Entries by StrategyDriven

Evaluation and Control Program Best Practice 4 – Show It Visually

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Individuals at all levels of an organization are under increasing pressure to do more and more in less time. Concurrently, they are bombarded with rapidly growing amounts of data that must be synthesized and processes into usable information and applied to their everyday decisions and actions. Consequently, methods of presenting information in a more rapidly digestible fashion greatly benefits the receiver and increases the likelihood that the conveyance will be recognized, understood, and acted upon.

The good times. The bad times. The changin’ times.

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It’s no surprise the late Steve Jobs’ favorite music was written and performed by Bob Dylan and The Beatles. I just finished his biography and it was as compelling a book as Atlas Shrugged. Anyway, about three months ago I started a column about the 1964 Bob Dylan song, “The times they are a-changin.’” An […]

Project Management Best Practice 9 – Identify the Gatekeepers

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Projects, like other business activities, involve meetings and approvals. The difference between project and routine business meetings is that a project is not an ongoing concern; therefore, its meetings tend to be periodic, sporadic, or driven by one-time needs rather than recurring with some regular frequency. Consequently, these off-routine meetings and approval review sessions are a disruption to non-project team executives, managers, and contributors; representing something these individuals naturally resist so to protect the time for their normally scheduled duties.

Are you burned out or just hating it?

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I just read an article about someone’s totally bogus opinion of ‘job burnout.’ It made me realize some people actually are (or think they are) ‘burned out.’ A quick search on Amazon revealed 580 books that contain the title, or address the subject of, ‘job burn out.’ Yikes! The article I read proposed a remedy […]