Rus Williams wrote:
Many of the decisions around which project to begin/ complete then become pretty obvious. It's just the next one.
Paul Kean wrote:Would you mind if I incorporate this text into my project governance?
Richard Gorny wrote:Paul, thanks for sharing that, this is very interesting. By sign up for the task you mean taking ownership of this particular item on to do list?
How do you manage other resouces required for projects (procurement, cash flow, etc.)?
Are you the one who is making decisions on priorities or this also is being discussed/voted?
I strongly believe that structured management kills initiative, creativity and joy of work sooner or later in majority of cases. I have years of exactly same experience with meetings devoted to discussing paperworks on how to produce more paperworks.
paul wheaton wrote:
So my response is that there are two general styles of management:
A) Structured management. This is what most businesses use. Everything is documented to the gills and people spend about a third of their time creating paperwork about work. Or in meetings learned about new types of paperwork. Usually there is one manager for every three people. Everything is VERY organized. If a problem is discovered the attitude is usually "it's not my problem."
B) Organic management. Used by only a few businesses. Little to no organization. Little to no paperwork. People don't have a "title" or "a job" so much as they understand what is being attempted and are trying to help reach that goal. If a problem is discovered the attitude is usually "I'll take care of this - or find somebody who will."