https://circa.cs.ualberta.ca/index.php?title=CIRCA:Antimanagement_Patterns&feed=atom&action=historyCIRCA:Antimanagement Patterns - Revision history2024-03-28T18:00:49ZRevision history for this page on the wikiMediaWiki 1.15.1https://circa.cs.ualberta.ca/index.php?title=CIRCA:Antimanagement_Patterns&diff=4369&oldid=prevGeoffreyRockwell at 22:56, 5 September 20132013-09-05T22:56:25Z<p></p>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>This list comes from the Wikipedia Anti-pattern page - http://en.wikipedia.org/wiki/Anti-pattern</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>This list comes from the Wikipedia Anti-pattern page - http://en.wikipedia.org/wiki/Anti-pattern</div></td></tr>
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<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Analysis paralysis: Devoting disproportionate high effort to the analysis phase of a project</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Analysis paralysis: Devoting disproportionate high effort to the analysis phase of a project</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Cash cow: A profitable legacy product that often leads to complacency about new products</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Cash cow: A profitable legacy product that often leads to complacency about new products</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Design by committee: The result of having many contributors to a design, but no unifying vision</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Design by committee: The result of having many contributors to a design, but no unifying vision</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Escalation of commitment: Failing to revoke a decision when it proves wrong</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Escalation of commitment: Failing to revoke a decision when it proves wrong</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Management by perkele: Authoritarian style of management with no tolerance of dissent</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Management by perkele: Authoritarian style of management with no tolerance of dissent</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Management by objectives: Management by numbers, focus exclusively on quantitative management criteria, when these are non-essential or cost too much to acquire</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Management by objectives: Management by numbers, focus exclusively on quantitative management criteria, when these are non-essential or cost too much to acquire</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Moral hazard: Insulating a decision-maker from the consequences of his or her decision</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Moral hazard: Insulating a decision-maker from the consequences of his or her decision</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Mushroom management: Keeping employees uninformed and misinformed; employees are described as being kept in the dark and fed manure, left to stew, and finally canned</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Mushroom management: Keeping employees uninformed and misinformed; employees are described as being kept in the dark and fed manure, left to stew, and finally canned</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Stovepipe or Silos: A structure that supports mostly up-down flow of data but inhibits cross organizational communication</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Stovepipe or Silos: A structure that supports mostly up-down flow of data but inhibits cross organizational communication</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Vendor lock-in: Making a system excessively dependent on an externally supplied component[4]</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Vendor lock-in: Making a system excessively dependent on an externally supplied component[4]</div></td></tr>
<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"></td></tr>
<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Avalanche: An inappropriate mashup of the Waterfall model and Agile Development techniques</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Avalanche: An inappropriate mashup of the Waterfall model and Agile Development techniques</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Death march: Everyone knows that the project is going to be a disaster – except the CEO – so the truth is hidden to prevent immediate cancellation of the project - (although the CEO often knows and does it anyway to maximize profit). However, the truth remains hidden and the project is artificially kept alive until the Day Zero finally comes ("Big Bang"). Alternative definition: Employees are pressured to work late nights and weekends on a project with an unreasonable deadline.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Death march: Everyone knows that the project is going to be a disaster – except the CEO – so the truth is hidden to prevent immediate cancellation of the project - (although the CEO often knows and does it anyway to maximize profit). However, the truth remains hidden and the project is artificially kept alive until the Day Zero finally comes ("Big Bang"). Alternative definition: Employees are pressured to work late nights and weekends on a project with an unreasonable deadline.</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Groupthink: During groupthink, members of the group avoid promoting viewpoints outside the comfort zone of consensus thinking</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Groupthink: During groupthink, members of the group avoid promoting viewpoints outside the comfort zone of consensus thinking</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Overengineering: Spending resources making a project more robust and complex than is needed</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Overengineering: Spending resources making a project more robust and complex than is needed</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Scope Creep: Uncontrolled changes or continuous growth in a project’s scope, or adding new features to the project after the original requirements have been drafted and accepted. (Also known as requirement creep and feature creep.)</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Scope Creep: Uncontrolled changes or continuous growth in a project’s scope, or adding new features to the project after the original requirements have been drafted and accepted. (Also known as requirement creep and feature creep.)</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Smoke and mirrors: Demonstrating unimplemented functions as if they were already implemented</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Smoke and mirrors: Demonstrating unimplemented functions as if they were already implemented</div></td></tr>
<tr><td class='diff-marker'>-</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Software bloat: Allowing successive versions of a system to demand ever more resources</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins class="diffchange diffchange-inline">* </ins>Software bloat: Allowing successive versions of a system to demand ever more resources</div></td></tr>
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</table>GeoffreyRockwellhttps://circa.cs.ualberta.ca/index.php?title=CIRCA:Antimanagement_Patterns&diff=4368&oldid=prevGeoffreyRockwell: Created page with 'Here are some ways to not manage things well: This list comes from the Wikipedia Anti-pattern page - http://en.wikipedia.org/wiki/Anti-pattern Analysis paralysis: Devoting disp…'2013-09-05T22:55:35Z<p>Created page with 'Here are some ways to not manage things well: This list comes from the Wikipedia Anti-pattern page - http://en.wikipedia.org/wiki/Anti-pattern Analysis paralysis: Devoting disp…'</p>
<p><b>New page</b></p><div>Here are some ways to not manage things well:<br />
<br />
This list comes from the Wikipedia Anti-pattern page - http://en.wikipedia.org/wiki/Anti-pattern<br />
<br />
Analysis paralysis: Devoting disproportionate high effort to the analysis phase of a project<br />
Cash cow: A profitable legacy product that often leads to complacency about new products<br />
Design by committee: The result of having many contributors to a design, but no unifying vision<br />
Escalation of commitment: Failing to revoke a decision when it proves wrong<br />
Management by perkele: Authoritarian style of management with no tolerance of dissent<br />
Management by objectives: Management by numbers, focus exclusively on quantitative management criteria, when these are non-essential or cost too much to acquire<br />
Moral hazard: Insulating a decision-maker from the consequences of his or her decision<br />
Mushroom management: Keeping employees uninformed and misinformed; employees are described as being kept in the dark and fed manure, left to stew, and finally canned<br />
Stovepipe or Silos: A structure that supports mostly up-down flow of data but inhibits cross organizational communication<br />
Vendor lock-in: Making a system excessively dependent on an externally supplied component[4]<br />
<br />
<br />
Avalanche: An inappropriate mashup of the Waterfall model and Agile Development techniques<br />
Death march: Everyone knows that the project is going to be a disaster – except the CEO – so the truth is hidden to prevent immediate cancellation of the project - (although the CEO often knows and does it anyway to maximize profit). However, the truth remains hidden and the project is artificially kept alive until the Day Zero finally comes ("Big Bang"). Alternative definition: Employees are pressured to work late nights and weekends on a project with an unreasonable deadline.<br />
Groupthink: During groupthink, members of the group avoid promoting viewpoints outside the comfort zone of consensus thinking<br />
Overengineering: Spending resources making a project more robust and complex than is needed<br />
Scope Creep: Uncontrolled changes or continuous growth in a project’s scope, or adding new features to the project after the original requirements have been drafted and accepted. (Also known as requirement creep and feature creep.)<br />
Smoke and mirrors: Demonstrating unimplemented functions as if they were already implemented<br />
Software bloat: Allowing successive versions of a system to demand ever more resources</div>GeoffreyRockwell