John van Dijk - #100daysofcode: Recent Episodes
John van Dijk
This podcast used to be about project management and other daily rants. Now it's about my #100daysofcode journey.
Working on a final assignment for a software construction course. Thinking about inheritance. And wondering if I should have spent more time understanding the code.
Today my coding was working on the final project for my Software Construction course. I also talk about fearing failure when coding.
I did some bug fixes and freeCodeCamp challenges today. The challenges are nice to keep me learning new tricks, and to help me confirm that I can do coding.
Did FreeCodeCamp challenges and some other challenges this evening. Some success, and some of the more difficult challenges will require some work yet.
Finished my work with KendoUI for jQuery. Thinking about how I could do the work better if I were to refactor it.
Working with KendoUI to find a work-around for something that the vendor won't be able to deliver in time for the migration.
It's nice to be able to sit down to code peacefully for an hour and just let the day end quietly.
Working on a Blade this evening and enjoying how well-formed functions allow for easy reuse.
I had a function that I thought should return a view. But it wasn't returning anything. What is going on?
Topics
Laravel, Functions, Views, Arrays
This is my final FortyFour-Three Daily podcast. Thank you for listening.
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Let me know your opinion of this podcast - john@fortyfour-three.com
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Tools, services and resources for everyday people who are responsible for projects that will change the world.
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The true signature of mediocrity is chronic inconsistency. Jim Collins (Source)
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Today's Article Link: https://www.bbc.com/future/article/20191220-what-we-can-learn-about-robots-from-japan
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Clean up your project environment so that people are comfortable to do the work they need to do.
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Don't expect history to repeat itself perfectly in the future.
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Once you do the hard work of planning, sometimes it is a joy-fill ride down the hill.
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A new project with an outcome that no-one has ever achieved before is uncharted territory.
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Don't simply spin the message, focus on the impact that your project has.
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It is good to build minimum viable products, but you must be ready to invest the time and energy necessary to help it scale if it is successful.
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Make one sharp point, say two supporting arguments, and ask for feedback.
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When you see a storm on your project horizon, don't ignore it. Make sure that you intentionally prepare for it.
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Not everything will work out, but if you are trying new things you are moving your project forward.
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Take care of the administrative tasks so that you have the information you need to make good decisions.
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Measure the effort that you want to put into a project against the success you want to acheive.
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Even when you have to wait for something in your project lifecycle, make sure that you are still being productive with your time.
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Help people articulate what they need to get the best project results.
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Find out what people are asking for and plan your project's impact accordingly.
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Whether you believe you can, or believe you can't: you're right. - Henry Ford (an approximation of a quote attributed to him.)
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How can I improve? A question to drive us forward, and to ground us in reality.
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4x + 4 = 28. Solve for x and figure out what you need to deliver your project.
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Have the right kind of rest at the right time.
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Tell the story about your project clearly.
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Learn something new. Even if you aren't good at it in the beginning, you can use the knowledge in your project leadership journey.
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Sometimes you have to set small achievable goals that will help you gain forward momentum.
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Leading people to change is going to be the most significant piece of work in your project.
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Talk about the emotions that people might be feeling at the end of a project.
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Design like an engineer, communicate like a marketer.
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Sometimes you have to do things without a specific purpose in mind. This will move you forward. in unexpected ways.
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Make room for yourself to focus on the right things.
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Your project narrative has the same arc as a story.
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Your communication should be clear and repetitive.
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You must have one over-riding goal in your project that everyone is focused on.
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Choose a direction decisively. Your leadership will help others know where they should focus.
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Create a project environment where everyone can flourish.
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Merry Christmas 2019. Take time to enjoy and slow down.
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Be flexible in your project thinking. The world is changing around you, you should change with the world.
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Stretch the way that technology is being used within your project.
[Correction to the podcast.] The person didn't use Twitter for his PhD. He called it his personal medical journal.
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There are some steps that you can take when it starts to look like your project is failing.
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Sometimes you have to consider how you would solve this problem in a crisis in order to explore all of the alternatives.
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A good process is identified by the fact that it will achieve forward motion towards the goal of the project.
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Don't wait for the perfect data gathering opportunity. Start to gather data and hone your questions as you go.
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Learn about the work that you are doing so that you can have a positive impact.
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It is important to know and understand the context of your project compared to other projects.
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Your project can deliver results, and demonstrate to others in the organization how projects can be successful.
