My Personal Mission-Oriented Management Model

~ Simon Reisman ~ 2 Comments

I know that GTD (Get Things Done) is a big buzzword in the last few years. The guy (David Allen) that wrote the book about it is making lots of money. There are many people following his methods. Dozens of software solution were created to help everyone get things done…

I’m not a religious person, so whenever I see people imitating the behavior of a Guru with such a passion, I become very skeptic, even disturbed.

I believe in learning from other people, but I also believe that behaviors should be adapted. People are not the same. Everyone has it’s own context that affected his way of life. Our ways of life are not science: There is no “right” model. Even in science there isn’t such a thing.

Besides, most of Allen’s methods are common sense, others are common knowledge. I don’t know if he is the most efficient person on earth, but he is a great salesman, that’s for sure…

Anyway, I’m glad to share my model of getting things done. It’s a model built on my experience and things I’ve learn and ADAPTED along the way… my advice to you is – read, understand, and adapt it the right way for your context.

Mission Model

There are only 3 big parts to consider in managing your efficiency (we won’t be talking about other important things like managing your feelings here…)

  1. Mission Management – this is the “starting point” of the model. This is the part in our life when we think about what should we do: our tasks,  projects, goals… no matter how you call it – they are all missions. You should manage all your missions – short-term and long-term, your own, your family’s, work missions… I prefer to pack into one big list (the “Projects & Tasks List”). This list will be helpful only if we really use it – update it, prioritize it, and derive your daily tasks from it.
  2. Time Management – missions without allocation of time to do them – are just lists. I know only two main concept of managing time. First concept is the fixed timeframe (a week, two weeks, a month). This means your life are cut into constant time slots, cycles or iterations, which you fill with tasks prior the slot starts. I have a weekly plan session, and I place tasks with actual time to work on them in the free slots. This is actually how most agile methodologies work (SCRUM, XP). The other, is the project oriented concept. This concept consists of breaking down the big work into small tasks and connecting them together. This method can build a coherent plan for days, weeks, months or even years. The preferred tool for this concept is some kind of a Gantt editor. Although this is a good way to have a rough estimation of work, I find it hard to really manage my life like that. Working with fixed iterations make it much easier for me.
  3. Do – This is actually when we do things: think, decide, create, calculate, produce, etc. Working on something produces two kinds of information – the product (deliverable) itself (report, slideshow, sketch, schema, etc.) and the thoughts, decisions (and the logic behind the decisions). Unfortunately people rarely document these things, especially when they work alone on a project. It’s important to understand that DOING doesn’t always happen in formal situations. Sometime you think of a great idea related to work when you’re in the bathroom.

It may seem this scheme is over-simplified model. but actually it worked for any situation I tried. To answer the obvious question: “what about collaboration?” I can tell that the collaboration and sharing space is really perpendicular to this flat image. Other people, using a model similar to that, are above and under your image, so you have a “stack” of this models. According to this model you can share and collaborate on any issue: You can share, delegate or get tasks and projects from other people, you can invite people to events (meetings), and be invited, or you can manage human resources (in a Gantt). And of course you can share and collaborate in doing stuff: writing collaboratively, documenting what happened (in a blog) and get commented about it, exchange ideas (through emails, instant messengers) and even just talk to people (via phones or software… and face to face).

Let’s make a simulation of an iteration using the model (counter-clockwise):

  1. I look at my list of projects and tasks, prioritize it, and decide what will be the next tasks I will deal in the next time frame. I also estimate the time I will need to complete the tasks.
  2. According to the time estimated for each task, I look at my future schedule and place my tasks in the calendar.
  3. After I get reminded of a task I need to do, I start working on it. The product of this work are documented as the output (slideshow, report, scheme, etc.). I also document thoughts and decisions (blog is a good tool for that).
  4. I update my mission list (create new tasks, sign off completed tasks, break tasks into several tasks, etc.)

And back to step 1, again.

There is also the other direction (clockwise), which is the control cycle (control over what is done, and the time spent)

If you’re a knowledge worker – this model covers all the relevant situation of your professional life.

What do you think about this model? Do you have any questions? Suggestions? I would like to hear about it.

The Unwanted Journey

~ Simon Reisman ~ Leave a comment

My last month was so chaotic.

It all started with being unsatisfied with the task management tools I had (I used a Word document, that is very flexible, but is badly integrated with any management tool I have).

I’ve started an exploration that went out of control. I’ve spent dozens of hours to find efficient tools, in stead of doing my tasks. By searching a way to become more efficient I’ve been totally inefficient. You can start your personal chaos here http://simplespark.com/, or here http://www.listio.com/web20.

The real problem was I didn’t spend any time in planning (isn’t that always the problem?). I thought I’d check 3-5 tools and after test-driving the trial version, I will find my holy grail…

I was so wrong. My exploration exploded from 5 tools to dozens, maybe even more than a hundred! The picture I got was so big, so fuzzy…

The worst thing was that I felt no tools gave me the integration I wanted between my missions, my time, my work products, etc.

