Presentation for the Ottawa Mobile & Social Media Apps group entitled "Working with Cross-Functional Teams", focused on communication, Agile project management - while creating happy teams and great products.
STATIK | System Thinking Approach to Implementing Kanban / Abordagem do Pens...Mayra de Souza
Material para guiar a estrutura e implementação de Kanban, elaborado de forma colaborativa entre as pessoas agilistas Mayra Souza, Maurício Messias e William Campesatto
This is another game that I have had great fun playing and also thought me an my clients a great deal. I use it as staple for all my intros to Lean and agile.
The goal of the game is to move 20 coins through a series of process step (aka players). Each player flips the coins once before it can be passed over.
The game shows very effectively how limiting the work in process (WIP) increases the throughput and improves lead times, both for the first coin and the total time for all 20 coins.
If you move through the game slides quickly a nice little animation effect takes place. Watching that actually gave me a new understanding of what Flow means. Compare the first and last iterations and see the coins flow through the process, each step creating value.
If you like this presentation you will find more like this in Kanban In Action (http://bit.ly/theKanbanBook) where we have dedicated a whole chapter on agile games.
At Asana, we put a lot of time, energy, money, and most importantly, heart, into our company culture. That's why we recently updated our 2014 Culture Code deck.
Métricas em times ágeis: O essencial que você precisa saber, mas não te conta...Cleiton Luis Mafra
Não sei se foi só conosco, mas no início quando começamos a estudar e nos aprofundar sobre as métricas em equipes ágeis, tudo parecia difícil de entender, as explicações eram confusas e faltava casos práticos para entender e se inspirar.
No dia a dia as perguntas acabavam sendo sobre a entrega dos resultados e tínhamos dificuldade de conectar os pontos e entender que as métricas de fluxo são na verdade uma aproximação das métricas de resultado.
Se você também está neste cenário, onde tem dificuldade de entender na prática a maneira certa de usar as métricas, então esta palestra é para você!
Nesta palestra, compartilharemos de forma simples e prática como as métricas podem ser aplicadas em diferentes níveis (uma equipe, várias equipes) usando exemplos reais.
Presentation for the Ottawa Mobile & Social Media Apps group entitled "Working with Cross-Functional Teams", focused on communication, Agile project management - while creating happy teams and great products.
STATIK | System Thinking Approach to Implementing Kanban / Abordagem do Pens...Mayra de Souza
Material para guiar a estrutura e implementação de Kanban, elaborado de forma colaborativa entre as pessoas agilistas Mayra Souza, Maurício Messias e William Campesatto
This is another game that I have had great fun playing and also thought me an my clients a great deal. I use it as staple for all my intros to Lean and agile.
The goal of the game is to move 20 coins through a series of process step (aka players). Each player flips the coins once before it can be passed over.
The game shows very effectively how limiting the work in process (WIP) increases the throughput and improves lead times, both for the first coin and the total time for all 20 coins.
If you move through the game slides quickly a nice little animation effect takes place. Watching that actually gave me a new understanding of what Flow means. Compare the first and last iterations and see the coins flow through the process, each step creating value.
If you like this presentation you will find more like this in Kanban In Action (http://bit.ly/theKanbanBook) where we have dedicated a whole chapter on agile games.
At Asana, we put a lot of time, energy, money, and most importantly, heart, into our company culture. That's why we recently updated our 2014 Culture Code deck.
Métricas em times ágeis: O essencial que você precisa saber, mas não te conta...Cleiton Luis Mafra
Não sei se foi só conosco, mas no início quando começamos a estudar e nos aprofundar sobre as métricas em equipes ágeis, tudo parecia difícil de entender, as explicações eram confusas e faltava casos práticos para entender e se inspirar.
No dia a dia as perguntas acabavam sendo sobre a entrega dos resultados e tínhamos dificuldade de conectar os pontos e entender que as métricas de fluxo são na verdade uma aproximação das métricas de resultado.
Se você também está neste cenário, onde tem dificuldade de entender na prática a maneira certa de usar as métricas, então esta palestra é para você!
Nesta palestra, compartilharemos de forma simples e prática como as métricas podem ser aplicadas em diferentes níveis (uma equipe, várias equipes) usando exemplos reais.
Stop doing Retrospective and Start your Toyota KataHåkan Forss
You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives!
You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level! It is time to create the habits of continuous improvement. It is time to start using Toyota Kata!