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User experience is important when delivering your project, but you must also ensure that your project delivers an effective solution at the same time.
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If you aren't going to deliver a task on time, don't simply change the deadline date, keep the original date as a reference and motivator.
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Model your project schedule, budget and scope so that you know what it will look like when you are done.
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Instead of focusing on complex predictive calculations, sometimes the best action to take is to present your data visually.
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Make sure your work is focused on the impact, not only the immediate and urgent items.
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Do very little, but do it very well.
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Start each day deciding which tasks are a most important for today. Don't assume that yesterday's important tasks are most important for today.
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You must consider the probability of success for each task that is part of your project.
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You can use stress as a motivator to complete the final phase of your project.
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Part of your project meeting should be an update on the work, slowdowns, clear spots, and alternative routes, within your project.
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"Having an impact" is another way of saying that you are moving something from a current state to a future state.
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Automate the parts of your project that are routine and structured.
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What you are willing to sacrifice for is what is most important to you.
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There will be unexpected events that could change your project's impact. Wait until you know the extent of the change required before you start making changes.
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Every project will naturally create some anticipation for positive and negative impacts. You must let people talk about their anticipation.
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Be decisive when you reach a crossroads.
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You might fail, but you shouldn't let that keep you from moving forward.
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The Stockdale Paradox once again.
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There are different ways that you can approach problem solving. The key is to make sure that you are worried about solving the problem, not the methodology.
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Take one small step forward on a project that you have been avoiding. It will be worth taking a small step.
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When should you stop working? When there isn't a benefit to your additional effort.
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You must have a formal change management process os that you are keeping a history of the changes that are made in your project.
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Consider how customers and vendors interact with a foodtruck: they aren't concerned with the internal processes.
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When you are delivering a project, focus on the processes that the customer will interact with, these are the most important touchpoints.
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When communicating, always ask how your words will help the other person.
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Going through the planning cycle is your opportunity to learn what will work before you start your project work.
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Learn something for your benefit, and the benefit of your project.
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Address the biggest problem first when you are gathering requirements.
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The next time you start a project, begin with components that are already available to you.
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As a project leader you must quick-to-learn, and have the ability to teach your project stakeholders concepts that are relevant to the change you are delivering.
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Break down your work into the smallest possible pieces. This will help you understand how much time will be needed for each piece.
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Even if it looks like your project is failing you must keep pushing forward. Some good will come out of your persistence.
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Setting and communicating deadlines show respect for people who are doing the work.
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Sometimes there will be disappointments in your project. Don't let project disappointments stop you.
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Keeping an inventory of your organization's projects will give you insight into what is important to your organization.
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Doing work before the schedule calls for it is not always the most beneficial approach to your project work.
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Maximum resource impact will come from maximizing the way you use your resources every day.
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Boundary conditions are the conditions that must be met in order for a decision to be considered successful.
Peter Drucker - The Effective Executive
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The target condition is the condition that you want to meet every day in order for you to be successful in your project.
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Your initiation meeting starts the conversation about what is important in your project.
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While everything might seem like a project in a non-profit, it is good to distinguish between a project and a process.
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A project has it's own vision, mission, and culture, even as it occurs within your larger organizational objectives.
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Talking about the definition of a project again.
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Your constraints can help you paint the perfect picture of the areas that you are grateful for.
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Lay out your tools and materials thoughtfully before you begin your project work.
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Time, Cost, Quality, and Scope are all factors that you consider when planning a trip and delivering a project.
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Be diligent in your project planning
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Accept the constraints that you have and work within them. Be sure that you are communicating how the constraints will change the project impact.
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No matter what project you are working on, PEOPLE will be affected by it.
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You must take action when you are confronted with fear.
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Give yourself space in your project to have some extra room to think and grow.
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You must repeat your message about the vision of your project over and over again.
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Write a book in your mind about the success of the project before you start. This will help you identify the obstacles and characters (stakeholders.)
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Lead in the circle of influence where you are placed.
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Trends and constraints - concepts you need to think about within your project.
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You must choose to find a way to help the project succeed, no matter what role you have in the project.
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Give your team a process for dealing with chaos. This will reduce the chaos they feel.
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Build something that will work for people, before trying to polish it.
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Plan the way that you will manage your communication before you plan the actual communication pieces.
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When starting out on your data analytics journey, begin with a spreadsheet.
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Deliverables: The pieces of work that you can hand over.
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Record and celebrate your project milestones.
