“Book Giveaway: The Project Manager Who Smiled: The Value of Fun in Projects ($17 Value)” on Project Manager News @projectmanagernews
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Posts Tagged ‘fun’
Free Book on Project Fun
March 30, 2020Coming to Switzerland
January 7, 2020
I’m heading to Switzerland on 26th and 27th February for a series of presentations/workshops – details to follow – but if you are interested in an in-house session for your company around those dates then just let me know.
See http://www.thelazyprojectmanager.com for my offerings – let’s talk today
An experienced Change and Transformation Specialist who has operated at a global scale within many industries, for organisations ranging from small to enterprise.
Peter is the author of the number 1 bestselling project management book ‘The Lazy Project Manager’, along with many other books on Project Management, PMO development, Executive Sponsorship, Transformation Leadership, and Speaking Skills.
He has delivered over 350 lectures around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’.
Key strengths include: Embedding robust governance to ensure successful delivery of £multi-million change programmes and working with stakeholders throughout the project life-cycle to ensure delivery of tangible business benefits; as well as introducing best practice processes aligned with an organisation’s culture and maturity. Working across multiple industries including Manufacturing, Health, Pharmaceuticals, FMCG, Aerospace, HR, Public Sector, Education and Finance. Deep understanding of the project economy world and internal/external stakeholder interaction. PMO design, build and re-engineering expert. Strong communication skills and the ability to engage effectively at all levels within an organisation, shop-floor to board level.
The birth of a legend (possibly) …
December 8, 2019
“It was an explosive meeting of minds at an international project management conference in Athens, Greece, in 2018, when two intellectual goliaths came together by chance only to realise that their paths were always destined to align in order to bring about a new brighter future for their chosen profession…”
“Bollocks” interrupted Susie.
“What?” responded Peter “I was just getting into my flow then, why did you stop me?”, he questioned.
“That was all bollocks wasn’t it” Susie sighed in an exasperated way, “intellectual giants, and alignment of destiny, explosive meetings and brighter future, all bollocks, totally and utterly”.
“So, what was it then?” asked Peter.
Susie quietly sighed and then explained, in a calm controlled tone, “We happened to be at the same conference, you lied on stage about winning an award, I called you out on it by subtly indicating I had actually won a real award, and you generally sulked for the rest of the morning and most of lunch if I remember correctly”.
“My memory is unclear on the actual details or timings” responded Peter, absolutely not sulking “but I know it was the point in time when ‘The Lazy Project Manager’ met ‘The Lesbian Project Manager’ (in your words) and the outcome of this meeting is this very book, so something happened for sure”.
“Now that isn’t bollocks” agreed Susie.
“Good, we are agreed” Peter smiled.
“Yes, we are” agreed Susie.
“The earth moved” Peter declared.
“No, it didn’t!” Susie rejected.
__________________________________________________________
And so was born a very special book, ‘Project Management: It’s all bollocks: The complete exposure of the world of, and the value of project management’ where two people who vaguely know each other and barely like each other will pick over the sadly inadequate and sometimes pathetic naked body of knowledge that is project management, and generally challenge just about everything, whilst openly laughing at some of the odder body parts.
It was all done in the best possible taste of course, with the intention of bringing a realistic understanding to current and future practitioners of change delivery about what it means to be a project manager today, next Tuesday and the future beyond even that.
‘Best possible taste’ is of course completely subjective but we are both sure the only reason you might be actually brave enough to pick up a copy of this book would be because a) it had a naughty word on the cover, b) it was bright pink, and c) you actually want to be both entertained and see your profession picked on mercilessly (just because you are, deep down, a rebel rousing project deviant even if your life exists in a world of ‘business casual’ and corporate compliance).
Even more than that we also live in the hope that you really want to learn what is actually important and what, to quote someone who shall remain absolutely nameless because she really doesn’t need any more encouragement on that front, is ‘bollocks’.
We are glad that we are all on the same page and that there is a beautiful alignment on the purpose of us writing this book and you, dear would-be reader, avidly consuming the contents of the same and making sure you tell each and every one of your work colleagues and friends about it. Hell, just slap it all over social media without a care in the world – we will live with the consequences (and hopefully royalties and speaking opportunities in exotic parts of the world) don’t you worry your little cotton socks about that at all.
On that bombshell of serendipitous happening the fun (and abuse) can begin!