Toyota Kata is two behavior patterns, or Kata’s, that is the foundation in Toyota’s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata’s and improves its way of working.
Do or do not. There is no try. —Yoda
6 Best Project Management Tools Comparison: Jira vs. Trello vs. MS Project vs...Techtic Solutions
Before choosing the right project management software for your business, you can read our project management tools comparison likes Jira, Trello, MS Project, Basecamp, Asana and Wrike. By reading our PPT, you can have clear view of project management tool you need to choose for your project. Techtic Solutions has been the most innovative in terms of process development, efficiency, project management, operations & solutions. For more info. Call us +1 201.793.8324 or visit at https://www.techtic.com/
Exceller dans la facilitation de rétrospectiveVincent Daviet
Bilan projet ? Fin de semestre ? Fin de version ? Fin d'itération ? Fin de saison du CARA ? Autant de bonnes occasions pour réaliser une rétrospective efficace.
Améliorer périodiquement votre manière de travailler !
Dans cette session, vous découvrirez les principaux apports théoriques : charte, check-in, prime directive, qualité du facilitateur, enjeux, mécanismes et principales étapes de la rétrospective.
Nous expérimenterons ensuite "à la carte" des rétrospectives aux formats variés par petits groupes. Vous pouvez entièrement participer même si c'est votre première session avec nous :
- Speed Boat
- Fleur de Lotus
- 6 chapeaux
- x35 Brainwriting
- Strengh-Based Retro
Prioritizing our work is a very important task in our everyday schedule. In this presentation you would come to know different and easy methods to prioritize your work. This will help you in all aspects
Agile Retrospective by Manohar Prasad
Topics which are covered -
Agile Manifesto
Agile Principles
Scrum Values
What is Retrospective
Why Retrospectives
How to perform Retrospectives
Best Retrospective Practices
Best Retrospective Methods
Imported from Japan, Kanban is an agile methodology that is gaining a lot of traction. Kanban, or Japanese for signal card, is a process that focuses on transparency and limiting the work in progress. By utilizing Kanban, you can pinpoint the bottlenecks and address them easily. In this session you will learn what Kanban is, how it evolved from its roots in the Toyota Production System (TPS) and lean manufacturing to software development, Kanban’s benefits, and how best to implement a Kanban system. We’ll also discuss when not to use Kanban and how to modify other agile methodologies, such as Scrum, to be used in conjunction with Kanban.
Value Stream Architecture: What it is and how it can helpTasktop
Modern enterprises increasingly rely on software to keep the lights on and lay the foundations for long-term sustainable growth. Among many things, IT leaders are tasked with accelerating the time to value of their software delivery value streams.
But when asked, “Do you know what is slowing your software delivery teams down?”, why do IT leaders typically not know the answer?
Methodologies such as Agile and DevOps have been adopted to accelerate the time between build to deploy, yet the benefits are often only felt at a localized level (more sprints completed, higher number of deployments etc.) without a tangible link to business outcomes. Enter Value Stream Architecture.
During this webinar, Senior Value Stream Architect, Dan Feminella, presents:
- The business case for Value Stream Architecture
- Why your organization needs it in order to scale Agile and DevOps
- How to architect for end-to-end flow of business value from customer request to delivery and back through the customer feedback loop
Como é o ciclo de desenvolvimento de produto na sua organização? Início> meio> fim?
Esta palestra aborda como as organizações devem atuar para ter um desenvolvimento contínuo de produto: lidando com Mundo VUCA & BANI, energizando pessoas, empoderando os times, alinhando a restrição, desenvolvendo as competências, escalando a estrutura e melhorando tudo.
Assim tendo um ambiente centrado nas pessoas e orientado à inovação, colaboração e propósito, seu produto evolui continuamente com a abordagens Lean e Agile (MVP: looping lean startup), design circular, karma design, lean inception, design sprint, PBB e strategic inception, inspecionando e se adaptando a mudanças com indivíduos e interações atuando em colaboração com cliente o valor entregue ao mercado aumenta e tornando as pessoas sensacionais.
Scrum Day Brazil 2021: https://www.scrumday.com.br/
Programação de workshops Coletivo Ação: https://www.sympla.com.br/coletivoacao
Contato:
mayra.souza@coletivoacao.com
www.coletivoacao.com
Redes da Mayra de Souza:
Portfolio: https://www.slideshare.net/Coletivoacao/portfolio-coletivo-ao-criando-ambientes-colaborativos-criativos-242587449
https://br.linkedin.com/in/mayrarodriguesdesouza
https://medium.com/@mayrarodriguesdesouza
https://pt.slideshare.net/MayraRodriguesDeSouz
@paola_mayra
Release wednesdays and the agile release train uploadChris Smith
This presentation describes why and how our development teams sustain a deliberate, weekly release cadence and use a train metaphor to drive planning. It describes the significant benefits realized by teams using this approach to deliver both greenfield and legacy software products.
