EppsNet Archive: Change Management

Customer Engagement


You want to actively elicit feedback from end users using short development cycles or by using prototypes and models during analysis. A good feedback cycle has the appearance of causing problems. It will cause emergent and latent requirements to surface. That means rework: the value of prototypes is that they push this rework back into analysis, where it has more value. And most important, good end user engagement changes end user expectations. It is only by participating in a feedback loop that’s grounded in reality that customers get the opportunity they need to reflect on what they’re asking for. If your customer changes their expectations in the process, you’ve both learned something. Embracing change doesn’t just mean reacting to it: it means providing the catalysts that accelerate it. — James O. Coplien and Gertrud Bjørnvig, Lean Architecture for Agile Software Development Read more →

10 Ways to Recognize the Innovators in Your Organization


1. Innovators think there is a better way. 2. Innovators know that without passion there can be no innovation. 3. Innovators embrace change to a fault. 4. Innovators have a strong point of view but know that they are missing something. 5. Innovators know innovation is a team sport. 6. Innovators embrace constraints as opportunities. 7. Innovators celebrate their vulnerability. 8. Innovators openly share their ideas and passions, expecting to be challenged. 9. Innovators know that the best ideas are in the gray areas between silos. 10. Innovators know that a good story can change the world. — 10 ways to recognize the innovators in your organization – Mass High Tech Business News Read more →

99 Rules


Here’s a short excerpt from an article called “Ninety-Nine Rules for Managing ‘Better, Faster, Cheaper’ Projects” by Alexander Laufer and Edward J. Hoffman: In a dynamic environment, project management is not about performing according to plan, with minimal changes. It is about meeting customer needs, while coping successfully with unavoidable changes. Therefore, the planning system should be capable of coping with changes. Jesus Christ, if I could articulate even one rule that perfectly, I’d publish it and call it a day . . . but there are 98 more of these! Here’s another one: More paperwork does not ensure greater information reliability or accuracy — it only adds to the non-value-added cost. It only seems that adding more measurement and reporting means better control. The illusion of control may partially explain an obsession with control. A must read! Thus spoke The Programmer. Read more →

The Winchester House Effect


Background The Winchester House in San Jose was built by Sarah Winchester, heiress to the Winchester (“The Gun That Won the West”) Repeating Arms Company fortune. After her daughter and husband died, she came to believe that the family was haunted by the ghosts of people killed by Winchester rifles. She consulted a medium in Boston, who told her to move west and build a mansion that would never be finished. As long as she kept building, she would never die. (Whether or not you believe in spiritualists, you’ve got to give high marks here for originality.) In 1884, Mrs. Winchester moved to San Jose, which was then a rural community, and bought an eight-room farmhouse. She kept builders employed at the house 24 hours a day for the next 38 years, until her death in 1922. By that time, the house was four stories high (it had been seven… Read more →