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Put a communications plan in your project charter. This will ensure that you know how and when communication should be done.
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Having a project budget indicates that a commitment is being made to the change that will be made.
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Transparency is necessary in your project to keep you focused on the greatest impact.
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Your biggest concern should be the impact of the project, not what people think about you.
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Non-Profit organizations aire focused on impact. This makes it a more difficult place to measure and manage projects.
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Leadership is helping people achieve the outcomes of the project and organization.
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You need to have a repeatable process for success: to be able to measure and improve on your progress.
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A project manager brings together the resources and energy to deliver outcomes through a repeatable process.
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Know your expected ROI upfront. It will help you make decisions.
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When there are problems with your projects you should run towards them with the mentality that you can help people, rather than away from them with the mentality that you should keep yourself safe.
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Everyone on your project needs to be reading the same map to make sure that you are all getting to the same place.
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You don't always need data to understand your current conditions, sometimes you just need to walk around.
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Keep on pace with the speed that you want.
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You are the dispatcher of your project resources, time, and energy.
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In your project, there are black holes that will suck your time and energy. You have three choices: avoid them, destroy them, or mark them so that others know about them.
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Whether you are getting a late-night snack or completing your project objectives, a clear understanding of your mission will help you be successful.
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No unfinished projects
Every employee aided by automation.
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If you don't feel like it, just start.
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It's hard to see that you are getting better, except when you look back.
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Rest is important in your life and your projects.
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A deep breath is like a reset button in your life and on your projects.
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Automation brings enhances human-ness and increases impact in a non-profit organization.
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Have a vision, and communicate it to those around you.
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Daily Checklist
-
State your vision
-
Label your top 2 issues
-
Name the three people who you need to encourage
-
Check your schedule for the day
-
Schedule tomorrow's priorities
-
Do the work that needs to be done
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Daily Checklist
-
State your vision
-
Label your top 2 issues
-
Name the three people who you need to encourage
-
Check your schedule for the day
-
Schedule tomorrow's priorities
-
Do the work that needs to be done
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Tools, services and resources for everyday people who are responsible for projects that will change the world.
www.FortyFour-Three.com
Daily Checklist
-
State your vision
-
Label your top 2 issues
-
Name the three people who you need to encourage
-
Check your schedule for the day
-
Schedule tomorrow's priorities
-
Do the work that needs to be done
Brought to you by FortyFour-Three. Your project done on time.
Tools, services and resources for everyday people who are responsible for projects that will change the world.
www.FortyFour-Three.com
Daily Checklist
-
State your vision
-
Label your top 2 issues
-
Name the three people who you need to encourage
-
Check your schedule for the day
-
Schedule tomorrow's priorities
-
Do the work that needs to be done
Brought to you by FortyFour-Three. Your project done on time.
Tools, services and resources for everyday people who are responsible for projects that will change the world.
www.FortyFour-Three.com
Daily Checklist
-
State your vision
-
Label your top 2 issues
-
Name the three people who you need to encourage
-
Check your schedule for the day
-
Schedule tomorrow's priorities
-
Do the work that needs to be done
Brought to you by FortyFour-Three. Your project done on time.
Tools, services and resources for everyday people who are responsible for projects that will change the world.
www.FortyFour-Three.com
Daily Checklist
-
State your vision
-
Label your top 2 issues
-
Name the three people who you need to encourage
-
Check your schedule for the day
-
Schedule tomorrow's priorities
-
Do the work that needs to be done
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Tools, services and resources for everyday people who are responsible for projects that will change the world.
www.FortyFour-Three.com
Sponsorships: off for this episode
Use a daily checklist to stay on track:
- State your vision
- Label your top 2 issues
- Name the three people who you need to encourage
- Check your schedule for the day
- Schedule tomorrow's priorities
- Do the work that needs to be done
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Sponsorships: off for this episode
Action and activity are not the same thing.
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As a leader: gather the right community around yourself and find communities where others will fit in.
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Courage, Community, Action, Checklist: The tools you will need when leading others in a time of change.
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Courage is an characteristic that is only shown when you are afraid. Courage is action in spite of fear, not action in a place where there is no fear.
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Ideal, Alternatives, and Objective three key ideas that you must keep in mind when you are delivering your project.
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M.O.S.T. Analysis: Mission, Objectives, Strategy, Techniques. All of these facets will make a strong project and strong business.
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The check-in is an essential tool in your project-manager toolbox.
