A life committed to learning.

Category: Gestão de Projecto

“Enterprise 2.0” e a Gestão

Enquanto pesquisava sobre “Enterprise 2.0” e colaboração, no artigo “Enterprise 2.0: The Dawn of Emergent Collaboration“, Andrew P. McAfee identificou duas ameaças a potenciais estratégias “Enterprise 2.0”, entre elas, quero aqui comentar uma:

Intranets today reflect one view point – that of management – and are not platforms for dissent or debate.  After Blogs, wikis and other voice-giving technologies appear, this will change. However, the question remains: will the change be welcomed?”

[…]

These tools reduce management’s ability to exert unilateral control and will be used to express some level of negativity.

Por exemplo, será que o Management está disposto a reportar a toda a organização que o projecto XPTO está atrasado e estão a “cortar” na qualidade para o entregar a tempo?

Antes de utilizar tecnologias “Enterprise 2.0”, como wikis ou blogs, acho que existe um um princípio fundamental que deveria ser seguido pelas pessoas na organização: “Transparência”. Quando existem múltiplos canais, múltiplas plataformas e múltiplos níveis de “reporting” é fácil comunicar progresso “falso” nos projectos. Não acho que este falso reporting seja motivado pela falta de desejo nas pessoas em fazerem um bom trabalho, mas sim por outros factores.

E também, o que me diriam se eu fosse o vosso Management e vos “recomendasse” a utilização de um wiki e depois nunca o utilizasse ou ignorasse o que por lá está escrito?

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Estudos de viabilidade, val, tir, payback e modelos de negócio

Tenho recebido algum tráfego, juntamente com alguns emails, à procura de saber mais sobre o assunto “Como seleccionar um Projecto“. Por isso decidi fazer uma visita a este assunto.

Você está a pensar em iniciar um novo projecto e necessita de um estudo de viabilidade económica. Depois de uma pesquisa na Internet encontrará os meus posts sobre o assunto:

Estes posts contêm informação sobre alguns assuntos a considerar durante o estudo e, além dos links úteis, disponibilizo também um modelo em Excel que pode ser adaptado às suas necessidades.

Download da Versão 4 do Modelo Económico

Mas é claro que toda esta informação se pode tornar confusa logo no primeiro post. É por isso que acho que o assunto dos modelos de negócio é pertinente para os estudos de viabilidade.

Entender o modelo de negócio não é só primeiro passo para um estudo de viabilidade, mas é também a base para o sucesso do negócio. Por isso tenha um modelo de negócio simples para nunca se esquecer dele. 🙂

Oscar Osterwalder utiliza uma ferramenta visual para este processo que chama “business model canvas”.

O “business model canvas” é composto por quatro pontos relacionados com o financiamento e operação do negócio:

  • Actividades Chave – Quais são as principais actividades do negócio?
  • Rede de parceiros – Apoia-se numa rede de parceiros? Quem são?
  • Recursos – Vai sempre necessitara de recursos. Dinheiro, pessoas, matérias primas, etc. Quais são? Quantos?
  • Estrutura de custos – Os recursos não são grátis por isso neles encontra a estrutura de custos do seu negócio. Onde vai gastar o seu dinheiro?

Os quatro pontos anteriores são ligados a mais quatro através da Oferta – O que vai oferecer ao seu mercado? O que propõe aos consumidores?

  • Relação com o cliente – Como estabelece contacto e se relaciona com os seus clientes?
  • Segmento de mercado – O seu negócio destina-se a um nicho de mercado? Qual?
  • Canais de distribuição – Como irá levar os  produtos/serviços até aos seus clientes?
  • Fluxos de entrada em caixa – Quanto dinheiro vai gerar com venda dos seus produtos/serviços?

Estes últimos quatro pontos estão relacionados com o mercado dos seus produtos/serviços.

Fica uma apresentação do “business modelo canvas:

Se não conseguiu encontrar a informação que procurava, pode encontrar os meus contactos no meu perfil do LinkedIn.
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The political temperature of your organization.

You belong to an organization no matter if you work for your own or work for unknow shareholders.

@joaomrpereira and @innomgmt are now following each other at Twitter.  @innomgmt has a LinkedIn group that is a community

Working together to dramatically improve Innovation Management effectiveness, to share experiences, and to explore new models and methods.

I’ve found this very interesting and joined. I had the chance to take the survey recommended by Andrew Loveless on the discussion “Discover the Political Temperature in your Organisation.” and I’m now waiting for the detailed results at my email. From the results I have immediately, they seems pretty much accurate.

Of course I will not discuss my results here, as you may understand, but from the first results I have, there’s a lot of good insights to keep.

Take your time to take the survey at http://www.relayconsultants.com/politicalbenchmarksurvey/ and think at least for five minutes per screen. If you find yourself stuck in some of the screens it’s good sign. Take the time to make an retrospective on your last projects and discuss with your colleagues if possible. At the end discuss the results with your organization.

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Release Management – Chapter 8 Available

It’s now available for review the 8th chapter of the book “Agile Product Management: Turning Ideas into Winning Products with Scrum“.

I’ve introduced this book here in Portuguese.

I haven’t read it, but I will, I promise and I hope you, as an agile wannabe, read it too so you will not make anything stupid when planning your releases :).

This chapter deals with release management.  What is covered:

  • Planning the release and creating the release plan
  • Estimating product backlog items
  • Determining velocity
  • Managing cost
  • Dealing with risk
  • Tracking and reporting the progress
  • Practices for large projects including lookahead planning and pipelining

Have a nive reading.

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Don’t do objectives SMART. Do them Concrete first.

