Software Engineering, Project Management, and Effectiveness
I'm honored to be interviewed by David Zinger on Getting Results the Agile Way.
David Zinger is author of Zengage: How to Get More Into Your Work to Get More Out of Your Work, founder of the Employee Engagement Network, and creator of the Employee Engagement for Results Model.
Here is the abstract of the interview:
“This practical webinar outlines how to get results and foster employee engagement with agility. JD Meier from Microsoft, and author of Getting Results the Agile Way, shares his proven methods to get results for us and others with David Zinger, the founder and host of the Employee Engagement Network.”
It’s raw. It’s real. David has a way of asking great questions, connecting the dots, and teasing out key insights.
"Strength does not come from physical capacity. It comes from an indomitable will." -- Mahatma Gandhi
When people ask me what my biggest game changer was in terms of producing more in less time, I have to say that it’s a combination. It’s a combination of 1) spending more time in my strengths, and 2) finding my power hours.
This was the biggest key to getting more done in less time, and keeping my energy strong. Imagine doing the work you do in 40 hours in four hours. That’s what it’s like.
Hands down, this accelerated my learning and growth the fastest way possible. Imagine taking something that you could already do all day, and honing that. Imagine sharpening this blade to cut through any problem that comes your way, in the most effective and efficient way. That’s what it’s like.
It’s now my edge. I’ve found ways to use this edge in any job I do. You can do so too.
Here is a blurb from my 30 Days of Getting Results on Day 10 – Feel Strong All Week Long:
Get on Your Strengths Path What if there was one thing you could focus on that would help you get exponential results in all areas of your life? Well there is. It’s getting on your strengths path. When you are spending more time in the activities that make you strong, you automatically do great work, you renew and rebuild your mind, body, emotions, and spirit, and you dramatically accelerate your learning and growth. Fighting to get on your strengths path is one of the highest ROI (Return on Investment) battles you will ever win. It pays you back daily.
If there are so many benefits to being on your strengths path, and spending more time in your strengths, then why doesn’t everybody just do it? Because it requires self-awareness and you have to own it. Nobody comes along and puts you on your strengths path. YOU have to own it. YOU have to continuously find ways to spend more time in your strengths. Only you know truly what makes you strong and what makes you weak. You have to decide you want to spend more time in your strengths and you have to be deliberate about spending less time in your strengths.
That really is the key message here. You have to own it. When you choose to give your best, where you have your best to give, you empower yourself up to operate at a higher level. Your edge is at your finger tips.
If you want to read faster, I'll share a way that will radically change how fast you can read books, and, more importantly, comprehend the information. You can read faster and absorb a lot more books with a rapid reading method -- the sticky note way. You can do extreme reading with sticky notes.
This approach is for printed books and magazines. I'm a fan of the Kindle. You can read my Kindle review. My main scenario for Kindle is instant access, reading fiction, and having books at my finger tips. That said, I can read and learn faster with physical books, using the "Sticky Note Method."
I read a lot of books each month. I usually spend in the neighborhood of $300 a month. Books are my fastest way to learn new ideas, new methods, new techniques that I can test at work to keep growing my capabilities. Books are the short-cuts for personal development and rapid learning.
Why the Sticky Note Method Here's a quick story that might help show how it works. The other day I was looking for a key concept. I knew which book it was in. I started rapidly flipping through pages. I couldn't find it. I started to put yellow stickies in the book as I flipped through. On each sticky, I wrote down one nugget of insight -- one key idea or action that was worth noting. As I wrote down each insight, I put it into easy to understand terms. I wrote it as a one-liner reminder. Within 20 minutes, I had parsed my 300+ page book. It was riddled with stickies, my one-liner reminders, and I now had a personal index, with key take aways.
It was the wrong book.
I took a break and realized I was intently looking the right way, but in the wrong book. I grabbed the right book, and found the idea I had been looking for within seconds. Meanwhile, what dawned on me was just how powerful this rapid reading method is.
The sticky note method is powerful because it forces you to internalize what you read, while turning insight into action. It's simple too. But don't let the simplicity fool you.
How To Use the Sticky Note Method for Rapid Reading The steps are simple:
That's it. I told you it was simple. It’s simple, but effective.
You will get faster with practice. When I asked one of my mentors what's the secret to running faster, he said run faster. I thought he was joking but he was serious. The same is true for reading faster. To read faster ... read faster. But now you have a method to make the most of what you read, as you go – The Sticky Note Method for Rapid Reading. It works because it forces you to focus, it forces you to internalize information rather than regurgitate information, it forces you to create a personalized, meaningful index into your book, and it forces you to distill information into easier to little insights and actions (one-liner reminders) that turn insight into action.
I've been using this approach for years. I've tried many ways to read faster, and they all add up, but if I could only share one approach with you, this is the one that will radically change your game and take your reading to the next level.
The Rapid Research Method is a way to speed up your product research. It’s also a way to speed up ramp up time when you are leaning a new domain. The Rapid Research Method is also a key for rapid innovation and rapid product design and development. Lastly, the Rapid Research Method is also a great way to map out a space and perform competitive assessments.
One of the challenges with product development is doing effective research for your product design to make sure you have the right map of the pains and needs, the top concerns, and the key desired outcomes. Another challenge is actually making this information actionable and simple to share.
I’ve had the benefit of driving several projects end-to-end, so I’ve been through the research and exploration stage multiple times. I’ve learned a lot of tricks for speeding up research and making it more effective. I’ve had to use these techniques to play catch up in various domains from application architecture to security and performance, to even the cloud. They work.
I’m going to share a few techniques in this post. Collectively, I”ll refer to using them as the Rapid Research Method. It’s the approach I’ve used for many, many projects over many years, and as a way to perform competitive assessments.
What’s important about the techniques is that they make it easy to rapidly organize and share vast amounts of information in an actionable way. Looking back, one of the big surprises for me is how just about any domain can be broken down into questions and tasks. If you know the questions that people ask and the tasks they need to perform, you’ve effectively mapped out the most important information within that domain. This helps you prioritize all the rest of the information, such as concepts, principles, patterns, and practices. Another way to look at it is that all the information is either going to be action or reference. For example, a checklist would be actionable, while a whitepaper on a key topic, tends to be conceptual.
Software, like an information product, tends to suffer from information management problems. It’s tough to share “castles in the mind.” Then there is the people factor. Not everybody can slice and dice information the same way, or with the same skill. The real issue though is sharing “state.” The problem with research is that it’s like climbing a mountain. How quickly can you get others to make it up the mountain, after you? What sort of trail or spikes can you leave along the way? That’s where these research tools that I’m about to share come into play. They help you not only get you and your teammates up the mountain faster, but they leave a trail that others can follow.
