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Key Attributes of an Effective Process

When I used to cut code for a living there were a number of attributes we used to look for in a 'good' program (application!). Maintainability, Efficiency, Readability, Flexibility, Reliability, Reusability, Portability and Testability are some of these non-functional or quality requirements that spring to mind. A programmer today may have a slightly different list as development environments
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Think Global, Act Local - How To Sub-optimise Your Global Operation

I think it was sometime in the early 2000s when I first came across the expression "Think Global, Act Local". The phrase has been attributed to Patrick Geddes, a Scottish town planner and social activist, and originated way back in 1915. These days it is a rallying cry for global corporations, and it has appeared in nearly every leadership presentation I have seen over the last 10 years. At the time,
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Orchestrated Knowledge - not really a book review!

I'm not big on technical book reviews, not reading them and definitely not writing them. And I'm not really going to start now, because in my opinion, technical books tend to be either useful or not, and my reviews won't add to their usefulness or lack thereof. However, I do feel quite happy recommending books, articles and other useful sources of well thought out argument in pursuance of understanding
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Lessons Learned about Lessons Learned (Part 2)

In my last post I discussed a few of the problems that I've encountered with Lessons Learned reporting (a.k.a Project Post Mortem reviews). In this post I'm going to propose some of things that could be done to add value to a process that is often judged with contempt by project managers and team members, misused or misinterpreted by process improvement teams and managers, and generally misunderstood
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Lessons Learned about Lessons Learned (Part 1)

My last post about "Best Practice" was something of a personal peeve rather than a major hurdle to successful business improvement, although lessons should be learnt from the story I told, namely: your improvement focus shouldn't be about creating templates and completing documents to provide evidence for appraisals and audit measures that you put in place need to be thought through from the
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Maybe Process Management Isn't Enough

For the past five or six years I've been evangelising about moving from a Process Improvement culture to one of Process Management. I've written about it in these blogs, I've spoken about it at conferences, and I've tried to encourage and promote the adoption of the concepts and principles in the workplace. I generally find my arguments are well accepted:Process Improvement activities tend to be short
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Watch out for Waivers

Tailoring the software process is a fundamental aspect of software process management but is often poorly understood by inexperienced process teams and badly executed. This generates confusion amongst project managers and project team members and often leads to an undesirable behavioural response whereby tailoring is ignored in projects and process anarchy gains a foothold in the organisation. One
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