RE: Teams Leaders what are they, and do we need them? - Extension from Re: [xpAdopti

Dale,

We to have a highly matrixed org, so much so I can't figure out who
works where at times.

The "over eating" problem is also common. What we've worked hard on is
being crisp and clean with the process. Our quasi-military environment
and lots of ex-military folks (me for one) go some way toward
controlling the over commitment problem.

The slowing down near the end is a continual problem, again
XP-management and XP processes help here. We try to maintain a continual
pace so as the end nears our pace may slow, but does not come to a stop.

I do think assigning more work than capacity has it's good points, since
then you have to prioritize and drop things that aren't really
important. We've had some success in deploying Covey's "Living in
Quadrant II." I have the presentation is anyone wants it. It's targeted
to IT departments.

Glen B. Alleman

> -----Original Message-----
> From: Dale Emery [mailto:[email protected]]
> Sent: Wednesday, February 19, 2003 1:33 PM
> To: [email protected]
> Subject: Re: [xpAdoption] Teams Leaders what are they, and do we need
> them? - Extension from Re: [xpAdopti
> 
> Hi Glen,
> 
>  > I can't emphasize this enough that with up front goals and
>  > objectives that turn into initiatives, them projects, then down
>  > to tasks all that "group decision" stuff is made clear and
>  > concise and most of the directing actions of management go away
>  > on a day to day basis.
> 
> We did that at my last company, and still had lots of trouble.  A
> big reason for that, I think, was that we lacked a "stop eating
> when full" rule.  Each person was assigned way more stuff than
> they could do.  Also, our projects were highly matrixed.  One
> person leads a project, supported by many people from many other
> organizations, each of whom leads and participates on several
> other projects.  The combination of highly matrixed and
> overcommitted set up a deadly dynamic:  lots of progress early
> on.  Near zero progress as deadlines neared.
> 
> Dale 


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