Stop doing Retrospective and Start your Toyota KataHåkan Forss
You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives!
You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level! It is time to create the habits of continuous improvement. It is time to start using Toyota Kata!
Toyota Kata is two behavior patterns, or Kata’s, that is the foundation in Toyota’s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata’s and improves its way of working.
Do or do not. There is no try. —Yoda
6 Best Project Management Tools Comparison: Jira vs. Trello vs. MS Project vs...Techtic Solutions
Before choosing the right project management software for your business, you can read our project management tools comparison likes Jira, Trello, MS Project, Basecamp, Asana and Wrike. By reading our PPT, you can have clear view of project management tool you need to choose for your project. Techtic Solutions has been the most innovative in terms of process development, efficiency, project management, operations & solutions. For more info. Call us +1 201.793.8324 or visit at https://www.techtic.com/
Exceller dans la facilitation de rétrospectiveVincent Daviet
Bilan projet ? Fin de semestre ? Fin de version ? Fin d'itération ? Fin de saison du CARA ? Autant de bonnes occasions pour réaliser une rétrospective efficace.
Améliorer périodiquement votre manière de travailler !
Dans cette session, vous découvrirez les principaux apports théoriques : charte, check-in, prime directive, qualité du facilitateur, enjeux, mécanismes et principales étapes de la rétrospective.
Nous expérimenterons ensuite "à la carte" des rétrospectives aux formats variés par petits groupes. Vous pouvez entièrement participer même si c'est votre première session avec nous :
- Speed Boat
- Fleur de Lotus
- 6 chapeaux
- x35 Brainwriting
- Strengh-Based Retro
Prioritizing our work is a very important task in our everyday schedule. In this presentation you would come to know different and easy methods to prioritize your work. This will help you in all aspects
Agile Retrospective by Manohar Prasad
Topics which are covered -
Agile Manifesto
Agile Principles
Scrum Values
What is Retrospective
Why Retrospectives
How to perform Retrospectives
Best Retrospective Practices
Best Retrospective Methods
Imported from Japan, Kanban is an agile methodology that is gaining a lot of traction. Kanban, or Japanese for signal card, is a process that focuses on transparency and limiting the work in progress. By utilizing Kanban, you can pinpoint the bottlenecks and address them easily. In this session you will learn what Kanban is, how it evolved from its roots in the Toyota Production System (TPS) and lean manufacturing to software development, Kanban’s benefits, and how best to implement a Kanban system. We’ll also discuss when not to use Kanban and how to modify other agile methodologies, such as Scrum, to be used in conjunction with Kanban.
Value Stream Architecture: What it is and how it can helpTasktop
Modern enterprises increasingly rely on software to keep the lights on and lay the foundations for long-term sustainable growth. Among many things, IT leaders are tasked with accelerating the time to value of their software delivery value streams.
But when asked, “Do you know what is slowing your software delivery teams down?”, why do IT leaders typically not know the answer?
Methodologies such as Agile and DevOps have been adopted to accelerate the time between build to deploy, yet the benefits are often only felt at a localized level (more sprints completed, higher number of deployments etc.) without a tangible link to business outcomes. Enter Value Stream Architecture.
During this webinar, Senior Value Stream Architect, Dan Feminella, presents:
- The business case for Value Stream Architecture
- Why your organization needs it in order to scale Agile and DevOps
- How to architect for end-to-end flow of business value from customer request to delivery and back through the customer feedback loop
Como é o ciclo de desenvolvimento de produto na sua organização? Início> meio> fim?
Esta palestra aborda como as organizações devem atuar para ter um desenvolvimento contínuo de produto: lidando com Mundo VUCA & BANI, energizando pessoas, empoderando os times, alinhando a restrição, desenvolvendo as competências, escalando a estrutura e melhorando tudo.
Assim tendo um ambiente centrado nas pessoas e orientado à inovação, colaboração e propósito, seu produto evolui continuamente com a abordagens Lean e Agile (MVP: looping lean startup), design circular, karma design, lean inception, design sprint, PBB e strategic inception, inspecionando e se adaptando a mudanças com indivíduos e interações atuando em colaboração com cliente o valor entregue ao mercado aumenta e tornando as pessoas sensacionais.