I was confused already, but than came another headache – I found that MS Outlook had add-ins that have some great features, that can transform this big application into something really useful (I use Outlook at work). I found that some tools I’ve checked integrate with Outlook too. This, of course, swept me into another painful round of exploration: I’ve checked dozens of add-ins. God…

Finally, I took a grip. I started by writing my model of mission-oriented management. I know there are theories; I also couldn’t miss the buzz about GTD (Getting Things Done). Some people referring to this model even scared me – they were so fanatic about doing things "by the book", I thought another religion was born and I wasn’t informed about it.

I’m not very excited about the GTD. I’m pretty happy with my model, and I always learn more methods to improve it. I really don’t want to become a part of the GTD fanatics.

I used my model to map the gaps – the places I’m not satisfied with the solution I have.

Only than, armed with clear requirements, I went back to check the tools and applications.

I decided to advance slowly and document the tools I check. To make sense in all of it, I prepared a feature table and mapped them all… well most of them.

Sure, it took more time, but I felt in control of the process.

The great thing is that after mapping the tools I could find patterns, resemblances between some of the tools. I found distinct categories. So from a chaotic exploration it became rather organized research.

Never the less, at the end of the process I was pretty tired of checking applications. As a UX designer this is not a good thing… The main reason I decided to write a post about it, was my desire to finish what I started, to document the knowledge for myself, and share it with other people who search for software solutions to manage themselves and others better. Otherwise, all the hours I spent in the exploration would be a big waste of time.

Later I will post my mission-oriented management model, and the things I’ve learnt about the applications in this area. Finally, I will describe my own tool setting.

Global Game Jam 2009 – Gravema

~ Simon Reisman ~ 5 Comments

The last weekend I attended the Global Game Jam 2009. I didn’t know what to expect as it was the first time it happens in Israel (and it was the first time the event took place all over the world at the same time).

We got together at the GarageGeeks (my first time) in Holon (although the organizers of the GGJ 2009 insisted on calling it Tel Aviv). We were about 60 people so it was crowdy, yet cozy.

After a short brief, we got about 10 minutes to think of new concept for a game. Anyone who wanted, just stood up and told about his idea. After this phase, the teams was created spontanously.

Our brief was to create a game that:

1. The theme of the game should be: “As long as we have each other we’ll never run out of problems”

2. Game’s lenght is less than 5 min.

3. Incorporates at least one of these ideas: sleepless, cloudy, or destined

Originally I had an idea of a physics game, where you can plan a “solar system” in such a way, that a spaceship will get safely from one side of the screen to the other. Later I thought of changing this game into a real time competition between the spaceship pilot and the “planet mover” (I called it a competition between not equal contestants). This idea was also abandoned, but it gave rise to another idea based on the non-equal contestants:

One player controls a sleepless old lady called Gravema, while Zombat, a blood sucking zombie vampire is controlled by the other player.

Zombat moves around Gravema’s hump and tries to reach her naked palms to suck her blood, while Gravema tries to get rid of him by smashing him against the surrounding objects with her body.

The game takes place in an old and spooky graveyard where tombstones randomly pop up. The players have 5 minutes to prove who’s tougher, before death comes to take them away.

This concepts was originated during a talk between me and Ivan (who is an Art Designer and more). Later on, we succeeded in convincing Benny, an amazing programmer, to join us. Ivan brought reinforcement named Daniil who is also a gread visual artist and sound designer too.  We were 4 which is a small team, but these guys (which I meant the first time on that day) were just amazing.

So after 36 hours we finished the game. We used 4 more hours later before we submitted the game to the Global Game Jam website: http://globalgamejam.org/games/gravema . This means we developed the game in 40 hours! I think this is really an achievement.

This is us – presenting the game the first time in public.

The experience was very intense. It was a good practice for our creativity.

And here’s a short gameplay video (in a much better quality than the shaky hand above…)

During this event dozens of games were developed worldwide. In Israel alone 11 games were devloped at the end of the 48 hours. My personal favorite is Starry Starry Nights (http://globalgamejam.org/games/starry-starry-night): innovative concept, new experience, almost artistic.

Our game (Gravema) was already mentioned in few blogs and news websites:

You can download the game here:

But this is not the end. We have a plan to finish the minumum requirements for this version…

So hold your fingers crossed.  Soon a website will be up, and code will fly… 🙂

This event brought many thoughts and ideas, but I’m too tired to write them down now.

Maybe tomorrow…

Collaborative Hobby Project Essentials

~ Simon Reisman ~ Leave a comment

So what is it?

Do you have a great idea, but you’re afraid to take the risk and leave your job? You like what you’re doing, but you search for fun activity with a bunch of nice people? You’re searching for another way to practice your creativity or your leadership skills?

What the hell… it doesn’t matter. Just set a mission. Commit to it. And have fun. It’s a hobby project!

My list of essentials for a successful (hobby) project:

  1. Great team
  2. Simple work processes and habits
  3. Easy-to-use free collaboration tools
  4. Leadership, faith and patience

What? What about ‘a great idea’? Could I forget this ingredient?

