Manifestos and more personal mba
Changethis.com has a new set of manifestos up and they’re good. There’s an update on the personal mba idea, critical thinking for managers and how to distinguish yourself.
Changethis.com has a new set of manifestos up and they’re good. There’s an update on the personal mba idea, critical thinking for managers and how to distinguish yourself.
Part 2 of how to decide when to fix bugs, covering all the heavy duty strategy not covered in part 1, is now up on the O’Reilly open source site. Part 2 covers the following fun stuff:
* Level 3: exit criteria
* Level 4: early planning
* Exceptions to all of these rules
* Frequently asked questions
* References and resources on making bug decisions
If you want the backstory, here’s part 1.
Well, that was fast. The fine folks at CMP and Dr. Dobbs Journal have made this talk available online in under 24hrs.
The Art of Project Management: This event can be viewed on-demand at your convenience.
The original event was broadcast on:
Date: Wednesday, August 31, 2005
Time: 11:00 AM PDT
Duration: 60-minutes
Description: During the session, Scott will present perspectives and techniques for project management from his recently-published book that has already sold over 20,000 copies. Learn from this veteran manager of software and web development how to plan, manage and lead projects. Scott goes beyond the book, talking about the fine print of leadership, attention/intuition/conviction, and tactics for working with others.
Just wanted to thank everyone that watched the broadcast online – thanks for tuning in. I had fun and hopefully kept you awake, if not entertained. We had almost 500 people, which I’m told is a record.
In a few days the ondemand version of the program will be up here – so anyone can watch it at any time. I’ll post when it’s ready.
As of this morning we have over 1000 people signed up for tommorow’s Dr. Dobbs Journal Magazine webcast. This is the first netcast of their brand new Great Writer’s series.
Date: Wednesday, August 31, 2005
Time: 11:00 AM PT / 1:00 PM CT / 2:00 PM ET
Duration: 60 minutes
I’ll be going beyond the content in the book, talking about:
Hope to see you online tommorow!
This week in the pm-clinic discussion forum: Topic #44 – When the party (project) is over:
We’ve been working for 7 months on a proof of concept development effort. The job of my team (all 20 of us) was to build a working prototype for a new kind of web application. It was a start-up type effort, highly creative, big challenges, high energy and lots of fun (and hours). But yesterday in our more recent executive review I learned that the project would likely be canceled. We hadn’t failed, but the direction of the company was no longer likely to go where we thought.
My team is in the dark. This is the first I’d heard about us not growing into a real product team. We were led to believe that if we delivered, we’d be the core of the true v1.0 team, and we’ve delivered.
I’m not certain how/when to roll this information out to my team. The decision isn’t final yet, but things do not look good and I’d rather my team was eased into this rather than thrown off the organizational cliff. If the project is canceled, it’s unclear what will happen to my team.
Signed,
What to do when the party’s over?
As an exercise, I’ve tried to distill philosophies of work into 3 possible approaches. Dividing things into threes can be a silly thing to do, as the universe doesn’t really come in threes, but divisions force opinions, so here were are.
Three approaches to work:
Some people are obssessively dedicated to #1 or #2, always using that strategy no matter what happens. Whenever their strategy fails they resort to digging in deeper and reapplying the same strategy, only with more diligence, which may or may not actually help with the situation they’re in.
But #3 is where the magic is: switching approaches depending on what happens. What’s tricky about this is that there’s no single answer. You have to switch approaches depending on what you observe, planning more or reacting more. It’s the humble choice, in that you have to conceed that you are, despite your pretty plans, not in complete control. But it’s also the proactive choice, since you must also recognize that with no plans at all, you won’t have a rudder to steer by. Some decisions are best served by #2 and some by #1, but it’s never one or the other: it’s both.
And I always wonder why it’s so rare to be taught a philosophy like #3, where you as the student are asked to take responsibility not only for following a strategy, but for picking which strategy to use when.
John Furrier of the infotalk podcast series just posted segment 2 of our interview. This one is about managing start-ups and leadership challenges. It’s another short, fun 10 minute interview.
Project management for startups – Lesson’s Learned in Management with Scott Berkun (Podcast)
Here’s the direct link to the mp3
Leon from Lifehacker.org interviewed me about the book, my career, mistakes and leadership. Check it out.
Apparently the FOO gathering has some conceptual ancestors. OpenSpaces is a set of techniques for allowing people to self-organize sessions in a loosely structured framework. They even have resources for facilitators.
Here are my short notes from the FOO gathering/conference last week. FOO (Friends of O’Reilly) is an informal conference like thing held at O’Reilly Media’s main campus in Sebastapol, CA. This year (my first) saw some complaints over the invite list, and a bay-area response (the Bar camp).


Dr. Dobbs Journal Magazine will be broadcasting a live netcast by yours truly on the art of project management. This is the first netcast of their brand new Great Writer’s series.
Date: Wednesday, August 31, 2005
Time: 11:00 AM PT / 1:00 PM CT / 2:00 PM ET
Duration: 60 minutes
Register here. If you sign up you’ll get another reminder before the event.