Scrum Day Brazil 2021: https://www.scrumday.com.br/
Programação de workshops Coletivo Ação: https://www.sympla.com.br/coletivoacao
Contato:
mayra.souza@coletivoacao.com
www.coletivoacao.com
Redes da Mayra de Souza:
Portfolio: https://www.slideshare.net/Coletivoacao/portfolio-coletivo-ao-criando-ambientes-colaborativos-criativos-242587449
https://br.linkedin.com/in/mayrarodriguesdesouza
https://medium.com/@mayrarodriguesdesouza
https://pt.slideshare.net/MayraRodriguesDeSouz
@paola_mayra
Release wednesdays and the agile release train uploadChris Smith
This presentation describes why and how our development teams sustain a deliberate, weekly release cadence and use a train metaphor to drive planning. It describes the significant benefits realized by teams using this approach to deliver both greenfield and legacy software products.
Introduction to the important features of Asana as a Project Management tool. Looks at features of this platform as it is used by Builders to increase collaboration and enhance productivity in a construction business.
This is Prateek Mishra from Ramaiah institute of management studies, Bangalore and the following presentation gives an overview of launch of a hypothetical product into the market.
The latest data for internet, social media, and mobile use around the world in Q3 2017. For other reports in We Are Social & Hootsuite's ongoing Global Digital series, see https://www.slideshare.net/wearesocialsg/presentations
How People Really Hold and Touch (their Phones)Steven Hoober
For the newest version of this presentation, always go to: 4ourth.com/tppt
For the latest video version, see: 4ourth.com/tvid
Presented at ConveyUX in Seattle, 7 Feb 2014
For the newest version of this presentation, always go to: 4ourth.com/tppt
For the latest video version, see: 4ourth.com/tvid
We are finally starting to think about how touchscreen devices really work, and design proper sized targets, think about touch as different from mouse selection, and to create common gesture libraries.
But despite this we still forget the user. Fingers and thumbs take up space, and cover the screen. Corners of screens have different accuracy than the center. It's time to re-evaluate what we think we know.
Steven reviews his ongoing research into how people actually interact with mobile devices, presents some new ideas on how we can design to avoid errors and take advantage of this new knowledge, and leaves you with 10 (relatively) simple steps to improve your touchscreen designs tomorrow.
What 33 Successful Entrepreneurs Learned From FailureReferralCandy
Entrepreneurs encounter failure often. Successful entrepreneurs overcome failure and emerge wiser. We've taken 33 lessons about failure from Brian Honigman's article "33 Entrepreneurs Share Their Biggest Lessons Learned from Failure", illustrated them with statistics and a little story about entrepreneurship... in space!
You are dumb at the internet. You don't know what will go viral. We don't either. But we are slighter less dumber. So here's a bunch of stuff we learned that will help you be less dumb too.
To help the curious class stay relevant, we’ve assembled an A-Z glossary of what we predict to be the 100 must-know terms and concepts for 2017.
We hope this cultural crib sheet will help prepare you for the year ahead.
Enjoy!
Digital Strategy 101 is an overview of the current state of digital strategy and an exploration of core concepts, deliverables, and thought-leaders relevant to young practitioners.
The What If Technique presented by Motivate DesignMotivate Design
Why "What If"...?
The What If Technique tackles the challenge of engaging a creative, disruptive mindset when it comes to design thinking and crafting innovative user experiences.
Thinking disruptively is a disruptive thing to do, which means it's a very hard thing to do, especially when you add in risk-averse business leaders and company cultures, who hold on tight to psychological blocks, corporate lore, and excuse personas that stifle creativity and possibilities (see www.motivatedesign.com/what-if for more details).
The What If Technique offers key steps, tools and examples to help you achieve incremental changes that promote disruptive thinking, overcome barriers to creativity, and lead to big, innovative differences for business leaders, companies, and ultimately user experiences and products.
Let's find out what's what together! Explore your "What Ifs" with us. See www.motivatedesign.com/what-if for details about the What If Technique, studio workshops, the book, case studies and more downloads--including a the sample chapter "Corporate Lore and Blocks to Creativity"
Connect with us @Motivate_Design
An impactful approach to the Seven Deadly Sins you and your Brand should avoid on Social Media! From a humoristic approach to a modern-life analogy for Social Media and including everything in between, this deck is a compelling resource that will provide you with more than a few take-aways for your Brand!
