Chronology of Pflogging web site content

04/01/2004 - 09:16
Transforming knowledge and vision into action
04/06/2004 - 21:55
The nature of the 'unprecedented' beast
04/10/2004 - 10:29
Leveraging the real-time flow of information, resources, and knowledge with automation
04/12/2004 - 09:30
Slaying the beast
04/12/2004 - 09:55
Case studies
04/14/2004 - 18:29
Entertaining the beast
04/30/2004 - 07:21
It's not the tool, it's how you use it: a new business model for delivery of information systems
05/01/2004 - 13:49
Challenges and strategies for community-based development
05/03/2004 - 08:43
Actively manage uncertainty
05/18/2004 - 08:47
Terrain situational awareness and organizational transformation
05/20/2004 - 06:10
Courage, trust, and understanding in competitive estimating
05/20/2004 - 06:57
Your mileage may vary
05/23/2004 - 20:16
Summary of recommendations
05/23/2004 - 20:18
Background
05/23/2004 - 20:22
Governance architecture usage scenarios and needs
05/23/2004 - 20:26
Governance frames of reference
05/23/2004 - 20:29
Implementation dynamics
05/23/2004 - 20:31
Improvement strategies and success factors
06/01/2004 - 13:33
Risk management criteria
06/06/2004 - 16:55
Unavoidable tensions between structure and autonomy: the cultural challenge
06/10/2004 - 10:13
Use of copyrighted material on this site
06/16/2004 - 08:53
Counting code and cows
11/29/2006 - 04:42
Retrospective Risk Management and the war in Iraq
01/05/2007 - 22:41
When a best practice is not good enough
01/05/2007 - 22:42
What are best practices?
01/05/2007 - 22:44
Are best practices always the right thing to do?
01/05/2007 - 22:55
Where does one find best practices?
01/05/2007 - 23:01
Design issues for best practice improvement frameworks
01/06/2007 - 04:02
Governing chaos: getting a grip on policies, processes, and behaviors
01/06/2007 - 04:37
A simple '5 Cs' checklist for reviewing requirements and other written material
01/06/2007 - 04:48
Project management rules of thumb
01/07/2007 - 07:45
Business process framework
01/07/2007 - 21:56
Another candidate project - generic process framework
01/07/2007 - 21:58
Another candidate project - collaboration technologies
01/07/2007 - 22:08
Another candidate project - integration of process improvement frameworks
01/11/2007 - 08:29
Technical process framework
01/11/2007 - 08:33
Manage programs, projects, and product lines
01/11/2007 - 08:35
Perform research and technology development
01/11/2007 - 08:37
Evolve architectures and product lines
01/11/2007 - 08:40
Operate systems
01/11/2007 - 08:42
Perform development and test
01/11/2007 - 23:39
Acts of creation
01/11/2007 - 23:49
Shaping projects into a managable portfolio
01/11/2007 - 23:51
Why projects fail
01/11/2007 - 23:51
Leadership roles and leverage points
01/12/2007 - 00:02
Peeling the systems onion
01/14/2007 - 18:43
Process improvement implementation
01/17/2007 - 06:41
Answers to all your questions
01/17/2007 - 19:41
How to burn down problems before they burn you
01/18/2007 - 04:33
Contributing to a healthy ecosystem
01/18/2007 - 04:36
The economics of user-generated content
01/20/2007 - 09:17
Re-imagine!
01/20/2007 - 17:27
The Innocent Man
01/22/2007 - 03:00
Getting things done
01/22/2007 - 05:59
A failure to communicate
01/22/2007 - 07:53
What we know
01/22/2007 - 14:03
The parable of the non-starting car
01/23/2007 - 19:00
Pflogging strategies
01/24/2007 - 05:48
The abc's of behavior
01/25/2007 - 18:25
Having fun with problems
01/26/2007 - 18:43
Inviting Disaster
01/26/2007 - 19:29
Thinking about Systems
01/26/2007 - 19:49
Unknown unknowns
01/26/2007 - 20:12
Overcommitment
01/26/2007 - 21:02
Governance Framework Concepts
01/26/2007 - 21:23
A proper requirements foundation for good governance
01/27/2007 - 06:15
Half of your people are below average and don't know it
01/27/2007 - 10:58
Habits you won't want to break
01/27/2007 - 11:56
Predictions of a radically different future
01/28/2007 - 02:36
Let the blind see
01/28/2007 - 02:59
Are you certain?
01/28/2007 - 03:11
Secrets are scary
01/28/2007 - 03:36
Flight 2.0
01/28/2007 - 08:17
Insurance for project hazards
01/28/2007 - 09:32
Schedule is a monarch, but cannot be a dictator
01/28/2007 - 09:42
Only a software problem
01/28/2007 - 09:52
The constructionist worldview
01/31/2007 - 03:49
Synergy and collaboration
01/31/2007 - 03:54
The power of one
01/31/2007 - 04:51
The platform idea
02/03/2007 - 00:39
Engineers do not lead normal lives
02/11/2007 - 10:56
Goals vs needs
02/11/2007 - 14:32
How the mind works
02/11/2007 - 14:50
Breakthroughs in visual recognition
02/13/2007 - 03:46
The danger of oversimplification
02/13/2007 - 04:13
Distractability
02/14/2007 - 01:30
What should you be worried about?
