Many wise people have said that what you put your attention on is what you will create around you. This is true in project management. If you concentrate on meeting the plan and slipping when big problems arise, you will, at best, ship on time, and more likely, you will ship late. . . .

To change your results by changing the way you look at how your team uses time, you must put your attention on how to make tasks take the least time possible. Replace “sticking to the plan” with “looking for ways to decrease the time spent.”

— Michele McCarthy

Some ideas. . . .

Don’t argue about things that don’t exist, like whether Save buttons should do this or that. Instead, code or prototype it and then team members use it themselves. You’ll be able to tell if it could be better when you use it instead of talk about it. . . .

 

One of the biggest blockers to team greatness is that members of team will have really good team diagnoses but they don’t say them out loud. So nothing can be done with the idea. You gotta say your great ideas out loud. . . .

 

Stay out of the content. The real issues are not about UI and architecture. Those are just the excuses to act out team neuroses. . . . If you resolve the interpersonal issues you won’t feel like you have UI or architecture issues.

 

Processes and planning will not make this better. They will make it worse. Don’t have a meeting to discuss how you will do the UI, for instance. That’s one of the worst things you can do. Don’t talk about stuff that doesn’t exist. Make stuff and then perfect it.

— Michele McCarthy

My primary complaint about scheduling is simple: that people are willing to proceed as if they can look into a crystal ball about the future. They act as if they can plan out the future. As if they can control the future. It’s the control part that really gets to me. It bugs me because it’s a false belief. It’s simply not true. You can not control the future, and the belief you can is just so destructive of creativity, teamwork, spontaneity and interaction among one another. This false belief is just a complete energy zapper, an unwholesome energy sink.

— Michele McCarthy

This transcript of a Jim and Michele McCarthy podcast is the best discussion of scheduling I’ve read today, maybe ever . . .

In addition to the timely pay for acceptable services he offers, there are a few additional conditions that he imposes on you, if you are one of his subordinates. These are:

1. What actions you take, you believe in.
2. What commitments you make, you keep,
3. What resources you have, you use.
4. What words you say, you believe to be true.
5. What you create, you intend to be great.

 

He knows that if you buy something from an expert, you are wise to let them to deliver it on their own. . . .

He requires that the team credibly believe itself to be doing something great, and also insists that all involved relentlessly pursue - and always adopt - what they think is the best available idea. . . .

He never allows people to say, “People say…” If unidentified “people” have something to say, they can come say it. He listens. He just doesn’t believe in the self-appointed representation of selves not one’s own.

— Jim and Michele McCarthy, “The Perfect Boss”