EO Accelerator San Francisco Presentation 13 Jun 2016 RESULTS.com
Business Execution for RESULTS - Lessons learned from working with thousands of SMB clients
Stephen Lynch is the Head of Strategy and Consulting at RESULTS.com. He is a “Kiwi” (New Zealander) living in San Francisco.
RESULTS.com’s software gives them unique and privileged insights into the day to day operations of thousands of small-medium sized growth firms. We see what really works and what doesn’t in terms of strategy execution, goal setting, tracking performance, running effective meetings, engaging employees and holding them accountable.
To save you from spending several lifetimes trying to figure it all out for yourself, you can access these powerful (and often counter intuitive) insights in this presentation.
This is the most comprehensive presentation on time management. We all know that how important is it to manage time because of the multi tasking that is done by all of us to make ends meet. This presentation will be of great help to all those who are willing to adopt the positive methods discussed there in.
This all-day workshop puts Eric Ries's Leader's Guide into practice through a series of 9 hands-on activities. The introductory talk makes the case that Change is the greatest threat to business today, and Lean Startup is emerging as the leading Management Practice enabling companies to adapt.
This seminar was conducted in the University of San Jose Recoletos-Main Campus, Cebu City. The participants were tourism and hospitality management future practitioners.
31 Tricks That Might Just Get You Out Of The Office On Time
Who doesn’t want to get more done in less time?
For all the people who find that all the hours in the day aren’t enough to get done all the tasks on their to-do list, any trick to milk out of the day one more completed task is gold.
Drawing on the wealth of work management tips on the Talking Work Blog and the knowledge of other experts, we’ve amassed a list of 31 productivity tips so powerful, you just might leave the office on time…
Agile Marketing: Managing Marketing in High Gearion interactive
There are two kinds of companies in the digital world: the quick and the dead.
Marketing software empowers you with the technology to act and react swiftly to new opportunities. But to take advantage of that power, marketing needs to adapt how it manages its activities to thrive at this new clockspeed. Agile marketing is the ideal management methodology for this environment.
Learn:
- The process of agile marketing
- Examples of how other companies have adopted it
- Steps for getting started
- How other companies are integrating agile with budgeting, long-term planning, metrics & multi-team coordination
5 Continuous Improvement Tools for Process SuccessKashish Trivedi
The process of continuous improvement begins with incremental enhancement. You’re on the right track if you’re thinking of minor tweaks. For example, lean production starts with fine-tuning the issue of waste. You initially make small changes to achieve that goal. Waste is anything that doesn’t add value to the process or the result.
Your journey of removing waste from a process begins with using a continuous improvement tool to create a strategy for your team. The strategy can be something as simple as upskilling.
What happens when the project goal is not clearOrangescrum
A well-defined Project goal helps complete a project successfully. What if the goal is not clear but you're not sure whether it's right for you or not?
Acceleration & Focus - A Simple Approach to Faster ExecutionProjectCon
#projectcon #agilecon
PROJECTCON | AGILECON Midwest 2019 in Indianapolis on May 10, 2019
Presenter: Michael Hannan
Acceleration & Focus - A Simple Approach to Faster Execution
Many articles & books emphasize the importance of focus to getting more done, but not many offer proven techniques to achieve big jumps in focus for entire teams—and thus accelerate the speed of execution dramatically. This session will provide a simple, common-sense method to achieve such acceleration for teams of any size, and at any scale.
Event Website: https://projectconevent.com
LinkedIn: https://www.linkedin.com/company/projectcon-llc
Facebook: http://www.facebook.com/ProjectConEvent
Twitter: http://www.twitter.com/projectconevent
YouTube: https://www.youtube.com/channel/UCLLG1SGPs1L5YLoFndvGGhQ
Instagram: https://www.instagram.com/projectconevent
Presentation Slides: https://slideshare.com/projectcon
Post Event Trailer: https://youtu.be/1_RzFBnZ7bo
ProjectCon AgileCon Project Management
Similar to Mastering productivity: how to get more done at work (20)
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Mastering productivity: how to get more done at work
1. How to be More
Productive at Work
To be productive at work is to prioritize,
prioritize, prioritize. Here’s how.
FROM WAVELENGTH BY ASANA
2. “Goals are dreams with deadlines.”