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Implementing new technology is not the only way to innovate.
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What if we had a tool that could fill in the gaps to automate work that would have been too costly to automate in the past? You should learn all you can about Robotic Process Automation.
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The next time someone presents you with a problem or request for a change in your project respond to them with "yes and."
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The effort that you put into preparing for your project will pay of when it comes time to execute the plan.
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You cannot plan for every unexpected event, but you can train yourself to know how to address events.
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To be a good project leader you will need to keep your stakeholders and those doing work safe and within the boundaries.
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Sometimes the only way to know how a project is going is to take a look yourself.
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You must have a realistic view of the world today, while at the same time maintaining hope for a better future.
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Calm leadership will mean better results for you and your team.
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Be an intentional leader and go out before people, especially in times of tumultuous change.
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Your project close meeting is very important for the transition of the change you have made into everyday life.
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To keep the project work on track you must actively monitor the work that is happening.
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Intentional communication will help people feel comfortable with the change your project will bring, and will rally support for the work.
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Your project schedule is a communication tool, a tool to limit your attention on tasks that you might spend too much time improving, and a tool to focus your attention on the right work.
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Define the scope of your project to ensure you deliver the change you are trying to make.
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Pay attention to your stakeholders because they are the drivers of the change that are making.
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A Deadline, An Outcome, and A Sponsor: three essential components that you need to have in place as your project begins.
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Face up to your greatest fears for your project. It is the only way that you will be able to conquer them.
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Learning something helps you strengthen your 'learning' muscle and it expands your horizons.
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A small bit of training can give you the first steps in building skills that you need for project leadership.
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You can reduce many steps that employees might previously have trouble remembering, into a single step.
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Project management is useful because it organizes resources to focus on work that aligns towards a certain goal.
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Planning gives you the map to walk through the project in it's ideal before executing the steps.
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Helping people remember the shared vision of the project will help them focus on the right work at the right time.
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Agile project management can help you plan project results where you can't foresee what the end result might look like.
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Consider the total cost of ownership of your project. Not only the initial pricetag.
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Don’t start solving a problem by figuring out the timeline and budget. Start by defining how big the problem is that you are trying to solve, and how much of it you will address.
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Paint a picture of the project results so that each individual person can see the outcome they are working towards.
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Project planning is important. It is equally important to create a process that can change the plans once the project starts.
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Using an agile approach requires mindset to make things incrementally better, while at the same time delivering a working product to your customers.
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You must clearly describe how your project is both temporary and unique in order to keep everyone on track.
Working on [project name] is a temporary endeavour that will end on [project end-date.] This work is undertaken to create a unique [choose one: product, service or result.] When we are done [describe the problem] will no longer be a problem.
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You must have a singular agreed business objective for a project that you are delivering.
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A project should be treated as a separate organization that delivers value.
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How you approach your work will depend on how you define the word 'project.'
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Listen with empathy to your stakeholders to understand what they find most valuable. This is the value that you can focus on in your project.
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Data is small pieces of knowledge that can be rolled up into information that will be used to make decisions.
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Your issue log will record the unplanned obstacles that had to be addressed that may affect the project's outcome.
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You need resources to deliver your project. Manage and control the resources you have so that you can make the greatest impact.
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Assumptions are the beliefs about the way the world is. Talk about your assumptions as you are delivering your project.
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Discovering requirements is important and necessary to ensure that you are building the right thing.
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Schedule Variance calculations are a concrete way to determine whether your project is on track or not.
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The Earned Value method is a way to measure and report project progress.
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Writing down all of your tasks will help you ensure that you know exactly how well you are doing in relation to how you expected to be doing.
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Creating a work-breakdown structure is about defining the scope of the work that you want to engage in.
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The stakeholders who should be informed might be the biggest and most influential group.
Current Series: A 5 Day Review of the RASCI Model.
R - Responsible
A - Accountable
S - Supportive
C - Consulted
I - Informed
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Consulted stakeholders should be truly engaged, not just token a stakeholders.
Current Series: A 5 Day Review of the RASCI Model.
R - Responsible
A - Accountable
S - Supportive
C - Consulted
I - Informed
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Supporting a project is more than only staying out of the way. Support means helping the project succeed.
Current Series: A 5 Day Review of the RASCI Model.
R - Responsible
A - Accountable
S - Supportive
C - Consulted
I - Informed
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You must be accountable that the work that we do delivers the promise we committed too.
