The most common and natural way to deal with weakness seems to trying to strengthen the weakness. But did you ever consider smartly exploiting the weakness as a direction to deal with the weakness?
Showing posts with label success. Show all posts
Showing posts with label success. Show all posts
Friday, April 8, 2011
Thursday, March 24, 2011
Biotexing and Decision Making
Labels:
biotexing,
Caluwe,
decision making,
project,
success,
Theory of Constraints,
TOC
Tuesday, December 21, 2010
Equations behind successful change: I2 = M2
I2 = M2 |
If managers are Informed as they were always Informed, managers will Manage in the way they always Managed (Stefan van Aalst) |
A good equation is usually simple and beautiful and is perfectly capable of explaining itself. This is definitely one of them.
Wednesday, December 15, 2010
Equations behind successful change: M2 = D2
M2 = D2 |
If people Do what people always Did, you Get what you always Got (Stefan van Aalst) |
A good equation is usually simple and beautiful and is perfectly capable of explaining itself. This is definitely one of them.
Tuesday, December 14, 2010
Project Portfolio Management
A lot has been written on Project Portfolio Management (PPM). However, I needed to piece things together to get a picture of why it is good to have PPM in place. This blog is sharing this picture.
Labels:
PPM,
project,
Project Portfolio Management,
Standish 2009,
success
Friday, December 10, 2010
Equations behind successful change: D2 = G2
D2 = G2 |
If people Do what people always Did, you Get what you always Got (anon) |
A good equation is usually simple and beautiful and is perfectly capable of explaining itself. This is definitely one of them.
MIN = MAX-rule
MIN = MAX-rule |
The MINimum that is required is the MAXimum that we'll do (Stefan van Aalst) |
In the top 3 of reasons why projects fail or are less successful than they could have been, is scope creep / changes. The min=max-rule significantly reduces this cause for failure.
Labels:
change,
cooperation,
min=max,
project,
success
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