Data automation has been popular business buzzword jargon as of late, and to some extent, rightfully so! It saves time, creates seamless integration between applications, and can provide always-on, real-time information for making appropriate decisions. But data is only as good as the story it tells, and automation often hinders the storytellers that it aims to serve. Until machine learning surpasses human capabilities, there are key aspects of manual, hands-on project management that can't be effectively replaced by automation (though I'm sure some will try).
With the dust settled following the 2014 Digital PM Summit in Austin, it's time to take a moment to refelct on another year of great keynote sessions, enjoyable conversations with like-minded PMs, well-attended afterparties, and a fun host city. The event grew in size and improved on the 2013 event in many ways.
The 2014 Digital PM Summit is here! I'm greatly looking forward to presenting on organizational growth from a PM perspective. I've arrived at the final post in this mega-series supporting the presentation, which focuses on planning (or not planning) for growth. It takes a look at examples where planning is called for, while in other cases making decisions based on growing pains is the most efficient route to success.
It's just over a week until the 2014 Digital PM Summit, where I'll present on organizational growth from a PM perspective. This post in my supporting series applies learnings from the world of digital project management to the need for managing company operations.
With my presentation at the Digital PM Summit coming up on October 7th, here is post number nine in my series on organizational growth. This post makes the case that if you want documentation that has a shelf life of more than 6-12 months while growing, you need to focus on the "why" and not the "what" when creating documentation.
With my presentation at this October's Digital PM Summit just a few weeks away, here is post number eight in my series that started after I first presented on the topic of growth at Drupalcon Austin. This post investigates how to create process frameworks that hold up throughout phases of organizational growth.
As we race towards the date of my presentation at this October's Digital PM Summit, I'm working to crank out the remaining posts in my series that started after I first presented on the topic of growth at Drupalcon Austin. This seventh post touches on one of the biggest debates of the last decade in digital and software project management: Agile versus Waterfall.
Here's the sixth post in my series following the session I presented at Drupalcon Austin, entitled "Oh look, we're growing!" This post goes a bit deeper into a framework for looking at team dynamics based on the communication styles of doer, thinker, challenger, and supporter that I first came across at the University of Oregon business school.
And now for the fifth post in the series following my Drupalcon Austin session, entitled "Oh look, we're growing!" This post follows closely on the heels of the fourth post in the series which focused on small, cross-functional teams.
Here is part four in the series following my Drupalcon Austin session, entitled "Oh look, we're growing!" This post takes a look at the goal of maintaining small, highly autonomous teams that are for the most part self-organizing as an organization grows. It'll also touch on why small teams are important to project success, and some approaches to supporting the goal of small teams.