Current Series: A 5 Day Review of the RASCI Model.
R - Responsible
A - Accountable
S - Supportive
C - Consulted
I - Informed
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Being responsible means that you are contributing to the success of the project and the success of other project stakeholders.
Current Series: A 5 Day Review of the RASCI Model.
R - Responsible
A - Accountable
S - Supportive
C - Consulted
I - Informed
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Use your experience and data to predict the most likely outcome of your project.
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As a project manager you will be leading people into a change. Be bold and lead people into the future.
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Explore different sides of a project and many aspects of what may, or may not, work as you are delivering change.
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Encouragement is one of the tools that you will use as a successful project manager.
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Your project will have different seasons. Enjoy the seasons where there is smooth sailing and embrace the seasons that are more difficult.
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To succeed you must to do the hard work to keep on going.
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Engaging one person in the work that they love, across the organization.
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Take care of your employees and they will take care of your business. Richard Branson
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What if you could set up an org structure that didn't have the traditional silos, but allowed people to engage in the tasks and work that they gravitate towards?
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With an undestanding of the work that employees enjoy, and a way of assigning work, this software can help people make the most of their energy.
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What if managers has a heat-map to show them which work was most engaging for their employees. Managers could then assign employees the work that each employee would be most engaged with.
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It would be great if your computer would be a true project management assistent.
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Proposal for a tool that would guide the user through the sales process.
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If leaders had a tool that would prioritize leadership tasks for them, they would have more effective teams, and the organization would benefit as a result.
The concept of flow is attributed to Mihaly Csikszentmihalyi. https://theflowcentre.com/9-dimensions-to-flow/
Autonomy, Mastery and Purpose for engaged employees is from Daniel Pink's book Drive. https://www.danpink.com/drive./
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An outline of an application that could help employees stay in flow better as they are doing their work.
The concept of flow is attributed to Mihaly Csikszentmihalyi. https://theflowcentre.com/9-dimensions-to-flow/
Autonomy, Mastery and Purpose for engaged employees is from Daniel Pink's book Drive. https://www.danpink.com/drive./
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Possibly we are looking for a product that will help leaders lead their teams amongst all of the priorities they have.
The concept of flow is attributed to Mihaly Csikszentmihalyi. https://theflowcentre.com/9-dimensions-to-flow/
Autonomy, Mastery and Purpose for engaged employees is from Daniel Pink's book Drive. https://www.danpink.com/drive./
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Today we examine a business model based on outcomes. This doesn't appear to be our final business model.
The concept of flow is attributed to Mihaly Csikszentmihalyi. https://theflowcentre.com/9-dimensions-to-flow/
Autonomy, Mastery and Purpose for engaged employees is from Daniel Pink's book Drive. https://www.danpink.com/drive./
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Today we explore two possible business models that you could use if you were to sell autonomy, mastery, and purpose or "flow."
The concept of flow is attributed to Mihaly Csikszentmihalyi. https://theflowcentre.com/9-dimensions-to-flow/
Autonomy, Mastery and Purpose for engaged employees is from Daniel Pink's book Drive. https://www.danpink.com/drive./
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If I could start a business that could provide anything, I would provide autonomy, mastery and purpose, as well as flow to every worker.
The concept of flow is attributed to Mihaly Csikszentmihalyi. https://theflowcentre.com/9-dimensions-to-flow/
Autonomy, Mastery and Purpose for engaged employees is from Daniel Pink's book Drive. https://www.danpink.com/drive./
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What is the best business that I could start that fits who I am?
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If you have one metric that you are measuring in your projects, measure whether they are on time.
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Harness the energy and momentum from the pre-project excitement as you begin your project.
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Speak up for those who won't speak up for themselves. Be kind when you speak up for yourself. Make sure that you have empathy for others.
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Don't forget to have "graduation" moments in your project. These are moments that you can look back on and remember the celebration from one state to another.
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Countdowns provide a predictable rhythm that helps people know when the next step is, and what the final step will be.
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When you are doing a project you need to get the right people in the room to make good decisions. The right people is a group of diverse people.
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Today we hear about some insights from Edward Merrow and Neeraj Nandudikar from their book Leading Complex Projects.
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Critical Path in your project is the minimum amount of time that your project will take. If you are late for a task on the critical path, it will make your whole project late. It is critical that you follow this path.
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Because you are unique, doing something brand new means doing something that is unique in hostory.
