focus, so now I’m sharing with a broader audience. (If you’re wondering why I gave myself a timebox of four hours for this it was to help me focus Focus is a complex topic and deserves attention, but I also have other priorities I’m working on. I was willing to spend 2 hours Saturday and 2 hours Sunday to chip away at this stone, if it could help the greater good to have a robust set of practices that actually work for achieving the highest levels of focus. I expect my four hour investment to help many others get exponential results and help them take their game to a new level, by expanding their mental toolbox. Even if that’s not the case, spending four hours to work on such a key cross-cutting skill for life is still a good investment.)
These practices are time-tested and Softie approved. As you can imagine, with all the bright and shiny objects that go flying around, it takes skill and discipline to stay focused. The beauty though is that if you know the key strategies and tactics for improving your focus, then it actually gets a lot easier to focus where it counts and enjoy the ride.
Explore my “Focus Guidelines” and learn how to focus with skill.
One of the scenarios I get asked to coach teams on is, “Email Therapy.”
Basically, this translates to, “Help our team deal with email overload” or “Help our team get un-swamped” or “Help our team process and manage email more effectively.” In a lot of these scenarios, it’s where the team uses email as a heavy part of their workload.
Why do they ask me? Usually it’s word of mouth where somebody I’ve mentored shares the approach. In other cases, it’s a team that wants to adopt Getting Results the Agile Way, but want to first get a handle on their email challenge.
Why Keep an Empty Inbox I deal with hundreds of email each day, but I keep my inbox empty. Having an empty inbox is not only a good feeling, but it streamlines things. My inbox really is for incoming messages. I keep my inbox clear because I have a place for actions and tasks, a place to stick the email I’ve read, a simple way to schedule time for things that take time, and a simple folder system for archiving useful reference information. I avoid “death by a 1000 paper cuts” and “paper shuffling” using this approach. Because my approach is designed to easily deal with large volumes of email, it’s easy for me to batch process. I limit the amount of administration time I spend, so I can optimize the time I spend on higher value activities.
5 Patterns for Keeping Your Email Inbox Empty To share my approach, I use patterns. This way whether you use GMail, HotMail, Outlook, etc., you can still apply the same concepts.
Here are the main ideas behind each pattern:
Pattern #1 - One Folder for All Read Mail
Pattern #2 - Filter Out Everything Not in Your Immediate World
Pattern #3 - Tickler Lists of Action
Pattern #4 - Schedule Items You Need Time For
Pattern #5 - Reference Folders
The main anti-patterns that these patterns help you avoid are:
My Related Posts
As I’ve been teaching Getting Results the Agile Way to more people and teams, I’ve had to simplify the mental model. Here is the simplest visual that I like to whiteboard to show the main idea:
It’s all about having a simple system for flowing value each day, and each week. I’ve focused more on the story-driven approach, because I find that this helps people connect more deeply with what they do. Instead of focusing on “doing tasks” or just “getting stuff done”, they focus on meaningful impact and meaning results. It’s also about living your values. Or, to put it another way, doing what makes you strong, all day long.
A Story-Driven Approach to Great Results Using simple and sticky “one-liner stories” each day, and each week, helps you turn tasks into results:
The more you turn your tasks into compelling outcomes, and the more you connect your outcomes to your values, the more you will ignite yourself and others on fire as you blaze your trail forward. The key here is connecting to your values. In the simple examples above, winning a raving fan is all about connecting with customers, slam dunking your bugs is about making it a game while testing your skills, and inspiring your team to go for the epic win is all about making it an adventure. If customers, growth, and impact are high on your values, those results take on new meaning and jazz you vs. drain you.
Anyway, I’ve created a simple one-page guide to answer the question, What is Agile Results.
From the Archives Customer-Connected Engineering – Involving customers throughout your software development cycle can help you make sure you make something your customers need and want. It also helps you better understand the requirements and prioritize more effectively. It also helps you get more relevant and timely feedback so you can ship stuff that people will use. We’ve called the approach we’ve used in patterns & practices, Customer-Connected Engineering (CCE), and this is the approach in a nutshell.
