Flow

Just-In-Time PM #16: Effective ROA

In Part 15, I advocated for multithreading, or weaving together multiple projects to take advantage of unexpected opportunities and synergies. To take advantage of the benefits of multithreading, it’s critical that you begin to think of yourself not as a lone project manager, but as a project portfolio manager (PPM). Traditionally found only in large

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Just-In-Time PM #15: Multithreading

In Part 14, we looked at the potential for massively increasing our bandwidth by creating “personal productivity networks.” These networks are made up of packets of work that move between “nodes” where some kind of intelligence is applied, whether human or software-based. But what does it look like to operate such a network in our

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Just-In-Time PM #14: Personal Productivity Networks

In Part 13, we looked at the benefits of Component Thinking, which involves thinking of any product we are working on as made up of subcomponents, which can be evolved or swapped out over time. Now I’d like to take a step back and consider the big picture of what it means to work in

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Just-In-Time PM #13: Component Thinking

In Part 12, I described the shift from a just-in-case to a just-in-time philosophy of work, using late starts as an example of the benefits it offers. But if nearly everything can be done later, and there are major benefits to doing so, one question comes to the forefront: what in the world should I

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Just-In-Time PM #12: Just-In-Case to Just-In-Time

In Part XI, I introduced the concept of a “critical path” of tasks in a project, and the rationale for pushing tasks as late as possible on the timeline. The late starts approach inspires a tremendous amount of resistance, especially from creative knowledge workers. It sounds an awful lot like taking control from individual employees,

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Just-In-Time PM #11: Late Starts on the Critical Path

In Part X, I argued that digital knowledge work was fundamentally different than other kinds of work, because its structure, features, and purpose could be added or changed after it was built. Principle #4 of Digital Knowledge Work is therefore to “Start everything as late as possible.” This practice is known as “late starts,” and

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