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Using the A3 Management Process for Collaboration Sameh Zeid explores the A3 management process, which is used to implement lean thinking principles for problem solving and continuous improvement. The collaborative approach of the A3 process encourages teams to self-organize in order to determine what works. |
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Project Lessons from the Great Train Robbery Successful repetition of any business activity can lead to a false sense of security. We often assume that just because something has worked in the past, it will always work in the future. Adrian Reed looks at what we can learn from the Great Train Robbery and how selective perception affects us. |
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Hindsight Bias and the US Presidential Election Now that the US presidential election is over, how certain were you that you knew what the outcome would be? Your answer may suggest that you’re a victim of hindsight bias, which is sometimes known as the “I knew it all along” bias. |
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How Kanban Can Help You Be More Productive Although multi-tabbed browsers allow users to open multiple websites in one window, people might see their productivity fall by the wayside with information overload. Venkatesh Krishnamurthy explains how kanban can help you deal with the dilemma (and anxiety) of having too many browser tabs open. |
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Where Should Your Loyalties Lie? Ask yourself this: If you saw another project in trouble and really thought you could help, would you offer your services? Brendan Quinn takes a look at loyalty—loyalty to yourself, your team, other teams, and your company—and how it can affect everyone. |
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Why Business Analysts Don't Elicit Requirements Business analysts don’t gather requirements, but they don’t elicit requirements either. Business analysts have conversations with stakeholders to understand their needs and wants, and that information leads them in the direction of identifying the requirements. |
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Confirmation Bias: The Most Human of Tendencies Confirmation bias is the tendency to notice evidence that supports our beliefs, preconceptions, and hypotheses, and to miss, ignore, or dismiss evidence that contradicts them. Instead of trying to falsify a hypothesis, we tend to try to confirm it. It’s a human thing to do. |
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Get Out There and Learn About Stakeholders' Problems One of the more often repeated phrases from the lean startup and customer development lexicon is the admonition to "get out of the building" in order to meet and learn about customers. What project teams should take away from this idea is the need to interact with stakeholders to address problems. |