02/14/2007 - 19:22
Risky business
02/18/2007 - 08:53
Negative synergy
02/18/2007 - 09:05
Evidence demands a verdict
02/18/2007 - 12:34
Copying mindsets
02/18/2007 - 12:41
Pfeffer's law
02/18/2007 - 12:44
Wisdom and knowledge
02/18/2007 - 12:55
Information socialism
02/20/2007 - 21:06
Design as a repeatable process
02/20/2007 - 21:09
The danger of best practices
02/20/2007 - 22:14
Test for good rather than for evil
02/25/2007 - 11:58
Changing the autopilot... a journey of self-discovery
02/25/2007 - 12:14
Putting together puzzles
02/25/2007 - 15:15
Natural laws trump heart-felt beliefs
02/25/2007 - 19:28
Trying to be happy
02/26/2007 - 01:44
The more things change, the more they stay the same
02/27/2007 - 05:31
Deploy and utilize tracking systems based upon facts and data
02/27/2007 - 12:20
Stabilize the platform(s)
02/27/2007 - 12:27
Focus action on the critical functionality
02/27/2007 - 12:35
Manage verification discoveries, asset utilization, and yield to achieve required coverage
03/05/2007 - 04:46
Create and maintain a roadmap to provide direction for the team
03/05/2007 - 05:49
Utilize an accountability system to review progress and tune strategies
03/05/2007 - 08:04
Reading minds
03/05/2007 - 09:20
Perhaps it's best to not have a head...
03/05/2007 - 09:26
Open up or die!
03/05/2007 - 13:36
Verification and validation concepts, strategies, and limitations
03/05/2007 - 17:22
No one is perfect
03/05/2007 - 18:11
Failure is an option
03/08/2007 - 18:43
Establish the commitments
03/11/2007 - 08:46
Manage the flow of parts and information
03/11/2007 - 12:14
Navigating without a map
03/13/2007 - 04:05
The code isn't complete until it's engineered
03/13/2007 - 04:27
The best are even better than you think
03/13/2007 - 04:54
How much code can a woodchuck chuck?
03/13/2007 - 06:06
How different is the knowledge worker?
03/15/2007 - 18:35
How we fall into technical debt
03/17/2007 - 10:45
Applying lean practices to product development
03/17/2007 - 10:49
What is there to learn from building cars?
03/17/2007 - 11:00
The organization as a system
03/17/2007 - 13:17
Haste makes waste
03/17/2007 - 15:08
Modeling a complex world
03/17/2007 - 17:58
Get branded!
03/19/2007 - 03:08
Geeks and Geezers
03/19/2007 - 03:15
What is experience worth?
03/20/2007 - 05:06
Protocols are better than processes
04/07/2007 - 07:46
Create and acquire new business
04/07/2007 - 07:48
Manage the business
04/07/2007 - 07:51
Manage the supply chain
04/07/2007 - 07:54
Support the business
04/08/2007 - 18:23
We've got upgrades!
04/13/2007 - 15:48
How are best practices best implemented?
04/13/2007 - 15:52
Risk management process example
04/14/2007 - 15:50
Governance lexicon and context
04/14/2007 - 20:44
A checklist for integration risks
04/15/2007 - 14:19
How good is that performance - really?
04/15/2007 - 14:23
It doesn't always pay to be an optimist
04/15/2007 - 14:30
Predicting the future
04/15/2007 - 18:49
Is that a hairball in my corporate soup?
04/15/2007 - 18:55
Catalyzing creativity
04/15/2007 - 19:21
Yet Another Process Maturity Model?
04/16/2007 - 02:37
Just execute!
04/16/2007 - 02:58
The path to effective leadership runs through execution
04/16/2007 - 03:01
When all the plans, processes, and resources are in place, you still have to execute!
04/16/2007 - 03:10
On decision-making
04/16/2007 - 03:20
The secret of success
04/16/2007 - 03:40
The profession of software engineering
04/16/2007 - 04:09
Engineering as a profession
04/26/2007 - 19:05
A treasure box of requirements best practices (and many others, too!)
04/30/2007 - 05:18
Project fire-fighting
04/30/2007 - 05:59
Project Death Marches
05/01/2007 - 15:25
Doctor, doctor, give me the news; I've got a bad case of project blues
05/01/2007 - 18:00
Which hat are you wearing?
05/01/2007 - 21:27
Why the 80 / 20 rule doesn't always apply anymore
05/02/2007 - 02:53
Survival is only an option
05/02/2007 - 03:02
When will it end?
05/12/2007 - 07:04
Consistently improving process performance
05/13/2007 - 17:06
Finding news worth reading
05/15/2007 - 19:24
Shift Happens
05/28/2007 - 04:39
CATWOEs set a nice context for SWOTs
06/14/2007 - 21:58
Walk in the stakeholder's shoes
06/15/2007 - 05:58
Ten questions to discern the real value of processes in a business
06/19/2007 - 04:37
Manage quality before it manages you
06/19/2007 - 04:49
What bug?