— HAMZA KHAN (How to Write the Perfect Task)
3. Contents
1. How to block off time to work with “No Meeting Wednesdays” [ jump to section ]
2. Ways to avoid decision fatigue and spend less time on decision-making [ jump to section ]
3. Strategies for implementing purpose-driven prioritization [ jump to section ]
4. A three-step plan for improving your time management skills [ jump to section ]
5. “We all have days when it’s nearly impossible to
get uninterrupted time to do work. In response
to this, Asana created No Meeting Wednesdays
(NMW): every team member knows not to
schedule meetings on that day, unless
absolutely necessary.”
— KASEY FLEISHER HICKEY (No Meeting Wednesdays)
6. Goals of No Meeting Wednesdays
● Give all team members a large block of time to focus
on heads-down work, without having to fit it in between
meetings.
● Allow everyone, including managers, to be “doers” and
“makers.”
● Energize teammates, let them get heads down in the
work they need and want to do, and have one day
every week that isn’t schedule-driven.
7. Benefits of No Meeting Wednesdays
● Fewer disruptions mean more team members
can be productive.
● We get to check more work off our task lists
than any other day of the week.
● Wednesdays are many Asanas’ favorite day of
the week (productivity is rewarding)!
8. How No Meeting Wednesdays work
If you want to implement a NMW policy at your company, we recommend:
● Make sure everyone—especially new hires—understands that NMW = no internal meetings.
● Add NMW as a recurring event for the entire staff as a gentle reminder to keep those days free.
● if a meeting has to happen, encourage team members to use judgement when scheduling a meeting
on a Wednesday.
● Make exceptions to NMW when absolutely necessary (e.g. a job candidate is only able to come in on
a Wednesday), but try really hard to avoid them.
10. “Leaders have to make a ton of decisions every
day, and wise leaders know that they have to
be thoughtful about how much energy to put
into each one.
Ideally, they put all their focus on the most
important decisions that require serious
thinking. That’s why President Obama wears
the same suit every day.”
— DUSTIN MOSKOVITZ (Avoiding decision fatigue at work)
11. Distinguishing between 4 decision types
Easy decisions rarely take much effort, regardless of whether or not they are important. However, we’re
often prone to killing ourselves over hard decisions that aren’t actually that important.
Easy Hard
Important
These decisions are worth your time and
attention, but won’t take much of it.
EXAMPLE
Choosing to promote someone great.
These decisions are where you should focus most of
your time and attention.
EXAMPLE
Choosing strategic priorities.
Unimportant
These decisions aren’t worth much energy, but
they also won’t take much of it.
EXAMPLE
What to wear today, what to eat for lunch.
These decisions are where you are wasting your finite
decision-making energy.
12. How do you know which type of decision
you have in front of you?
If you’re unsure, do a quick visioning/anti-visioning exercise:
● What’s the best that could happen if this decision is made well?
● What’s the worst that could happen if the decision goes poorly?
If the gap between outcomes is small, just make a call.
If, however, there’s a big gap between the potential outcomes, it’s a
good sign that the decision is worthy of more thought.
13. Example: figuring out seating charts
In some cases, one of those optimizations is truly important, but for most projects and teams, either is
fine as long as you don’t totally neglect the other. This decision was hard but unimportant. Therefore:
Just pick one!
Choice 1 Choice 2
Group people by program teams, so that everyone who is
working on the same project can quickly communicate.
Group people by function, so that everyone who does the same
kind of work can easily critique each other’s work or provide help
with tricky problems.
Optimizes for agility and coordination Optimizes consistency and mentorship
14. Done is better than perfect: bias for action
In case you needed additional motivation, remember that letting decisions linger has a number of negative
consequences:
● It creates cognitive overhead for the decision maker, who spends both conscious attention on it and
unconscious energy (“background processing”) while they go about other activities.
● It results in the paradox of choice phenomenon, meaning you’re less likely to be satisfied with the
ultimate decision regardless of which way it goes.
● It creates anxiety and confusion within the team, who are either blocked on dependent decisions or
forced to plan out contingencies.
16. “When you go into work, there are an infinite
number of tasks you could do. With no system,
it’s easy to start with work that’s easiest, most
urgent, or most recently assigned to you.
To maximize the value of your output, your
default should be tasks which serve the highest
purpose. Less important work may never deserve
to be prioritized, no matter how ‘urgent.’”
— VIVEK SRI (The process and math behind prioritization)
17. Mission → Objectives →
Prioritization
Before you can start to prioritize you need to:
1. Know what your mission is.
2. Use that to determine top-level objectives.
3. Then work your way down to what that means for your
to-do list today.
