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Category Archives: Corporate Culture

People Aren’t Motivated by What You Might Think…

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Filed under Corporate Culture, Developing Teams

By Daniel H. Pink

Original Source: The RSA Animate: ‘DRIVE – The Surprising Truth About What Motivates Us’

Do You Suffer from ‘Impostor’ Syndrome?

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Arrogance is not inspiring. But why is arrogance common on I.T. project teams? Why do self-proclaimed experts abound, even though we know this is poisonous on a high-knowledge project? Jeffrey Way has an explanation …
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Lessons Learned about Project Management Offices

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If you’ve ever been in a management or leadership role on a project  (and yes, there is a distinction between management and leadership), I’m sure this list will resonate with you. This is a compilation of published Lessons Learned by Derry Simmel, a North Carolina project manager.

These are the 10 most common Lessons Learned by enterprise project teams, as reported and published by their PM Offices.

1. The people we had were great; there just weren’t enough of them.
2. We left management and planning unattended for too long.
3. Unclear roles and responsibilities led to confusion and loss of precious time.
4. We had the most success when we were all informed.

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The Programming Life Cycle

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Filed under Corporate Culture, Developing Teams, Growth & Development

Culture Eats Strategy for Breakfast

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Culture is the attitudes, the expectations, and the relationships that define a community. Culture is human inertia in its living form, something that you cannot directly control, but it is very real, very substantial, and often more powerful than any corporate strategy you can narrate.

I’m thinking of a personal example when I was managing a recreational dragon boat paddling team some years back. Some of the core members were interested in moving to a higher level of performance, but felt that most of the crew was interested in beer-league level of play. After much discussion, the informal leaders within the crew decided that we should implement performance metrics, and actually use scientific measures on the ergometer and time trials on the individual outrigger hulls.

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The Five Dysfunctions of a Team

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Patrick Lencioni is a consultant with some sage thoughts on group performance. Patrick suggests that there are 5 dysfunctions that are common to project teams and sports clubs:

1) Absence of Trust.
2) Fear of Conflict.
3) Lack of Commitment.
4) Avoidance of Accountability.
5) Inattentiveness to Results.

Sound familiar? Join us after the cut for more details…

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Einstein’s Riddle.

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This riddle involves the same thinking as playing Sudoku. There are no tricks, just pure logic and process of elimination. Good luck, and don’t give up!

The riddle:  5 neighbours each have different tastes in drinks, pets, cigarettes, and housepaint. Each neighbour is of a different nationality. Which neighbour prefers to drink water, and which neighbour owns the zebra pet?

This riddle’s origin is attributed to Albert Einstein.  It is believed that only 2% of the population is able to logically solve this without using pen and paper (or searching Google).

  1. There are five houses all in row.
  2. The Englishman lives in the red house.
  3. The Spaniard owns the dog.
  4. Coffee is drunk in the green house.
  5. The Ukrainian drinks tea.

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You Don’t Need a Methodology. You Need a Toolkit.

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Filed under Corporate Culture, Growth & Development

Now, before anyone starts typing an angry response, let me say up front that methodologies are fantastic tools. Unfortunately, they are just that, tools. Just like a mechanic cannot fix your car using a single monkey wrench, a Business Analyst cannot effectively perform their job with nothing but methodologies. I have seen an increasing trend in the IT industry that is putting more focus on methodologies. And what’s the problem with this, you ask? They sound great in marketing materials. You can add fancy and colourful graphics that show how a project or task will theoretically proceed. They can be described as “robust”, “comprehensive”, or whatever other buzzword you want to use. In short, they look great on paper and can be very appealing to potential clients. However, as Business Analysts, we are selling ourselves, our chosen profession and our clients short if we rely on nothing other than methodologies.

I encourage you to take stock of what you have in your toolkit. It should contain all of the skills, resources and knowledge that you use to perform your job. This is where the true power of the “toolkit” analogy lies. By putting all of your skills and resources in the context of being a tool, you are forced to identify if you are proficient or weak in the use of that tool. Now, put your toolkit together. Throw your communication, facilitation and documentation abilities in there. Put more specific skills like strategic planning, data design, graphic design in there too, if they’re applicable to you. And yes, put your methodologies in there, they are after all a resource that you use. As you are building your toolkit, keep track of anything that you feel weak at, so you can work on developing those skills.

As Business Analysts, every project or task that we work on will have its own unique attributes and nuances. Those differences may arise due to the nature of the people we are working with, the technologies we’re using, the environment we find ourselves in or the structure of the team we’re on. This is likely not news to anyone, but the key here is that every situation is unique, and it is exactly this uniqueness that makes it impossible to have a “one size fits all” methodology. Go ahead and use a methodology that fits the project you’re working on, but even more importantly, use your skills and knowledge to deliver the outcomes you are responsible for. Remember that the goal of a project is not to successfully complete the steps of a methodology, but rather to deliver value to the stakeholders.

Going forward, let’s refocus on delivering value with the best tools we have. What’s in your toolkit?

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