__________________________________________________________
“Do we need a collective name?” asked Peter.
“A what?” exclaimed Susie.
“A collective name” Peter replied, “You know, a portmanteau if you like”.
“If you are going to use stupid long words in this book then I’m off, and most of the readers will probably join me” Susie declared in a grumpy tone.
“I just mean like ‘Brangelina’, when Brad and Angelina were together or when Ben Affleck and Jennifer Lopez got it on and became ‘Bennifer’ to the world at large” explained Peter.
“No” Susie instantly replied, “We don’t”.
Peter continued regardless “Like ‘Suspet’ or maybe ‘Petsu’, I quite like Petsu…”.
“No, let me repeat, we don’t” countered Susie in a much stronger tone “We are just writing a bloody book together and not entering some weird long-term relationship in any way, shape or form – clear?”.
“Clear” agreed Peter, “it is just that we will be in this book for quite a long time. I’m hoping for at least a second edition”.
“No” Susie glared, “we do not need a collective name now or ever, move on please”.
“OK” Peter sighed.
Susie and Peter (2019)
AVAILABLE FOR PRE-ORDER NOW: https://www.routledge.com/Project-Management-Its-All-Bollocks-The-Complete-Exposure-of-the-World/Palmer-Trew-Taylor/p/book/9780367140908
SHIPPING FROM 20th DECEMBER 2019
The Need for Speed
February 12, 2016Now an immediate disclaimer from me, this article really isn’t about anything to do with speed but it is a neat title I thought.
Well when I say nothing to do with speed it does in an indirect way.
Let me explain.
This week I found myself in a cold draughty church hall with 19 other fellow humans on what is known in the UK as a ‘Speed Awareness Course’ – yes I had been caught fair and square by a speed camera sometime late last year. The National Speed Awareness Course (NSAC) scheme is designed, in the official words ‘to allow the Police to divert low-end speeding motorists to a re-education course’. The idea is that the course is designed to change the driver’s behaviour with ultimate goal of preventing the driver from reoffending in the same way.
So there you have it – guilty as charged and paying the price. I should have no complaints, and I don’t – other than why couldn’t the course have been somewhere nicer, why was I only allowed one coffee in 4 hours, why was the course 4 hours anyway when it could have been delivered in 2 hours, and why did we have to have two trainers?
All that aside and getting back to the point of this article, one of the two trainers did make a statement that started me thinking. He first asked the group ‘When did you get your driving licence and pass your driving test’ and most of us said around the age of 17 to 19, and then he asked when would we next have to be assessed for our driving skills and the common answer was ‘aged 70’ which is correct. Now even at age 70 all you have to do is apply and complete a form and you get another 3 years of driving in the middle lane on the motorways of Great Britain at 44 miles an hour (OK so that was a little stereotyping but hey you know what I mean) so no real test as such.
And here is the key – the trainer asked a final question, ‘what other activity that you have to take an exam for (practical and theory these days) can you keep doing for 53 or more years and never have to take any additional training to keep doing?’.
Now there’s a thought I indeed did think!
Consider the growth in traffic volumes in the last 50 years – consider lights, seat belts, air bags, navigational technology, brakes – consider road layouts and length of journeys undertaken – consider what that Audi A5 Sportsback I now own can do compared to my first car, a wreck of a Ford Anglia – readers can check what this actually is at their leisure but the point is it all adds up to a very different world from the point of passing a driving exam.
This is one reason I kind of like the various project management certifications out there because it is not just a matter of passing but also at renewing with evidence of practice engagement, education and contribution – I am looking at my PMP certificate as I write this (and I freely acknowledge other certifications are out there and are just as good); passed on 2nd November 2006 and renewed 3 times so far.
There must be project managers out that have taken and passed (or just stayed until the final day in some cases – you know it is true) project management courses and have never been back on any form of re-education since.
For sure practice is really, really important but I would argue that is not enough. You end up in a bubble of self-justification and personal measurement if you don’t set yourself against your peers and against the world-wide community of project managers.
Your value in the marketplace cannot be objectively measured.
And you cannot identify ways to get even better than you are, and yet there are so many ways through reading, blogs, podcasts, conferences and congresses, shared team experiences, and much, much more.
Did I at the end of the ‘Speed Awareness Course’ learn anything, yes I did and did it also remind me of some things I have forgotten, again yes it did. So was it worth it? Well yes, I just wish I taken my coat with me.
