 |
The authors of unrealistic plans are often driven by the desire to get the plan approved – whether by their superiors or by a client – supported by the knowledge that projects are rarely abandoned unfinished merely because of overruns in costs or completion times.
|
250 |
 |
Every person on a team knows something that no one else knows. That’s why teams exists: you need more than one person’s set of ideas and skills to solve a problem.
|
111 |
 |
…the ability to keep the knowledge for a given product or service owned persistently by the same team can only help an organization looking to evolve into a more product-centric orientation.
|
029 |
 |
Frameworks should be treated as a departure point, not a destination. Learn from the bodies of knowledge, then continuously inspect and adapt…
|
101 |
 |
Coaches and change agents should strive to be optimists: they must recognize and respect all bodies of knowledge without framework.
|
109 |
 |
Coaches should… have a toolbox with all of the frameworks and bodies of knowledge contained within… in order to generate the best possible outcomes…
|
122 |
 |
For knowledge work, the main cost in a value stream is people. This cost cannot (and should not) be easily turned on or off.
|
190 |
 |
The knowledge delivers its full value to the organization only when it’s shared across silos.
|
292 |
 |
To optimize for learning, organizations must learn when knowledge is tacit versus explicit, and its implications on which practices to apply.
|
299 |
 |
Knowledge is useless to executives until it has been translated into deeds.
|
377 |
