management – Reddit
Focused on modern management topics: lean thinking, Deming, innovation, customer focus, six sigma, continual improvement, agile software development and related topics focused on viewing the organization as a system, evidence based management and respect for people.
Some sites that provide good content on these modern management ideas
Curious Cat Management Improvement blog
Lean Enterprise Institute
All About Lean
Submitting content to this subreddit was restricted over 10 years ago to a select group of users to keep the signal to noise ratio high. There are plenty of other sub-reddits for those interested in submitting content – and it is very easy to create your own.
Subreddits for asking questions related to management (over the years I include some here, they then die out… if you know of a good active one let me know and I will add it). These are 2 that are dormant now:
Here is a multi-subreddit link that includes several subreddits focused on related topics
If you want to be approved to submit items to the subreddit send a moderator message with at least 6 links appropriate for this sub-reddit that you submitted to other sub-reddits (if you can’t because they fit no other sub-reddit then you can include what they would be in a message). The links should include links to at least 5 different sites.
If you are approved you will be expected to post links to your site no more than 6 times a year and no more often than 1 out of 5 links you submit should be links to your site. All of the submissions should be high quality and on topic. As stated above, it is very easy to create your own sub reddit, if you think a different system would be better than the one chosen and used by this sub reddit for over 10 years so far.
Managers – Reddit
To caveat here, this is NOT related to Covid, but something they’ve been doing for years. Turnover is incredibly high. We get people who generally stay here between work is stressful (marketing agency, plus sister brands under the same umbrella). So I assumed it was that. My personal salary is way under market, but I’m looking for other opportunities anyway so it doesn’t matter to me right problem I have is that I took over another department and absorbed it into mine. I found out the employees in that department are being payed $32k with Bachelors degrees. About 25%-33% under market for the positions. C-suite wants to promote the senior of those employees. I recommended a salary of $44k-50k (under market still by about 10-20%, covid). C-suite says no raise with promotion until yearly review Jan 1. Almost an entire year of free work since they are adding responsibility and stress with no additional the problem here is that a lot of people will accept promotions without compensation because of fear of termination/retaliation if they decline, or because they feel as though a promotion is enough of a compensation on its own (especially if they are young, recently graduated college) sure how to offer the promotion to her. In my mind, they are taking advantage of her good will and fucking her out of a lot of money. Again, I’m leaving anyway, but I care about my employees and I hate that they are dicked any of you ever had this issue? Any way to steer the conversation to decline the offer? If she declines, they will hire externally and be forced to offer the high salary to someone who needs training. Serves them right, in my eyes.
Project Management – Reddit
Some Background: I am currently the Project Manager for an apparel manufacturing company. I took the position under the pretense I would be learning more foundational project management skills. They made it seem during the interview they were at least a somewhat mature hybrid environment. Before this, I was in an SaaS startup, and mostly a self taught PM. Enough so to earn CAPM and PMI-ACP. I am sitting for my PMP in December though. I soon found out that this company had zero PM framework. The only department practicing it was IT, due to the workload. But, they spent 80% of their time actually managing the dozens of unprioritized projects. Basically, chaos reigned. It was my job to take managing the projects off their hands. So, over the last 2 years I established a very basic Supportive PMO. I created procedures and trained on getting projects through the 5 PM stages. Established a Steering Committee of the decision makers to prioritize projects. And created standards and templates to document and track projects in Confluence and Jira. We had gone from complete chaos to somewhat managed chaos. At least we can look at projects now and be able to know their progress and what resources they are taking Situation/Problem: Over the pandemic, our business slowed down, and we were able to devote more resources to tackle a number of smaller projects quickly. We called them Sprint Projects as we gave ourselves a timeframe to complete a number of projects and onto the next list, like agile sprints. My CEO, calls them sprints because ‘we go fast and see results quicker’. No matter how many times my boss and I explain the sprint concept, the CEO just wants to go cently, we started another round of sprint projects. Literally, spent 3 days going through a list of critical service issues and prioritizing solutions as projects. We also prioritized the key resources. Meaning, if it wasn’t on this sprint project list, do not focus on it. One problem is, we have about 12 company wide PMO managed projects in M&C phase that the ‘sprint’ projects took resources away from. These projects are effectively on pause until the resources free up. Another issue is we have about 3-4 months worth of sprint projects lined up. I don’t see it winding down to free up the resources to complete the other PMO projects anytime soon. And, on top of all of this, the CEO now feels the PMO projects have been ‘mismanaged’ and wants to know how we can ‘go fast’ all the time. The CEO is the decision maker for everything, including any previous prioritization during the PMO Steering Committees. I am relatively new to project management. Under 5 years, mostly self-taught experience. This seems above anything I have learned to deal with. I feel like everything I have worked on is coming under fire, or at least being questioned because the concepts of how we are achieving these results escape some people. I have tried outlining the differences between the two project ‘types’. Or, how we handled them differently. Sprint Projects were smaller, and had priority with dedicated resources. The PMO projects can be large, more traditional, plan and execute projects. They had ‘resources’ but the CEO would always ‘add to the project list’ as he felt we could ‘handle more’. Despite me outlining that our SMEs and resources were pretty much booked until we close some of the projects and release the resources. His response was normally along the lines of, ‘they will just need to find a way to get it done’. So, this would increase the timeline of the other projects. And, we would not deliver on the milestones as quick as he liked. I know there are ways of handling difficult stakeholders, but I just don’t know how to navigate standing up to the CEO. I have zero decision-making authority, and zero positional authority. I have to go through my boss (operations executive) to get anything done. I feel like I skipped project management and am neck deep in project portfolio management, and am way outside my wheelhouse. Any advice is welcome. I feel like an executive babysitter at this point who gets his hand slapped if I speak up.