Friday, November 16, 2007


Right now I'm working on a project where Ray Lewallen,  and I have introduced Scrum to an organization that has been using waterfall as their methodology of choice for some time. The idea was that between his development background, and my PM background, we'd be able to introduce it in a very cohesive way. Ray is the Scrum Master and I'm something other than the Scrum Master. 

Last week we gave a talk at Innotech in Oklahoma City called "Implementing Scrum From the Perspectives of an Agilist and a Control Freak" where we discussed  some of the issues we have been experiencing. I'll be posting more on some of those issues in the coming weeks. During the talk I explained what my role on the project has turned into, which is basically to position myself "between" the project sponsor and product owner. My job is to take the output of the Scrum meetings and turn it into something useful and palatable for the product owner and the civilians he has to update each week on the project.

After some slightly heated discussion with the developers (who, just for the record, do not like to be called sheep), a brand new title was bestowed upon me. I am no longer Project Manager, Program Manager or that GO4%^&*# BAS%^&#$* with a Checklist!



(Obviously I'll need to be setting to work on the cape and utility belt)

Tuesday, October 02, 2007

Gearing up for the PMI Leadership and Congress in Atlanta. It should be very cool - or it should be whatever passes for cool at a PM Convention.

I'm going to try out a video blog - will post a link here.

On a side note, sometimes I find myself saying things that, as the words leave my mouth, completely baffle me. My best used to be "Katie, do not run with scissors in your mouth!"

Until today when I got to say "I'm pretty sure that referring to the client as the antichrist, is not really a best practice."

Wednesday, June 20, 2007

The Dunken PM’s Rules of Project Management

1.You are not nearly as smart, or experienced as you think you are.

2.The client is not as obtuse as you think they are.

3.Your ego is in your way.

4.Provide your client with what they need in a manner that requires as little of them as possible.

5.There are multiple ways to solve every problem. What you have done in the past may be more familiar, and you may have spent more time on it, but it is not necessarily the best answer for this specific situation. Always be willing to consider other solutions.

6.When you encounter conflict. Take the time first to imagine you are arguing your opponents side. Understand their argument and find the holes and issues in yours before you speak.

7.What worked yesterday may not work tomorrow. Keep you eyes open for new solutions and be ready and willing to adapt.

8.You can, and should, learn from everything.

9.Your primarily responsibility is to the project. It is more important that the client’s ego and your ego.

10. Your secondary responsibility is to the client. This means making sure they have what they need, know what they need to know and receive all of it in the most easily digestible format possible.

11. Be respectful of everyone.

12. If they have asked you for hamburger, that doesn’t always mean that you should give them filet mignon. Sometimes, they really just want a really good hamburger.

13. Find the things you resist and understand why. These things are limiting your ability to grow and adapt.

14. Find the things you do not do and the things you avoid. Learn why and then break the avoidance habit.

15. At the end of each day, think of three things you did right, and three things you did should have done better. For the latter, plan out what you will do next time to realize a better result.