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Real Solutions. Lasting Results.
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TIME
RISK&INNOVATION
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Consultant, The Persimmon Group
Prior: Program Manager (Education Industry)
Director of Publicity, PMI-Tulsa
Facilitator, PM for Youth
Blogger (blogging4jobs, gearsandshifts)
SARA GALLAGHER
About the Facilitator
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THE VENDING MACHINE PRINCIPLE
Part 1People are hardwired to solve problems.
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THE VENDING MACHINE PRINCIPLE
If people aren’t entrusted to solve meaningful problems, they will solve meaningless ones instead.
Part 2
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Don’t Let “Vending Machine Problems”
EAT YOUR CHANGEWorkshop Activity:Work with your table to list the major “vending machine problems” you’re facing daily that take away from your ability to innovate real solutions to real problems? (Vegas Rules apply!)
How many problems are caused by an aversion to risk?How many problems are caused by poor innovation?How many problems are caused by lack of time?
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What Is Innovation?
INNOVATIONGenerating and Implementing Ideas that Add
Value to Your Organization
Creativity Innovation Improvement
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A “Classic” Project Model
Why Do Project ManagersNeed to Innovate?
Customer
Requirements PM Deliverable(Product or
Service)
Gold Plating or “Unnecessary
Change Orders”
Quality Standard:
Does it match the
requirements?
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An “Expanded Classic” Project Model
Why Do Project ManagersNeed to Innovate?
Customer
Requirements PM Deliverable(Product or
Service)
PM
Quality Standard:
Does it match the
requirements, and is it “fit for
use?”
OFI
Gold Plating or “Unnecessary
Change Orders”
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Projects of Tomorrow: Result-Oriented
Why Do Project ManagersNeed to Innovate?
DesiredResult
Partnership
AchievedResult
OFIOFI
OFI
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Beyond the Triple Constraint…
Scope What Strategic Result Are We Trying to
Achieve?Are our Competitors Doing Something Like
This Too?
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Beyond the Triple Constraint…
Schedule Is the deliverable still relevant?
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Beyond the Triple Constraint…
Cost What are the lifecycle costs/gains of this
project?
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The “New” PM
• Execution of deliverables AND strategic value
• Renewed focus on business analysis
• Leaders, not just managers
• “Graduation” to C-level representation
• New skills needed
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Innovation Examples
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Innovation Examples
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Innovation Examples
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These companies focused on an
innovative approach, rather
than an innovative product.
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TIMEa scarce resource that must be invested
for innovation to occur
Time and Innovation
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Too Many Projects
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the possibility of a negative outcomeRISK
Risk and Innovation
(of not innovating)RISK(of innovating)
RISK
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The Risks of Innovating
Damage to Reputation
Loss of Time
Loss of Money
Loss of Morale
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The Risks of Suppressed Innovation
Damage to Reputation
Loss of Time
Loss of Money
Loss of Morale
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The Vicious Cycle
INNOVATION ATTEMPT
Damage to Reputation
Loss of Time
Loss of Money
Loss of Morale
Damage to Reputation
Loss of Time
Loss of Money
Loss of Morale
RADICAL COURSE CORRECT
RIS
K O
F N
OT I
NN
OV
ATIN
GR
ISK
OF IN
NO
VATIN
G
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The Innovation Graveyard
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The Innovation Graveyard
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The Innovation Graveyard
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RISK AND INNOVATION(Thinking Creatively and CautiouslyTo Achieve Better Results)
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Innovation on a Project
Working with Customer to Gather Requirements
Risk Identification
Risk Response Planning
Change Order Evaluation
Status Reporting
Meetings
Personal Productivity System
Today’s Projects Tomorrow’s ProjectsWorking with Customer to
Gather Ideas
Anticipating Consumer Reaction to Your Project’s
Product
Applying New Technology to Your Project
Applying New PM Methodologies to Your Project
Meeting Constraints Other than Time, Scope, Cost
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Innovation Basics
VS.
A roomful of highly creative people is less effective than a roomful of mildly creative people. (The Innovator’s DNA, Harvard Business Review)
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Innovation Basics
VS.
