I’m a huge fan of bodyweight exercises. I can do some of these, but nearly as many as I would like. I’m always amazed at the variety and simplicity of these exercises. Well, they might be hard to execute, but most of them just require you and your body!
If you’re looking to get started with an exercise routine that doesn’t require expensive equipment or a gym membership, I heartily recommend You Are Your Own Gym by Mark Lauren. I’ve been doing the program for almost two years now and I never dreamed of gaining the strength I have now. Makes me wish I’d known about a program like this a long time ago.
A common quesiton I’m often asked is “What’s the difference between a program and a project?” or “What’s the difference between a program manager and a project manager?”
And although nobody has ever asked the question here on this blog it goes through my mind every time I write on the subject of managing projects or product releases. My official title is Principal Technical Program Manager, but I really think of myself as a project manager. Everything I work on is a project of one sort or another and my job is to move those projects forward.
There are many technical definitions here and people often like to geek out on different terms. I don’t really care.
Technically a project is an effort that has a fixed duration and then it is over. For example, an IT department might have a project to install a new ERP system. Once the project is over (though anyone who has worked on an ERP projects knows, they are never over) the project is complete.
A program usually refers to a series of ongoing projects or product release cycles. And so a program manger is usually responsible for multiple programs or ongoing projects. This is very common in software development where a product goes through multiple development and release cycles. And so this ongoing process is referred to as a program because it is ongoing, instead of a project that has a definite beginning and end.
For the purposes of the things I write here, I intentionally take on the generic term “project manager” because I think it is a term that is more familiar to people.
One of the compliments I received a few weeks ago was an appreciation for my efficient meetings. I was never sure if anyone noticed or cared. In this spirit, when I kicked off my first program meeting with the Red Hat Ceph team last week this is the essence of how I introduced my style of meetings,
I move quickly and I don’t mess around. If I move too quickly, slow me down or create a new topic for discussion at the bottom of the shared document.
In general, I don’t use meetings to collect status. Meetings are to make decisions, resolve problems, and coordinate next actions.
I err on the side of assuming that each person here knows what they are doing and are getting it done. I also assume that if neither of these things is true you’ll contact me privately, get help from somewhere or raise it here.
Make sense? Any questions?
There weren’t any questions.
The first meeting finished 15 minutes early so I scheduled the next one for 45 minutes instead of an hour. That might not work, but I’m going to see if it’s possible on a regular basis.
After sending a short email to the teams I’d been working with announcing this change, I received a few personal emails back. I was really touched by people who thanked me and even more so by people who told me something specific they appreciated about working with me.
Some of the responses surprised me while others confirmed things I’d worked hard to do, but wasn’t always sure they were appreciated. It was touching and meant a lot to me and to hear these things. I realized what a simple, but effective gesture this is.
The next time someone I work with announces that they are leaving I’m going to do the same thing–wish them well and tell them something I appreciated about them.