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Management, Multitasking, Efficiency
The document emphasizes the negative impact of multitasking on management efficiency, suggesting that it can increase time needed for tasks significantly. A case study highlights how reducing multitasking allowed a management team to achieve all their goals in half the time and with a quarter of the work. It advocates for adopting personal agility and Agile practices to enhance performance and reduce multitasking.
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Management, Multitasking, Efficiency
- 1. Managers, you havehuge undiscovered potential to improve your efficiency! Peter Stevens peter@saat-network.ch Multitasking
- 2. https://tinyurl.com/Agile30-Multitasking We start at8pm IST / 16:30 CET Help me understand the impact of multi-tasking!
- 3. Who is inthe room? Would you consider yourself … • Developer – you design, create, test or deploy a product or service • Project Manager – you lead people to deliver something specific • Scrum Leader – you serve as a Scrum Master or Product Owner • Team Manager – you have developers reporting to you • Group Manager or higher – you have team managers reporting to you
- 4. About Peter Stevens AboutPeter Stevens
- 5. “As a CertifiedScrum Trainer, I teach hope” -- Joe Little, CST https://saat-network.ch/ebk https://saat-network.ch/ten
- 6. https://tinyurl.com/Agile30-Multitasking Today, let’s talkabout Multitasking!
- 7. “There is ahuge potential to improve company performance by reducing multitasking in management.” -- Peter Stevens
- 8. Today, let’s talkabout Multitasking! Case study of a management that cut their multitasking dramatically How widespread is multitasking? Why is multitasking bad for performance?
- 9. Today, let’s talkabout Multitasking! Why is multitasking bad for performance?
- 10. What happens, whenyou work on more than one thing at a time? 100% Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 11. Your time isdivided in two, so each one takes twice as long. 100% 50% 50% Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 12. Your time isdivided in two, so each one take twice as long. Except… 100% 50% 50% Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 13. Adding a newtask adds additional work: Switching tasks, deciding what to do, waiting for dependencies 100% 40% 40% 20% Source: the “Weinberg Rule” see: Quality Software Management: Systems Thinking, Gerald Weinberg Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 14. We’ll just callit “waste” 100% 40% 40% 20% Source: the “Weinberg Rule” see: Quality Software Management: Systems Thinking, Gerald Weinberg Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 15. And each tasknow takes 2 ½ times as long! 100% 40% 40% 20% 1 ➗ 0.4 = 2.5 Source: the “Weinberg Rule” see: Quality Software Management: Systems Thinking, Gerald Weinberg Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 16. Add another task,lose another 20% 100% 20%20%20%20%20% 20% Source: the “Weinberg Rule” see: Quality Software Management: Systems Thinking, Gerald Weinberg Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 17. Add another task,lose another 20% 100% 20%20% 10 % 10 % 10 % 10 % 20% Source: the “Weinberg Rule” see: Quality Software Management: Systems Thinking, Gerald Weinberg Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 18. Add another task,lose another 15% 100% 20%20%20% 5 % 5 % 5 % 5 % 5 % 15% Source: the “Weinberg Rule” see: Quality Software Management: Systems Thinking, Gerald Weinberg Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 19. Speed comparison This isyou working on one thing at time 1 week Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 20. 1 1 week 20weeks Speed comparison This is you working on five things at once 1 2 3 4 5 Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 21. 1 1 week 20weeks If you are doing 5 things at once, you probably need half a year to do what you could have done in a week! 1 2 3 4 5 Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 22.
- 23. Today, let’s talkabout Multitasking! How widespread is multitasking? Why is multitasking bad for performance?
