Yesorno.impossible

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What do you do when you are asked to multitask? You are faced with an impossible situation. Don't give up. Create your own project portfolio and say, "No" in a politically correct way.

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Yesorno.impossible

  1. 1. Say Yes–Or Say No? What to Do When Faced With the Impossible Johanna Rothman New: Hiring Geeks That Fit @johannarothman www.jrothman.com jr@jrothman.com +1-781-641-4046
  2. 2. You’re a Project Manager… You’ve got tons of work to do Other people interrupt you Your manager asks you to take on another project You’re multitasking! 2 © 2013 Johanna Rothman
  3. 3. Let’s See Multitasking in Action I need 4 volunteers to do 4 little projects... 3 © 2013 Johanna Rothman
  4. 4. Problems of Multitasking Costly Confusing Impossible to predict 4 © 2013 Johanna Rothman
  5. 5. Costs of Multitasking Stopping your current work Swapping out the current work Swapping in the new work …and sometime later, swapping the originally current work back in 5 © 2013 Johanna Rothman
  6. 6. Personal Cost is “Whiplash” 6 © 2013 Johanna Rothman
  7. 7. YES 7 © 2013 Johanna Rothman
  8. 8. Yes Can Get You Into Trouble Saying ‘Yes’ leads you to agree to work you may not have the people or time to do And agreeing to something on the spur of the moment might lead you to agree to something you don’t know anything about 8 © 2013 Johanna Rothman
  9. 9. No is a Necessary Tool 9 © 2013 Johanna Rothman
  10. 10. No Can Get You Into Trouble If you only say ‘No” or say ‘No’ in the wrong way or to the wrong project, you can run into political trouble 10 © 2013 Johanna Rothman
  11. 11. Maybe is a Disaster The people who want to hear “yes” will hear yes The people who want to hear “no” will hear no All of those people are your senior managers 11 © 2013 Johanna Rothman
  12. 12. A Little Experiment We’re going to practice saying some words 12 © 2013 Johanna Rothman
  13. 13. So What Do You Do? Communicate in multiple ways Show what’s going on Rather than assume the stated project description/ deadline is the only viable possibility, negotiate Use words other than only ‘Yes’ or ‘No’ 13 © 2013 Johanna Rothman
  14. 14. Pictures Explain the Problem Project portfolios are excellent for explaining what’s going on at the lowest level and at the highest level As you explain the portfolio, walk your manager through your priorities and how they support your mission 14 © 2013 Johanna Rothman
  15. 15. Combination View: Low and Mid Level 15 © 2013 Johanna Rothman
  16. 16. Project Portfolio: High Level 16 © 2013 Johanna Rothman
  17. 17. A Picture May Not Be Enough How do you say “no” right now? Discuss together We’ll debrief together 17 © 2013 Johanna Rothman
  18. 18. Approaches to Say What You Mean “Not right now” and offer a Describe effects (contract staff new date required) “This is what I can do” “I can do that and …” describe “Here’s what I’m doing—what the effects should I stop doing?” Explain why request makes no Prioritize the work sense (be careful ) “Show me your current “Here are some alternatives.” priorities” “Here are the risks” “When do you need this?” Offer a date for a date 18 © 2013 Johanna Rothman
  19. 19. Prepare for the Conversation Talk frequently with your manager You can ask for one-onones Develop your project portfolio Your project portfolio is your personal backlog 19 © 2013 Johanna Rothman
  20. 20. Convincing Management Multitasking is a Bad Idea Speak management’s language Explain costs Use the portfolio to explain relative ranking Timebox work into chunks 20 © 2013 Johanna Rothman
  21. 21. Speak Management’s Language Recognize management work is different from technical work 21 © 2013 Johanna Rothman
  22. 22. Show Management Pictures: No Context Switching 22 © 2013 Johanna Rothman
  23. 23. Show Management Pictures: With Context Switching 23 © 2013 Johanna Rothman
  24. 24. Timeboxes Help Manage Multiple Project Work Context-switching during one day is expensive Consider One-week iterations One-day iterations If you must change projects, wait until the next day 24 © 2013 Johanna Rothman
  25. 25. Chunking Better estimates so you can break work into smaller pieces Separate sizing from duration Building a ranked product backlog even if it’s a personal product backlog Integrating testing with development so you don’t have to return to work much later 25 © 2013 Johanna Rothman
  26. 26. Guidelines for Accepting More Work It’s strategically important work for you and the organization You can do the work If not, has to be on your not-to-do list or unstaffed work list 26 © 2013 Johanna Rothman
  27. 27. Your Yes’s and No’s Can Work Know what you have to do: develop and maintain a portfolio Your personal backlog What’s unstaffed work Think about how to say No Build a relationship with your manager before you have the requests 27 © 2013 Johanna Rothman
  28. 28. It Doesn’t Matter How Many Projects You Start; It Matters How Many Projects You Finish 28 © 2013 Johanna Rothman
  29. 29. Let’s Stay in Touch... I blog and write about this on jrothman.com Pragmatic Manager: www.jrothman.com/ pragmaticmanager Please link with me on LinkedIn 29 © 2013 Johanna Rothman

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