These days I am built for comfort and not for speed.
Fit for Purpose
September 10, 2015
There is a great presentation by Tom Peters where he talks about some organisations that get so big that they forget about some of the basic, simple, everyday stuff.
He produces a tiny shampoo bottle that he has taken from a hotel bathroom and he asks, rhetorically, ‘who was the average user of this bottle?’ The answer being that most likely this was going to be used by a middle-aged business traveler who more than likely wore reading glasses. He then asked, still rhetorically, ‘where was this likely to be used?’ And the answer this time was of course it would be used when the middle aged business traveler, who most likely wore reading glasses, was taking a shower. He paused for effect and summed up; this product was most likely to be used by this guy in a shower without his reading glasses in in steamy environment with water running and when he wanted to decipher between the two almost identical bottles of shower gel and shampoo. Result: frustration and improper use of products.
A definition of ‘fit for purpose’ is ‘something that is fit for purpose is good enough to do the job it was designed to do’, but you could argue that the shampoo bottle, standing next to the shower gel bottle, and sometimes also next to a ‘body lotion’ bottle, is fit for purpose. The trouble is you need to distinguish the shampoo bottle first to then use it and for it to truly become ‘fit for purpose’.
In a project all of the resources need to be fit for purpose if you, and your business, wish for the most successful and least costly outcome. People need to be the right people and skilled/trained in the right way, facilities need to be suitable to the purpose that they will be put to, equipment must be appropriate in design and availability, and the actual project deliverables need to also be deemed ‘fit for purpose’ – this is the responsibility of the project manager.
There can be shortcuts, and there can be cut backs but the end result always needs to be considered in the context of the impact of utilising something or someone that is not ‘fit for purpose’. And always be aware that such an approach can, in the end, make the deliverables so constrained that they fail the ‘fit for purpose’ evaluation.
Just don’t take the whole ‘fit for purpose’ too far:
In a circus, the Bearded Lady and the World’s Strongest Man fell in love, and decided to start a family. Soon the Bearded Lady fell pregnant.
A few weeks before she was due to give birth the Bearded Lady and the Circus Ring-Master were talking.
‘How’s it going?’ the Ring-Master asked, ‘Are you well?’
‘Yes thanks, we are very excited’ said the Bearded Lady ‘We have so many plans for the baby and we want to be supportive parents’.
‘That’s great’ said the Ring-Master ‘Do you want a boy or a girl?’
‘Oh, we really don’t mind as long as it’s healthy’ said the Bearded Lady ‘Oh and it fits into the cannon…’
Project Management Fun
June 29, 2014How many project managers does it take to change a light bulb?
A better question to ask is perhaps ‘how many project managers does it take to have a good project?’
I think just the one, if they have a real sense of humour and an appreciation for the value of ‘fun’ in a project team.
Richard Branson, Virgin Group said ‘Have fun, success will follow. If you aren’t having fun, you are doing it wrong. If you feel like getting up in the morning to work on your business is a chore, then it’s time to try something else. If you are having a good time, there is a far greater chance a positive, innovative atmosphere will be nurtured… A smile and a joke can go a long way, so be quick to see the lighter side of life’.
Andrew Filev, Wrike[1] told me ‘In our recent survey on working habits, one of the questions that we asked 2,000 team members, managers, executives and business owners was, “What stimulates your efficiency at work?” Good mood was cited as the second strongest motivator of productivity, ranking higher than such serious factors as a possible reward or fear of superiors. Over 57% of respondents said that good mood is a very powerful motivator. Only a sense of responsibility received more votes.
This data seems to show that if we want to work on our projects in an efficient and stress-free way, a sense of fun, laughter and humor might be a tool no less powerful than detailed planning and helpful software, among many other things. Winston Churchill said, ‘A joke is a very serious thing’ so let’s plug in a bit of science before you dive into the world of project management humour ‘
And there is more, Alexander Kjerulf, Woohoo Inc[2] advises ‘Think about it: You will spend a third of your life at work. You’ll spend more of your waking hours at work than on anything else, including friends and family. Make those hours count. Make them enjoyable and fun. And make sure that the results that come out of those hours are worthy of your time.
And this is not soft, idealistic, naive, hippie thinking. This is about enjoying work, certainly, but it’s also about success. Because people who are happy at work do better work. When you’re happy, you are more productive, more creative, more open, more likeable and a better leader. You’re also less stressed and get sick less often.