Methodologies at a Glance – At the heart of every software methodology, there are core practices. When you know the key activities and artifacts that make up a methodology, you can easily compare across methodologies to find the best fit. You can also fill your toolbox with practices so that you can use the ones that you need, when you need them. This is a bird’s-eye view of some of the more popular software project and product development methodologies.
From the Web Focus Guidelines – It’s been said that the difference between those that succeed, and those that don’t is focus. Focus is a skill you can build and use throughout your lifetime, to counter distractions, fully engage in what you do, reduce stress, and improve your results. This is a comprehensive set of guidelines that give you an edge in today’s world.
How To – Set Goals and Achieve Them – This is a step-by-step guide for setting compelling goals, and making them happen. If goals leave a bad taste in your mouth, this can help you turn it around. It’s all about creating goals that inspire you and that help you achieve whatever you set out to do.
Chris Smith wrote a great overview of my productivity system on Stepcase Lifehack.org. The article is Productivity System Overview: Getting Results the Agile Way.
Chris is very familiar with various productivity systems, including Getting Things Done. I enjoyed reading Chris’s article, and I especially liked how he covered so much ground in such a short amount of space. He honed right in on what’s important, and made the key points pop.
I think what Chris really caught on to, and surfaced in his review, is that Getting Results the Agile Way is all about achieving meaningful results, and not just doing more tasks.
As a Program Manager, one of the things I’ve had to do a lot is, “pitch projects.” Whether it’s pitching a project or talking about a project in the hall, it helps to have an elevator pitch that sticks.
The ideal elevator pitch for a project is simple, sticky, and makes the point fast. Somebody shouldn’t have to work too hard to figure out what it’s about. It’s the essence in a nutshell.
The Minimum Elevator Pitch Here are a few example elevator pitches I’ve used for some of my projects:
I’m a fan of the one-liner reminders. They make it easy for you to tell and sell the story. Additionally, they make it easier for others to tell and sell your story if they have a simple, sticky, one-liner reminder, and in today’s world, word-of-mouth marketing is your friend.
The Maximum Elevator Pitch Here is an example of an elaborated elevator pitch template, I’ve used in patterns & practices on a slide, as a more formal way of expression the cornerstone attributes of the project:
It’s always great to see how technology can help make the world a better place.
You might remember Ed Jezierski from his Microsoft days. In his early years at Microsoft, he worked on the Microsoft Developer Support team, helping customers succeed on the platform. These early experiences taught Ed the value of teamwork and collaboration, extreme customer focus, and the value of principles, patterns, and proven practices for addressing recurring issues, and building more robust designs.
From there, Ed was one of the early members of the patterns & practices team. As one of the first Program Managers on the patterns & practices team, Ed was the driving force behind many of the first guides from patterns & practices for developers, including the Data Access guide, and the early Application Architecture guide. He was also the master mind behind the first application blocks (Exception Management Block, Data Access Block, Caching Block, etc.) , which forever changed the destiny of patterns & practices. The application blocks helped transition patterns & practices from an IT and system administrator focus, to a focus on developers and solution architects. In his role as an Architect, on the patterns & practices team, Ed played a significant role in shaping the technical strategy and orchestrating key design and engineering issues across the patterns & practices portfolio. One of his most significant impacts was the early design and shaping of the Microsoft Enterprise Library.
In his later years, Ed worked on incubation and innovation teams, where he learned a lot about streamlining innovation, making things happen, and how to create systems and processes to support innovation, in a more organic and agile way, to balance more formal engineering practices for bringing ideas and innovation to market.
But, just like James Bond, “the world is not enough.” Ed’s passion was always for helping people around the world in a grand scale. His strength and amazing skill is applying technology to change the world and making the world a better place, by solving solve real-world problems. (I still remember the day, Ed showed up in his bullet proof armor, ready to deploy technology in some of the most dangerous places in the world.)
Now, as CTO at InSTEDD, Ed hops around the globe helping communities everywhere design and use technology to continuously improve their health, safety and development. As you can imagine, Ed has to make things happen in some of the most extreme scenarios, responding to natural disasters and health incidents. And he uses Getting Results the Agile Way as a system for driving results for himself and the teams he leads.