Adopting a macro view helps clarify what to work on and
when.
18. Clarifying
Objectives
Goals and objectives are a guiding principle for teams as they
decide what to do day to day. They serve to answer the
question: “Why am I doing this?”
If a task or project isn’t a step toward completing a top-level
objective, it isn’t a priority and it isn’t worth doing.
Why?
19. Clarifying
Objectives
Step 1: get specific
Imagine what your team looks like in one year. What does
that look like? Reflect from a vantage point a year out and
consider every aspect of your company. Headcount, product
features, milestones; think about the details.
20. Clarifying
Objectives
Step 2: consider the true cost
Estimate in practical terms how much time and how many
resources it will take to realize that vision.
21. Clarifying
Objectives
Step 3: scope your vision
Determine what’s realistic for just one year. Consider where
“costs exceed available resources.” How are your ambitions
greater than what your team can handle today?
22. Clarifying
Objectives
Step 4: codify your vision
Generate a set of clearly actionable top-level objectives every
year. Here are some examples:
● X% increase in user growth
● Grow the team with X engineers and Y operations hires
● Increase revenue by X%
Scoping helps you define the measurable goals that, once
accomplished, get you closer to achieving your mission.
23. “Most people waste most of their
time, especially in business.”
— SAM ALTMAN
24. A formula for comparing ROIs
Our process for comparing large project ROIs involves a spreadsheet with three columns: project name,
expected value (bang), and expected cost (buck). We then compute a fourth column with the ratio of
“bang” to “buck,” to get an imperfect but useful sense of what’s worth pursuing.
EV (bang) / EV (buck) = Bang To Buck Ratio
For value, consider questions like: by what percentage would this improve our core success metrics?
Could this open up whole new markets? Is this a high-leverage opportunity given our market position?
For cost, calculate a rough number of person-months expected to complete, taking into account all
departments involved.
25. ( 4 )
Time Management Skills
A three-step plan to improve them
26. “When you manage your time well,
work gets done ahead of schedule,
teammates feel like they can rely
on you, and you feel good about
how you spent your time.”
— JACKIE BAVARO (How to become a master of your time)
27. Write down all of your responsibilities and types of work you do. For example:
Make a pie chart of where you’d ideally spend your time
STEP 1
● Being available to help
● Customer research
● Making sales calls
● Working on a specific project
● Strategic thinking
● Recruiting
● Personal development
● Managing reports
28. Write down all of your responsibilities and types of work you do. For example:
Then, add what percentage of your time you would ideally spend on each of those.
Make a pie chart of where you’d ideally spend your time
STEP 1
● Being available to help
● Customer research
● Making sales calls
● Working on a specific project
● Strategic thinking
● Recruiting
● Personal development
● Managing reports
29. Write down all of your responsibilities and types of work you do. For example:
Then, add what percentage of your time you would ideally spend on each of those.
Make a pie chart of where you’d ideally spend your time
STEP 1
● Being available to help - 15%
● Customer research - 10%
● Making sales calls - 20%
● Working on a specific project - 20%
● Strategic thinking - 15%
● Recruiting - 15%
● Personal development - 15%
● Managing reports - 15%
30. Write down all of your responsibilities and types of work you do. For example:
When you do the math, you’ll probably find that your percentages add up to more than 100%.
Make a pie chart of where you’d ideally spend your time
STEP 1
● Being available to help - 15%
● Customer research - 10%
● Making sales calls - 20%
● Working on a specific project - 20%
● Strategic thinking - 15%
● Recruiting - 15%
● Personal development - 15%
● Managing reports - 15%
31. Write down all of your responsibilities and types of work you do. For example:
Total: 125%
When you do the math, you’ll probably find that your percentages add up to more than 100%.
Make a pie chart of where you’d ideally spend your time
STEP 1
● Being available to help - 15%
● Customer research - 10%
● Making sales calls - 20%
● Working on a specific project - 20%
● Strategic thinking - 15%
● Recruiting - 15%
● Personal development - 15%
● Managing reports - 15%
32. Write down all of your responsibilities and types of work you do. For example:
Total: 125%
You’ll need to make some tradeoffs to get to a realistic plan and accept that you won’t be
able to do it all. Adjust allocations or remove categories until you feel good about your pie
chart.