This also means that there’s a business pay-off to happiness. In short, happy people make for successful projects and successful projects, along with all of those happy people, make happy companies which guess what? Make more money’
In my first book ‘The Lazy Project Manager’ I dedicated a chapter to ‘Having Fun’ (perhaps one of the first project management books to do so?) and stated ‘You have to laugh; well I think you have to laugh. Without a little bit of fun in every project then the project world can be a dark and depressing place. Setting a professional but fun structure for your project can really be beneficial for when the problems start to rise up to challenge your plan of perfectness. And problems will inevitably arise’.
And I know as I have travelled the world and presented at many conferences and congresses that the humour that I put into my keynote presentations makes them popular, enjoyable and, as a result, it gets the message to the audience. There is nothing worse than 60 minutes of fact based detail being presented in a monotone voice without the slightest glimmer of a smile.
There is the commonly shared piece of wisdom that declares that ‘it takes more muscles to frown than to smile’? Well it is rubbish. You will hear a whole range of numbers of muscles used but the truth is that medically there is no such balance for or against the ‘smile’ but what is a universal truth was proven in a Swedish study back in 2002 that confirmed what we already knew[3] and that is people respond in kind to the facial expressions that they encounter. If it was a frown then a frown was returned, if it was a smile then it was a smile that was returned automatically. Interestingly when the subjects of the test were asked to respond to a smile with a frown, or a frown with a smile they really struggled.
So, it isn’t any easier to be a happy face rather than a grumpy face but a happy face generally engendered a whole lot of other happy faces.
And what do happy faces make? Well a lot of things it seems.
Happy, positive people tend to live longer apparently:
A number of studies have shown that happy people tend to live longer. One study looked at a group of nuns who wrote a short biographical sketch before taking their vows. At the age of 85, 90% of the nuns with ‘cheerful’ biographies were still alive compared to 54% of the least ‘cheerful’.
So be positive and you might make it to the end of that never-ending project.
Happy, positive people have the ‘bounce back’ factor:
It seems that happiness and an attitude of optimism tend to go hand in hand. Optimistic people see bad things as only temporary and good things as mostly permanent. Their positive expectation helps them see and act on opportunities faster and to overcome set-backs easier.
So be positive and you can deal with all of that [insert expletive of your choice here] that heads your way on the projects from hell[4].
Happy, positive people are better teamies:
There is also a strong link between feeling good and doing good. Studies have shown that happy people are more willing to help others, so happy people make the world a better place.
So be positive and your project team members will be all the better for it.
Happy, positive people feel pretty good about it all:
Let’s face it, we all get a good feeling when we feel positive and upbeat, it is infectious isn’t it? The better that we feel the more we achieve and get on with others and, as a direct result, we feel even more positive as a result.
Linked to that if we choose work that we like to do and that is meaningful to us, and that is challenging as well, it can generate those peak moments of enjoyment.
So be positive and enjoy your chosen profession of project management.
And, as I say in ‘The Lazy Project Manager’, the right sort of ‘fun’ project environment can be good for you as well, ‘Done right you will have set the acceptable parameters for fun in your project, both in content and in extent, and you will have engendered that spirit amongst your project team to the point where, one day, when you are the one on a low, they will make come up and make you smile.’
Be Happy – Have Fun!
And to celebrate the value of fun in project management I released a book called ‘The Project Manager Who Smiled’ –
I strongly feel that this book has to go out to all of the project teams and customers I have worked with, to all of the project managers who sent me their experiences and jokes, as well as to the project management ‘celebrities’ for their ‘PM Celebrity Gossip’ contributions.
Walt Disney said ‘It’s kind of fun to do the impossible’ but, unfortunately, many project managers seem to think, or have been trained to think, that ‘It’s kind of impossible to do the fun’ when in reality I say ‘It’s kind of not possible to not do the fun when you’re trying to do the impossible, or something close to the impossible’.
In my previous ‘Lazy’ books – ‘The Lazy Project Manager’, ‘The Lazy Winner’ and ‘The Lazy Project Manager and The Project from Hell’ I have included as much ‘fun’ as I can think of (and get away with), even in ‘Leading Successful PMOs’ I gave it my best shot, but with this book the shackles are off and it is 100% humour all of the way.
I hope that you enjoy it and share it all with your project teams.
Have fun and be successful!