Innovation works better when done in a structured, disciplined manner. Constraints actually help us be more creative.(Dr. Janina Marguc, University of Amsterdam)
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Innovation Basics
Low Stress High Stress
…unless the constraint is time + pressure. People believe they are most creative when working under severe deadline pressure. But studies show the opposite. People are least creative when they were fighting a high-stakes deadline.(Dr. Teresa M. Amabile, Harvard Business School)
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Two Types of Creative Constraints
Monuments• Must be worked around• Know where they are, and
where they aren’t
Commandments• Must be part of the solution Example: Wedding Photographer
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A Few More…
People who are extrinsically motivated are not good innovators. Intrinsic employees (motivated by the thrill of success, doing their job well, opportunities to collaborate) are superb innovators if they are given opportunities to practice.(Dr. Teresa M. Amabile, Harvard Business School)
Cultural diversity generates better ideas. (This also applies to culture differences between departments.)(Dr. Teresa M. Amabile, Harvard Business School)
Brainstorming works.(Says No Research Ever.)
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Brainstorming Doesn’t Work
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Brainstorming As We Know It
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What’s Wrong with Brainstorming?
MechanicalBread slicerCardboard Tray
Sliced Bread
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What’s (Else) Is Wrong With Brainstorming?It Assumes All Brainstorming Must
Be Social.
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What’s (Else) Is Wrong With Brainstorming?It’s Freeloader-Friendly.
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What’s (Else) Is Wrong With Brainstorming?It Promotes Production Blocking.
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What’s (Else) Is Wrong With Brainstorming?Our Brain Craves Boundaries.
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What’s (Else) Is Wrong With Brainstorming?Our Brain Links
Creativity with Fun. Brainstorming is Rarely Fun.
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What’s (Else) Is Wrong With Brainstorming?It Prioritizes Ideas Over Insights.
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Ideas vs. Insights
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The Brain Needs Time To Think Alone
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Remember the Future?
The year is 2017. Over the last few years, you have developed a reputation as the most innovative, solution-focused project manager at your company. You are often called upon to mentor younger project managers because of your ability to execute strategically vital projects in a way that excites and delights your customers. Your peers often ask you: “What is your secret?” You smile, because over the past few years you’ve tried some pretty off-the-wall techniques to improve your performance—the list includes:
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Brainwriting
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CHOOSINGIDEAS
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Choosing Ideas
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TIME(Why Its Hard to Work at Work)
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TIME IS MONEY
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MORE RESPONSIBILITY =LESS TIME
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FIXES PRIORITIZED OVER SOLUTIONS
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Fixing Vs. Solving
FIXING SOLVINGResolving Today’s Problems
Reactive
“How can I quickly resolve the issue?”
Resolving Tomorrow’s Problems
Proactive
“How can I effectively meet the challenge?”
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Hesitation Inflation
156 oz. Coke
194096 oz. Coke
197016 oz. Coke
Today
= Your Fix
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The Brain:Our Time Management Frenemy
BrainSooooo tired. Refuse to do work until I am sufficiently interested.
BrainYeah…about that TPS report. Not gonna happen.
BrainShiny object….shiny object…shiny object…
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OUR BRAINS HAVE LIMITATIONS
• Using the prefrontal cortex (the part that makes decisions, prioritizes, and solves problems) chews up a ton of metabolic fuel
• The more decisions we are forced to make, the less likely we are to keep making them consciously (Israeli prison study)
• The more decisions we are forced to make, the worse our decisions become and the less self-control we demonstrate.
• The ability to make trade-offs is a uniquely human ability, and the first to go when we get tired.
LIMITATION #1: Decision Fatigue
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First 15 Minutes of the Day
List every decision you make in the first fifteen minutes of your day. Think in specific terms:
ie (“should I read this email?” vs. “should I read my email?”)
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OUR BRAINS HAVE LIMITATIONS
• Picturing something you have not seen yet takes a lot of metabolic fuel
• It is easier to spend time thinking about problems (things we’ve seen) then solutions (things we haven’t seen)
• We are terrible at estimating how we will feel in the future, or estimating which tasks will be more difficult than others.
LIMITATION #2:Affective Forecasting
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OUR BRAINS HAVE LIMITATIONS
• The number of items we can hold in our brain at once isn’t seven, as previously thought. It’s more like four. (U of Missouri-Columbia)
• The number of items you can hold in your head at once without any memory degradatation is one. (Brian McElree, NYU)
• When people try to do two cognitive tasks at once, their cognitive capacity can drop from that of a Harvard MBA to that of an eight-year old.
