Management

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7 techniques to lower your Distrans level

A low Distrans means that you are more closely connected to the Core Products and Values of your company. This article gives a few practical tips on how you can lower your Distrans and become more valuable for your organization. Distrans is the number of resource layers between yourself and the company Core Product or Core Values. The rule of thumb is that the higher your Distrans, the more your relative cost to the organization, and the lesser your added value. The trick is therefore to have the lowest possible Distrans for the job you are doing. Don’t get me [...]

2019-02-17T06:59:04+00:001 Comment

Are you disconnected from your Core Product? Test your Distrans!

How much are you connected with the Core Product or Core Values in your company? Check your Distrans (the distance between yourself and the Core Product) with a few straightforward questions. In my previous blog I spoke about Distrans: the number of resource layers between yourself and the company Core Product or Core Value. The resource can be someone who works closer to the Core Product. It can also be non-human, e.g. an email you wrote to get information on an issue with the Product. The (informal) rule of thumb is that the higher your Distrans, the more your relative [...]

2019-02-03T11:05:57+00:003 Comments

So, what is your Distrans?

Years ago, a well-respected and rich entrepreneur showed me around his new factory. In a back room a dozen people were analyzing customer requirements, doing complex calculations, and writing contracts. “Do you see these engineers?” the company owner giggled. “They write more in one day than I have written in my whole life! They are more interested in their paperwork than in what we are making in this company.” I have had similar experiences in other companies: a large furniture enterprise, a meat-processing company, an industrial bakery chain …. The owners all wanted me to first know and understand their [...]

2018-04-15T09:20:56+00:000 Comments

Three ways of running your project

In my previous blog I discussed the Project Manager Octagon. Simply put: the project management Control Triangle (Cost, Time, Scope) is by itself subject to external factors that are grouped in the Influencer Pentagon (Customer, Stakeholders, Risks, Quality, Resources). Controlling the Influencer Pentagon is done by a balanced use of the Control Triangle. Tasks are added to the project, a budget for executing these tasks must be approved, and tasks are planned in time.  So far, the project manager seems to have the project pretty well under control, isn’t it? But is this really the case? Well, only in part, [...]

2018-01-28T09:14:24+00:001 Comment

Chagwa

There was a big feeling of pride when I received my personal copy of a new book where my name is mentioned in the credits. It’s not like I feel the book would not have been there without me, but I’m very grateful that my name can go as a permanent endorsement for the content. I’m referring to Chagwa V1.0, the book from Jürgen Van Gorp about “Allowing Change, Agile and Waterfall Projects in the Organisation”. It explains how to combine different methodologies and shows that in the project-world, there is no one-size-fits-all. In my own career, I have already [...]

2017-12-21T07:49:30+00:000 Comments