06/19/2007 - 19:30
No fear
06/24/2007 - 18:17
On names in general... and Pflogging in particular
07/08/2007 - 07:05
Life in a startup often operates in a different dimension
07/08/2007 - 07:45
Form a Chronic Issue Troubleshooting Team
07/12/2007 - 18:37
What works from an end user's perspective when introducing new products
07/12/2007 - 18:40
What doesn't work from an end user's perspective when introducing new products
07/12/2007 - 18:42
Delivering product support that will thrill your launch customers and save you money
07/14/2007 - 10:03
Ten steps to Innovation
07/15/2007 - 10:36
Why integration hurts
07/15/2007 - 10:41
What makes Drupal work?
07/15/2007 - 11:19
Case study: Adopting a common technology
07/21/2007 - 08:58
Policies drive mechanisms - but not very far!
07/21/2007 - 11:06
Handling product introductions with care
07/22/2007 - 11:03
Leadership pitfalls - success is fickle!
07/24/2007 - 23:00
Collaborative development of processes
07/25/2007 - 18:49
Synergy and natural laws
08/01/2007 - 03:57
Launching teams for sprints to an objective
08/17/2007 - 06:16
Saying it is a requirements problem is a copout
08/17/2007 - 19:48
Why is common sense so uncommon?
09/01/2007 - 06:19
What exactly does having a 'requirements problem' mean?
09/15/2007 - 08:43
Decision-making through critical thinking
09/18/2007 - 06:01
Knowing what to ask for in a tool
09/25/2007 - 19:23
On effective communications
10/05/2007 - 12:17
Mental models
10/06/2007 - 08:24
Case study: Standardizing on a tool
10/06/2007 - 08:28
Case study: Collectively focusing on big, hairy, audacious goals
10/07/2007 - 20:14
My configuration
10/07/2007 - 20:17
The upgrade experience
10/07/2007 - 20:19
The problems begin
10/07/2007 - 20:21
The problems continue
10/07/2007 - 20:23
The relentless pursuit of problem isolation
10/08/2007 - 23:26
Re-thinking the problem
10/13/2007 - 18:44
Troubleshooting 101
10/15/2007 - 02:28
Discipline, risk management, and attention disorders
10/20/2007 - 09:09
On the path to the Matrix
10/20/2007 - 14:08
Catalyzing collaboration
10/21/2007 - 10:46
How does one learn a lesson?
10/21/2007 - 11:11
Normal accidents
10/21/2007 - 15:59
Creating memorable ideas
10/21/2007 - 19:06
Commander's intent
10/23/2007 - 20:02
The genesis of the process revolution
10/23/2007 - 20:34
Unconventional learning
11/04/2007 - 04:49
Implementing change - an owner's manual
11/04/2007 - 06:31
Managing quality, deliveries, and priorities
11/04/2007 - 11:39
It's the consequence of a failure, not the failure itself, that matters
11/04/2007 - 17:01
Reinventing Project Management: The Diamond Approach to Successful Growth & Innovation
11/04/2007 - 17:20
Balancing Agility and Discipline: A Guide for the Perplexed
11/04/2007 - 17:26
Lean Software Development: An Agile Toolkit for Software Development Managers
11/04/2007 - 18:49
Putting engineering on a diet
11/20/2007 - 09:04
Making risk management personal
11/20/2007 - 09:59
Keeping the customer happy
11/20/2007 - 10:15
My Vista horror story
11/21/2007 - 15:13
The path to competency
11/22/2007 - 08:43
Pursuing a meaningful definition of competency
11/22/2007 - 17:43
The refuge of scoundrels
11/22/2007 - 17:55
On concensus
11/23/2007 - 12:17
Spacing out
11/24/2007 - 11:08
Holes in both feet are reminders to check the gun isn't loaded
12/04/2007 - 07:20
Management innovation
12/04/2007 - 07:47
Managing people, not things
12/04/2007 - 07:49
It's not just about software
12/04/2007 - 07:51
Talent search
12/06/2007 - 09:27
The hierarchy of human capabilities
12/06/2007 - 13:18
Sustainable successes require management innovation
12/06/2007 - 14:01
Toyota's real advantage
12/06/2007 - 14:03
Denial is not just a river in Egypt
12/06/2007 - 14:07
Slackers reconsidered
12/06/2007 - 14:24
The Internet as archetype for a new management system
12/06/2007 - 15:18
The pain of predictability
12/06/2007 - 15:21
Markets vs hierarchies
12/06/2007 - 15:25
Pay for performance
12/06/2007 - 15:29
Amplifiers of human capability
12/06/2007 - 15:33
Authentic ends
12/06/2007 - 15:36
Preserving humanity in businesses
12/06/2007 - 20:43
The performance review bottleneck
12/06/2007 - 20:47
Reviews and stress
12/06/2007 - 20:52
The risk of honest reviews
12/06/2007 - 20:58
You can't win with measuring people
12/06/2007 - 21:02
The software cost equation is different
12/15/2007 - 08:23
What does it take to achieve consistent outcomes?
