I’m just starting but there’s just so much to learn here and it scratches all the places where I have itches when it comes to complex project management.
There really is a subtle art to doing this kind of massive stuff that can’t be taught and just has to be experienced I think.
As I get older with more complicated projects under my belt, the one thing that continues to stand out to me as the difference between success and failure is a team with a well defined, common measurable goal and the freedom to experiment with solutions.
This means the key task is having a clear and measurable vision (the hardest part), building the team, resourcing it appropriately for the stage.
Bill Tindall clearly knew that and the process described here was basically him serving as a summary scribe to speed up communication between teams.
Seems simple and like what you would expect a technical leader to do, but in fact eludes most.
If I were to guess at the distinction or genius or whatever you’d want to say that Bill Tindall brought to the process, it was identifying wheat from the chaff as the people closest to the problem are throwing around grains. Its hard to define granularly, but being able to compress loose ideas into something coherent with a consistent trajectory is a skill that can be learned to a degree but I find that its rare enough that it must be to some extent biological.
I’m just starting but there’s just so much to learn here and it scratches all the places where I have itches when it comes to complex project management.
There really is a subtle art to doing this kind of massive stuff that can’t be taught and just has to be experienced I think.
As I get older with more complicated projects under my belt, the one thing that continues to stand out to me as the difference between success and failure is a team with a well defined, common measurable goal and the freedom to experiment with solutions.
This means the key task is having a clear and measurable vision (the hardest part), building the team, resourcing it appropriately for the stage.
Bill Tindall clearly knew that and the process described here was basically him serving as a summary scribe to speed up communication between teams.
Seems simple and like what you would expect a technical leader to do, but in fact eludes most.
If I were to guess at the distinction or genius or whatever you’d want to say that Bill Tindall brought to the process, it was identifying wheat from the chaff as the people closest to the problem are throwing around grains. Its hard to define granularly, but being able to compress loose ideas into something coherent with a consistent trajectory is a skill that can be learned to a degree but I find that its rare enough that it must be to some extent biological.