Usually people think the first thing you need is a great idea in order to start a project. I disagree.

1. A Great Team

The first thing you need is a great team. If you have a group of self-motivated, talented people, you don’t need an idea. The ideas will come on your first brainstorm meeting. Even better, when people conceive the idea together they are more committed to its goal.

I always search for new candidates. I always think: “is that guy I just met could fit into the team”?

I gathered a team of guys I already worked with in the past. I knew their skills, and I knew I could trust them. Only than we started brainstorming for ideas. Our main focus was – how do we leverage our knowledge and transform it into innovative and exciting products? After few brainstorm sessions we had more than 50 (!) ideas. Even after filtering we had almost 10 really good ones. Eventually we had to choose one idea to start with. We chose the easiest… small wins is always better than big losses.

One of the challenges is to keep your team motivated. After all, it’s a hobby project. There’s no investment, no budget. Everybody are a part of that project only for the ride. Of course you can promise that they will be rewarded right after the big success… I prefer to talk about the journey itself. No fake promises. Just the truth: we’re here for fun, for the learning experience and for the chance that someday our idea will become a product people will love. That’s all.

2. Simple work processes and habits

Workload

It’s a very delicate relationship. You must find the balance between a productive and manageable workflow, and a mild workload. Very easily the hobby project may become a second job. If your team members do it on their spare time, you must be tolerant to timetables, to meetings being postponed, to team members not showing up. Still you need to know when to cut things. Too tolerant – and your team will break a part.

We found the balance in 5 hrs of work every week. This sounds very reasonable. Just an hour a day… less than the time needed to go to the gym.

Meetings

We have a sync meeting every 3 weeks. Usually it happens as we planned. We do it even if 2-3 team members are missing. It’s almost impossible to have everybody at the same time every time. Usually we have more than 80% attendance.

I recommend making the meetings a fun get together. After all, people are doing it for the sake of the idea, not for the money. Order a Pizza, bring the Playstation, you name it… invest in fun. If you succeed in that – nobody will miss a meeting.

I believe in sharing knowledge and collaborative creation of ideas. So whenever I can, I conduct a brainstorm sessions. There might be some specialist in your team (technology, marketing), but it will be less fun if every specialist would only do his chores. So on big issues – brainstorm. That way everyone can influence the project. This is a great opportunity to learn new things. The key is to do it right. Too many times I was engaged in bla bla discussion meetings titled “brainstorm”. To conduct a good brainstorm you need to have a specific mindset and keep few (simple) rules. I found this article comprehensive yet simple. After you read it, you will be able to conduct a productive brainstorm session.

Now the meeting is over – a good summary is essential. Wait, aren’t we talking about a hobby? I know it sounds almost like work… But the commitment needed in this project is not different than any other reasonable hobby: going to the gym 2-3 (or more) times a week, managing your band, etc. So, if you want the project to work, you need everybody in sync. I use the simplest way –  send an email of a meeting summary + tasks. I also recommend you to do it yourself. Most of your team members produce, create and innovate. Don’t bother them with project management.

Staying in Touch

Meeting every few weeks is a problem. It’s not like going to work. It’s very hard to keep the tension. No tension = little work done. I try to stay in touch, have a friendly conversation once a week on an IM application or the phone, ask about the project  status, motivate and offer some help. This helps raising the tension a bit. For instance, one of my team members – a programmer – prefers working when we’re both chatting online. He needs the company to get in the mood. Anything for the sake of the project… 🙂

Achievable goals

This is a simple rule. It’s true in every project. It’s very important in a hobby project. When people contribute only few hours a week, your pace is really slow. So you’ve got to think of achievable goals, quick wins. Don’t stay in the design stage too long. It might take ages. When you know enough about the core of the project, start developing it.

Agile development process

Of course when talking about quick wins, experimentation instead of long design processes… you’re talking about agile development. Although it would a lie to state that we’re developing in an agile method per se. Still, we keep few agile rules:

  • Short sprints: the time between our sync meetings. Usually 3 weeks.
  • Deliver working software frequently: We have a working application in every meeting. Usually even in between.
  • The team acts as an Effective Social Network: This is easy – we’re all friends, not co-workers.
  • We use user stories in order to reflect the requirements
  • Everybody has the authority, everyone can contribute, no hierarchy

Because we meet only once a week we don’t stand in our meetings. And they take much more than 5 minutes. Maybe we should incorporate this kind of habit in the beginning of our meeting…

Sub teams

Working alone isn’t much fun. So if you have enough team members – break them into small sub-teams. It seems to work better for us. Nowadays we have marketing team, product design team, and development team. But it will change. At first we didn’t have the marketing team, but we had a website design team. We changed it as the focus changed. The lesson here – people are flexible. So don’t be afraid to reshuffle. It gives them an opportunity to change roles, try new things.

That covers the first two points. I wonder if anyone has some good advice here. We’re always ready to get a good advice and update our work processes.

Next time I will talk about tools to enhance your project and some qualities you should have in order to achieve your goals.