This week, Ricardo kicks off a series of 3 episodes about the engineering culture created by Spotify to manage and deliver projects. The Spotify model aims to shape a culture of self-organized, autonomous teams, where independence and alignment combined with a strong focus on people and motivation aim to bring agility at scale with fast decoupled releases and an incredible sense of mutual trust.
2020 – All Episodes
In this episode, Ricardo addresses the problem of creating complex management systems to manage complex projects. This kind of mistake is very common. As things become more complex, you add more layers of controls, reporting, etc. That is where bureaucracy is born.
In this episode, Ricardo shows how to use the 7R process to plan and drive change. The 7R’s process was primarily focused on IT initiatives, mainly using ITIL Change Management Process. However, every single change initiative can benefit from it, regardless of area or sector. The 7R’s are (Raiser, Reason, Return, Risk, Responsible, Resources, and Relationships).
In this episode, Ricardo reflects on five aspects that could explain why some intellectually gifted professionals have such a hard time working in teams. He discusses aspects related to confidence, education, ego, EQ, and IQ, among others, and their impact on a “smart” person’s desire and effectiveness to work together.
In this episode, Ricardo discusses the connection between our desire for adaptability, creativity, experimentation and innovation with common human feelings like fear and safety. Providing a psychologically safe environment is becoming a critical success factor in surviving and thriving in the current scenario.
In this episode, Ricardo comments on a recent LinkedIn post comparing “Project Management Thinking” with “Scrum Master Thinking”. The post clearly presents one side as a controller, authoritarian, centralizer, etc. and the other as a team player and an enabler. On a rare reply to posts, Ricardo mentioned that this is not the right comparison. This is a comparison between competent and incompetent professionals.
In this episode, Ricardo explains the fundamental difference between the scope you define for the project, the procurement documents you may use to source products and services, and the requirements you identify to set the boundaries of the work you need to do. It is essential to highlight that Ricardo does not restrict these documents to waterfall project management.
In this episode, Ricardo reflects on our innovation and creative process. Recently he reviewed some concepts related to the “Blue Ocean Strategy” created by W. Chan Kim and Renée Mauborgne from INSEAD, and one aspect raised his interest: nondestructive creation/innovation.
In this episode, Ricardo discusses the organizational and individual behaviour that shapes the concept of agility: rapid decision making, flat structure, decision close to the execution, adaptation to change. He also discusses the Agile methods or approaches that intends to help organizations embed the concept of agility inside their organizations. However, the problem goes above and beyond a technique.
In this episode, Ricardo demonstrates his concerns about the blind use of templates everywhere. Despite being a reliable source of inspiration and ideas, the templates can make you think that your management work is just filling forms while, in reality, you should be thinking, deciding and acting.
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Published in 2020
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Last updated at: 30 Nov 2022