About the author: (Serious) Peter Taylor is a dynamic and commercially astute professional who has achieved notable success in Project Management.
His background is in project management and marketing across three major business areas over the last 28 years, with the last 8 years leading PMOs.
He is also an accomplished communicator and a professional speaker, workshop trainer and consultant, and a coach focusing on PMO/PM guidance – Experience: Creativity: Motivation. Book him for your next event or training activity.
Peter is the author of ‘The Lazy Project Manager’, The Lazy Winner’ and ‘The Lazy Project Manager and the Project from Hell’ (Infinite Ideas), as well as ‘Leading Successful PMOs’ (Gower) and ‘Project Branding’ (RMC Publications) and ‘Strategies for Project Sponsorship’ (Management Concepts).
If you would like to learn even more then Peter can be contacted for articles, training, workshops, presentations and keynotes at peter.b.taylor@btinternet.com
About the author: (Fun) Peter Taylor is a recovering second generation Virgo with a penchant for occasionally dressing up as a root vegetable (see The Giant Killer Carrot of Death later on) and generally getting bored when there hasn’t been a laugh or a smile within the last 60 minutes.
His hobbies include trying to appear in the background of as many tourist photos as possible without getting spotted (apologies if you have a deranged Brit leaping up in the background of one of your treasured holiday snaps) and negotiating the release of his home from the squatters that his wife refers to as ‘the children’.
Peter is also the author of ‘The Dance of the Meerkats’ (Infinite Ideas) – his attempt at a children’s book – and ‘The Lazy Blogger’ (Self-Published) – his attempt at going it alone – as well as this book ‘The PM who Smiled’ – his attempt at convincing everyone else that you just have to laugh.
[1] Andrew Filev is the founder and CEO of Wrike. You can learn more about Andrew’s views in his Project Management 2.0 blog (www.wrike.com/projectmanagement).
[2] Alexander Kjerulf is the founder of Woohoo Inc and one of the world’s leading experts on happiness at work.
[3]Actually an awful lot of these studies seem to ‘prove’ what we already know.
[4]And talking of Project from Hell – have you checked out www.theprojectfromhell.com yet?
Rage Against the Machine
March 31, 2014‘Welcome my son, welcome to the machine. Where have you been? It’s alright we know where you’ve been’ Pink Floyd, Welcome to the Machine – Wish you were Here
Some months ago I was considering a full time role once again, my concern was ‘how long could I act as an independent consultant and trainer without actually practising project management?’, which is still an interesting dilemma for me today – any thoughts or great opportunities feel free to let me know.
Anyway I was pretty selective in what I considered but one opportunity did seem to be interesting, it was for a Global Head of PMO (this is the sort of role that I would consider in case you wondered). Eventually, after meetings with the agency and a phone interview I went for a face to face interview with the organisation in question.
It didn’t go well.
In fact it went quite badly from my point of view.
After the interview I phoned the agency and said I wasn’t interested and the main reasons were that this organisation appeared to have absolutely no passion for the projects that they were undertaking (perhaps something I could have helped with) but more importantly they were entirely process focused, and not in a good way, this rang alarm bells for me immediately. Being part of that set-up would have killed my creativity and I couldn’t see a happy ending.
Was I right about them? Well I think the answer came some many weeks later after the organisation had finally selected a new Head of PMO (and good luck to them of course, maybe they can check out my website www.leadingsuccessfulpmos.com for some PMO success style inspiration).
Their HR representative phoned me to give me the reasons that they didn’t select me for the job!
I said that I withdrew weeks ago and they said yes that was noted and thank you for the valuable feedback but that they had to follow the process of giving feedback to all candidates….
Was I right about them or what!
‘So welcome to the machine. Welcome my son, welcome to the machine. What did you dream? It’s alright we told you what to dream’
And this story is true – honestly it is.
I was recently shopping in a large chain sports store with my family. Now the main purpose of the trip was to buy some new trainers for one of my sons, and after some considerable time he finally selected an acceptable (design and brand) from his point of view pair and an acceptable (cost and cost) pair from my point of view.
He spent so long deciding that I took the chance to look for a pair of trainers for myself and chose my pair on the criteria of design and brand (and of course cost).
When I went up to pay for the goods I experienced a service engagement that was pretty unique and most certainly unforgettable. Of course the sales girl had been trained in the basics of the job and presumably had been encouraged to make the transaction an enjoyable and personal one – there was, no doubt, a pre-designed workflow in place, a process that needed to be undertaken.
