 | | # | Author | Ready? | Title | Moral | |
|---|
| | 999 | Edward Happ | Yes | Mean Time to Story Failure | Your top stories are the memorable ones | |
| | 620 | Edward Happ | No | Metrics in the Midst | Bringing real-time metrics into the workroom can be motivating to the team | |
| | 619 | Edward Happ | No | There are no IT projects | There are only business projects | |
| | 618 | Edward Happ | No | The Snowball | Leadership is about removing obstacles | |
| | 617 | Edward Happ | No | The Rowboat | It's the team that wins the race | |
| | 616 | Edward Happ | No | The Seawall | Run to the signs | |
| | 615 | Edward Happ | No | Project Conversations | Plan on daily conversations among the project specialists | |
| | 614 | Edward Happ | No | Reactive thinking | Often the reactive mind is often more powerful than the creative mind | |
| | 613 | Edward Happ | No | Retention | Ask customers why they are leaving | |
| | 612 | Edward Happ | No | Insurance | Don't overspend on risk reduction | |
| | 611 | Edward Happ | No | Infosec | Test your security processes | |
| | 610 | Edward Happ | No | The Risk Frontier | Focus on the most likely, highest impact risks | |
| | 609 | Edward Happ | Yes | The Triage Exercise | Work demand can be triaged to focus on the most urgent first | |
| | 608 | Edward Happ | No | Conversation, again | Possibilities rise from the conversation | |
| | 607 | Edward Happ | No | Easter Display | Turn a trade show into a group scavenger hunt | |
| | 606 | Edward Happ | No | Leadership vs. Management | A leader's success depends on the team's success | |
| | 605 | Edward Happ | No | Customer Success | I need to pay attention to customer success | |
| | 604 | Edward Happ | No | Jell | Nothing succeeds like success | |
| | 603 | Edward Happ | No | The Metaphor of the Bus | Get the right people on your bus, and in the right seat | |
| | 602 | Edward Happ | No | What does success look like? | An objective is not complete until it has a success vision | |
| | 601 | Edward Happ | No | What's Fair? | As in an negotiation, what's often fair is in between where the two parties start | |
| | 600 | Edward Happ | No | Upstream | For what's happening downstream, you need to go upstream | |
| | 599 | Edward Happ | No | Surviving a Tsunami | Resiliency can be built into the culture | |
| | 598 | Edward Happ | No | Planting Trees | Take care of obsolescence | |
| | 597 | Edward Happ | No | Paying Attention II | What workers want is to understand that you're paying attention | |
| | 596 | Edward Happ | No | Cultural Resiliency | If it's not part of the cultural experience, the mindset is absent for being resilient and taking action | |
| | 595 | Edward Happ | No | Servers and Resiliency | Pick your metaphors carefully | |
| | 594 | Edward Happ | No | Shadow IT II | Shadow IT is a risk and an expense | |
| | 593 | Edward Happ | No | Unnecessary Integration | Integration is costly; unnecessary integration is wasteful | |
| | 592 | Edward Happ | No | The Lego Approach | Every IT project is an opportunity to build your library of reusable parts | |