- 24. Image ©2019 PeterStevens Licensed CC-BY-NC-ND Data source: preliminary results of Management and Multitasking, by Peter Stevens, not yet published
- 25. Image ©2019 PeterStevens Licensed CC-BY-NC-ND Data source: preliminary results of Management and Multitasking, by Peter Stevens, not yet published
- 26. Image ©2019 PeterStevens Licensed CC-BY-NC-ND Data source: preliminary results of Management and Multitasking, by Peter Stevens, not yet published
- 27. Image ©2019 PeterStevens Licensed CC-BY-NC-ND Data source: preliminary results of Management and Multitasking, by Peter Stevens, not yet published
- 28. Image ©2019 PeterStevens Licensed CC-BY-NC-ND Data source: preliminary results of Management and Multitasking, by Peter Stevens, not yet published
- 29. Image ©2019 PeterStevens Licensed CC-BY-NC-ND Data source: preliminary results of Management and Multitasking, by Peter Stevens, not yet published 52% 4 or more
- 30. Image ©2019 PeterStevens Licensed CC-BY-NC-ND Data source: preliminary results of Management and Multitasking, by Peter Stevens, not yet published 52% 4 or more 70% 4 or more
- 31.
- 32. Today, let’s talkabout Multitasking! Case study of a management that cut their multitasking dramatically How widespread is multitasking? Why is multitasking bad for performance?
- 33. Secret #3: Multitasking killsperformance.
- 34. Secret #3: Developers havesolved the multitasking problem
- 35. How long doesit take to recognize and fix impediments? Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 36. Walter Stulzer Executive Director FutureWorks.ch Wewanted to change, but we couldn’t, until…
- 37. Situation Futureworksemergesoutofthe fissionofalargerpartnership Walterwantstostepbackfrom dailybusiness,passthetorchtoa functionalleadership Theydedicated10%oftheir leadershipcapacityto improvementand startmanyinitiatives Noneofthegoalshavebeen achieved Two years goby… Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 38. Second try, theyworked in Sprints (“no” multitasking) Waltercommittedtobeingpartof thesolution,trainedwithhis leadershipteamon ScrumandPersonalAgility Theydedicated10%oftheir leadershipcapacityto improvementandstartworkingon afewinitiativesatatime Allofthegoalshadbeenachieved Six months go by… Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 39. Six months later… •“We accomplished everything needed to achieve our initial goals. • “Half of our initial ideas proved unnecessary, so we didn't do them. • “We were able to achieve all our goals with ½ the work & ¼ of the time • “And the the results are already visible in our finances!” -- Walter Stultzer, Executive Director, Futureworks AG
- 40. Initiatives Capacity “We hadas many initiatives as people. After two years, we had made no progress.” Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 41. Initiatives By stretching themselvestoo thin, they slowed to a crawl Waste Things That HelpCap acit y Image ©2019 Peter Stevens Licensed CC-BY-NC-ND
- 42. What are thetop agile practices used in Development? Practice • Daily standup • Sprint/iteration planning • Retrospectives • Sprint/iteration review • Short iterations % of development teams that use • 90% • 88% • 85% • 80% • 69% Source: VersionOne, 12th Annual State of Agile Report, 2018
- 43. Image ©2019 PeterStevens Licensed CC-BY-NC-ND Data source: preliminary results of Management and Multitasking, by Peter Stevens, not yet published
- 44. How they didit • “I committed to making this a success • “I communicated Why, then what • “Every three weeks or so, my management and I got together… • “Personal Agility was the most important part of all
- 45.
- 46. “As a manager,you have a huge potential to improve your performance!” -- Peter Stevens
- 47.
- 48. Personal Agility isa safe place for leaders to start applying Agile values, principles and practices Stuff done, Closer to who you want to be Celebrate & Choose Who you are, What you did 3. What could I do this week? 5. What do I want to get done? 1. What really matters? Do 4. What is important, urgent or 😀? 6. Who can help? 2. What did I do last week? 🎉
- 49. Through independent practice,you experience what your teams have long known
- 50. Personal Agility isLeadership’s Gateway to Agility Reduce multitasking Apply the top agile practices to management Recommendations
- 51. Agility begins ineach of us
- 52. “As a CertifiedScrum Trainer, I teach hope” -- Joe Little, CST https://saat-network.ch/ebk https://saat-network.ch/ten
- 53.
- 54. As a CertifiedScrum Trainer, I inspire hope • Peter Stevens • peter@saat-network.ch • @peterstev • I am here to answer questions
Editor's Notes
- #49 It’s really quite simple, Every week, celebrate what you’ve accomplished, and choose what you want to do next week. Of all the things you could do, what’s important, and what’s urgent? Of all those things, what can you expect to get done? That’s your choice!