You’re in London in a conference assisting to a lot of talking about spreadsheets online. Everyone agrees that they suck in user experience. You’re feeling the agreement from audience that Excel is the standard in that matter.  (You can argue against this, but it’s not the point here!).

You have one team available to start working right now on this great new idea you have about spreadsheets online. You decided to take the risk and tweet  your team:

Our project is to build the next generation Online spreadsheet, that runs everywhere, every time and offers the ultimate user experience.

Wow. What a project.

“But what does it mean?” – your team tweet you back a minute later. Maybe they hit some analysis paralysis state and are wondering “wtf ultimate user experience is??”

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Scrum Quick Qizz

You’re the ScrumMaster for organization Foo and you’re working with  Team Bar. In the first sprint planning meeting you’re thinking that the team committed too much functionality from Product Backlog. You, the ScrumMaster, reminded the team that they are responsible for  committing only functionality that they can complete in a Sprint, and they can drop any functionality that they feel that cannot be completed.

The Team Bar strong believed that they can do so much work. They proceed with the Sprint.

At the sprint review meeting, the team demonstrated the functionality committed. The demo was guided by a script that team members follow consistently and religiously. Stakeholders at the meeting congratulated the team for the work done. At the end of the of the sprint review meeting, you started to play with the functionality delivered by the team and ignored the script they used to try different use cases. The software started to throw exceptions and crashing.

What went wrong?

A) The time spent in Spring Planning Meeting wasn’t enough.

B) The time allotted  for Spring Review Meeting wasn’t enough.

C) Team Bar ignored the rule of Sashimi.

D) Everything went ok. What’s the point?

What is you best guess? Why?

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Useless Gantt chart

Yeah, it’s true. I’m in a process of leaning and relearning. Fortunately I have the time to think about the usefulness of things we use in software development. 🙂

This week I came across the question:

“For what are Gantt charts useful?”

And because we live in knowledge the wisdom of the crowds era, I decided to throw an message in LinkedIn’s IT Project Manager group.

Let me start to quote my self in that question:

Are gantt charts useful for software projects?

Software projects are complex not only because the technology but mainly because the human behaviour. Humans collaborate to create solutions for complex problems, are Gantt charts useful to model human behaviour and collaboration?

It seems to me that Gantt charts are well suited for very predictive projects or production lines with machines, and software projects are everything but predictive. What is the point of using a technique that assumes a predictive future in a environment in constant change?

As far as I know, Henry Gantt worked with Frederick Taylor and I assume they had the same way of thinking. Now, if Taylor is a Theory X manager what’s the point to use their tools when you are a theory Y manager? Does it make any sense to use gantt charts to manager projects, specially SW projects?

Additionally, I heard from someone that the first time Henry Gantt introduced what we today know as Gantt charts never used the word projects, mainly because those charts were used to manage assembly and production lines… why are we using Gantt charts to manage the complexity of projects?

I received two answers, till now. One from Maryann Snider, PMP and other from William W. (Woody) Williams in the discussion.

These answers led me to think again in the usefulness of Gantt charts. My current opinion about Gantt charts is (as seen in LinkedIn discussion):

Ok, so a Gantt chart is only a communication chart, right? We can think of it as a tool for visual management if the stakeholders are educated in that way, I guess.

I understand that Gantt charts can be used to show critical path/s calculated with CPM (Critical Path Method).A lot of more tools and techniques exists to assist us in creating a tentative schedule, like the critical chain method as William mentioned. But at the end, a Gantt chart is only a tool for communication, right?

IMHO, there’s a risk with Gantt charts

PMI, for instance, as well as Agile Manifesto, promote face-to-face communication. The heavy use of Gantt charts can be seen as a risk when they start to flow, more than desired, through email within your organization.It’s not only a question of everyone seeing different versions of a project, it’s also a question about the wrong message your organization can be passing to stakeholders: email-communication culture is Ok.

I think we’re loosing sight of what its important in projects, the People. So, the use of Gantt charts for communication of project status, progress, etc should be revisited, IMHO. Moreover, I think that a “Go see” culture is the most effective way to access progress.

I’m not against the use of gantt charts in any way. I just have to believe in their utility before using them.

And you, how do you feel about the uselfulness of Gantt charts?

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The ScrumMaster is not useless

I’m back from the Certified ScrumMaster Course + and heard a lot of Craig Larman’s bad jokes 🙂

Last year I wrote this article where I expressed my feelings about the usefulness of the ScrumMaster. During the last three days I learned a lot useful and funny stuff about Scrum and Lean. I enjoyed leaning that the ScrumMaster is responsible to help the organization change to a more Lean mode of operation where, among other things, teams are self organized and self managed. I’ve also leaned that the ScrumMaster is not useless! ScrumMaster is a temporary but necessary waste!

And if you think about this, it is probably the truth. If you have a truly agile and lean organization for what you need a  ScrumMaster? To help in a goal already accomplished?

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Agile Product Management

Para o Outono de 2009, está previsto o lançamento do livro “Agile Product Management – Turning ideas into Winning Products with Scrum“. Na minha opinião, é um livro que faz falta.

Com cada vez mais organizações a adoptarem SCRUM para o desenvolvimento de software,  é importante que as responsabilidades do Product Owner sejam clarificadas e entendidas por todos.

De acordo com o autor Roman Pichler, este é um livro para todos os interessados em Agile Product Management, principalmente para os actuais Product Owners ou para quem está a pensar assumir essa função.

Já se podem ler o capítulo 1 e 2, e claro, dar o vosso feedback 🙂

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