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There is only 2 results possible when you attempt to run a 5K. You either finish or you don't. The same is true of your project.
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Talk to three people who you aspire to be like - it will help you grow.
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There will be times when you are feeling down. Keep on going and you will climb up the curve again.
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Having a repeatable process isn't boring, it gives you a chance to bring all of your passion out in a way in which you can get better every day.
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Have a repeatable process that will slowly help you grow into your success.
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There are times when you need to stand behind your decisions because you can't waffle between options.
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Any time you are selling your idea, product or service you should use the WISGAT formula. Explain a feature, and then tell people What Is So Great About That
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Your problem is that you haven't articulated the problem clearly. When you have articulated the problem you will be 90% of the way to a solution.
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Your mission statement will show you your objectives and give you a yes/ no test to determine if you have accomplished what you set out to do.
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To often we wait at the edge of the pool, wondering if we should jump in. Just jump in.
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Your knowledge and skill is an asset that you should drawn on and build on in the same time. You have built up this asset through this point of your life, you should let others benefit from it now.
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Don't quit unless you are sure that there is no value in moving forward. If you can't see the poor value clearly, keep on going until you are sure quitting is the right path.
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Be honest with yourself and your team when you have run dry on ideas. Your team will help you through as you take small steps towards getting back on track.
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Monitoring and Controlling activity in your project isn't micromanaging. Monitoring and controlling is making sure that the right work is being done at the right time.
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Project Management is not just organizing task lists, and making people do work. Project management is a structured approach to ensuring that the change you are trying to make is completed at the right time and in the right way.
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Your project budget helps you determine the size of change that you are making in the world. Your project sponsor will indicate their preference about the change through the budget they commit.
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Have a project list that helps you identify the overall impact that your portfolio of work is making. You might not be focusing on the projects that have the most impact.
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Having a change request process, helps you keep track of changes, decisions, and scope changes.
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If you spend time writing down your requirements of what will be included in your project result has two benefits:
- You have spent time talking through what you want.
- You have a checklist of what you expected the project to deliver that you can use when you are near the end.
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When listing stakeholders, identify the people who can shut down your project. This might not be the people you normally think about.
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The project charter is the document that authorizes your work, and says who is responsible and accountable for the work. Never start a project without a project charter.
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Make sure that you are connecting with other people in your industry. It helps you know that you are on track, and to discover solutions that have worked elsewhere that can be applied to your industry.
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Make sure you are making the right change in the world. Make sure that your steps are structured to succeed in making this change.
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Start your day with work that you love. End your day with a project that you can be successful at. You will feel that your day was amazing.
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Project management isn't a career for everyone, but it will be a necessary skill for you to have if you want to change the world.
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In a world that values going your own way, and showing that you are unique and independent, you need to listen to how people think that you can help them.
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Your project story is just like any other story arc. There will be a low point where you think everything has fallen apart and things will never get better. At this point, keep on going, don't give up. And whatever you do don't quit.
Commit to seeing something through to the end. You will benefit from your commitment immensely.
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Commit to seeing something through to the end. You will benefit from your commitment immensely.
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Figure out what your target condition is for the day, and little by little you will get to your end goal.
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Figure out what 'winning' means for your project or business. Then you will know the steps that you need to take to get there.
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Start consistently collecting data that is accurate and true. Before you know it you will be answering questions with your data, and asking even more.
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Your job is to enable the change that the project you are working on is about to unleash.
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The questions to ask:
Strengths: What is my superpower?
Weaknesses: What work do you do that sucks energy from you?
Opportunities: What one important truth do very few people agree with you on? [From: Peter Theil, Zero To One]
Threats: What will you regret on your deathbed?
Please send me references if you know where these questions originate. I do not claim that any of this thinking is my own, it is a curation of what I have read or learned.
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Body of Knowledge resources like the PMBOK or the BABOK can be very helpful, but they are meant to be used as a comprehensive detailed view of Project Management and Business Analysis. They aren't a checklist for you to follow, but rather a guide that you should know and be able to apply in different situations.
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Focus on the core ideas and skills that you are good at, teach people, give your offering to different people who haven't experienced it yet. You don't always need to come up with a new thing that will satisfy every facet of the same people.
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Requirement traceability helps you know what requirements change when you change something else.
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The greatest benefit of developing a project charter is the conversations that you will have about the change you will be making in the world.
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Today I learned that I can change my podcast, just because it needs to get better.
