 | | # | Author | Ready? | Title | Moral | |
|---|
| | 999 | Edward Happ | Yes | Mean Time to Story Failure | Your top stories are the memorable ones | |
| | 633 | Edward Happ | No | Giving Lift | What we say to those in our organizations can sink or lift them. Choose lift. | |
| | 632 | Edward Happ | Yes | Intertwingled | Pay attention to the threads. Seemingly random events may reveal deep connections. Everything is deeply intertwingled. | |
| | 631 | Edward Happ | Yes | Don't Boil the Ocean | Solve the problem at hand | |
| | 630 | Edward Happ | No | Following the Field | When the field worker gets IT right, follow their example | |
| | 629 | Edward Happ | No | Running to the Future | What are you running for, the future or the past? | |
| | 628 | Edward Happ | No | Ask Why Not | The flip side of asking why, is asking why not. | |
| | 627 | Edward Happ | No | Confidence Ratings | The project team's confidence level is a leading indicator of project and product release timeliness. | |
| | 626 | Edward Happ | Yes | Rejections into Opportunities | Reframe rejections as opportunities | |
| | 625 | Edward Happ | No | Why Learn This? | Some learning may not be meaningful, but it may be useful | |
| | 624 | Edward Happ | No | The 5C's | If you're not succeeding, try changing your approach | |
| | 623 | Edward Happ | No | The Fisherman | What's your fisherman story? | |
| | 622 | Edward Happ | No | The '57 Chevy | Old, spiffy systems need maintenance like classic cars | |
| | 621 | Edward Happ | No | Robo-Cheese | Automation first reaches the mundane | |
| | 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 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 | |