Posts Tagged
‘human resources’

This is the second part of our onboarding writing.  We have seen many opportunities for growth and development in this area. In fact, the onboarding process is where those who know little about us, how we work and what we value, are guided toward a fit in our organization.  Our candidate selection and vetting process […]

Onboarding Defined First, we should probably explain or define onboarding.  Onboarding is the collection of activities associated with our present staff socializing and training our newly acquired talent.  The older employees take time out of their day to demonstrate behaviors and pass on specific knowledge and skills. Onboarding New Hires Recently a person that I […]

First of all, I hate the word human resources for our employees.  This verbiage starts the discussion as if people were fungible.  That people, their talents, aspirations, motivation and capability are identical. That is simply not true.  I just got out of a discussion with a company that left me feeling hopeful.  After working in […]

Below is an excerpt from our book, Total Quality Management for Project Management[1] Progress, far from consisting in change, depends on retentiveness. When change is absolute there remains no being to improve and no direction is set for possible improvement: and when experience is not retained, as among savages, infancy is perpetual. Those who cannot […]

The product owner impacts the sprint set up through the business case. This person is responsible for ensuring the input to the scrum actually makes business sense, and by sense we are talking about economic sense.  The product owner is responsible for ensuring there is business value, without that, there will be no sprint.  The […]

 The Learning Organization We are developing an online class at Value Transformation titled Learning Organization and Project Management.  In this class we wed the discipline of project management with the learning organization and motivation.  As we work and develop the material we consider opportunities that are available for an organization to grow and become more […]

In Project Management One size does not fit all. Product development and project management can be very complex and complicated with variations and permutations that make a prescriptive approach impossible to produce successful results.  That goes for any brand or type of project management.  What is important is to have an arsenal of skills, tools […]

One of the benefits of agile, at least in theory, is the single product owner. In conventional projects we can have many people in the position of the product sponsor or product owner.  These multiple voices can provide contradictions in which our product development team must wade through to determine the real requirements.  Experience indicates […]

Business Imperative There was a discussion going on LinkedIn and Twitter about technical debt, and management decisions. Sometimes business imperative trumps technical debt, but you must acknowledge the technical debt, and compare the business positives against the technical debt negatives. Technical Debt We should probably start by giving a definition of technical debt.  Technical debt […]