Re: Time management

Hi Laurent,


> Bill:
>
> > > to recharge. I would assume that at higher levels of pay and
> > > responsibility, one has to invest *more*, not less, time in
> > > learning.
> >
> > "Needs" is not the same as "gets."  Each of us has planned-for
> > deliverables.
>
> Sorry, I don't get who "us" refers to here.

Everyone in an organization.

> > It's not been possible to predict the number or severity of
> > fires I would have to fight.  These are things that it has been my
> > responsiblity to handle, and which took away from the free time
>
> OK. You are describing a problem you have. I have no bone with that;
> but as I've said, I find it worrying that people at a high level of
> responsibility have this problem in such an acute form, because I
> feel the problem impairs their ability to effectively perform their
> duties. I have seen this effect at close hand with this boss of mine.

I share your concern and am persuing, in the form of my exploration, a
possible solution.

> > There was a very direct relationship between a person's level and
> > the amount of time they had to devote to work to accomplish their
> > responsibilities.
>
> Perhaps this suggests that their responsibilities are not as
> efficiently matched to their abilities as they might be. Perhaps one
> would find that two CEOs would do more calmly and more effectively
> the job that one CEO has a hard time doing - just as I've found that
> two programmers do more simply and more effectively the work that one
> programmer has trouble wrapping his head around.

Perhaps.  Although some jobs are more easily shared than others.  Another
solution might be to reduce the number and size of fires.  I have more hope
for that one.

> > It appears to me that one of the determining factors in achieving
> > higher positions in large corporations is a willingness to
> > subjugate ones personal needs to the needs of the organization.
>
> My experience in this regard matches yours, and my anecdotal
> knowledge. My concern (and perhaps my reason for wanting to change
> this) is that this cannot be "compartimented" - it will inevitably
> extend right down to requiring employees to subjugate their needs to
> that of the organization.
>
> And remember that we're still talking about XP here. My interest in
> XP is due to my perception that it stands somewhere definite in
> relation to, among others, the problems above.

Mine too.  If XP works at the bottom, among the folks doing development,
might it not work upwards?  And, given that IT touches every part of an
organization, might the adoption of XP within IT not cause / enable a viral
spread of Agile throughout the organization?  And what are the
organization's natural defenses (immunologically speaking) against that
spread?  And how to disable those defenses?  These are the things that I'm
exploring.  I'm glad to know you're interested.  Or do I misunderstand?

Best regards,
Bill



------------------------ Yahoo! Groups Sponsor ---------------------~-->
Get 128 Bit SSL Encryption!
http://us.click.yahoo.com/CBxunD/vN2EAA/xGHJAA/NhFolB/TM
---------------------------------------------------------------------~->

To unsubscribe from this group, send an email to:
extremecustomering-unsubscribe-hHKSG33TihhbjbujkaE4pw@public.gmane.org

 

Your use of Yahoo! Groups is subject to http://docs.yahoo.com/info/terms/