This one, Waterfall 2006, sounds unmissable.
After years of being disparaged by some in the software development community, the waterfall process is back with a vengeance. You
I know it’s probably just because I’m racing around to get a bunch of things done between trips (to Austin, Vancouver, and Utah), but this article (Be smarter at work, slack off) sounds like the perfect advice to me right about now.
David Seah’s Printable CEO Series incorporates some interesting paper-based tools for tracking and prioritizing your tasks during the day. His system assigns points to different types of tasks. Life-sustaining work, such as billing or signing new deals, earns 10 points. Work that provides concrete results that demonstrates your skills earns 5 points. Networking-related tasks are worth 2 points, and the efforts involved in maintaining current relationships are worth 1 point each.
Seah is a new media designer so his concepts are encapsulated in beautifully designed forms that he apparently fills out to track his progress each day.
In his Noise Between Stations blog Victor Lombardi compares three models of organizational evolution and change–deteriorating, chaos, and periodic renewal–and finds the last the most healthy, writing:
Periodic renewal requires the organizational discipline to stick with what works as well as the resolve to occasionally improve it, a careful balance.
Just today Dan and I were talking about how ideally you’d release a new website quickly and then just rapidly iterate the needed fixes and user-experience changes based on observing how the site was used, what wasn’t working, and what requirements had shifted over time.
We were both rejoicing in and lamenting the fact that on the Web your work is never finished. This is the blessing and the curse of the Web, a medium that is more organic in this sense because it evolves over time and refuses to cooperate with the static concepts of “product releases” and shipments and publication dates and other illusions of frozen, trapped, or boxed time.
It is the rare organization, though, that can periodically renewal itself and its processes. In my book, The Power of Many, I called this rarity a “learning system.” A learning system studies itself and changes itself based on what is working and what isn’t.