The approach is fairly easy. It involves creating simple lists. The power comes from how you create and share these lists. It’s actually the information architecture of the research that unleashes the power of your research. The single best thing you can do with your research is produce output that can easily be used by others, so that you can easily bring in more brains on the problem. When everybody can see the lay of the land, it’s easier for people to find a faster way forward, get resourceful and solve problems.
Here is the approach in a nutshell:
I’ve often said that any problem domain can quickly be broken down into questions and tasks and address 80% of what matters. That little rule of thumb has served me well, time and again. I never get stuck when I’m figuring out a new domain. I always go back to the basics. The real race is to find the fastest way to get the questions and tasks down on paper in a shared way that others can contribute, review, and prioritize.
You can browse the examples below to see what these question lists, task lists, hot spots/frame, and user stories look like.
“Hot Spots” are simply the key categories or areas of focus. They represent the categories that are key choice points. They are actionable. They are “Hot Spots” because they are 80% of where the action is. They are the 20% of the domain that accounts for 80% of the activity. I use “Hot Spots” as a way to slice a domain down to size and quickly get to what counts. Each “Hot Spots” represents an area that is either a key opportunity or a key pain point. The “Hot Spots” are a great way to organize actionable information such as principles, patterns, and practices.
The Frame is simply a lens for looking at a problem. It’s what’s in the picture and what’s out. How you frame a problem domain can either simplify the problem space, or make it more complex. When you frame the problem space well, it makes it easier to act on it. It makes it easier to identify opportunities for innovation. It makes it easier to research the problem space with better focus. Focus is your friend.
The problem is that you usually don’t know the key areas up front. Framing out the space is part of the challenge and it’s part of the by-product of your research. What I’ve found is that when you start to collect questions and tasks, that “Hot Spots” start to emerge. You will quickly start to see patterns and things will naturally start to cluster. This collection of “Hot Spots” becomes the backbone for your frame. Rather than be complete, it’s about being effective. You can use the 80/20 rule to your advantage here, which is how you both gain speed, but also amplify your impact by focusing on the highest priorities.
This is a simple example of a frame using security Hot Spots. By using this collection of Hot Spots, it was very easy to collect questions and tasks within the security domain. It was also easy to walk different technologies and evaluate their security profile. We also used the frame to quickly gather and organize threats, attacks, vulnerabilities, and countermeasures. Organizing the information using this frame made it more actionable, and it made it a lot easier to deal with information overload.
Security Frame with Hot Spots
How does your application handle and protect user sessions? A session refers to a series of related interactions between a user and your Web application.
A “Question List” is simply a list of the key questions that people ask. You can find the key questions through surveys, going through forums, looking through blogs, and through hands on experience. Hands on experience helps you build empathy for what really matters, which will be essential when you are trying to rank, rate, and sort your list. It also helps to organize your questions into “Hot Spot” areas or buckets.
Architectural Frame Questions List
Authentication and Authorization
Caching and State
Concurrency and Transactions
Coupling and Cohesion
Logging and Instrumentation
A “Task List” is simply a list of the tasks that users perform within a domain. I find it helpful to use the language “How To.” This forces people to think in terms of goals. Sometimes it’s helpful to know the goal. Sometimes it’s more helpful to know the specific tasks. When you need to up-level it, simply ask “What are you trying to accomplish?” When you need to drop down a notch, simply ask, “What are you trying to do?” You can collect tasks from users through interviews, surveys, etc. Again, I find that hands-on is one of the best ways to really build empathy for the pains and needs. The real power comes from transforming from the problem side (the pains and needs), to the solution side (the specific goal or task that would address the pain or need.)
Architectural Frame Tasks List
I’ve found it especially helpful to organize massive lists of tasks into simple two-column tables. This creates a nice view that makes it very easy to prioritize, cut, or elaborate, in a fast and simple way. You can color code your lists. You can bubble key things to the top. You can make whitespace where you need it. You can group your tasks under sub-items within a row. The choices are endless, but the two-column tables does make dealing with massive mounds of information a breeze. The way it compacts and frames information makes scanning very easy, which is important when you are trying to get the “bird’s-eye view.”
One of the most powerful techniques I use to rapidly gather user requirements is user stories. I find that capturing user stories with the language, “As a user, I need to” .. or “As a user, I want to …” really helps add context and clarity, while keeping it amazingly simple. I also find that organizing the user stories by Hot Spots helps go a long way, especially when you are dealing with a large amount of information. Below is an example where I was collecting user stories to rapidly figure out the top concerns of business leaders and Enterprise Architects when it comes to cloud computing.
The beauty is that when you capture the user stories well, it is very easy to deal with both timeless stories and timely ones. In this particular example, even though it’s a few years old, you can see that the top issues that it exposes are alive and well. One additional point on this example is that I used another information pattern. I call it the “View More” pattern. I use it to bubble up the short-list and then push the rest of the list below the “View More …” heading. It’s highly effective for organizing very large information sets, especially if you alphabetize the list.
User Stories for Cloud Enterprise Strategy
Cloud Enterprise Strategy Scenarios Map
Awareness / Education
Governance and Regulation
Service Levels / Quality of Service
I'm honored to have a guest post by Alan Shelton. It's Leadership is Who You Are. Alan is the author of Awakened Leadership, and his guest post is about how the key to effective leadership is to be more of who you already are.
It's a powerful idea. Instead of changing who you are to be a more effective leader, you leverage who you are, and you bring out more of it, in an authentic way.
One of the most useful leadership trainings I had years ago, focused on bringing more of who you are to the table. The idea was to use your unique experience and values as a strength.
In my example, one of my unique experiences was that I was a kickboxer. Sports and personal growth are important to me. What that means is that when I lead a project, I bring a personal growth perspective to it. I find ways for people to spend more time in their strengths and I find ways for them to grow, while we take on new challenges. I encourage people to push past their limits and expand their capabilities. I encourage them to think of stories in their day to day, that reflect their private victories. I use little wins as progress so that people flourish.
That's what it means to bring more of you to the table to play your best leadership game. It's connecting to your values, and using your unique experience to create an authentic arena for growth and greatness. It unleashes more of your power because you are going with your grain, instead of against it, and you are creating experiences that are congruent with your values. In other words, you get what you project, and you get more of what you focus on.