LIMITATION #3:Can’t Handle Multiple Commands
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MULTI-TASKING IS WORSETHAN POT.
Constant emailing and text-messaging reduces mental capacity by 5 points for women (missing a night’s sleep) and 15 points for men (3x effect of smoking cannabis) (University of London)
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The Power of Focus
The ability to focus is NOT an ability to concentrate. It is the ability to inhibit the WRONG things from coming into focus.
BLACKGRAYGRAYBLACK
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Time Deprivation
• Office distractions eat up an average of 2.1 hours a day
• Employees spend an average of 11 minutes on a project before being distracted
• After an interruption, it takes them 25 minutes to return to the task at hand, if they do at all.
• People switch activities every three minutes, either making a call, speaking with someone in their cubicle, or working on a document.
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Time Management Criteria
Our Time Management Approach Needs To:
Force us to make the hardest decisions early, before we’re tired
Minimize unnecessary decision making throughout the day
Help us visualize our priorities
Help us accurately estimate how long tasks will take
Minimize technology overload
Minimize multi-tasking, while still allowing us to operate in a fast-paced work environment
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Five Boxes
1. Do the Boxes Exercise
Today’s Second Most Important
Deliverable
Today’s Most Important
Deliverable
Today’s Third Most Important
Deliverable
Today’sMeetings
Everything Else
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What We Think A Manager’s Job Is
MANAGER
EMPLOYEE EMPLOYEE EMPLOYEE
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What It Really Is
MANAGER
EMPLOYEE EMPLOYEE EMPLOYEE
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Five Boxes Cont.
2. Break the Tasks Down (4 Chunks or Less)
2. Update Project Schedule
Add unexpected part delay
Evaluate impactCompress if possibleIssue status report
1. Review Risk Register
Mark Closed RisksAdd New RisksRe-Assess Open
Risks
3. Create Agendas for
Meetings10 AM Meeting1PM Meeting2PM Meeting
Today’sMeetings
10 AM1PM2PM4PM
Everything Else
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Five Boxes Cont.
3. Estimate Time 2. Update Project
ScheduleAdd unexpected part
delayEvaluate impact
Compress if possibleIssue status report
2 Hours
1. Review Risk Register
Mark Closed RisksAdd New RisksRe-Assess Open
Risks1 Hour
3. Create Agendas for
Meetings10 AM Meeting1PM Meeting2PM Meeting
1 Hour
Today’sMeetings
10 AM1PM2PM4PM
Everything Else
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Five Boxes Cont.
4. Shave Down the Day (BEFORE Checking Email)
2. Update Project Schedule
Add unexpected part delay
Evaluate impactCompress if possibleIssue status report
1.5 Hours
1. Review Risk Register
Mark Closed RisksAdd New RisksRe-Assess Open
Risks1 Hour
3. Create Agendas for
Meetings10 AM Meeting1PM Meeting2PM Meeting
1 Hour
Today’sMeetings
10 AM1PM2PM4PM
Everything Else
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The Pomodoro Method
Create Agenda for TFR MeetingRisk Register ReviewSchedule ReviewManagement By Walking Around
1
23
41 Pom3 Poms3 Poms3 Poms
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What This Looks Like Realistically
Pomo: Create Agenda IIPomo: Schedule Review
IIIPomo: Schedule ReviewIIII
Pomo: Schedule Review I
9:00
8:30
9:30
10:00
Email: First Pass8-8:30
10:30
11:00
LONG BREAK: 25 Minutes
11:3012:00
Pomo: MBWA IIIII
Pomo: Schedule Review
Pomo: MBWAPomo: MBWA
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• To periodically regain control of your time and refocus your priorities
• When you need to be über-productive, but you can’t check out completely from your team
• When you feel yourself losing steam on a GANTT (God-Awful, Never-Ending Terrible Task)
• When you lose your sense of how long tasks take to complete (leading to unrealistic deadlines and schedules)
• When you have a morning or afternoon that is clear of meetings, and you want to make the most of it!
When To Use
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SUSTAINABLE PRODUCTIVITY
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BALANCES PRODUCTIVITY AND ACCESSIBILITY
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TRASH CAN BUCKET LIST
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WORKAHOLICS AREN’T HEROES.THE REAL HEROES ARE HOMEBECAUSE THEY FIGURED OUT A FASTER WAY.