Here is Ed Jezierski on Getting Results the Agile Way …
How you split the work is one thing. How you team up on work is another.
This is one of those patterns that can be counter-intuitive, but is one of the single-biggest factors for successful teams. I've seen it time and again, over many years, in many places.
When I compare the effectiveness of various organizations, there's a pattern that always stands out. It's how they leverage their capabilities in terms of teamwork. For the sake of simplicity, I'll simply label the two patterns:
In the One-Man Band scenario, while everybody is on a team, they are all working on seperate things and individual parts. In the Pairing Up scenario, multiple people work on the same problems, together. In other words ...
The Obvious Answer is Often the Wrong Answer The obvious choice is to divide and conquer the work and split the resources to tackle it. That would be great if this was the industrial age, and it was just an assembly line. The problem is it's the knowledge area, and in the arena of knowledge work, you need multiple skills and multiple perspectives to make things happen effectively and efficiently.
Teams of Capabilities, Beat Teams of One In other words, you need teams of capabilities. When you Pair Up, you're combining capabilities. When you combine capabilities, that means that people spend more time in their strengths. You might be great at the technical perspective, but then lack the customer perspective. Or you might be great at doing it, but not presenting it. Or you might be great at thinking up ideas, but suck at sticking with the daily grind to finish the tough stuff. Or you might be great at grinding through the tasks, but not so great at coming up with ideas, or prioritizing, etc.
The One-Man Band Scenario Creates Bottlenecks and Inefficiencies As the One-Man Band, what happens is everybody bottlenecks. They spend more time in their weaknesses and things they aren't good at. Worse, the person ends up married to their idea, or the idea represents just one person's thinking, instead of the collective perspective.
Crews Spend More Time in Strengths and Gain Efficiencies If you've had the benefit of seeing these competing strategies first hand, then it's easy with hind-sight to fully appreciate the value of Pairing Up on problems vs. splitting the work up into One-Man Bands. For many people, they've never had the benefit of working as "crews" or pairing up on problems, and, instead, spend a lot of energy working on their weaknesses and meanwhile, spending way less time on their strength.
When people work as teams of capabilities, and are Pairing Up on problems, the execution engine starts to streamline, people gain efficiencies, and get exponential results. Several by-products also happen:
There are Execution Patterns for High Performing Teams Of course there are exceptions to the generalization (for example, some individuals have a wide variety of just the right skills), and of course their are success patterns (and anti-patterns) for building highly effective teams of capabilities, and effectively pairing people up in ways that are empowering, and catalyzing. I learned many of these the hard way, through trial and error, and many years of experimenting while under the gun to bring out the best in individuals and simultaneously unleash and debottleneck teams for maximum performance and impact. I’ve also had the benefit of mentoring teams, and individuals in reshaping their execution. This is probably an area where it’s worth me sharing a more focused collection of patterns and practices on leading high performance teams.
If you have a favorite post or favorite write up that drills into this topic, please send it my way. In my experience, it's one of the most fundamental game changers to improving the execution and impact of any team, and especially, one that does any sort of knowledge work, and engineering.
From the Archives Agile Architecture Method -- Scope and focus your architecture exercise, use scenarios to drive the design and evaluate potential solutions, and expose key choice points. It's a way to bridge traditional architecture with more agile, iterative, and incremental ways. This approach is the synthesis of more than 30 seasoned solution architects inside and outside of Microsoft, as well as security experts, and performance experts.
User Stories for Cloud Enterprise Strategy -- A collection of user stories for the cloud. This collection is a simple map of the most common scenarios that Enterprise Architects, business leaders, and IT leaders will be facing as they adopt cloud technologies. These are real scenarios from real customers, thinking through and planning their cloud adoption.
Windows Azure Whitepapers Roundup – If you want to read up on Microsoft’s cloud story, there are plenty of whitepapers to get you started. This is a collection of the various Windows Azure whitepapers around Microsoft for developers, IT Pros, and business leaders.
From the Web Motivation Guidelines – A set of proven practices for improving your motivation, finding your drive, and inspiring action. Motivation is a skill you can use the rest of your life. Find the key practices that work for you, and use this collection as your mental toolbox to draw from.
