In Part 11, 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, centralizing it in a central decision maker, and forcing people to finish everything at breakneck speed at the last minute.
Just-In-Time PM #13: Component Thinking - Forte Labs
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 do now?
Just-In-Time PM #11: Late Starts on the Critical Path - Forte Labs
In Part 10, 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.”
Just-In-Time PM #10: Structure, Features, and Purpose - Forte Labs
In Part 9, I explained why it is so important to create placeholders for your work-in-process: to allow you to pursue multiple projects across different spans of time without losing your progress. What we are converging towards is a set of core principles for how Digital Knowledge Work is fundamentally different from previous kinds of work.
Just-In-Time Project Management: A Digital-First Framework for Modern Projects - Forte Labs
Technology has transformed every aspect of business, from the tools we use to communicate and collaborate, to how products and services are built and
Just-in-Time PM #21: Workflow Strategies - Forte Labs
Now it’s time to look at the JIT Project Manager’s toolkit. How do we put these ideas into practice in our day to day work? Through Workflow Strategies, a set of practical techniques for executing modern projects. Here is the full list, according to whether they work better for small or large-scale projects, and what kind of situation they are best suited for.
Just-In-Time PM #3: Flow Cycles - Forte Labs
In Part 2, I described the sublime and powerful experience of flow, which could be considered the “holy grail” of productivity. I argued that there is theoretically no minimum amount of time necessary to get into flow, contrary to popular belief. But in reality, as always, it’s a bit more complicated. Let’s look at what this looks like in a typical working session of a couple hours.
Just-In-Time PM #6: Evolving Deliverables - Forte Labs
In Part 5, I introduced The Iron Triangle of Project Management and the idea that any given deliverable can be reduced or expanded in scope at any time. How should you use this newfound ability? You should use it to: Get started Maintain momentum Test assumptions
Why deadlines are pointless and what to do instead
Hot takes and cold truths on software, startups, and the lies we tell ourselves.
Just-In-Time PM #8: Divergence and Convergence - Forte Labs
In Part 7, I argued for the importance of interacting with information, instead of just passively consuming it. Interaction results in better learning at the same time as it creates valuable deliverables. But incorporating all these new ideas about how work is completed – flow cycles and intermediate packets, downscoping and evolving deliverables, interaction over consumption – can be a little overwhelming.
Just-In-Time PM #9: Placeholders - Forte Labs
In Part 8, we looked at divergence and convergence as the two fundamental modes of all creative work. Now let’s see what this looks like in our day to day schedules. The main feature of the modern workday, you may have noticed, is fragmentation.
Just-In-Time PM #5: The Iron Triangle - Forte Labs
In Part 4, I introduced the idea of “intermediate packets.” Instead of delivering value in a big project that spans huge amounts of time, we want to deliver it in smaller chunks at more frequent intervals. This follows a basic principle that has revolutionized many industries: small batch sizes.
How Priorities Make Things Happen
Editor: Project manager and writer Scott Berkun knows how to get things done when you've got a team of people, a to-do list, and a deadline. Today h
This Dumb Industry: In Defense of Crunch - Twenty Sided
Last week I derided permacrunch – the policy of working an entire creative team 70 hours a week all the time – as “the policy of simpletons and sociopaths”. This led to some people asking, “Why is crunch even a thing?” Can’t management just plan the schedule so that the project is done on time using only 40 hour work weeks?
Why time management is ruining our lives | Oliver Burkeman
The Long Read: All of our efforts to be more productive backfire – and only make us feel even busier and more stressed
Ship working code while you sleep with the Ralph Wiggum technique