12/26/2007 - 07:12
A mental model of job performance
12/26/2007 - 07:31
Key design parameters of a motivational system to accelerate change
12/26/2007 - 07:40
Managing the value of your work: levels of responsibility and authority in assignments
12/26/2007 - 07:42
Factoring in learning and experience - Capacity + Capability
12/26/2007 - 07:55
Identifying opportunities for developing effectiveness
12/26/2007 - 08:04
Monetizing accomplishments and improvements in performance
12/26/2007 - 08:10
The pool of funds for distribution
12/26/2007 - 08:32
Enhancing future performance and job satisfaction
12/26/2007 - 09:00
Lifecycle of an assignment
12/26/2007 - 09:20
Implementation - communicating status and tuning performance through periodic check-ins
12/26/2007 - 09:24
Key performance appraisal customer satisfaction elements
12/26/2007 - 09:30
The performance management close-out review: recognizing accomplishments
12/26/2007 - 09:46
Joining the revolution...
12/27/2007 - 12:57
Measuring the value of an individual's contributions
12/29/2007 - 11:25
The pursuit of pay for performance
12/29/2007 - 11:39
The effect of teamwork and competition
12/29/2007 - 11:52
The path to increased job satisfaction
12/29/2007 - 13:47
Cutting through the fog
12/30/2007 - 09:10
Cast your nets wide
01/01/2008 - 08:47
Principles Of Software Engineering Management
01/01/2008 - 08:50
Replacing production with reproduction
01/01/2008 - 08:54
Like communications, the problem with intelligence is the illusion that it exists...
01/03/2008 - 17:03
Program management information architecture
01/04/2008 - 15:52
Individual salary decisions
01/08/2008 - 18:37
Systematic improvement
01/13/2008 - 08:09
Refining behaviors through personal discipline
01/13/2008 - 08:24
Coaching when you can't do it yourself
01/14/2008 - 06:19
Luck matters
01/21/2008 - 00:03
Goal setting and planning
01/26/2008 - 10:28
Kindergarten 101
01/26/2008 - 10:58
We are what we eat and how it is produced
02/02/2008 - 07:14
The outer motivational loop
02/02/2008 - 08:48
Following the money
02/02/2008 - 09:31
Changing the rules
02/02/2008 - 09:51
Optimizing throughput
02/03/2008 - 09:20
Deconstructing messes
02/03/2008 - 10:01
Feedback
02/03/2008 - 10:04
Side effects
02/03/2008 - 13:44
Counter-intuitiveness
02/05/2008 - 05:58
The culture constraint
02/05/2008 - 06:02
Interdependence
02/05/2008 - 06:05
Systems thinking
02/05/2008 - 06:06
The designer's dilemmas
02/05/2008 - 06:09
The system boundary
02/05/2008 - 06:11
What understanding means
02/05/2008 - 06:15
What is success
02/07/2008 - 06:14
The inner motivational loop
02/07/2008 - 06:21
Interactions
02/09/2008 - 07:43
Best practice risk
02/09/2008 - 08:18
Playbooks and fishing lessons, instead of more laws and sermons
02/09/2008 - 10:29
Failures of confidence
02/10/2008 - 13:06
Chronology of a failed quest
02/10/2008 - 13:11
Studying nonzeroness
02/10/2008 - 17:44
Stifling doubts
02/10/2008 - 17:49
Flawed understanding
02/10/2008 - 17:52
Who to trust
02/19/2008 - 05:20
Systems thinking 101: interactions and dynamics
02/29/2008 - 16:16
The talent behind America's game
03/04/2008 - 07:08
The blind side
03/05/2008 - 05:49
The predictable flaws in judgement and decision-making
03/06/2008 - 05:22
Personal mastery
03/06/2008 - 05:33
Copying best practices
03/06/2008 - 06:18
Enabling convergence
03/07/2008 - 09:47
The risk of not changing
03/08/2008 - 07:10
Passion and new knowledge beats old knowledge
03/09/2008 - 15:23
Evaluating and enhancing personal performance
03/15/2008 - 11:03
Assessing the maturity of a risk assessment effort
03/15/2008 - 11:09
Recognizing the learning patterns in medical practice
03/19/2008 - 06:46
The luck of the draw
03/19/2008 - 07:01
Psychology of judgement and decision making
03/19/2008 - 10:21
The inevitability of failure
03/19/2008 - 10:23
Changing the World
03/19/2008 - 10:35
Action orientation
03/19/2008 - 10:40
The proof is in the drilling
03/19/2008 - 10:42
Survival of the willing
03/19/2008 - 10:46
Wealth generation
03/19/2008 - 12:02
Five myths of changing behavior
03/19/2008 - 12:04
Revolutions vs evolutions
03/19/2008 - 12:10
Cultural change
03/19/2008 - 12:12
Reaching
03/19/2008 - 12:18
Cleanliness next to godliness
03/22/2008 - 16:17
We all need a hero
03/24/2008 - 05:55
It's only about survival
03/24/2008 - 06:31
The emotional rollercoaster
03/27/2008 - 05:44
The risks of risk management
03/27/2008 - 21:21
Want to bet?
03/29/2008 - 06:16
Show me the numbers!
03/29/2008 - 11:57
Why most things fail
03/29/2008 - 12:46
Seven deadly organizational sins and their penance
04/02/2008 - 01:50
That's why they call it work
04/07/2008 - 04:13
The physics of us
04/07/2008 - 04:19
Predestination
04/09/2008 - 06:20
The truth is out there
04/11/2008 - 01:37
The opportunities and risks of leadership
04/12/2008 - 06:26
You want it by when?