36 Best Business Books that Influenced Microsoft Leaders – The beauty of Microsoft is the extremely high concentration of smart people and I like to leverage the collective brain I posed the following question to several Microsoft leaders, past and present, and up and down the ranks, ““What are the top 3 books that changed your life in terms of business effectiveness?” This is the answer I got.
Cloud computing is hot. As customers makes sense of what the Microsoft cloud story means to them, one of the first things they tend to do is look for case studies of the Microsoft cloud platform. They like to know what their peers, partners, and other peeps are doing.
Internally, I get to see a lot of what our customers are doing across various industries and how they are approaching the cloud behind the scenes. It’s amazing the kind of transformations that cloud computing brings to the table and makes possible. Cloud computing is truly blending and connecting business and IT (Information Technology), and it’s great to see the connection. In terms of patterns, customers are using the cloud to either reduce cost, create new business opportunities and agility, or compete in ways they haven’t been able to before. One of the most significant things cloud computing does is force people to truly understand what business they are in and what their strategy actually is.
Externally, luckily, we have a great collection of Microsoft cloud case studies available at Windows Azure Case Studies.
I find having case studies of the Microsoft cloud story makes it easy to see patterns and to get a sense of where some things are going. Here is a summary of some of the case studies available, and a few direct links to some of the studies.
Advertising Industry Examples of the Microsoft cloud case studies in advertising:
Air Transportation Services Examples of the Microsoft cloud case studies in air transportation services:
Capital Markets and Securities Industry Examples of the Microsoft cloud case studies in capital markets and securities:
Education Examples of the Microsoft cloud case studies in education:
Employment Placement Agencies Examples of the Microsoft cloud case studies in employment agencies:
Energy and Environmental Agencies Examples of the Microsoft cloud case studies in enery and environmental agencies:
Financial Services Industry Examples of the Microsoft cloud case studies in the financial services industry:
Food Service Industry Examples of the Microsoft cloud case studies in the food service industry:
Government Agencies Examples of the Microsoft cloud case studies in government agencies:
Healthcare Industry Examples of the Microsoft cloud case studies in healthcare:
High Tech and Electronics Manufacturing Examples of the Microsoft cloud case studies in high tech and electronics manufacturing:
Hosting Examples of the Microsoft cloud case studies in hosting:
Insurance Industry Examples of the Microsoft cloud case studies in the insurance industry:
IT Services Examples of the Microsoft cloud case studies in IT services:
Life Sciences Examples of the Microsoft cloud case studies in life sciences:
Manufacturing Examples of the Microsoft cloud case studies in manufacturing:
Media and Entertainment Industry Examples of the Microsoft cloud case studies in media and entertainment:
Metal Fabrication Industry Examples of the Microsoft cloud case studies in metal fabrication:
Nonprofit Organizations Examples of the Microsoft cloud case studies in non-profit organizations:
Oil and Gas Industry Examples of the Microsoft cloud case studies in oil and gas:
Professional Services Examples of the Microsoft cloud case studies in professional services:
Publishing Industry Examples of the Microsoft cloud case studies in publishing:
Retail Industry Examples of the Microsoft cloud case studies in retail:
Software Engineering Examples of the Microsoft cloud case studies in software:
Telecommunications Industry Examples of the Microsoft cloud case studies in telecommunications:
Training Industry Examples of the Microsoft cloud case studies in training:
Transportation and Logistics Industry Examples of the Microsoft cloud case studies in transportation:
“Information is not knowledge.” – Albert Einstein
What if you could streamline your way through vast seas of information to find the needles in the haystacks, or make sense of an ever changing landscape? Information comes at us so fast, from so many directions. The world changes fast, and, in a knowledge worker world, what you don’t know can hurt you.
One of the FAQs I get asked by colleagues is, how do I make my way through so much information so fast?
