James King

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Archive for the ‘Capability growth’ Category

How can you manage people on projects these days?

Posted by James King on February 10, 2012

Life used to be easy for managers. We had good people who delivered lots of stuff and bad people who stuffed up lots of deliverables. It was easy to tell who the good guys and the bad guys were. 

But then something significant happened. We discovered that work was not just about performing a set of predictable tasks. We started to realise that:

  • Work was about adding value rather than destroying value rather than just delivering stuff; and
  • We started to see value as something delivered through the interaction of entire teams and not through individual achievement.

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Posted in Capability growth, Leading change | Tagged: , , , | Leave a Comment »

Succession planning as an idea whose time has come

Posted by James King on February 9, 2012

Everywhere I go I am starting to notice consistent problems or patterns of behaviour that hold back some of the best people in the teams I work with. I think they are starting to rank right up their with the Peter Principle as ways to stop good people from reaching their true potential and really contributing value to the teams they work with.

And they are all related to the managers in the team not having enough time to talk about succession planning.

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Posted in Agile development, Capability growth, Leading change | Tagged: | 2 Comments »

A daily status meeting? Really? Now you want daily performance measures? Really?

Posted by James King on October 27, 2011

I run agile training courses and I often preach the benefit of a daily standup.  The idea is that it is 15 minutes a day where everyone in the team lists

  • What they have done since last time
  • What they will do today
  • What obstacle or issue is in their way

It works really well in my slides but now I am trapped in the real world temporarilly working on a real project. Do I really want a daily meeting?

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Posted in Agile development, Capability growth, Measurement | Leave a Comment »

Where should a producer start to become agile?

Posted by James King on October 3, 2011

I sometimes encounter people with the role of “producer”.

Generally I think of them as “project managers for creative people and artists” but I did once ask a producer what they really do and they succinctly described all the roles of business analyst, Scrum Master/iteration manager, project manager and product owner.

Maybe a shorter description is that they make sure everything comes together on a brief before time, creativity and money run out.

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Posted in Agile development, Capability growth | Tagged: , | Leave a Comment »

Ways to motivate people on projects that often backfire

Posted by James King on June 26, 2011

I recently posted an article about motivating people on projects and as a result we had an interesting conversation with one of my colleagues.

We  discussed several approaches that are sometimes successful and sometimes detrimental.

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Posted in Capability growth, Leading change | Tagged: , | Leave a Comment »

A course on change management in the real world

Posted by James King on April 5, 2011

I spend a lot of time training teams in new approaches like agile development, but most of this training is about new techniques themselves rather than the process of managing the adoption and acceptance of those techniques.

I also spend a lot of time coaching project managers in how to run more effective projects, but I find that a lot of my time is spent on helping them to deal with internal politics, resistance to their projects and communication issues – which do not form part of most project management courses.

As a result I believe there is a need for good training in the area of managing change.

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Posted in Capability growth, Courses, Idea management, Products | Tagged: , , | Leave a Comment »

Learning to teach online:what do you think?

Posted by James King on November 26, 2010

Someone emailed me today to ask what trends I thought were emerging that us trainer/consultant/wanderers should be taking notice of.

Two trends I have been noticing that are both scary and exciting to me are

  • People are making knowledge and ideas available for free.  This blog includes some of my trade secrets in the hope that they will be useful to others.  But that is nothing compared to MIT publishing entire course curricula online or the sheer volume of free information you can get in wikipedia, youtube and other places;
  • People are increasingly interacting, doing business and learning online. I did my entire masters degree online and yet even that experience was pretty mundane compared to the emerging opportunities that are emerging – youtube based videos, ebooks, Secondlife (yes – I still think we can do a lot of training in 3d worlds) and even mentoring by Skype and twitter.

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Posted in Capability growth | 1 Comment »

A role profile for poject teams

Posted by James King on August 29, 2010

According to management theory, we all do a better job if we have a clear understanding of our role and what value it is adding to the team and the organisation. We also find work more satisfying when this is the case.

But quite often the role profile, position description and annual performance agreement become more of a burden than a source of job satisfaction.

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Posted in Capability growth, Observations | Leave a Comment »

Ask yourself if you can do it – don’t tell yourself

Posted by James King on May 29, 2010

I just came across some interesting research on motivation.

Apparently it is more effective to ask yourself “Will I succeed” than to say to yourself “I will succeed”.

Will I apply that lesson next time I want to achieve something important?

Posted in Capability growth, Observations, Reflection | Leave a Comment »

Finally launched my agile training game

Posted by James King on April 5, 2010

We set up a stand at the recent Software Development Conference to run the Agile Release Planning Game I designed.

It seemed to go down really well, so I have decided to make the game available publicly if anyone is interested in using it.

In the game, participants are a group of scientists and engineers who are stuck on Mars after a “less than successful” landing.  They are on a mission to make scientific discoveries but must now rebuild a basic infrastructure for survival before returning to their original mission.

Participants then create a strategy based on rebuilding their ship, building a base and/or returning to their basic goal of research.  In doing so they must make trade-offs between quality and velocity.

The game introduces concepts such as release planning, iteration planning, velocity, release planning trade-offs, building by feature and adaptive planning.

The game is designed to be led by a facilitator, but can be run without one.  The release planning game takes around half an hour to play and can be replayed multiple times to explore different concepts in more detail or to improve the outcome based on lessons learned in the first attempt.

Different options allow the game to be played as a very simple introduction to the concepts of release planning or a more complex game involving more realistic trade-offs and decision making under conditions of uncertainty and pressure.

In addition, there is an extension included in the game that focuses on planning within the iteration (or sprint) rather than across the wider release.

Let me know if you are interested in learning more, or even trying the game for yourself.

Posted in Capability growth, Decisions, Events, Games, Products, Risk | 6 Comments »

 
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