04/12/2008 - 06:31
Frentic enthusiasm
04/12/2008 - 06:39
Keeping things wired
04/12/2008 - 06:42
Breaking up the work
04/12/2008 - 06:46
The lessons of history
04/12/2008 - 06:49
The biases of software engineering
04/12/2008 - 06:51
Titles, roles, and responsibilities
04/12/2008 - 06:56
Dealing in abstractions
04/12/2008 - 07:00
On reuse
04/12/2008 - 07:05
Integrated performance
04/12/2008 - 07:08
Measuring productivity
04/12/2008 - 07:10
Programming culture
04/12/2008 - 07:14
Tool-making
04/12/2008 - 07:20
What is work?
04/12/2008 - 07:26
Taking responsibility
04/12/2008 - 07:32
The entitlement mentality
04/17/2008 - 04:07
The thought processes behind healing the sick
04/24/2008 - 05:32
What costs to control and when
04/27/2008 - 09:16
Architecting enduring solutions
04/30/2008 - 09:14
Medical robotics
04/30/2008 - 09:22
The practice of software architecture
04/30/2008 - 09:28
How to document Software Architectures
04/30/2008 - 18:44
Evaluating Software Architectures
05/08/2008 - 18:23
Stakeholder perspectives: an interrelated collection of problems and constraints
05/08/2008 - 18:26
Understanding the big picture
05/08/2008 - 18:29
Isolating normal and special cases for learning: Macro processes and levels of guidance for the roles that implement them
05/08/2008 - 18:31
Facts and data: the foundations for improvement
05/08/2008 - 18:35
The culture's assimilation of change
05/08/2008 - 18:37
The role of the change leader
05/08/2008 - 18:38
The change roadmap
05/08/2008 - 18:39
Aiming at goals
05/08/2008 - 18:41
Measures of effectiveness
05/08/2008 - 18:42
Closing the loop
05/10/2008 - 09:15
Getting control of unnecessary variability
05/10/2008 - 13:29
The execution network
05/15/2008 - 03:01
Spinning the numbers
05/17/2008 - 05:22
Cultural resistance
05/25/2008 - 14:09
Standardizing work and paying piecemeal
05/26/2008 - 11:38
A case study of implementing systematic improvements
05/26/2008 - 12:06
An appeal to politics
05/26/2008 - 12:10
Short attention spans
05/31/2008 - 01:22
The core disciplines - applying the scientific method to organizational development
06/04/2008 - 04:48
The new Geopolitics
06/09/2008 - 05:12
Processes, Mental Models, and Improvement Dynamics
06/17/2008 - 10:46
Diversity
06/20/2008 - 07:26
What in the world is going on?
07/13/2008 - 08:15
Trust, critical thinking, and decision-making
08/23/2008 - 17:53
Faith, hope, and change
09/20/2008 - 08:10
Juggling competing interests
09/28/2008 - 12:07
The turkey before Thanksgiving
09/28/2008 - 12:09
A conflict of mental models
09/28/2008 - 12:49
The World is Curved
09/28/2008 - 19:01
When reach exceeds grasp
09/28/2008 - 19:26
Revolution
10/07/2008 - 14:46
The Flaws of the Political System
10/09/2008 - 11:48
What are the systems dynamics of this situation?
10/09/2008 - 11:50
Could this have been anticipated?
10/09/2008 - 11:56
How did the the decision-makers perform?
10/09/2008 - 11:59
What are the critical control points in this system?
10/09/2008 - 12:02
Where does that leave us?
10/09/2008 - 12:04
What should we learn from this?
10/14/2008 - 08:51
Seeing connections that aren't there
10/15/2008 - 10:32
Causation vs Correlation
10/25/2008 - 22:49
How We Think
10/26/2008 - 09:36
Reflecting on a function
10/26/2008 - 09:36
The basis and consequences of mental models
10/26/2008 - 09:44
Reflective thought
10/26/2008 - 09:52
The regulation of thought
10/26/2008 - 10:05
Social influences on beliefs
10/26/2008 - 10:08
Verification of inferences
10/26/2008 - 10:19
The educational transaction
10/26/2008 - 10:24
Thought's natural resources
10/26/2008 - 10:30
Are you going to enforce the rules?
10/26/2008 - 10:35
Mentoring
10/29/2008 - 11:51
Anomalies
10/29/2008 - 11:59
Sharing knowledge
10/29/2008 - 12:02
Exploiting another person's pain
11/02/2008 - 12:17
Timelines
11/10/2008 - 17:13
Pessimism
11/12/2008 - 11:49
Solving problems and selling ideas
11/12/2008 - 11:54
Complexity is slippery
11/15/2008 - 12:00
A user-centered design approach
12/25/2008 - 08:52
Mission critical projects
01/23/2009 - 03:48
Stopping by Woods on a snowy evening
01/23/2009 - 03:52
Wheels between the guardrails
05/04/2009 - 19:23
Using the force
05/29/2009 - 15:56
The dynamics of improvement initiatives
05/30/2009 - 07:48
Translating abstract needs into concrete actions
05/30/2009 - 17:53
Synergy opportunities and risks
05/30/2009 - 18:04
How we decide
06/02/2009 - 08:34
The culture challenge
06/07/2009 - 03:10
Standards and the synergy value proposition
06/10/2009 - 08:10
The troubleshooting path of last resort
06/13/2009 - 13:35
Case study: Providing a utility service to customers
06/19/2009 - 14:44
The map is not the terrain
06/24/2009 - 19:15
Rewired
06/27/2009 - 10:07
Case study: Sharing assets
06/27/2009 - 10:16
Non-linearity
07/01/2009 - 18:48
Confronting the constraints of synergy initiatives
07/13/2009 - 09:36
Managing business returns on technical software investments
07/15/2009 - 09:32
Are plans worth it?
