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When Writing Has Two Focuses: Invite Ideal Readers to Change and Assure Secondary Readers

Johanna Rothman

Since I also write for project, program, and portfolio managers, you might not choose to read this post. Writers often need a different approach to manage everyone's expectations. How to Write for Secondary Readers Polly, a program manager, works with her program team to solve a cross-program problem: status reporting.

Report 88
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Epicflow Implementation Guide: Essential Steps and Best Practices

Epicflow

After that, they are given access to a simple demo environment with a standard set of configurations, where they can test how our system works. If your company uses other project management tools like Jira, MS Project, or Oracle Primavera, the demo environment will be adjusted accordingly. User training and adoption.

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Leadership tip #9: See & Stop Micromanagement—Learn to Trust Instead

Johanna Rothman

This image shows a 6-person team where the leader/manager micromanages. Some managers want to stay “relevant,” so they work on the technical work. Other managers ask for status every day or multiple times a day. Worse, the manager attends the standup! All decisions go through that person in the middle.

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Of Course People Aren’t Going to Do What They’re Told

Markovitz Consulting

Jonathan Jasper, manager of cabin safety at the International Air Transport Association, said “We were surprised when we saw the pictures [of passengers incorrectly putting on the masks].” With no kinesthetic training to support the flight attendant’s instruction, it’s highly unlikely that people will do it properly.

Course 133
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Consultant marketing : The Brutal Truth About Trust

Jerry Fletcher

The subject was 30-Second Marketing (6 minute video) I presented at meeting of the local chapter of the Institute of Management Consultants. When you trained my partners to do it our close rate doubled. See Jerry’s speaker demo reel. He responded by saying that it went back to the first time he saw me speak.

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Alternatives for Agile and Lean Roadmapping: Part 6, Managers Want Commitments

Johanna Rothman

Your managers are not yet. Your managers are stuck in what I call “how much” thinking: They want to see an estimate for “all” of it, regardless of when you might deliver the first piece of value. Managers need commitments and predictions for a number of excellent reasons. Modify to fit your context.

Agile 52
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Three Slightly Ranty Thoughts on “Back” to Normal

Johanna Rothman

Management can't hire people for the same salaries they used to pay.). Or, that while managers might want people “back” in the office, not everyone wants to work in an office. Worst of all, too many managers still want to micromanage people—and that's more difficult when people aren't in the office.