As one of my wise mentors always said, “If it’s free, it’s for me.” (Tom, are you out there?) Here is a quick list of free leadership tools you can use today, right now, to change your game. These tools are battle-tested and have stood the test of time. The beauty is you can take them wherever you go because they are leadership tools for your mind.
If you want the lion's share of impact, then you need tools for today's world. It's an ever-changing landscape, and things can rapidly change under your feet. It's the information age, so the right tools, accordingly are information tools. They are tools for your mind, to help you organize, prioritize, and gain clarity and control over your actions and your thoughts. They also help shape your feelings. A great deal of your action is shaped by how you feel. If you feel overwhelmed, that is not your power stance. You achieve way more, with less effort and more impact, when you feel unstoppable.
That is the purpose of these tools – to bring out your best.
These tools help you unleash your capability and funnel your action and energy into more meaningful impact. Through focus and clarity, you amplify your impact. By using a system with pluggable parts, it's easy to swap tools in and out, to find the ones that work best for you. Because it's a system, you can tune and prune it to get better results, and they keep getting better over time.
10 Free Leadership Tools for Making Things Happen Here are free tools that you can add to your leadership toolbox:
Special Bonus Although you can do anything I’ve explained here on paper, on a whiteboard, or electronically, I do have a set of template you can use that might help with some things. You can find the templates here:
You Might Also Like
One of the most useful patterns I’ve found to stay on top of a project budget is to think in terms of a monthly burn rate. As a program manager, one of my responsibilities is managing a budget. In the early days, I hated managing the budget because it always seemed like a lot of moving parts and more complex than it needed to be. That’s because it was.
What I found is that thinking in terms of a monthly burn rate, helps simplify the budget and chunk it up into manageable parts. I’ve managed projects over a million dollars and I’ve managed much smaller ones. This approach scales up and down. The monthly burn helps avoid surprises at the end, and it helps you keep a pulse on the spend without getting mired in details, until you need to.
Knowing the monthly burn rate makes it easy to calculate the overall spend. It also makes it easy to play out what if scenarios, such as when there are budget cuts. It also makes it easy to do draft ballpark figures, or to calculate your ask in terms of dollars if you need to extend your project.
What I like about the monthly burn rate is that it’s a big enough chunk of time that you can see patterns. A monthly burn rate also works well for managing a portfolio of programs and projects. For example, if you’re business has an overall budget you need to manage too, then you should know at your fingertips, how many big and small projects you can run in parallel.
Once you start trying to figure out the monthly burn rate, a lot of things fall into place quickly. For example, you can ask questions like, what’s the smallest monthly burn of your successful projects? What’s the average monthly burn rate across your projects? What’s the largest monthly burn rate? This can lead to finding ways to do things better, faster, cheaper, and to cross-pollinate your project practices more effectively.
Your monthly burn can also help put things in perspective. For example, at the end of the month, are you flowing the right value or making the right impact for your money’s worth?
Once I switched to thinking in terms of the monthly burn, a lot of the previous budget management complexity went away. I think having a simpler mental model forced me to ask better questions. For example, when should the payment milestones be for any vendor resources? Could those be consolidated to the same day each month? When is the right time each month to review the work? Are there any anomalies in terms of vendor rates? Etc. Instead of manage a composite of complexity, I was able to focus on managing well to the month. If I took care of the days, the weeks too care of themselves, and if I took care of the weeks, the months took care of themselves, and so on.
In any case, thinking in terms of a monthly burn rate helps you quickly calculate potential project spend. Once you get a baseline, you can quickly play around with variables, such as, what would the ideal team of resources be and what would that cost each month? What would the minimum team of resources be and what would that cost each month?
This pattern has helped me make better choices around things like whether to start with a full team, or whether to add resources downstream, or whether to roll people off the project. Budget is a very real constraint, and it has significant impacts on how things get done. Using the monthly burn pattern is a powerful building block for building budgets. You can use it to help figure out affordable teams and project durations. Sometimes time is the main constraint. Sometimes budget is the main constraint. In any event, you can simplify your budget management by thinking in terms of a monthly burn rate.
At Microsoft, we get a lot of chances to present numbers. Whether it’s making a project pitch, or writing our reviews and quantifying our impact, numbers are everywhere. And when we aren’t the one presenting, we are often reviewing the numbers that other people are presenting.
It’s one thing to know the numbers. It’s another to share the numbers in a meaningful way.
As a Program Manager for several years, I’ve had to manage, show, and report on budgets. I’ve had to quantify impact. I’ve had to report status on key metrics. I’ve had to figure out velocity and burn down. I’ve had to show schedules and variance. I’ve had to present estimates and calculate risk. It comes with the turf. Part of making impact, is knowing how to show it.
The problem is, we don’t always get the best mentors or the best examples. We don’t really learn how to present numbers in school, at least not with the same focus we get on learning how to read, write, and speak. The more I see complicated charts and confusing figures that obfuscate key points, the more I appreciate the value of simplicity and elegance in presenting numbers.
I found the perfect compliment to Edward Tufte’s, The Visual Display of Quantitative Information. It’s Painting with Numbers, by Randall Bolten. It’s the best book I’ve seen on how to present numbers with skill. Randall was a CFO for twenty years in Silicon Valley, so he’s got the benefit of seeing all the various ways, shapes, and sizes that people throw numbers around. He’s exactly the right person to learn from when it comes to seeing through the numbers, knowing what they mean, and knowing how to present them more effectively to speak the truth, and to make better decisions … in work and in life.
I wrote a post to elaborate on the book and get specific on the problems it addresses. You can read more at Quantation: How to Present Numbers with Skill.
It’s a book I’m going to recommend to the people I mentor to help them advance their careers and take their game to the next level.
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” -- Charles Darwin
That's one of my all-time favorite quotes because it's surprising. It's not the smartest or the strongest, or even the fastest that survive ... it's the most flexible.
That says a lot about the value of agile and agility in today's world. I think of agility as the ability to effectively respond to change.
Intelligence is valuable too, but not just raw smarts. It's what you do with what you've got. There are multiple flavors of intelligence, and they can help you survive and thrive in today's world. Maybe you've heard of emotional intelligence, social intelligence, positive intelligence, or multiple intelligences?
I think how we look at our own intelligence can limit or enable us. For example, if you don't think you're intelligent, then you might not try to do intelligent things. For example, if you've defined intelligence in your own mind to mean something along the lines of "the ability to apply knowledge to manipulate one's environment or to think abstractly as measured by objective criteria", that singular view of intelligence might put a damper on how your view your own abilities (depending on how you scored on your IQ test.)