07/24/2009 - 06:50
Better than bean counting
08/08/2009 - 08:40
An architecture for enhancing organizational effectiveness
09/09/2009 - 08:15
Conceptual framework
09/22/2009 - 10:55
Being accountable
10/18/2009 - 09:14
Soundbites and substance
10/22/2009 - 10:28
Self reinforcement
10/25/2009 - 19:31
The rose colored glasses of group think
10/29/2009 - 09:36
Hunches don't work
10/29/2009 - 09:51
Estimates and plans
10/29/2009 - 15:54
Context matters
10/29/2009 - 17:31
Negotiations with senior leaders
11/13/2009 - 21:59
Model distractions
11/27/2009 - 13:38
Delivering sustainable improvements
11/29/2009 - 12:46
Evaluating alternatives
12/01/2009 - 20:59
Aligning vision, strategy, and tactics
12/02/2009 - 08:45
Development is messy
12/15/2009 - 11:25
The basis of estimates
12/15/2009 - 11:26
Securing the commitment
12/17/2009 - 13:06
Sizing up the job
12/17/2009 - 13:08
Resource allocation considerations
12/22/2009 - 09:54
Shaping business targets into realizable commitments
12/22/2009 - 16:18
Predicting arrivals
12/29/2009 - 12:42
Profit beyond measure
12/29/2009 - 12:44
Speed of trust
12/31/2009 - 05:34
Bending the curve
01/02/2010 - 16:27
Ski area economics
01/04/2010 - 09:28
Navigating through turbulence
01/05/2010 - 08:38
Software as a service
01/05/2010 - 12:24
Meeting quality expectations
01/07/2010 - 13:12
The promise and perils of the agile movement
01/10/2010 - 04:39
The quest for predictability
01/10/2010 - 11:40
In praise of checklists
01/11/2010 - 11:30
Coordinated teamwork
01/11/2010 - 11:33
Initial medical results
01/11/2010 - 11:35
Root causes
01/11/2010 - 11:37
Grasping the essence of what we know
01/11/2010 - 11:40
Checklists under pressure
01/11/2010 - 11:44
Territoriality
01/11/2010 - 11:47
Professionalism
01/14/2010 - 11:16
The genesis of checklists
01/14/2010 - 11:26
Managing complexity
01/20/2010 - 14:22
Where does the money go?
01/20/2010 - 20:45
More rowers, fewer coxswain
01/31/2010 - 20:03
Communicating concepts of operations
02/04/2010 - 19:48
Chosing without regret
02/09/2010 - 09:33
A critical analysis of one competency initiative
02/12/2010 - 14:11
Survival depends on it
02/18/2010 - 09:30
Designing effective meetings
02/18/2010 - 13:24
Business cases and return on investments
02/20/2010 - 14:26
Connecting individual and organizational competencies
03/08/2010 - 10:11
Paying for lunch
03/08/2010 - 13:48
How much code is there really in vehicles?
04/01/2010 - 22:34
Confronting uncertainty
04/04/2010 - 13:50
Design's Best Practices might not be
04/09/2010 - 19:09
Re-routing around roadblocks
04/09/2010 - 20:11
Discovering your rates of progress
04/15/2010 - 09:07
One event from savagery
04/18/2010 - 13:58
Useful planning by design
04/19/2010 - 10:03
Securing returns from investments
05/25/2010 - 08:52
Dashboard design
05/25/2010 - 09:03
Balanced strategies
05/25/2010 - 09:10
Measures of effectiveness
05/25/2010 - 09:49
Leading indicators
06/07/2010 - 04:04
The elaboration of algorithms
06/07/2010 - 04:15
Problem and solution spaces
06/16/2010 - 14:15
Simplifying complexity
06/17/2010 - 15:30
The motivation
06/17/2010 - 16:04
The opportunity
06/17/2010 - 16:21
The decision-makers
06/17/2010 - 16:35
The mandate
06/17/2010 - 16:53
The criteria
06/17/2010 - 16:57
The evaluation
06/17/2010 - 17:02
The decision and conclusions
06/17/2010 - 19:12
Long-term impacts
06/20/2010 - 13:24
The legacy problem
06/28/2010 - 09:51
How much to invest in achieving better outcomes?
07/08/2010 - 14:46
Real work
07/08/2010 - 19:59
Becoming competent in managing competency
07/19/2010 - 07:57
Reality
08/18/2010 - 14:14
Looters
08/18/2010 - 20:09
Designing for cohesion
08/20/2010 - 09:50
Designing design
08/20/2010 - 09:55
Designing around constraints
08/28/2010 - 11:25
Honeybees
08/30/2010 - 14:09
Clueless precision
09/02/2010 - 08:27
Our destiny
09/23/2010 - 17:25
Multiple eyeballs
09/23/2010 - 19:19
The entropy of Governance
09/28/2010 - 06:39
Searching for progress or momentum
10/09/2010 - 09:34
Standards that stand the test of time
10/12/2010 - 09:34
Limitations of design
10/14/2010 - 22:08
How does software fail?