If I just say lots of years of deliberate practices writing and reviewing prescriptive guidance in patterns & practices, that doesn't help them much. If I say, I spent hundreds of dollars on books each month and that forced me to read a lot faster, that doesn't help either. So, I started paying attention to where the speed comes from. It’s ultimately a system of things and habits from practice, but here are a few keys you can use …
Reading and Analyzing Information
Writing Information Faster
Since joining the Enterprise Strategy Team at Microsoft, I’ve had to shift gears and focus more on business, business architecture, and strategy patterns. Luckily, there’s no shortage of material on business design. The trick is finding the useful nuggets of insight and action.
Here’s an example of a useful nugget regarding how to think about the three core types of businesses …
In the book, Business Model Generation, Alex Osterwalder, Yves Pigneur, Alan Smith, Patrick Van Der Pijl, and Tim Clark suggest unbundling your business by splitting it into three core types:
While the three types can co-exist within a single corporation, you can avoid conflicts or undesirable trade-offs by unbundling them, into separate entities.
When your business is bundled, it’s tough to streamline things or make it more effective, because the focus is fractured.
When you unbundle your business, you can gain clarity, focus, efficiencies, and effectiveness. You can also make it easier to innovate in your processes, platforms, and products because of the clarity and focus.
As you can imagine, this is crucial for any significant cloud plays and business transformations. I’m in the business of business transformation now, as well as connecting business with IT (Information Technology), so it’s helpful to fill my toolbox with business strategies and business design methods, and I’ll share my toolbox with you as I go.
In their Value Disciplines Model, Treacy and Wiersema suggest that a business should focus on one of three value disciplines for success:
This re-enforces the idea by John Hagel and Marc Singer to split businesses into three core types (infrastructure businesses, product innovation businesses, and customer relationship businesses.)
The question of course is whether, does Traecy and Wiersema’s model hold up in today’s world, where business blends with technology, and social media makes customer intimacy a commodity?
In the article, The Strategy Accelerator, Alfred Griffioen identifies three models that have been used for strategic competitive differentiation:
Griffioen raises the question whether the models are still relevant, given Porter’s is circa 1980, Traeacy and Wiersema’s are circa 1995, and the BCG portfolio mix is from 1959.
I think the key is that while the landscape may change, the principles remain the same, they just need to be adapted.
This helps show why knowing the *why* and the context behind a principle is always key (as in *why* or *how* does it work … or even *when* does it work?) That’s why patterns are a key way to share principles and strategies (they not only build a shared language, while sharing a problem and solution pair, but they also bound it to a context.)
In the article, The Strategy Accelerator, Alfred Griffioen shares four gears for differentiation and competitive advantage:
Strategies for Each Gear Griffioen shares strategies for each of the gears, to make the most of your market position:
In the article, The Strategy Accelerator, Alfred Griffioen shares some specific examples of how today’s landscape changes the competitive arena:
I’ve seen this in action, and I like how Alfred called these out. It helps us not just see the landscape, but start to form new rules for the road.
One town that all roads seem to lead to, is that … brand is the ultimate differentiator.
It’s a reflection of the perception of perceived value, the emotional benefits, the intangibles and the culture and the values that the brand stands for. In fact, a good way to test your brand is to figure out the three to five attributes that it represents.
Brand is a powerful thing because it’s a position in the mind. For some categories, especially on the Web, sometimes you only need one brand at the top, and the rest don’t matter. That’s why sometimes the only way to play, is to divide the niche, or expand to a new category.
As an individual, your brand can serve you in many ways at your company, from opening doors to creating glide paths … especially, when your reputation proceeds you in a good way.
The trick as an individual is, how do you fit in, while finding ways to stand out and sharing your unique value?
I put together a trends map in my trends for 2011 post.
I took a look across consumer trends, Enterprise trends, market trends, and what's on the minds of CIOs, CFOs, and CEOs. I also drew from my experience from talking with key folks on what's going on, including many customers and what they're focused on. I included a round up and distillation of many sources, so you can drill into even more.
The post is long, but I've saved you several hours, if not days, of research and bubbled up several key sources that will help you create your own map of trends. I designed the post to be very scannable so you can hop around pretty fast.
Trends are your extreme advantage. By knowing where the action is, you can focus your energy for better results. You also avoid surprises. You can also reshape your job to be more relevant, and you can use market insights to follow the growth, or create new growth. As cycles of change get shorter, one of your best skills to build is anticipation. Anticipation helps you respond over react. Key tip – The Art of the Long View teaches us to have multiple long views.
