Shelves: business , computer , project-management , prod-allowance As far as patterns books go, this one was pretty light on the "pattern" part. It was more a series of short essays about things observed on project teams. Some of them offered advice. Some of them were more anti-patterns--things to avoid. Some were just strange.
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Here, they examine a few. What Is Corporate Culture? Consider the assertion that the performance of your organization stands on four pillars: proficiency, velocity, agility and corporate culture. Proficiency is your ability to do the right thing and do it right. Velocity is your ability to do it quickly. Agility is your ability to turn on a dime when circumstances change.
And corporate culture is the connective tissue that holds everything together. Task management tracking made easy ] All of these are important, but the great body of management literature, standards and training materials is focused only on the first. We include in this critique most of our own books.
The other three pillars are treated anecdotally if at all. But what exactly is it? You know it when you see it, of course, but could you define it?
It clearly has something to do with the larger subject of culture, a word you can look up. Culture is usually defined as "the rituals and ceremonies that define a people," or — we love this one from The New Oxford American Dictionary — "The arts and other manifestations of human intellectual achievement regarded collectively.
We offer the following definition, which makes the subject a bit more tractable and even holds out the possibility of introducing change: [ Looking to upgrade your career in tech? This comprehensive online course teaches you how. Going back to the well a second time makes you a wuss. When this rule applies, the culture forces you to withhold the information that a project is in trouble, a clearly unfortunate situation.
So, for example, do any of these patterns seem familiar? Adrenaline Junkies: Organizations where running around with your pants on fire is the only safe way to behave. Endless Huddle: Organizations in which the right of infinite appeal stops all work dead.
Dead Fish: Organizations where a project is headed for disaster and everyone knows it but people keep their heads down and work as if everything is normal. A corporate culture brainstorm is an effort to identify and name patterns of behavior and then tease out the underlying unwritten rules. When these rules are stated clearly, it may be possible to alter or repeal them.
Leaving them unnamed, on the other hand, assures they will haunt you forever. Let us know in the article comments.
Adrenaline Junkies and Template Zombies
Samujin Managing Risk on Software Projects. If your organization builds systems of any kind, chances are that some of the methods and approaches that it uses came originally from the Atlantic Systems Guild. Each pattern is presented with a title, a picture, a one- or two-sentence summary, and a few pages describing the pattern in more depth. These are just 2 of the many patterns from the book that made me think about things.
Adrenaline Junkies and Template Zombies: Understanding Patterns of Project Behavior