10/20/2010 - 09:33
Short term commitments of resources
10/23/2010 - 08:48
The strategic pursuit of value
10/23/2010 - 09:06
Managing waste
10/25/2010 - 14:26
Essential lessons
10/25/2010 - 14:29
Creation of new order of things
10/25/2010 - 14:36
The role of senior management
10/25/2010 - 14:41
Rigorous interpretations of imprecise ideas
11/06/2010 - 11:36
Pursuing desired business results through improvements that stick
01/09/2011 - 20:14
Classical improvement constraints
01/25/2011 - 16:09
Credibility to keep improving
01/26/2011 - 10:38
Management summaries
01/27/2011 - 09:09
Connectivity
01/27/2011 - 09:09
Connectivity
01/30/2011 - 10:47
Discovering behavioral leverage through performance assessments
01/30/2011 - 14:51
Performance improvement opportunities
01/30/2011 - 15:02
Fundamental laws of organizational systems
01/30/2011 - 18:58
Adaptive learning organizations
02/01/2011 - 10:14
Know what you don't know
02/03/2011 - 11:55
If you break it you must fix it
02/03/2011 - 12:39
Adopting an organizational design archetype
02/03/2011 - 12:57
Filling in the white space in organizations
02/05/2011 - 12:21
Specifying design criteria for organizational architectures
02/05/2011 - 17:35
Master switch
02/05/2011 - 17:59
The human constraint to scalability
02/06/2011 - 13:19
Affordable reliability
02/19/2011 - 11:23
The overhead of switching contexts
02/26/2011 - 18:42
Goal-setting prescriptions
02/27/2011 - 13:04
Organizational Patterns for Development
03/02/2011 - 12:37
Perspective
03/02/2011 - 13:51
Types of changes
03/02/2011 - 15:07
Patterns, pathways, and playbooks
03/09/2011 - 14:43
Action
03/14/2011 - 11:22
Essential learning by doing
03/17/2011 - 11:02
Learning from failure
03/19/2011 - 08:43
Piecemeal growth
03/26/2011 - 12:27
A Pattern Language
03/26/2011 - 13:50
Beautiful architecture
04/02/2011 - 08:57
Design is important
04/02/2011 - 09:07
Design conversations
04/02/2011 - 09:13
Multi-disciplinary exchanges
04/02/2011 - 09:18
Discovering the problem
04/02/2011 - 09:35
Requirements discovery
04/02/2011 - 09:46
Design and problem solving
04/02/2011 - 09:59
Requirements noise
04/02/2011 - 10:06
Growing software
04/02/2011 - 10:09
Get it in Writing
04/02/2011 - 10:30
Collaboration
04/02/2011 - 10:42
Design and politics
04/02/2011 - 11:51
Liability
04/02/2011 - 11:54
Acquiring knowledge
04/02/2011 - 11:59
Design philosophy
04/02/2011 - 12:07
Mental models and assumptions
04/02/2011 - 12:25
On Architecture
04/02/2011 - 12:27
On scope
04/08/2011 - 14:10
Moonwalking with Einstein
04/16/2011 - 08:18
Connecting the dots
04/16/2011 - 09:22
Controlling process variability
04/16/2011 - 14:59
Inquiry-based collaboration
04/16/2011 - 19:18
Learning how to learn
04/19/2011 - 18:55
Moving from oral to written history
04/25/2011 - 15:02
Mistakes and wisdom
04/27/2011 - 08:48
Bravery
04/28/2011 - 13:44
Seeing oughts
05/02/2011 - 09:58
Organizations as systems
05/02/2011 - 10:20
Authority boundaries
05/02/2011 - 10:23
Quality not quantity
05/03/2011 - 19:49
Propoganda
05/05/2011 - 10:41
Historical patterns
05/06/2011 - 09:04
Bureaucracy
05/06/2011 - 09:28
Safety
05/08/2011 - 15:35
Creating actionable work
05/09/2011 - 10:03
Reorganizations
05/09/2011 - 13:07
Boundaries and interfaces
05/10/2011 - 09:12
Flawed cues
05/10/2011 - 09:45
Institutional decision-making
05/12/2011 - 07:53
Rational and emotional decisions
05/12/2011 - 07:54
The costs of ambiguity
05/12/2011 - 07:55
Causal inference gaps
05/12/2011 - 21:19
Business model generation
05/16/2011 - 10:13
Management leverage
05/24/2011 - 08:40
No longer a victim
05/26/2011 - 08:30
Scientists and engineers
06/06/2011 - 08:16
Visual empowerment
06/06/2011 - 08:50
Service level commitments
06/06/2011 - 09:00
Work in progress and queue limits
06/06/2011 - 09:29
Operational cadence
06/10/2011 - 16:14
Sources of wisdom
06/10/2011 - 16:25
Lessons of history
06/10/2011 - 16:27
Learning by doing
06/10/2011 - 16:30
Bugs
06/12/2011 - 13:16
Product development value creation
06/13/2011 - 13:34
Variation is pervasive
06/14/2011 - 13:42
Real-world decisions
06/14/2011 - 14:00
Central vs distributed control
06/15/2011 - 13:21
Providing sufficient freedom for solutions
06/15/2011 - 16:25
Freezing and thawing
06/18/2011 - 10:32
Principles of Product Development Flow
06/23/2011 - 11:54
The heart of life
06/23/2011 - 12:19
Transmissions
06/23/2011 - 12:33
Bits instead of atoms
06/23/2011 - 12:40
Fallible filters
06/23/2011 - 12:44
Observations of Babbage's Differential Engine
06/23/2011 - 12:48
Mechanization becomes automation
06/23/2011 - 13:02
Production refinements
06/23/2011 - 13:12
Logic
06/23/2011 - 13:15
Persistence
06/23/2011 - 13:18
Information anxiety
06/23/2011 - 13:25
Competition and efficiency
06/23/2011 - 13:30
Tradeoffs
06/24/2011 - 08:39
Adopting an economic framework for decision-making
06/28/2011 - 08:04
Process obsession
06/28/2011 - 08:09
Knowledge work is not factory work
06/28/2011 - 08:12
Standard processes for knowledge work
06/28/2011 - 08:21
Unhealthy organizations
06/30/2011 - 15:24
Could a solution be produced within business constraints?
