Blog by Gilb

 by Tom Gilb & Kai Gilb

"All your subordinate’s objectives
must clearly support
your objectives"

We typically have many and varied sources of support for reaching our value objectives. Direct subordinates, contractors, consultants, etc. Let us call any instance that...

 by Tom Gilb & Kai Gilb

"It is sufficient to initially focus on
up-to-ten most critical value objectives, 
at any given level of responsibility."

How to quickly get your project focussed on the essential priorities,
so ‘even your managers’, and the entire...

by Tom Gilb & Kai Gilb

"All critical
outcome value objectives
can be quantified and must be."

There are two initial steps to quantification of outcome objectives, ‘Scale + Levels.’

First the ‘Quantification Scale’ needs to be defined.

Then interesting levels...

Do you have control over these Values in your project?

Please tell me, does it make you laugh or cry?

by [email protected]

Background

I carried out my first 20-value-delivery-step agile IT project in 1960 on an invoicing system in Oslo when I was 20 and I just used my common sense. It was a radical re-architecting of what IBM initially sold to my client. So I learned that 'smarter architecture' might...

by Tom & Kai Gilb
(who we are)

Usually, projects fail to deliver value to fixed deadlines. Typically they ship something after the deadline with less value or quite often nothing is ever shipped. If this frustrates you as it frustrates us, keep reading. We cover some fundamentals that...

by Tom & Kai Gilb
(who we are)

Principle: Your Objectives Support The Level Above.

Your level of objectives must clearly support the level above you, your ‘boss’.

 
Ralph Keeney proposed an excellent practical idea to sort out your...

by Tom & Kai Gilb
(who we are)

Principle: Prioritize Your Top Ten Objectives.

It is sufficient to initially focus on up-to-ten most-critical objectives, at any given level-of-responsibility.

There are usually far more than 10 planned-system attributes that we value, which...