I wrote a post on What is Intelligence to elaborate and share what I've learned from Howard Gardner and his definition of intelligence.
I’d be curious on how your thoughts about intelligence have evolved and changed over the years, given how much of a premium people put on how smart you are.
I’ve put together a comprehensive collection of project management quotes. I didn’t count them, but at a glance, it looks like more than 100 project management quotes covering key topics: what is project management and what do project managers do, actions and tasks, change and change management, failure and learning, plans and planning, process, project cycles, risk management, schedule and time, scope, teams and leaders, and vision.
If you have a favorite project management quote, I’d love to hear it.
I’m a big believer that project management skills are some of the best skills for life (See Program Manager Skills for Work and Life). One of the best skills we learn from project management is how to break work down into little steps we can execute. We learn how to document a vision in a way that inspires others to see what’s possible. We learn to anticipate, and better yet, deal with problems, risks, and issues. Dreams are one thing. Execution is another. Project management is where dreams meet execution and it provides the framework and tools to create a new reality.
It’s powerful stuff.
I wrote a post on the book, The Six Figure Second Income. It's about how to make money in todays world.
With great pain comes great opportunities. I've seen a lot of people lose their jobs. I've been asked to do talks to help people get back on their feet again. I do. It helps. It's not enough.
The real challenge is how to help people make a living in today's world. What does that mean? It means things like this:
What are some key strategies we can anchor to?
It's time to learn new skills. It's time to learn how to be an infopreneur. Whether it's your first profession or your second profession, it's time to learn how to sell your experience, skills, and talents in the digital economy. Whether you are a project manager selling How To guides, or a doctor selling your apps, or a developer selling your books, or a teacher selling your songs ... now is the time.
But we need to be taught how to fish. Giving us fish won't work. But how do you learn the skills you need to create and sell information products online if you don't even know where to start?
One of the best primers I've been sharing with family, friends, and colleagues is The Six Figure Second Income. It shows you how to make money as an infopreneur and how to put it all together, end-to-end.
I think it has many of the answers for helping people find a way to survive and thrive in our ever-changing times.
The road is not easy, but you first need to know the path.
To Do, Doing, Done is my favorite way to segment a Kanban. It’s where I start. It’s simple and intuitive. Another benefit is that it’s easy to glance at three segments. I’m a fan of “glance and go” vs. “stop and stare.”
In the Kanban above, the “To Do” segment has a set of work items yet to be started. The “Doing” segment has three things in progress. The “Done” segment shows three things completed. It’s simple, but visualizing the work helps declutter your head. It also helps you focus. It also gives you simple visual feedback. And, if you’re part of a team, it helps create a shared view of the work.
Corey Ladas introduced me to Kanban years ago. He kept it simple. He showed me a piece of paper, drew three lines to segment it, and wrote “To Do,” “Doing,” and “Done.” He then walked me through the big ideas of pulling work through a Kanban. It stuck with me because one of my biggest challenges at the time was how to create a shared view of the work for the team. I liked the idea of using a Kanban as a backdrop for conversations and getting the team on the same page.
Whether I’m using my whiteboard, a wall in the hall, or a wall at home, I tend to start with “To Do,” “Doing,” and “Done.” It’s served me well for years, whether it’s for a personal Kanban or a Kanban for the team.
I hope the simple visual above inspires you to manage your work in the simplest way possible, so you can spend more energy where it counts … the work itself. Nothing gets results like actually doing the work.
If you follow my blog, you know that Sources of Insight is my blog dedicated to personal effectiveness. It includes almost 900 articles on happiness, leadership, personal development, productivity, and more.
Sources of Insight also features special guest stars, including best-selling authors such as Al Ries of The 22 Immutable Laws of Branding, Dr. Rick Kirschner of Dealing with People You Can’t Stand, Gretchen Ruben of The Happiness Project, and Jim Kouzes of The Leadership Challenge.
The goal of Sources of Insight is to empower you with skill to be YOUR best in any situation. It includes checklists, step-by-step How Tos, and 101 lists. In fact, if you haven’t read it all ready, be sure to read 101 of the World’s Best Insights and Actions for Work and Life. It’s a serious game changer.
One of the most significant features of Sources of Insight is the series on Great Books, Great People, Great Quotes. I’m a fan of timeless wisdom, and the idea here was to build a hall of heroes and put the wisdom of the ages and modern sages at your finger tips. For example, here is a collection of some of the world’s most inspirational quotes. If you’re a Seth Godin fan, you’ll definitely enjoy my Lessons Learned from Seth Godin. If you’re a Bruce Lee fan, my Lessons Learned from Bruce Lee will make your soul sing. Many people have made posters from that article.
My book lists are especially useful. First, I spend a lot of money on books every single month, and I actually test the books in action at Microsoft. Nothing is as revealing as applied use. I go through a lot of books looking for the best principles, patterns, and practices for leadership, personal development, time management, and more. Second, my book lists are not just flat lists. My book lists are organized into meaningful buckets so that you can find books that target the specific sub-topic that you care about. For example, there are a lot of leadership books out there. My list chunks up leadership books that I recommend into attitude, authenticity, change, character, communication, daily, leadership development, emotional intelligence, execution, excellence, failure, learning, practices, reflection, servant leadership, situational leadership, strengths, strategy, teamwork, and trust. See for yourself. Check out my Leadership Books page.
Sources of Insight also includes a lot of unique insights into extreme skills. For example, How To Think Like Bill Gates is a short and snappy article on how to emulate the thinking skills of Bill Gates in a way that you can use to improve your own thinking on a daily basis. Choice, an article by Michael Michalko, a former Disney imagineer and author of ThinkerToys, shows you how to shape the meaning of your life based on what you choose to do, and refuse to do. Discover Your Why, an article by Janine de Nysschen shows you how to find your purpose and lead a meaningful life. As an added bonus, at the end of the article, Janine shares her Purpose Pack which is an advanced toolkit for helping you find your purpose through question-driven techniques.
I also give away free eBooks on Sources of Insight. One of my most popular eBooks of all time is You 2.0. It’s a simple eBook to help you build a firm foundation. Within pages you find your one-liner purpose, your vision, your mission, and your values. You also create empowering metaphors for life .. and life becomes a dance, or an epic adventure … it’s up to you. In You 2.0, you also find your strengths, and you learn tools to improve your self-awareness. If you are ready to level up in life, You 2.0 may just be the catalyst you need.
What’s all this got to do with my Resources Page on Sources of Insight? Everything.