Explore trends for 2011.
If you’re interested in development with the Microsoft Windows Phone, this map is for you. Microsoft has an extensive collection of developer guidance available in the form of Code Samples, How Tos, Videos, and Training. The challenge is -- how do you find all of the various content collections? … and part of that challenge is knowing *exactly* where to look. This is where the map comes in. It helps you find your way around the online jungle and gives you short-cuts to the treasure troves of available content.
The Windows Phone Developer Guidance Map helps you kill a few birds with one stone:
Download the Windows Phone Developer Guidance Map
Contents at a Glance
Mental Model of the Map The map is a simple collection of content types from multiple sources, organized by common tasks, common topics, and Windows Phone features:
Special Thanks … Special thanks to Adam Grocholski, Allison Kent, Constanze Roman, Dan Reagan, Dragos Manolescu, Georgia Pettigrove, Kevin Lam, Mark Chamberlain, Paul Enfield, Pete Brown, Srinivas Iragavarapu, and Will Clevenger for helping me find and round up our various content collections.
Enjoy and share the map with a friend.
I’ve been thinking about execution and the lessons learned. I’ve summarized some insights and reminders.
I’ve been lucky enough to grow up with patterns & practices over the last 10 years, so I’ve been able to see what works, what doesn’t, and the difference that makes the difference.
The Vital Few Here are the vital few lessons:
20 Additional Game-Changers … Here are some additional ways to improve execution:
I added a map of Leadership Blogs, A- Z at http://sourcesofinsight.com/2010/12/06/leadership-blogs/.
Here is my short list:
Do you have a favorite blog on leadership I should know about? Tell me about it – I think of my collection of leadership blogs as a living list.
Here is a sketch of the mental model I use when thinking through how to address a space with prescriptive guidance:
At a high level, it’s a “stack,” and by having a model of the stack, you can choose how far up the stack to go:
One thing I didn’t explicitly show in the model, is the idea of media, such as videos and slides, and train-the-trainer material. To really get adoption, the media and train-the-trainer material help spread the word. They make it easier for raving fans to adopt and to help spread, as well as to help teach others.
Together, all these parts work to create a “platform” and an “ecosystem” for prescriptive guidance. While it’s not a hard and fast model, it has helped me both figure out the opportunities, as well as evaluate competition, and it helps me see where various types of deliverables fit into a bigger backdrop for impact.
I happened to look over to my bookshelf and noticed that I have two books that landed together by chance:
I’m a fan of “just enough.” One of my mentors liked to quiz me with the question:
“How much process do you need?”
The answer was always, “just enough.”
The question, of course, then becomes, how much is “just enough?” The answer to that is, it depends on what’s the risk? … what’s at stake? It should be commensurate to risk.
I always liked the example we gave regarding how much to invest in performance modeling:
“The time, effort, and money you invest up front in performance modeling should be proportional to project risk. For a project with significant risk, where performance is critical, you may spend more time and energy up front developing your model. For a project where performance is less of a concern, your modeling approach might be as simple as white-boarding your performance scenarios.”
Just enough not only helps you eliminate waste, in the form of unnecessary overhead, but it frees you up to better balance your other trade-offs and priorities.
I saw the Facebook privacy issue on the news. I remember somebody saying, developers should just be responsible. A common practice is to "make it work, then make it right." The problem is, you don't always get a chance to "make it right." That very much depends on what your organization values. The values define the culture.
I flashed back to our early values in patterns & practices. The thing to know about values, is that values flow down. It's what the leaders say, it's what they reward and punish. It reminded me of why our collective set of values was so important.
If you value cost …
If you value execution …
If you value learning …
If you value quality …
If you value customer-connection ...
When I look back to the values we had in patterns & practices, I see how they helped pave the way for great:
If you don't think you, your team, your company, etc. are on a path to great, check the values for clues. It’s not about having this value or that (after all, all values are … well … valuable) ... the magic is in the blend, and often the difference is in what’s missing or out of balance.