The Brandeis GPS blog

Insights on online learning, tips for finding balance, and news and updates from Brandeis GPS

Tag: organizational development

My Student Experience

Danita Sutton is a recent graduate of Brandeis GPS’ Master of Science in Information Technology Management  Program. She is also a Senior Business Operations Analyst at EMC. Below is her account of her educational journey at Brandeis GPS.

IMG_1293“I was very nervous taking an online course let alone pursuing my Master degree in a 100% virtual environment. The first day I opened Latte I was full of anxiety and overwhelmed because this was so new to me.  This feeling of anxiety was quickly removed as I read through the professors instructions and read the responses from my fellow classmates, I was not in this alone and I had a community of people who were willing to help me out.  This community of fellow classmates set the tone for the amazing experience I would have as I moved through the GPS program.

The strength in this program is the experience of the Professors, I was impressed with their knowledge in the course they were teaching and they were willing to share that knowledge with us to help us improve and build on the course material and apply it to our personal and professional life experiences.

The material was relevant and dealt with current issues we face with virtual teams, how to communicate and negotiate with them, how to manage projects and the software that we are using now, and organizational and operational strategies. program-hero-itm1

Finally, I don’t know what I would have done without my student advisor, Janice Steinberg, who kept in touch with me, answered me promptly every time I had a question (and I had a lot of questions), and was a great support system.  The Brandeis GPS program has forever changed my life and I am very grateful that I was able to be a part of such an incredible and wonderful program and community of people.”

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Who Solves Which Problems?

by: Johanna Rothman

AgileMany years ago, I was part of a task force to “standardize” project management at an organization. I suggested we gather some data to see what kinds of projects the client had.

They had short projects, where it was clear what they had to do: 1-3 week projects where 2-4 people could run with the requirements and finish them. They had some of what they called “medium-risk, medium return” projects, where a team or two of people needed anywhere from 3-9 months to work on features that were pretty well defined. But they still needed product managers to keep working with the teams. And, they had the “oh-my-goodness, bet the company” projects and programs. Sometimes, they started with a small team of 2-5 people to do a proof-of-concept for these projects/programs. Then, they staffed those projects or programs with almost everyone. (BTW, this is one of the reasons I wrote Manage It! Your Guide to Modern, Pragmatic Project Management. Because one size approach to each project does not fit all!)

The management team wanted us, the task force, to standardize on one project management approach.

In the face of the data, they relented and agreed it didn’t make sense to standardize.

It made a little sense to have some guidelines for some project governance, although I didn’t buy that. I’ve always preferred deliverable-based milestones and iterative planning. When you do that, when you see project progress in the form of demos and deliverables, you don’t need as much governance.

There are some things that might make sense for a team to standardize on—those are often called team norms. I’m all in favor of team norms. They include what “done” means. I bet you’re in favor of them, too!

But, when someone else tells you what a standard for your work has to be? How does that feel to you?

BarGraphI don’t mind constraints. Many of us live with schedule constraints. We live with budget constraints. We live with release criteria. In regulated industries, we have a whole set of regulatory constraints. No problem. But how to do the work? I’m in favor of the teams deciding how to do their own work.

That’s the topic of this month’s management myth, Management Myth 28: I Can Standardize How Other People Work.

If you think you should tell other people how to do their work, ask yourself why. What problem are you trying to solve? Is there another way you could solve that problem? What outcome do you desire?

In general, it’s a really good idea for the people who have the problem to solve the problem. As long as they know it’s a problem.

How about you tell the team the outcome you desire, and you let them decide how to do their work?

Original Post: http://www.jrothman.com/blog/mpd/2014/04/who-solves-which-problems.html

Johanna Rothman

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