I made an attempt to do more justice to the profound knowledge base that I’ve built up over the past few years during my relentless pursuit of excellence. My previous Resources Page was just a simple list of the resources. I liked the simplicity of it, but enough folks told me that it wasn’t telling the story of what’s available. It was a tip-of-the-iceberg problem. With that in mind, I beefed up the page. Take my new Resources Page for a test-drive and tell me how you like it.
BEFORE This is what my Resources page looked like before the revamp. It was a simple list of the resources, organized by A- Z:
AFTER This is what my Resources page looks like now. It includes short descriptions and a few examples from each resource:
Be sure to share Sources of Insight with your friends, family, or colleagues to help them make the most of what they’ve got. Karma has a way of coming back around.
While it’s an open community, the site is optimized for people with a passion for more from life. Yes, there is a better way … if you “know-how.” Skills make the difference in life. Share them freely. Share them often. Lift others up – and help as many people as you can to “Stand on the shoulders of giants” … with insight and action for work and life.
I wrote another book review: The Charge: Activating the 10 Human Drives that Make You Feel Alive
I've been reading a lot of books lately, looking for ones that I can use at Microsoft. Microsoft is a challenging environment that pits your skills against some tough challenges. When you're working in an arena that supports the world, the game gets tougher. As you move up the stack, there is no shortage of traps, pitfalls, and challenges to stretch and grow you in new ways.
The way I stay on top of the game is primarily through three things:
I read a lot of books, anything from project management, to business skills, to personal development, to leadership and strategy. It's not like you can ever be too good, and the game is always changing. Learning the right methodology, method, or technique can be the difference between success and failure. Some of the best tools are new ways of looking at the world.
People can show you things fast. Like “monkey see, monkey do”, great habits can rub off on you, if you surround yourself with great people. People really are the short-cuts. More precisely, mentors are the absolute short-cuts. They've been there, and done that, so they can save you a lot of pain and help you avoid dead ends. They can also light the path to a better way of doing things. People really are the way to achieve better, faster, cheaper results in the real-world. When you experience masters in action practicing their craft, you know exactly what I mean.
Practice is taking the science and applying it to the real world. That's the art part. While practice doesn't make perfect, it does build skill, and skills are the difference that makes the difference. Motivation and ability are one thing, but skills are the amplifier of what's possible. The greatest growth I have seen time and again is when somebody expands their capabilities with new skills. It's how they change their game, play at a new level, and transform what they are capable of. It's like a martial artist graduating through the belts.
Anyway, back to my point about books. The beauty of books is that they are a fast way to learn smarter ways for better days. One of the most insightful books I've read lately, is The Charge, by Brendon Burchard. It's a book about how to light your soul on fire and bring out your best in work and life. What I like about the book is that it introduces a new framework for motivation that goes beyond what we need, and puts a new spin on what we want, backed by the latest neuroscience and positive psychology.
I wrote a book review that gives you a guided tour of the book and what you'll learn:
Note – My book review format is evolving. I’m trying to develop a format and structure that helps you very quickly get a tour of the book, and really understand what problems the book is solving, and what’s really in it for you. It doesn’t replace book reviews on Amazon, but it should be a nice supplement in that it gives you a quick bird’s-eye view, as well as deep dives into the content of the book.
Decision making is a skill we get to practice every day. The surprise is that it's the key to either accelerate or limit your career. It's the backbone of judgment. Leaders need the ability to make decisions and take decisive action. Effective decision making is an art and science, and the best thing you can do is get the science on your side, while you practice the art of applying it. And, like I said, you get to practice decision making every day: What to wear? What's for breakfast? What to listen to? What are the top priorities for the day? Should we go with option A, B, or C? What's the next best thing to do? Which features do we cut? Which customer segment should we target? Which problem should we solve? ... etc.
Here is a good roundup of articles on decision making at Lean Decisions.com:
I've learned a lot about decision making over the years. I learned a lot from Peter Drucker, especially when he pointed out the power of judgment as a skill. I've learned how to use emotions as input, listen to my gut, do rapid pattern matching, use Edward de Bono's Six Thinking Hats and PMI techniques, use Michael Michalko's THINKERTOYS techniques, use criteria and weight for team decision, and how to faciliate decision making more effectively, while driving action.
The power of techniques is that they are like training wheels ... eventually you don't need them. But along the way, they help you eliminate bad habits, and learn more effective ones.
The most surprising insight for me is how intuition is rapid pattern matching + mental simulation, and more importantly, that our intuition is a powerful tool in scenarios … where we have experience. If you've wondered why sometimes you intuition serves you while other times it fails you, it's because it depends on the patterns you've filled your head with. What makes a surgeon a great decision makers isn't the books -- it's their trials-and-tribulations. It's their daily practice and the experience they draw from under the gun.
So read the articles about decision making. Then “do” effective decision making and practice your art of decisive action.
If you need help with taking action, then read Getting Results the Agile Way. You’ll be glad you did. It’s an industrial-strength system for making things happen, whether that means being a more effective leader, unleashing the “productive artist” in you, or simply flowing more value for yourself and others, while using the world’s best insight and action to think, feel, and be your best in any situation.
I know a lot of people inside and outside of Microsoft working on their books. In fact, I’m helping a few people birth their books, and ultimately produce what they hope to be bestsellers. My book, Getting Results the Agile Way has been in the top 100 on Amazon in the Time Management category. (In fact, it’s been in the top 5, and it’s been #1 in some countries such as Germany.)
I want to help self-published authors around the world make the most of their effort and get a fighting chance at taking their book to the top on Amazon.
Here’s the surprise …
I have the honor and privilege of hosting a guest post by Gary Lindberg, author of THE SHEKINAH LEGACY. THE SHEKINAH LEGACY is a genuine Amazon bestselling thriller. In fact, for over a week it was the most popular Kindle thriller on Amazon.
Here is Gary’s story:
Lessons Learned from a Bestselling Self-Published Author
I asked Gary if he would share his best lessons learned on how to publish a best-selling book as a self-published author. I thought it would be great to give self-published authors an edge in taking their book to the top. I’m a fan of helping people that put in the work, get the results. And I believe that if you know some of the key success strategies that you amplify your impact.
Whether you are an author, or aspiring author, or hope to publish a best-selling book, you can leverage and learn from Gary’s experience as a bestselling author. Gary has some fantastic insight and it’s very actionable. In fact, if you read his story, I bet it will instantly and forever change how you think about covers and cover design for Amazon.