Make a pie chart of where you’d ideally spend your time
STEP 1
● Being available to help - 15%
● Customer research - 10%
● Making sales calls - 20%
● Working on a specific project - 20%
● Strategic thinking - 15%
● Recruiting - 15%
● Personal development - 15%
● Managing reports - 15%
33. Write down all of your responsibilities and types of work you do. For example:
Total: 100%
Make a pie chart of where you’d ideally spend your time
STEP 1
● Being available to help - 15%
● Customer research - 10%
● Making sales calls - 20%
● Working on a specific project - 20% 15%
● Strategic thinking - 15%
● Recruiting - 15%
● Personal development - 15% 10%
● Managing reports - 15% 10%
35. If you’re in a leadership position,
you probably want to set aside at
least 15% for strategic thinking and
15% for being available to help.
36. Understand where your time actually goes
STEP 2
To track where your time actually goes, look at two types of work:
37. RECURRING MEETINGS
Make calculations like “a 3 hour meeting once every
three weeks = 1 hour per week.”
Understand where your time actually goes
STEP 2
To track where your time actually goes, look at two types of work:
38. RECURRING MEETINGS
Make calculations like “a 3 hour meeting once every
three weeks = 1 hour per week.”
AD-HOC WORK
For other work, track how you spend your time closely
for a week or two. One way to do this is to retroactively
add calendar events with a summary of how you spent
that time. A rough guess will do.
Understand where your time actually goes
STEP 2
To track where your time actually goes, look at two types of work:
39. RECURRING MEETINGS
Make calculations like “a 3 hour meeting once every
three weeks = 1 hour per week.”
AD-HOC WORK
For other work, track how you spend your time closely
for a week or two. One way to do this is to retroactively
add calendar events with a summary of how you spent
that time. A rough guess will do.
Understand where your time actually goes
STEP 2
Recurring meetings
Strategic thinking
Recruiting
Personal development
Managing reports
Helping others
Customer research
Sales calls
Working on a specific project
4 hours
2 hours
4 hours
1 hour
2 hours
4 hours
5 hours
8 hours
10 hours
TOTAL 40
To track where your time actually goes, look at two types of work:
40. Understand where your time actually goes
STEP 2
Once you’ve visualized your ideal and actual pie charts, compare them to see where you are
out of sync. Seeing major inconsistencies? You’ll need to readjust how you’re spending your
time to get your actual closer to your ideal.
IDEAL ACTUAL
41. DELETE: Much of our outstanding work is less important than the work we could be doing. Delete these
tasks. If a teammate gave you a responsibility you don’t believe is the best use of your time, let them know.
Delete, defer, delegate, or diminish.
STEP 3
42. DELETE: Much of our outstanding work is less important than the work we could be doing. Delete these
tasks. If a teammate gave you a responsibility you don’t believe is the best use of your time, let them know.
DEFER: If you don’t have time now, but will in the future, deferring a responsibility is an excellent option.
Set a reminder to complete the task on a specific date in the future.
Delete, defer, delegate, or diminish.
STEP 3
43. DELETE: Much of our outstanding work is less important than the work we could be doing. Delete these
tasks. If a teammate gave you a responsibility you don’t believe is the best use of your time, let them know.
DEFER: If you don’t have time now, but will in the future, deferring a responsibility is an excellent option.
Set a reminder to complete the task on a specific date in the future.
DELEGATE: For responsibilities that still need to get done, evaluate if it can be reassigned to another
teammate. Delegation works best when you can hand a responsibility over completely.
Delete, defer, delegate, or diminish.
STEP 3
44. DELETE: Much of our outstanding work is less important than the work we could be doing. Delete these
tasks. If a teammate gave you a responsibility you don’t believe is the best use of your time, let them know.
DEFER: If you don’t have time now, but will in the future, deferring a responsibility is an excellent option.
Set a reminder to complete the task on a specific date in the future.
DELEGATE: For responsibilities that still need to get done, evaluate if it can be reassigned to another
teammate. Delegation works best when you can hand a responsibility over completely.
DIMINISH: Find ways to reduce the time you spend on tasks. One way to start is to eliminate, shorten,
consolidate, or reduce the frequency of recurring meetings. Alternatively, reduce the scope of the work
(e.g. only tackling the highest priority pieces) or stop working when your output is good, rather than perfect.
Delete, defer, delegate, or diminish.
STEP 3
45. This was originally published as a set of articles in the
Mastering Productivity issue of Wavelength by Asana.
Read the original articles or go to the Asana app to start
implementing your new productivity strategies.
Thanks for reading