Agile. To humanism through software

Some days ago, I published a new article about the agile method beyond the software-development context. Being agile is much more than creating good code. It is about putting the person in the middle. And connecting people with other people towards a shared objective: interacting, suffering and improving together. The result of such a dynamic, can only be excellent.

Full article in (in Spanish)

2019: my 3-to-do’s

Looking for this year’s purposes, I pay attention to the gaps rather to the wishes. In my case, the gaps are those things that are not really new, but well-known stuff that is commonly little exercised or perhaps even forgotten.

The more I learn, the more convinced I am that the knowledge is circular. It goes and comes. However with new clothes and different names. Just reading Cicero or Aristotle is enough to understand that the cornerstones of a humanistic management were set thousands of years time. We need just to find the right words for our days. However, this apparent accessibility to the classic sapience at the same time is the biggest temptation. If you think you already have it, it might cancel your hunger for learning, your passion and even your humility. Therefore my three to-do’s for 2019 are old-new things that I want to bring back to the frontline: Continúa leyendo 2019: my 3-to-do’s

A good project management?

Our next project management breakfast is devoted to “good project management”. If project management is a multidisciplinary body of knowledge, difficult to be academized, the “good” project management does not provide much more precision to the locution.

For a short statement in 360 seconds, I have come up with only three words: servant, realities and priorities. They relate to the team, the subject matter and the methodology.

Servant is the one who serves. In the PM-context, it could be defined like project management as a service. Putting the attention first on people. Then it comes the rest. And people are the team members, but also your customer and other stakeholders. If you have to be demanding because the project needs it, demand yourself first. The effect will be double: authenticity as manager and appreciation to the others.

Realities. Because managing projects is about managing realities. Nothing of speculative or wishful thinking. Having many possibilities is great to leverage the options, but at the end you have to come down to the earth. Typically it is also the “fair middle” between optimism and pessimism. This reality check is specially useful in a crisis project.

The last one, is the priority setting. The resources are limited per definition. When assigning resources, a thoughtful assessment of the priorities is key for a healthy project management. And not once, but many times, till achieving a continuous priority-setting cycle. Because the priority of today is a secondary issue tomorrow. Time, people and money will find their efficient way if priorities are correctly set.

Watching the Ignatian KPIs

When it is about to measure performance, the selection of the correct indicators becomes a primary task.

Talking with my brother-in-law about this, we ended up in a discussion on Enlightenment as trigger of the modern age. Because since then the human development indexes have reached levels never seen before (life expectancy, infant mortality rate, etc.). Even with no fully accurate data in earlier ages, we can assume the correctness of those KPIs. The point is if these and only these KPIs are representative of the human development. As provocative question, the World War II was the most degraded and savage confrontation known in the human history.  Looking that outcomes, can we conclude that humans in 20th Century were better developed than those living some centuries earlier? Continúa leyendo Watching the Ignatian KPIs