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It isn't a bad thing to talk yourself through the plan. Don't be all talk about the results, talk about the plan.
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Sometimes taking a break is the best thing that you can do for your productivity.
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First figure out who you want to be exciting for.
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If there is someone else who has done this, then you can too.
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You have 168 hours this week, budget your time well. Focus on doing what is most important to you.
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Be consistent. Be kind. Make sure that you are making people feel safety and significance.
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Schedule your 'heads-down' time and distraction time on your schedule.
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Do you really have a lot of rejections, or are you just filtering the ideas yourself because you don't want to be rejections?
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Project management is effective if you are actively sheparding your projects and focusing on the change that you are trying to change.
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Don't quit until your current projects are completed. You don't know that your work will have the impact that you want it to until your complete.
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Talk to your project sponsor. Find out if they know that the project isn't aligned, or whether you are misunderstood the strategy of the business.
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Sales is putting your product or service that will help your customer in front of a customer and asking them to make a decision about purchasing your offering.
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This is a report that shows you how much cash will be in the bank in a month, or in a year.
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Your cash flow statement will tell you exactly how much cash you have at the beginning and the end of any specific period.
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Your Balance Sheet is a record of everything that you own and you owe.
Your assets and owners equity is what you own. Your liabilities are what you owe.
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An income statement is the document that shows how much money you are making, and how much profit you are making.
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You need to know about business because your projects must support the organization which you are in.
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You can't sell your product to everyone. You need to address the people who have the problem who you can solve.
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Creating a voice-first platform.
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Yes. But set expectations for when you will check email, and how you will deal with email.
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You should should check it a few times a day. You shouldn't react to each eamil that comes in as if it is an emergency.
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It works for some people because it drives them to complete everything in their inbox. You can also use a more staged approach which helps you deal with your work, and manage your priorities also.
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Start with some sort of an action. Make sure that you have habits and checklists that will help you with your work.
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You need to put energy into your project to ensure that the resources are focused in the right direction. If you don't put the energy in, the resources won't focus on the right quality, schedule, cost, etc.
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If you have made both your customer and your boss succeed, this project is successful.
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Give them something to think about, a challenge to do, and immediate feedback on what they are doing.
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If it provides value, and they are willing to pay for it, you should do anything that people need you to.
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It might not be your fault, but it is your leadership responsibility to help get it back on track.
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Make sure that you value yourself, and your service, enough that you would be willing to pay for it.
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Listen to your market and let them pull the offering that they want out of you. You are most effective at the intersection of your skill and what the market wants.
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Your customers want to feel safe and significant. There are few places in the world where people feel safety and significance.
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Be honest about it. Then try to find something that you can do to give the customer value.
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Think forward to recognize the actions that you will never regret in your life. Then make sure that you do the things that you won’t regret.
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Putting constraints on your team guides everyone to solves the most important problem.
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Schedule in the time to be able to address the work from the meeting at the same time as you schedule the meeting.
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Sure, but make sure that your team is able to learn or use the tool and know your reasons for using the platform.
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There could be. Have a long-term vision, but focus on the execution steps in between also.
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Don't stop because you might not be successful. Keep going because you MIGHT be successful.
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Have gratitude, show gratitude to others, connect with others.
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There is no overnight success. If you want success you need to: Work hard, Be consistent, Build others up.
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Give them something unexpected. Admit mistakes. Make it easy for them to share about you.
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Give people the why, what, and how of the project.
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Find the people who might want to buy your product. Then connect with them. Listen to what they have to say.
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Pen and paper. Software. Voice memos. Use any or all of these. Recording your thoughts helps them take deeper root in your brain.
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Start with a small task. Create a checklist. Share your task with someone else.
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Don't sacrifice all of your sleep for your project. But you might have to sacrifice something in order to get this project done.
Consider the short-term and long-term implications of what you are planning to sacrifice.
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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Rest, explore other interests, and network.
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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Talk to people who do have direct interaction with the customer.
Ask your boss if you can have conversations with your customer.
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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Be done on time. Over-deliver on your promise when you have promised that you will be finished. Make sure that you decide on, and communicate, realistic deadlines.
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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Be done on time and do a little extra that helps the person who you are serving be good at their job.
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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Focus on the future, take care of right now. Know the path you will take from right now to the future.
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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Yes. You don't have to a fully accredided approach, but you just need to have a repeatable process that you can apply to each process.
