Ramblings on Cycles and Phases August 30, 2011
Posted by Edwin Ritter in Project Management, Trends.Tags: cycles, phases, process, project management
2 comments
In a recent book review I read, the author proposed that the Big Bang might be cyclical. The premise is that given enough time, everything in the universe starts over again. Man, that is like, totally cosmic. That is a long cycle for sure. We have some time before the cycle is complete and begins again. Until then, the universe will keep expanding.
Having a repeatable cycle is also beneficial on a smaller scale. Like our daily routine. We humans are creatures of habit. Typically, we do not like change. This is especially true in business – we like having a predictable and repeatable process. There is the challenge to keep it from boring rote execution. Management types appreciate working with knowns as opposed to unknowns. Having that consistent process cycle is a good thing.
When managing projects, I like having distinct phases (i.e. – discovery, planning, execution, etc.). Managing phases and cycles across multiple projects can be challenging yet also very rewarding. I enjoy the interesting challenge of having a cycle of multiple projects in different phases. Those situations keep you focused!
I think we are entering a business cycle where things will accelerate. Companies that are properly positioned with resources and good business processes can take advantage with increased sales, market share and ultimately, profit.
What phase is your company currently in? When the boom cycle starts again, will you be ready?
Old and New Visuals for User Experience October 4, 2010
Posted by Edwin Ritter in User Experience.Tags: management, Planning, process, web design
4 comments
When it comes to web design, User Experience (UX) is one area where I learned a lot and, came to appreciate the value of, early on in projects. Having a good UX design is a key success factor in a good web site. As the web is a visual medium, using a simple graphic to describe the site design elements is a wonderful thing.
Having the UX defined is typically an early deliverable and is useful as the project goes along. It may be tempting to minimize the time spent on UX. If you skimp on the UX, as with other project fundamentals, you will revisit it later many times until you get it right. Pay early in the project and allot the proper time required to get this as complete as possible. In a visual medium, good design can be an intangible thing. You know a good design when you see it. Trying to articulate what makes a design work can be simplified by using these graphics.
Classic UX from Jesse James Garrett
The classic image from Jesse James Garrett shows the elements involved in UX. This timeless visual is now 10 years old also and still relevant. I keep a copy of this with me constantly on web projects. When the discussion turns to UX, I often refer to this image to understand and help drive a solution.
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Fast forward to our current gestalt with User Centered design and here is a great graphic that uses the familiar iceberg analogy.
Elements in user Centered Design
There is a lot of information conveyed in this visual and includes the elements from Garrett’s classic UX. I like the progression taking a strategy to concrete concepts, showing how planning drives design and results in launch taking while into account the personas, user testing (!) and observation. Last, I really dig the various ways the user goals are shown. It gets to the intent of the site and who will use it – instruct (tell me), inform (show me) and reveal (involve me).
This visual captures a lot of the current best practices for web design. Notice that the design is agnostic on platform delivery. This approach on basic design concepts works for the web, mobile and tablet platforms.
Both old and new visuals are useful for UX (and information architecture) discussions to convey the concepts for a site ‘look and feel’ . Each clearly shows what is required in UX and helps ground everyone on how the site will be used.
Have another useful visual? What is your favorite?
Execution – Flawless vs. Good Enough June 17, 2009
Posted by Edwin Ritter in Trends.Tags: Execution, Flawless Execution, Lessons Learned, Planning, process, Team Performance
4 comments
I attended an interesting talk today titled ‘Flawless Execution’. Interesting topic on getting improved and consistent performance from your team. The event was organized by the Rochester Small Business Council (SBC). Kudos to them for scheduling this event. The main speaker, from Afterburner Consulting, was a retired Navy fighter pilot who flew F-14s. He described how they plan each mission and the elements involved in the planning. The steps they use include :
- Plan
- Brief
- Execute
- Debrief
For the armed services, that dedication and commitment to execute a common process is the difference between life and death. Literally. So it follows that having a debrief of what worked and what could be done better is a key part of that process. The speaker also stressed that during that discussion, it is nameless and rankless. That is, everyone involved, be they leaders, peers or subordinates, are candid and admit to mistakes. They also point out to each other improvements. It is win-win for each individual and also the team. It makes perfect sense and the candor for a subordinate to call out a squad leader on their mistakes – within the debrief session- is an accepted military practice. The team attitude is ‘I made a mistake, I will fix it’.
When the process is run with flawless execution, the result is a Win. Successful mission, objective realized. Live to fight another day. In the military, those aren’t cliches, they are the truth.
In the business world, having a common, repeatable and reliable process is a good thing also. Flawless execution by your team will lead to increased sales. It better, else what good is perfect execution if it doesn’t lead to sales? That is another problem. For now, let’s assume the team is working on the right things. Getting your team to be consistent where everyone knows their role can be trying at times. As a manager, having consistent team performance can be very challenging. There are lots of reasons for this admittedly and you control a good part of that. Some within a teams’ control; other things are beyond their control.
In business and in war, speed is a key enabler. For many, omitting the Debrief part of the process is tempting and easy to do. Roll the Lessons Learned into the planning – save some time. Works for awhile – until the Lessons Learned are gone. Then, a team repeats mistakes; does not learn, can’t pass on their knowledge to others. Lost opportunity, lower sales and things slow down. Not good business.
The speaker also stressed contingency planning – ‘What if’ scenarios. If the Squad Leader is taken out, what is the chain of command? If there is equipment malfunction, what is the backup plan? One all those elements are in place (steps 1-4 and contingency), then the team is ready to perform its’ mission.
The business consequences of not making a sale, losing to a competitor are not as drastic as in military combat. It is not life and death. We tend to use the military based cliches, but they never have the same intensity or impact.
All told, it is not a new process, not a radical way of managing. It is common sense. I have heard this in other forms in the past; I’m sure you have too. In the business world, we tend to make assumptions about these steps and the process in general. Not every team has SMART* goals. Getting everyone you work with committed to, and, using a common process can be an unrealistic goal. For most businesses, simply having a process is good enough. Some times, execution is good, others; not so much. From my experience, that is due to the corporate culture and management style. What is accepted behavior? How are people rewarded? Do they each have SMART goals? Don’t assume so.
Flawless execution requires everyone in the organization is using the same process in the same way. I have seen this in the past with ERP projects. Lead, follow or you’ll get run over because ERP is coming. Common process, common goal, common deployment of teams working on the same timeline. Works and there are lots of consultants willing to help you get there. 
Do you want your execution flawless or just good enough? Your choice and your teams’ also. Good luck.
*Specific, Measurable, Actionable, Realistic and Timed.