I’ll be going beyond the content in the book, talking about:
Hope to see you online next week.
I did two short presentations at FOO camp, a friendly gathering at O’Reilly’s headquarters – here are the slides:
Why software sucks: how to make good, bad and awful things (PDF)
How honest are you when mistakes are made in your favor? I bet it depends on your relationship to the mistake maker. If it’s your friend you’ll hapilly point out the confusion (You gave me a $20, not a $5). But if it’s a faceless corporation/government/evil empire, you might keep quiet and pretend you didn’t notice (extra doughnut for me!).
Well what to do about blog rankings? I know how many problems there are for ranking anything (e.g. The academy awards, sports MVPs) but since the blog ranking systems are automated, based on volume, there’s no end to disagrements about which ones are more accurate. Even though equating various kinds of link volume with popularity has various problems.
I know this because I showed up on Feedsters top 500 list at a not quite under the wire 463. Which is odd given that this blog, so far, is low volume, low profile, and mostly about a recently published, and relatively unknown, book. It’s not exactly a mistake: they had some algorithm which produced a list. But many notable high profile blogs didn’t make it, and some odd underlings (this blog) made the cut. I’m holding an undeserved doughnut.
But the most curious thing for me is how despite the belief that blogs exemplify the diversity and freedom of expression that the net empowers, we all still (myself included) are drawn back to single file all inclusive stacked ranked lists. We like to give ourselves a number (Insert favorite flashback to the Prisoner here). We’re compelled, even when it makes us unhappy, to seek out definitive measurements of things.
Instead, it’d be nice to poke at the list, categorize it in different ways, and make it relevant to my interests. I’d like to filter it on sources of links- who are kottke.org‘s or boingboing top ten link targets? – but none of the blog list makers have made their popularity lists flexible, yet.
In specific: I’d rather know who’s popular with the 3 or 4 people I find most interesting, rather than what’s popular with 100,000 people I don’t care about, have no shared interests with or who possibly have the collective IQ of a sack of marbles (present company excluded). Big formula based lists, from big piles of data, run the risk of averaging and rounding out much of what’s interesting.
Coming soon: the difference between popularity and quality.
Hey folks:
www.scottberkun.com has a list of web dev work that needs to be done. If I don’t hire someone to do it, it won’t happen anytime soon – I’m trying to follow my own advice and delegate.
The work includes:
– Revamping my evil hacky HTML/javascript into nice standards based CSS
– Integrating this blog into the design
– Improving the forums layout (possibly upgrading forums software to something better)
– Possibly other work in the future
Any recommendations? Ideal is someone smart, cool and freelance. Bonus points for visual design clueness. The site is well-trafficked and could find a nice home in someone’s portfolio.
This could be a code savvy designer, or a hard core web developer looking for a light easy project.
Contact me here. Cheers,
-Scott
This week in the pm-clinic discussion forum: Topic #43 – Assigning work to programmers :
I’m a former programmer who now leads a team of programmers and testers. Recently my team has complained about how work gets assigned – right now, I’m air traffic control, directing work at one of the 10 people on my team. I’d like to do something more structured, like what Scott outlines in his book (Chp 13) but my team is split across 5 or 6 different projects: I can’t easily make 2 layers of goals and divide up my team.
My problem is this: I don’t see an easy way to give my team more responsibility for choosing who should work on what without bogging them down in organizational crap. I accept their complaint, but the alternatives seem worse.
So my question is this: What alternatives should I be considering for how to distribute work across my team, given the constraints I’m facing? I’d be happy just to see a list of different approaches people have tried. Bonus for pros/cons.
– The work distributor
So much time seems wasted doing work that doesn’t help progress things forward. Why does this happen? What can be done? Here’s some thoughts on the role leaders play in improving the ratio of work to progress.
There’s another new essay of mine up on one of the O’Reilly websites.
How to decide what bugs to fix
It starts from first aid and guerilla tactics, grows into triage, and part 2 will talk about early planning and exit criteria.
I’m planning part 2 of the book tour for the Art of project management for early this fall – and I need your help. The book has been recieved great reviews and I’m trying to help it along and use its success to meet lots of people. This could be you.
I’m compiling a list of companies/organizations that might have me in to speak – once I have that list I’ll figure out how many cities or venues I can afford to hit: I have a budget, but it ain’t much :)
So if you have an idea for a venue, here’s how you can help:
And keep in mind:
Much thanks for all your help and support,
-Scott
This week in the pm-clinic discussion forum: Topic #42 – Managing the 2nd class project:
I am tasked with the creation of a strategy for a relatively low priority product. We have a small team of programmers (Team B) and everyone understands that what we’re making is built to support what one of the other teams is doing (Team A). My questions:
1) How do I keep my team motivated given that we know we’re 2nd class?
2) How do I protect ourselves, and our work, from changes made by Team A?
3) How does a low priority project (and its team) get its share of the limelight?