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Allow people to decide whether your product will work for them. You shouldn't police who buys your product or now. Don't misrepresent the value, but don't restrict how or why people can buy.
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Your company has to find an audience for your product and service. Your job is to think like a media company and find ways to emotionally engage your customer.
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Have a simple, affordable product, that you can sell to a non-consumption market.
These concepts were wisely brought to you by Efosa Ojomo in the HBR Ideacast: How Innovative Companies Help Frontier Markets Grow
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
www.FortyFour-Three.com
There are plenty of things that are new in the world today. What is not new is our need to be in relationship with other people.
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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Yes. You should keep producing things because you will get better at what you are doing. You need to keep on going because that is how you are going to learn to be good at it.
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Don't consider this problem a failure. The knowledge and skills that you have acquired can't be taken away. This experience is soemthing that you can build on.
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Significance is important because everyone wants to know that they are making a meaningful contribution to the world around them.
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Psychological safety is the ability to be at work (or anywhere) and to feel that your are taken care of and nothing negative will happen to you if you are just yourself.
Posts and Articles
What Is Psychological Safety And Why Is It The Key To Great Teamwork?
What psychological safety is not
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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Recognize and respect that everyone has a higher status than you in some area. Talk to people from this position of understanding their higher status.
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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If your project is complete, you have changed the world in some way. You can learn from your experience, and have clarity on the next change that you embark on.
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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To reduce risk of working on the 'wrong' project, make sure that you have a project vision. Tell the story about what the world will look like when your project is complete.
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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Start with very structured and repetitive tasks. There is certain work that only you can do because you are human, but there are parts of the task that you can automate to make life easier.
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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Use a technique called the five whys. Keep asking why until you find the true root of a problem.
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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Focusing on completing your project on time causes all other aspects of the project to fall into line.
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Tools, services and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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You can use VBA, Python, or Autohotkey as three tools that provide an easy way to automate tasks.
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Tools, services, and resources for regular people who are responsible for projects. Even if you aren't a professional project manager.
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Ask your user, watch what they are doing, solve the real problems that your customers are having.
Fixed mindset is when you believe your skill or potential is static. Growth mindset is when you understand that you can grow your skill and knowledge.
Yes. A way to deal with your frustration is to have a very big, and very clear vision. With a big vision you won't feel as frustrated because you will have something clear to work towards.
Because with a job you have a regular, steady paycheque and you aren't asking the right people for feedback.
You won't have enough time for everything. You're going to have give up a something in order to get what you want out of the business.
How do I remember all of the the little thoughts that pop into mind?
Always have a way to record your thoughts close at hand.
Don't stress too much if you don't capture every little thought. It isn't about having just ONE brilliant thought. Having lots of different ideas helps your brain come up with more good ideas.
I blog, I podcast, but I'm not getting a lot of traction, what should I do?
You don't need to have a million followers, you just need to have committed followers.
Continue to give people something that they want and need.
Is getting the project done on time the most important thing?
It isn't the only thing to work with, but it is the most important marker. A strict end-date will drive the success of the rest of the project.
How do I know if my work is a project?
If your work is something unique, has an end-date, and is delivering new value to the organization, then it is a project. Otherwise it is likely a process or a task.
I keep getting asked for revisions on my project. How do I stop these distractions?
Talk with someone about what they are expecting, and make sure that you are delivering what they want.
Share about the opportunities that might be lost because of the continued upgrades and change requests.
I've tried something a thousand times but I have not been able to get what I want. What should I do?
Ask yourself "What would it do for me if I got what I want?"
Don't give up before you get to the finish line.
What if the project I am working on is really boring?
Find ways to become engaged and improve yourself. Work done by engaged workers is better for everyone.
What is the best project management software for me to use?
You need to find one that fits how you work, can be used in real-time, and shows you the tasks that you have coming up.
I have a project, but no one else is helping me with it. What should I do?
The first step to getting help from other people is to create a sense of urgency about the work that needs to be done.
What is the Agile approach, and use I use it for my project?
The agile approach delivers value after every cycle. It is useful for some projects, but don't let it be an excuse for you to never finish the project you are working on.
Do I need to build a team?
It depends whether you need skills that you don't have to get the project done. If you build a team, it is a short-term team, not a 'forever' team.
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How can I get everything done?
Don't worry about getting everything done, focus on your priorities and make sure those are complete.
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How do I guarantee the success of my project?
You can't guarantee it, but you can increase the chances of success by doing this one thing.
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