So handing over the two boxes of trainers she dutifully checked the shoes – perhaps that they were a correct pair but certainly that I had the correct size.
‘Size 7’ she declared and I nodded (these were my sons trainers).
Moving on to the next box she went through the same process and declared ‘Size 9’ to which I nodded a ‘yes’, these were my trainers.
Then came the stunning moment when she looked up at me and said ‘Well you really are treating yourself aren’t you …’
Of course yes, I bought a size 7 for the daytime and a size 9 for when my feet got larger towards the end of the day!
Well I understood what she was trying to do and I appreciated the attempt at some form of real human interaction during this pre-determined process but there has to be logic in what is said and in this case there wasn’t any and so the whole thing fell apart.
‘So welcome to the machine’
A process is a systematic series of actions directed to some end, and there is nothing wrong with that at all, don’t think that I am anti-process, I’m certainly not.
But (yes there is a ‘but’) any process has to be relevant, appropriate and reasonable.
I was asked to consult for one organisation about a year ago and their issue was that ‘nobody is following our project delivery methodology’ according to the head of the PMO that I was to work with.
This organisation had invested a fair amount of time and effort in creating a single unifying and consistent methodology based on practical experience and lessons learned, they gathered suggestions for content and structure from all of their project managers across the world, and constructed what they felt was the ‘best of the best’.
It certainly looked good, was easy to navigate and had many tools and templates available to project managers.
They had developed a training program to ensure that everyone knew all about the new methodology and could access it for all future projects.
They used their marketing department to develop a complimentary series of promotional materials (hats, mouse mats, posters etc) for internal use as well as a set of flyers and other marketing collateral for customer use.
They commenced a help/support desk to gather feedback and recommendations for improvements.
They got their senior management to promote the new business tool through videos and presentations.
They even had a competition where one person could win an iPad by suggesting a great name for the methodology.
They seemed to have thought of everything…
And yet here I was a year after the launch of this all singing all dancing process trying to help them work out why ‘nobody is following our project delivery methodology’.
In fact the answer was relatively easy to uncover and exposed perhaps the single flaw in their approach to this initiative.
Customers didn’t like it as it seemed just too complicated. Now this didn’t mean that it didn’t need to be so but the delivery challenge that this method seemed to portray was in stark contrast to the apparent simplicity of the products that the customers were being offered by this organisation.
Experienced project managers didn’t like it because it mandated each and every step that they had to take and a) they didn’t believe projects were like that and b) it undermined them and devalued their professional experience.
Inexperienced project managers didn’t like it because it was over-whelming to them and as they progressed its use step by step, phase by phase, it seemed as if the project itself was on a completely different path and timescale and events overtook the theory.
In my book ‘Leading Successful PMOs’ (Gower) and the follow up companion book ‘Delivering Successful PMOs’ (Gower Jan 2015) I explored this issue and concluded that, from a PMO perspective:
- The best PMOs are the managers of a flexible framework method to assist project managers in the delivery of projects
- The best PMOs ensured that this framework, and the associated tools and templates, were suitable for each project as not all projects are the same
And there is the key. Not all projects are the same and not all project managers are the same.
What is really needed is a scalable and flexible and appropriate means to deliver projects that can be aligned to the experience of the project manager and is relevant to the project complexity.
For the company I was advising they initiated two things with regards to their methodology:
- Creating a small scale, low complexity ‘project light’ version of the method with simplified templates and reduced scope
- Promoting the full scale method (in fact it now referred to as a ‘framework’) as a reference tool for project managers to use as they see fit, with only 3 key ‘point in time’ and mandated quality milestones
They also developed a new process, which is a good thing I feel.
This profiles the projects at the initiation stage in order to understand the perceived complexity (and therefore risk to the organisation) and therefore the most appropriate project manager to use, from an experience point of view.
Time will tell on the success of this revised approach but the initial feedback is very positive.
So you can see that process can be bad, and process can be good. Just remember that any process has to be relevant, appropriate and reasonable.
And so the next time you are working on a process ‘improvement’ why not tune in to Pink Floyd[1] and consider the ‘machine’ and its impact on people.
‘Welcome’
[1] And ‘yes’ I was listening to them whilst writing this piece. Shine on you Crazy Diamonds!
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