BTW – Gary is not just a best-selling author, he is also a film producer and director, with over one hundred major national and international awards under his belt. Gary is also the co-writer and producer of the Paramount Pictures feature film That Was Then, This Is Now starring Emilio Estevez and Morgan Freeman.
I didn’t know whether to call this why adoption fails, or why ideas die, but regardless, they are deeply related. After all, one of the main reasons ideas die is that they don’t get adopted, so they fizzle out. It’s usage that gives an idea enough legs to blossom and bloom.
I see the same recurring patterns again and again around why ideas don’t get adopted, so I thought I’d share some.
One of the most common patterns is somebody thinks up an idea. That’s as far as they get.
This is related to the first pattern. You thought up a potentially neat idea, but you didn’t try it out or test it to find out where, or if, the rubber actually meets the road. This is where some Agile approaches have had an advantage in bridging the reality gap. I’m a fan of “spiking” and exploration. Why “spiking”? Because, you can focus on the high-risk, and test it end-to-end with a thin slice (and thin slices reveal a lot.)
The pattern I see here is somebody or some team comes up with a great idea. Then somebody decides that it’s another person or team’s job to implement it. So the idea gets “thrown over the wall.” Sure, people might write up a bunch of specs or a bunch of docs about how somebody is supposed to adopt it, but that just about never works in the early stages of an idea. It’s the startup stage. That only works when you’ve matured an idea to the point where it’s a “transaction.” In the early stages, the idea usually requires a “relationship” play, because you have to transfer a lot of tribal knowledge. You have to get the kinks out. You have to learn what you didn’t know, and you have to build some empathy around the adoption pains. This is how ideas flourish.
There is a surprise here. Usually what I see is somebody or some team comes up with the best thing since sliced bread. Then they want others to adopt it. Others don’t adopt it. So the person or team with the idea, concludes, oh, they won’t use it because, it’s “not invented here.” What I see behind the scenes though is that other people or teams would love to adopt the idea, but they don’t know how. The person or team with the idea threw it over the wall. They expect the other people or teams to figure it out, because it’s such a good idea, that it speaks for itself. The devil is in the details, and the friction or barriers to adoption wear most people out. People don’t have all the time in the world to keep playing with other people’s ideas until they figure them out.
It’s sad, but that’s how so many ideas idea.
The lesson I learned long ago is that if you want somebody to adopt your ideas is that you have to do it for them or with them. It’s a small price to pay for getting over the humps of adoption. It’s not an ongoing thing either. Once people “get it” they run with it, but only if you’ve helped them get that far to begin with.
And that’s how ideas flourish and bloom.
“Fall seven times, stand up eight.” -- Japanese Proverb
What does it take to build an indestructible mind? In a world of setbacks, defeats, and failures, how do you stand up that eighth time? Sure, you could watch Rocky, and other inspirational moves from the 25 Inspiration Movies list … but what if you could get science on your side?
Well, you can. Dr. Alex Lickerman wrote the book on it. The book is, The Undefeated Mind: On the Science of Constructing an Indestructible Self.
I wrote a book review of The Undefeated Mind, but it gets better. I was lucky in that Dr. Lickerman was kind enough to write a great guest post for me. It’s titled Never Be Defeated. It’s actually the story of Dr. Lickerman’s journey in writing his book, his personal transformation, and how he learned the true meaning of what it means to never be defeated.
Whether you’re trying to get your code to compile, or pay your mortgage, or recover from a not so great performance review, or just get back up on your feet again, there is power in persistence, and power in resilience. We can all benefit from building an indestructible self.
I know a lot of people struggling with many challenges, from finding a job, to keeping their job, to fixing their health, to dealing with loss, and, recently, dealing with the after math of hurricane Sandy.
I hope that Dr. Lickerman’s story helps remind you of the power of resilience, and what it means to fall seven times, and stand up eight.
Another suitable title might be, 80/20 People vs. Perfectionists, but I really wanted to focus on the "perpetually incomplete" aspect that I see over and over again.
Here’s the deal. One of the most ironic productivity patterns I run into on a regular basis is this:
People who seek to be perfect or complete, are perpetually incomplete.
They optimize the local minima before the global maxima. In their pursuit of perfection or completeness, they leave a trail of "almost finished" or “not even started” or “half-done” everywhere. There are variations to the pattern. One pattern is that one room in the house is fantastic, while the rest of the house is falling apart. Another variation of the pattern is that every room has at least one weird mess or strange flaw, because the perfectionist ran out of time.
But the bottom line is, it’s the unfinished, not started, or half-baked parts that overshadow the good that was done. And that’s a shame.
80/20 people tend to be more complete, than their perfectionist counterparts. Why? Because they've made time to go back and revisit, or make another pass, or work the parts that are the most relevant and useful. They optimize the global maxima before the local minima.
80/20 people tend to work the high-risks or high-reward areas until they start getting diminishing returns. The power with this approach is accelerated time to value, but also it helps free up more time to work on areas that truly need it. And, more importantly, the 80/20 approach creates a more effective map because they know where to drill vs. scan, and what the key risks are (it's the bird's-eye view.)
It really is ironic because by their very nature, the 80/20 People should be leaving more half-finished work, but instead, they tend to leave less gaping voids than their Perpetually Incomplete counterparts.
The sad part is that in so many cases that I see, is how much damage the perfectionism creates, with its ripple effect. The perfectionist (or Maximizer or Perpetually Incomplete person) creates a significant problem by blowing something out of proportion, or making a mountain out of a molehill, or making a major production out of it.
You can usually trace the problem to three things
Basically, their work ends up way out of whack.
This is a perfect example, where if you "do the opposite" you instantly change your game. In this case:
There are a few one-liner reminders that can help you keep your trade-offs in perspective:
I was white boarding and naming some team execution patterns the other day with a few colleagues. Here's what we ended up with:
Just because you're on a team, doesn't mean it's teamwork.
I've seen the good, the bad, and the ugly when it comes to leading teams. I've built new high-performance teams from scratch, every six months, for more than ten years. Even more importantly, these were high-performing, distributed Agile teams, where we had to rapidly go from forming and storming, to norming and performing. What I've learned is priceless, and I thank my lucky stars, that I had the opportunity to experience so many execution patterns, and really find out what works and what does not, but more importantly *Why* and *When.*
At the white board, I walked each pattern above and highlighted some key points and lessons learned …
Core Team With a "Core Team" model, you are funded or staffed as a team dedicated on the problem. You are a "team of capabilities." This is where the best synergy and focus can happen. It's also where people can find ways to spend more time in their strengths.
