I am routinely asked to make a case to reluctant knowledge worker executives about why time reporting is such a critical element to effectively managing their direct staff and workload. I suspect their hesitancy stems from some Orwellian stigma attached to the approach, or concerns of a staff revolt if they are asked to play an active role in eroding their own presumed workplace privacy and independence. If these concerns take on phobic proportions, time reporting sometimes gets labeled as “Too Big of a Culture Change” so it can be summarily set aside — pending unceremonious disposal in the future (sans witnesses). Like leftovers, perfectly good but unappealing ideas …
Feb. 15-16-2012 | Chicago
Neil S: "I totally agree with you Vincent. The process is as only as good as the people …" on The Gates of Development
February 10, 2012
Andreea T: "Hi Tom, this article is very well written in my opinion and illustrates the prin…" on Agile 101: Larger Teams
February 10, 2012
Cristina M: "Excellent article!" on Agile 101: Larger Teams
February 10, 2012
Shyam S: "Dear Ty, Absolutely great thought. The organisation which I worked with in my…" on Are You a Shusa?
February 10, 2012