6 Simple Rules of Motivation

Motivating people is really simple. Just base your actions on these 6 simple rules:

The 6 Simple Rules of Motivation:

The motivated can make the impossible achievable.

The unmotivated can make the achievable impossible.

HOWEVER...

The impossible to achieve can make the motivated unmotivated.

The easy to achieve can make the unmotivated motivated

BUT THEN...

The "impossible to achieve" can make the unmotivated motivated

The easy to achieve can make the motivated unmotivated.

It's really that simple.

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Milestone Sprint

Here's a thought: what about identifying certain sprints as a miletone sprint. It's a sprint that when it delivers its increment, the overall delivered product has reached an important milestone.  

The milestone can be that the project has reached an MVP stage which can be delivered and used by the users, or whatever milestone has been agreed.

Sprints are all meant to ‘deliver business value', but realistically most of them just showcase the increment.  Their increment is often still unusable, and no change to the surrounding organisation has occurred.

The Delivery That Stopped The World

There is an implicit assumption that the world stops changing when the Agile-built product is delivered.

The argument for Agile over Waterfall is that the world and the requirements change while the product is being built. Agile actually accommodates this change (true). But the world doesn’t stop changing just because we delivered, so a post project ongoing development may need to be planned for.

Irate at Rate of Learning

More important than rate of learning is ‘are you learning the right thing’?

Agile Uber Alles

How did words from a 2-day meeting at a ski lodge, on principles for a new approach to building software become such gospel that they are now being used as principles to run whole corporations engaged in activities nothing to do with software?   The Agile Manifesto principles are not even the best choice for all types software development.

This is a fascinating phenomenon worthy of study.  At the very least it can confirm theories about diffusion of untested practices and fads. A generation from now, indiscriminate and inappropriate applications of the Agile Manifesto will be seen as something of a Tulip Mania. Or a YAF.  Yet Another Fad.

Post Excellence

When all the competition has achieved excellence, what is the next competitive arena?

Agile Diversity Manifesto

To accommodate the (irrational) demands for diversity that is proportional to the wider population, should the Agile Manifesto be rewritten by a new group more diverse than the original set of: 

1. White 
2. Middle-aged
3. Men
4. Software Developers

A Project is in the Eyes of the Beholder

A project is a project in the eyes of the beholder,  not an objective character of the undertaking, because the same undertaking can be routine to you, a little bit unique to me, and incredibly daunting to another.  Project management is designed to help you cope with undertakings that (to you) meet the criteria of a project. 

Impact of the World on Technology

At a training course, the facilitator asked the audience to consider the impact of technology on the world, how technology shrinks and disrupts the world.  

I thought about the opposite: the impact of the world on technology. With increasing easy access to technology, all the different cultures, all the different ways of thinking, all the different experiences provide solutions to needs that are relatively unimportant to much of the West.

Think about rat-proof telecom cables from Huawei that Western telecom companies did not come up with for whatever reason. Think about ultra compact white appliances from Haier that Chinese students needed because they live in tiny accommodations. Think abour the mobile payment system from M-Pesa and increasing thousands of other examples.

The way these applications of technology from other parts of the world have an impact on the technology the West is developing.

Old Thinking vs New Thinking (Old Thinking Redefined)

The diagram below (from the internet) makes “Old Thinking” sound evil. What if we redefine “Old Thinking” so it doesn’t sound so bad?

Redefinition:

• Employees are biggest risk - we have the best employees; competitors might attract them; let's take care of ours
• Top Down Communication - Ensure everyone is informed of the CEO's thinking and company's plans; no one is unimportant
• Skill Over Behavior - our customers prefer reliable products and services over our friendly apologies
• Manage Time - efficiency and productivity are key competitive competencies
• Rigid Working Schedule - don't work over time, make time for your personal life
• At Your Desk - we provide you with all you need and your own space
• Work for the weekend - work hard, play hard. Complete your work for the week so you can enjoy your weekend
• Corporate Jargon - precise terminology is clear and efficient; be scared when surgeons have the same vocabulary as litigation lawyers
• Double standard - demand more from the experienced; be more tolerant of those learning the ropes
• Fear of Failure - think things through; use risk management
  Enrich shareholders - they are the moms and pops who have invested their lifesaving with us for their retirement