The most effective pattern I've seen here is "resource pools" that come together as project teams, with the right experience, skills, and capabilities. They are dedicated on the project, and they work the project as a self-organizing team.
“One-Man Band” + Best Efforts In the "One-Man Band" model, or "The Hero Model", somebody does a job, as a "team of one." The problem that often happens here is that the job actually requires a "team of capabilities." While the individual might be good at XYZ, the work requires being good at ABCD, EFG, and XYZ.
When the work truly is a one-person job, no problem. But often the pattern I see is that instead of having a few small teams of capabilities, teams are split into operating like "One-Man Bands." The “Best Efforts” part is where the “One-Man Band” spends a lot of their time trying to convince, cajole, and influence without authority to get others to contribute their “Best Efforts.” Depending on the nature of the work, while this can be effective, it’s not usually very efficient, and timelines stretch on (and on, and on, and on.)
A simple way to see the problem is that if there are five problems and five people, then each person gets a problem. The opposite approach would be five people work problem #1, then problem #2, etc. or split into two teams and divide and conquer. This is actually a big deal because when it comes to knowledge work or information products, people get bottlenecked all the time. It's rare to find the individual that has great project management skills, deep expertise on the problem, great marketing skills, great customer focus, great business sense, etc. But when you pair people or create focused mini-teams, magic happens.
The thing to keep in mind is that this is not about hiring more people, it's simply shifting the mix, and changing strategy in how the work gets done. It's SWARMing on the work, and building momentum, versus creating "One-Man Bands" with single points of failure.
There are exceptions to this, obviously, such as when it's "weird work" that's hard to streamline, or mature and optimize, or when you don't have the right mix of skills for even mini-teams. That said, if you have serious and significant bottlenecks, you might look at how the work gets done.
vTeams The majority of vTeam work that I see often fails. It fails when the work is not a priority. It fails when there are no rewards for people that contribute to the vTeam. It fails when the work is not valued. On the flip side, vTeams succeed when they find mutual goals. vTeams succeed when the work is a priority -- meaning, it's literally a commitment with a P0 or P1 priority rank.
One mistake I see is when people think that you can "buy" vTeam members. I've seen many, many vTeams where people's time was bought or paid for, and yet the work still didn't happen. It was not as high a priority as the person's day job, and it was a spare activity, that even though it was funded or paid for, they were not really committed where it counts. They were simply committed with dollars.
“Community Will Do It.” One way that people try to get work done is "Community Will Do It." There is a lot of truth in the saying, "You get what you pay for." Sure, the community will do it. They will do what they value, on their timeline, and what they are passionate about. You can't expect anything more. Well, you can, but at least don't be surprised when the work is not done the way you expected. After all, it was "best efforts."
A better approach than “Community Will Do It” is, “With the Community.” That’s the approach we used on the Microsoft patterns & practices team.
Matrix Projects Another common model that teams use to get work done is matrix projects. What I've seen this usually turn into, is a whole lot of status, and not a lot of results. The irony is, the matrix project turns into matrix spreadsheets and tracking. The overhead added per person, and for the team in general, creates a lot of below the line work, and very little above the line value. All the energy goes into coordination, updating, and tracking, and very little is left for working the tough problems, solving the key challenges, and flowing value. After all, now you have a collection of agendas that is more like a quilt, and less like a blanket. Sure there are exceptions. The funny thing is, though, I've never seen one.
How the Work Gets Done The moral of the story is that whenever I take on a job, or whenever I mentor somebody, or coach a team, I first find out, how does the work get done. Any time that there are serious and significant bottlenecks in the system, it's almost always a matter of how teams are structured and how work is planned and executed.
It's always a fertile ground for opportunities and optimization. So if you are bottlenecked or your team is bottlenecked or you just want to build high performance teams, look for ways to shift the mix.
You can always do a lot more with less, if you work smarter, not harder, and together, not alone, if you can put "just enough" systems and process in place to support smart people, versus break them, get in their way, or make their talent null and void.
The Change Patterns are a very fundamental set of strategies you can add to your Change Leadership toolkit.
I’m a fan of patterns. In their simplest form, they are a great way to build a shared vocabulary and rapidly transfer knowledge and experience. It’s a great thing when a single word is a handle for a concept and actually encapsulate a few hundred words. It makes talking about a space very efficient and effective, and rather than re-explaining ideas, you can build upward and onward, and move up the stack. You can think of patterns as labels for strategies.
One of my favorite collections of patterns is the Change Patterns collection. It’s a collection of patterns for driving change and introducing new ideas. Here is my write up:
Change Patterns: A Language for Introducing New Ideas
The Change Patterns are from the book, Fearless Change: Patterns for Introducing New Ideas, by Mary Lynn Manns and Linda Rising.
If you’ve ever struggled with driving innovation, adoption, and change, you’ll appreciate the patterns. Here are a few examples:
The power of the Change Patterns is that they are harvested from experts with real stories, real strategies, and real results. The patterns themselves are the distillation of that experience down into simple strategies with names.
One of the Change Patterns is Corporate Angel. According to Manns and Rising, the Corporate Angel pattern is “To help align the innovation with the goals of the organization, get support from a high-level executive.” Personally, I’ve made it a point to have a Corporate Angel on my toughest projects. It helps to get over some of the internal humps, blockades, and barriers, that you otherwise can’t, when things get stuck at the wrong level. It also helps give the project visibility, which can help remind people of the significance of the investment.
One of the things I’d like to do in the future is share my collection of change patterns at Microsoft, that I’ve learned over the years. As a Program Manager, I often need to drive change and influence without authority. This is especially true whenever I am driving projects. After all, a very fundamental question about a given project is, “How will the world be different when you are done?” Well, if nothing changes and nothing gets adopted, it won’t. So the challenge I always face is how to streamline adoption and change. I’ve learned a lot from the school of hard knocks.
Add the Change Patterns to your Change Leadership toolbox and amplify your impact and influence.
I have a new cover for my book, Getting Results the Agile Way. Getting Results the Agile Way introduces Agile Results, a simple system for meaningful results.
The purpose of the book is to share the best insights and actions for mastering productivity, time management, motivation, and work-life balance. In fact, I’ve been doing several talks around Microsoft on work-life balance, and helping teams improve their results.
It’s the best way I can give the edge to my Microsoft tribe, as well as share the principles, patterns, and practices for getting results with the rest of the world.
