You want your model to work in reality, and therefore you have to assume that others have their own models.
It is a game. Like playing chess. Or the usual “prisoner’s dilemma”.
From models, we will move to the interaction between models- and between different decision paths within a model.
A down-to-earth introduction to the game theory.
This post is part of a series, first published in May 2009.
When you build a model of reality, you try to reduce complexity.
Reducing complexity means making choices- and reducing the risk of something unexpected affecting the results of your model.
Actually, it means also reducing the number of parameters- and, therefore, making any evolution in your world more predictable.
But reality is not necessarily limited by your definition: and managing the reality within a model requires more that planning beforehand for what you know, in terms of activities or risks.
You have also to identify what is the “normal” way in which your model will react to unexpected changes in the “reality” surrounding your model.
This post is part of a series, first published in May 2009.
If you identify the “risks”, what could affect the conditions that you assumed that could affect your execution of the plan, then you will end up monitoring that:
It is not just the journey that you have to keep in check; it is also the destination.
This post is part of a series, first published in May 2009.
You do not need to know just what you are supposed to do, but also where you are, and where you should be.
If you are a perfect project manager with all the certifications required: probably you should skip this section, as it could be depressingly simple.
But it is not just progress itself- is the measuring and definition of progress that matter.
This post is part of a series, first published in May 2009.
In my definition, a plan is neither cast in stone, nor just an intellectual exercise done because it is supposed to be done.
But what, after defining a model of your reality, and identifying the changes required and their impacts, should be part of your planning activity?
This post is part of a series, first published in May 2009.
This blog, beside being a personal blog, is a commentary on technology & politics.
If you follow my blog here or on draugiem.lv, you know that since February, when I started publishing online this blog, I publish here more “business-oriented” items.
But I publish first on my other publishing venue items that, beside containing containing something more about “how” I did come to develop certain ideas or approaches; only when at least 40 readers visited a post there, appeared here.
Today, a “mirror image publishing” to simplify accessing only the business-oriented posts.
Any organization, or organized group, whatever its purpose and composition, has what could be defined a “decision inertia”.
Any change has multiple dimensions: time, the environment were the change is carried out, the “stakeholders” (to simplify: whoever, directly or indirectly, is involved, affected, interested by a decision), etc.
In this post, we will briefly see the multiple dimensions of change, and what means managing change.
This post is part of a series, first published in May 2009.
Since 1980s, also what once were called “broadsheets” started writing often about models.
Or- how whatever you do (as a person, group, organization, society) can be fed into a model, that can then tell what you are going to do next.
Let’s say that, for the time being, this automated removal of free will is just part of science fiction.
This post is part of a series, first published in May 2009.
This post will be a little bit more “roaming through knowledge” than the usual.
But, following the dictum of somebody else, I will make things as simple as possible, but not simpler.
It will be first published in segments between 2009-05-08 and 2009-05-25, and then updated by section.
TABLE OF CONTENT
Each section will be easy to find- write “GMN2009″ in the search box, and then a word from the title.
Of course- if you search for just “GMN2009″, you will get all the sections that have been already published.