06/30/2011 - 15:26
The quest
06/30/2011 - 15:37
Will the endeavor be worth it?
07/14/2011 - 19:19
Denial
07/18/2011 - 15:37
Product development uncertainty
07/18/2011 - 19:11
Adapt: Why Success Always Starts with Failure
07/18/2011 - 19:16
Overcoming the status quo
07/18/2011 - 19:19
Accepting mistakes
07/18/2011 - 19:24
Feedback filters
07/18/2011 - 19:35
Quest for solutions
07/18/2011 - 19:38
The variation dilemna
07/19/2011 - 20:23
The false reassurance
07/19/2011 - 20:26
Vision
07/19/2011 - 20:27
Visual disfunction
07/19/2011 - 20:28
Strategy
07/19/2011 - 20:42
The Action Template
07/19/2011 - 20:45
Strategic plans
07/24/2011 - 13:13
Evaluating business opportunities
08/27/2011 - 09:31
Do enough qualified customers share a common problem?
09/10/2011 - 09:57
Converging on useful solutions
09/10/2011 - 12:19
Successful bureaucrats
09/10/2011 - 12:30
The economics of bits
09/10/2011 - 12:40
The hard side of management
09/10/2011 - 12:55
Experts, consultants, and change
09/10/2011 - 19:31
Software construction
09/10/2011 - 19:34
Cost-cutting and quality
09/10/2011 - 19:41
Accounting for software
09/10/2011 - 20:04
Decoupling complexity
09/10/2011 - 20:07
Learning from your mistakes
09/10/2011 - 20:08
Steps and leaps
09/17/2011 - 13:44
Discovering and realizing value
09/21/2011 - 10:36
All glory is fleeting
09/25/2011 - 09:28
Pursuing just enough quality
09/25/2011 - 09:45
Wise decision-making
09/25/2011 - 09:53
Finding your way quickly
10/01/2011 - 12:27
Pale gleams
10/23/2011 - 07:28
Theoretical behaviors
11/06/2011 - 04:24
Dynamics of Software Development
11/14/2011 - 14:11
Parsing customer signals
11/15/2011 - 18:23
Five thousand things
11/19/2011 - 09:46
Handshakes
11/20/2011 - 10:51
Attention to details
11/20/2011 - 11:12
Confronting entropy
11/20/2011 - 11:12
Roles and responsibilities for product and service management
11/20/2011 - 11:15
Roles and responsibilities for a product development effort
11/20/2011 - 11:16
Roles and responsibilities for operational support
11/20/2011 - 12:37
Throughput workflows and priorities
11/20/2011 - 12:42
Managing flow
11/20/2011 - 12:44
The cascading interactions necessary for successful work
11/20/2011 - 12:52
The futility of pushing rope
11/22/2011 - 15:08
Roles and responsibilities for value stream management
11/25/2011 - 20:28
Engineering solutions that will satisfy diverse stakeholder needs
11/27/2011 - 01:44
Project management strategies and principles
11/27/2011 - 12:24
Critical ratios
11/27/2011 - 12:29
Feature categories
11/27/2011 - 12:32
Slips
11/27/2011 - 12:35
Zero defect Milestones
11/27/2011 - 12:41
Like doctors
11/29/2011 - 14:37
Failure to scale
12/11/2011 - 08:33
The Captive Customer
12/11/2011 - 08:37
Configurability
12/13/2011 - 16:47
Failures of perception
12/20/2011 - 12:11
Real navigation
12/22/2011 - 14:02
Rationalizing product lines
12/22/2011 - 14:10
Recognizing and organizing domains
12/27/2011 - 13:05
Synchronization through cycles of elaboration
01/22/2012 - 10:13
Allocating responsibilities and authority to designated roles
01/24/2012 - 16:29
The speed of learning
01/24/2012 - 16:31
Trading variability for cycle time
01/24/2012 - 16:34
Batches too big to fail
02/05/2012 - 12:34
Structuring collaborative efforts
02/05/2012 - 12:45
Tapping into all sources of value

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