The new cover better reflects the values of Agile Results: Adventure, Balance, Congruence, Continuous learning, Empowerment, Focus, Flexibility, Fulfillment, Growth, Passion, Simplicity, and Sustainability. Specifically, the cover reflects simplicity, focus, continuous learning, and flexibility. Hopefully, the simplicity is obvious. The new cover is pretty bare-bones. It’s clean, while, minimal, and features a symbol. In this case, the symbol is a variation of an Enso. Intuitively, it simply implies a loop. But if you happen to know the Enso, it’s also a symbol of enlightenment. The beauty of a symbol is you can make it be what you want it to be to be meaningful for you (for me, it’s continuous learning and growth.)
Getting Results the Agile Way is serious stuff. Doctors, lawyers, teachers, students, Moms, restaurant owners, consultants, developers, project managers, team leaders, and more have been using the approach to do more with less, flow more value, and find work-life balance, while improving their thoughts, feelings, and actions to make the most of what they’ve got.
The system scales down to the one-man band (after all, it is a “personal” results system for work and life), and it scales up to teams. It’s the same approach I’ve used to lead distributed teams around the world for more than ten years.
Here is the back of the book which gives a quick overview of the system:
The new cover will likely be available this October, so if you are a fan of the current blue cover, scoop it up now, while it lasts (maybe it will be a collector’s item some day.)
One of the most common things I get asked, wherever I go is, “What were the team roles and responsibilities on your Microsoft patterns & practices project teams?”
Effectively, there were a set of repeatable roles that people signed up for, or covered in some way. In this case, a role is simply a logical collection of tasks. The role is the label for that collection of tasks.
As an Agile bunch, we were self-organizing. In practice, what that means is the team defined the roles and responsibilities at project kickoff. As the project progressed, people would shuffle around responsibilities among the team, to produce the best output, and to find ways to get people spending more time in their strengths, or learning new skills. It's all about owning your executing, playing well with others, and making the most of the talent you have at hand.
Here is a simple list of the team roles and responsibilities each team generally had to cover:
Roles Architect Lead Writer Developer Development Lead Product Manager Program Manager Test Test Lead Subject Matter Expert
Responsibilities Architecture and Design Budget Business Investment Collateral (screen casts, blogs, decks, demo scripts) Content structure Customer connection Design Quality Development Evangelism (screen casts, web presence, road shows, conferences, customer briefings, press & analysts) Feedback Product Group Alignment Product Planning Project Planning Quality (technical accuracy, consumability, readability) Release Requirements Scope Schedule Simplicity Support / Sustained-Engineering Team and People Test execution Test planning Usability
A colleague asked if I could elaborate on how we adhered to the Agile Manifesto on the Microsoft patterns & practices team. If you don’t know the Agile Manifesto, it’s a short set of sweet values, focused on building better software, flowing value to customers, while responding to change.
Here is my reply …
The heart of the Agile Manifesto is the values:
You can think of these as operating principles that embrace a set of core values that have proven themselves over time, and add “the people part” back into software, as well as embrace change as a first-class citizen.
Here is how we embraced the Agile Manifesto on the Microsoft patterns & practices team:
Individuals and interactions over processes and tools A quick conversation could easily save somebody getting lost in the weeds or mired in the muck.
We used face time, even "virtual" face time, instead of a bunch of email. We established a simple cadence of meetings to stay in sync. For example, iteration planning meetings on Mondays, and a daily stand up, helped everybody stay on top of and participate in the plan.
Rather than shove everybody into a process or into documents, it was about building effective working relationships, and spending more time in conversations. This was especially helpful for complex topics and issues, that could easily turn into long, emotional emails.
Working software over comprehensive documentation Rather than get bogged down documenting, it was more action-oriented. The goal was to produce working solutions, incrementally, and test the path as we go. To do this, we would focus on capturing user stories, prototyping the solution, then getting feedback on the solution with the customer.
That does not mean the documentation was not valuable. It does mean that we put a priority on building and testing the solution, so that the documentation has a firm foundation to build on. What it also means is that rather than depend heavily on attempting to capture and share requirements as text, we spent more energy on internalizing and embracing the requirements, with empathy, by working with customers, and feeling the pain.
Something gets lost in the text, and if I had to put my finger on it, it's empathy, and that comes from shared experience.
Customer collaboration over contract negotiation At the end of the day, this is about rapport. If you pair with the customer and co-create the solution with them, and bring them along on the journey, they are with you.
If, instead, you try to bind them to a contract, and tell them how every time they want to make a change, they can't because of what they agreed to earlier, you are simply creating a bigger divde for the customer, and your team.
The reality is, it's often less about requirements "changing" and often more about gaining clarity on the true requirements. Pushing the pain of this reality back on the customer is convenient, but ineffective, for all involved.
Responding to change over following a plan This really builds on the previous, but the big ideas is that rather than fearing or fighting change, you embrace it.
What keeps you grounded is having a plan to begin with. Another thing that keeps you grounded is having operating principles, and clarity of the end in mind. The most important thing though is having trust in your process. You have the trust the process you use to flow value along the way, and value adds up.
If you are not flowing value, you have a problem. It will not matter how good or great you thought your plan was. That's why it's called a plan, not reality. When the rubber meets the road, the unexpected happens.
How did we respond to change? We stayed open to the idea that we were wrong. Sure we tried to get the risk out early and often, but risk happens. We stayed connected to the customer so that we could understand what's actually valued. We used our iteration meetings to do a reset as necessary, and we would use project reviews and checkpoints as a way to readjust the bigger plan. The way we reduced the risk here overall is by having a timebox and resource constraints.
The upside was that we could continuously adapt and adjust as we got more clarity on what's truly valued.
I had 20 minutes before my meeting so I did a quick step through of the new Microsoft Cloud Analysis Tool and the Infrastructure Optimization Self-Assessment Tool.
The Microsoft Cloud Analysis Tool helps you build a roadmap to the Cloud based on your business needs, constraints, and desired attributes. It’s a “what if” for the Cloud, that you can play out the possibilities by changing your parameters. That’s a mighty powerful thing if you are trying to cycle through various options and understand the trade-offs. In fact, independent of the actual content in the tool, I think the most valuable part is the framing of the decisions. If you use nothing else, you can at least use the frames to help you accelerate your own Cloud decision making, and make more informed choices.
I limited my words and focused on screen captures so that you can quickly scan the end-to-end to see the inputs and the outputs.
Here is a summary of the tools:
Here is the home page of the Microsoft Cloud Analysis Tool and Microsoft Infrastructure Optimization Self-Assessment Tool:
Step 1 - Create an Account
Step 2 – Create a Profile
Profile a Workload
Step 3 – Choose a Discovery Activity
The output includes
Architecture Diagram (Visio)