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  • Leandro shared from The Handbook of Program Management: How to Facilitate Project Succss with Optimal Program Managment by James T. Brown
    Organizations have a tendency to promote individuals to project manager who have demonstrated technical expertise. There is nothing wrong with this when these technical experts have been prepared, trained, and/or mentored to accept the project management role. Unfortunately, a lot of organizations don't provide this preparation and then suffer the unfortunate consequences of tech-expert-itis, a debilitating condition that causes people to believe that technical expertise in one area equals expertise or proficiency in other areas. These tech people tend to apply the solution or methods they know...
    Note: Caso clássico: Perde um bom técnico e ganha um gerente de projetos medíocre.
  • Leandro shared from The Handbook of Program Management: How to Facilitate Project Succss with Optimal Program Managment by James T. Brown
    Another pitfall here is a form of "hero worship." Yellers who want something done tend to go back to the person who last bailed them out. Sometimes they go directly to that person, violating the chain of command or program structure. The resource wants to be appreciated by the "hero," so they do "favors" for the yeller.
    Note: E os heróis, hein?!
  • Leandro shared from The Handbook of Program Management: How to Facilitate Project Succss with Optimal Program Managment by James T. Brown
    Everything is top priority basically says: "We leaders can't decide, so you decide" and "We leaders don't want to be accountable for what is not completed, but we want to hold you accountable for everything." It is easy to say that everything is a top priority, but the leader's role is to put things in priority order.
    Note: Parafraseando o tio Ben: “Com grandes poderes vem grandes responsabilidades”, baby.
  • Leandro shared from The Handbook of Program Management: How to Facilitate Project Succss with Optimal Program Managment by James T. Brown
    Note: É o que minha mãe chamava de “ter o olho maior que a barriga”.
  • Leandro shared from The Handbook of Program Management: How to Facilitate Project Succss with Optimal Program Managment by James T. Brown
    Risk and adversity are part of the program manager's daily diet.
    Note: So true, man. So true.
  • Leandro shared from The Handbook of Program Management: How to Facilitate Project Succss with Optimal Program Managment by James T. Brown
    Only a poor or uninformed leader accepts kudos without immediately complimenting his or her team. Also note that the exact opposite holds true for criticism. Uninformed leaders place blame on their team when receiving criticism, while the strong leader accepts criticism without deflecting it to others, even when it is not his or her fault. The leader's role is to build up the team by passing on compliments, and to maintain integrity by accepting all criticism for the team.
    Note: Lição fundamental para todo líder, independente do tipo de liderança que exerce.
  • Leandro shared from The Handbook of Program Management: How to Facilitate Project Succss with Optimal Program Managment by James T. Brown
    Preferences often dictate your strengths and weaknesses. That is, we are often weaker in things we don't like. At the program level, you want to make sure that you have people on your team who complement you and who complement each other. Few things are more valuable to the program manager than having capable and trustworthy team members who have complementary skills. This allows you to delegate those responsibilities and tasks that you dislike or are weak in. The program manager has to be strong and confident enough to surround himself or herself with complementary people.
    Note: Acredito muito nisso, em ter pessoas com skills complementares, e sou afortunado de ter isso em meu time. Aliás, não só pessoas com perfil complementar ao meu e ao delas, mas pessoas em quem posso depositar rios de confiança.
  • Leandro shared from The Handbook of Program Management: How to Facilitate Project Succss with Optimal Program Managment by James T. Brown
    I once heard a program manager say, "I tell my project managers that if they make three of four decisions correctly, they are performing well. We must always reexamine our decisions, because one of four may be incorrect. When we find it quickly, we can turn it around with minimum impact. I certainly don't want people to be waiting around for perfection. Waiting for perfection causes more bad circumstances and delays than the imperfection of bad decisions."
    Note: Concordo totalmente. É melhor errar por “não tomar a decisão certa”, do que errar por “não tomar decisão nenhuma” e deixar o barco correr solto.
  • Leandro shared from The Handbook of Program Management: How to Facilitate Project Succss with Optimal Program Managment by James T. Brown
    As General Sam Phillips, who served as director of NASA's Apollo program, once said, "Regardless of how scientific our approach to problem solving might be and regardless of how sophisticated our management systems and tools might become, a program will never be managed without the effective usage of this ‘eyeball-to-eyeball' communications mode." This is why you must inform your direct reports and project managers that you can and will talk to anyone at any time who is involved in the program. While your intent isn't to circumvent their authority, you must have a feel to lead appropriately....
    Note: É muito importante para um líder, se quiser liderar bem, ver de perto como as coisas acontecem no dia a dia de “mão na massa” do seu time. Sem contar que, sem isso, é bem difícil discernir quando as coisas não estão indo tão bem ou tão mal quanto as pessoas dizem ou quanto o próprio líder pensa que estejam. E isso serve para todos os níveis de liderança.
  • Leandro shared from The Handbook of Program Management: How to Facilitate Project Succss with Optimal Program Managment by James T. Brown
    Therefore, program managers must apply leadership and strategy not only to make their program team accountable, but also to make external stakeholders and organizational leaders accountable.
    Note: “Liderança” e “estratégia” para tornar as pessoas co-responsáveis pelos resultados, anota aí.
(São Paulo - Brazil)
Leandro Silva