Some day, somewhere in the net there was iBlog. It was about everything and nothing. A few persons was reading it, some of them maybe even liked it. But I am not interested in writing about myself anymore. This blog will be about Project Management. Less personal, but in fact it will be my personal tool: to not forget what I have learnt. And what I ll learn in future.
wtorek, 20 stycznia 2009

I hate ClearQuest. Quoting, it's a clunky, ugly, grey blob, that’s a throwback to the early 90s.

But after one year in an organization where nobody even knows what's ClearQuest for, I do miss it. 

I used to work in a company where we have developed over 250 CQ Schema Iterations. We have implemented a full ALM on CQ. We have integrated CQ with virtually every piece of development environment and with every aspect of software development, including: document reviews (with ergonomic sharepoint interface);  Continuous Integration builds on CruiseControl (on home-made steroids, of course - work item based, fully managed); code metrics; automated software QA reports. 

When IBM folks visited us, they were shocked what can be done in CQ. We exceeded all the limits of the tool. We developed more CQ schemas than IBM did for their internal needs! We created a real Process Enforcement Tool, and CQ was the kernel of it.

CQ might be perceived as the awful, buggy, old-school piece of ALM. But I will state again: you can build everything what you imagine, based on it. Just ask your engineers to do it. They know best, what's are the pain points of their working env, and they will improve it in single days, provided they receive your strong support, time allocation and opportunity to show themselves.

Now the hard part:I am a PM in a typical so-called weak matrix organization. This means that I don't possess an own team, dedicated full time to my projects. I just contract multiple persons for very part-time jobs (or single tasks). I don't manage them or their bosses directly. 

How a PM in a typical weak matrix organization can ignite the changes in dev env, dev processes and dev culture? Is he/she destined to fail?

Your thoguths?

sobota, 17 stycznia 2009

My day always ends when I'm tired and ready to go home, not when I'm done. I am never done. Like a housewife's, a manager's work is never done. There is always more to be done, more that should be done, always more can be done.

 Andy Groove, High Output Management