This post is slightly geekier, and more hands on than most of my recent posts, but it follows the same theme: efficiency.
The life of a developer is fraught with repetition. Minimizing said repetition makes me very happy. The other day I noticed that whenever I start working on a project I start with the following routine:
- Open Terminal
- cd to the working folder for the project so I can pull the latest files from the Git repository
- Open the working files in TextMate.
After these steps, the process diverges, but those first three steps are constant. I keep my project files well organized so I have a hope in hell of remembering where things are, so even changing directories to my working files follows a pattern (cd projects/projectname.com/working). Continue Reading
I try to ask myself this on a fairly regular basis. I feel it keeps me focused on building the right tool for the job, rather than just the shiniest one in the box.
Consequently, the more I’ve thought about this question, the more keep coming back to another question: How long? This seems to be the most prevalent question in project management, and is the basis for nearly every project management decision we make. How long ago did they ask for this? How long will it take to do? How long have you been working on it? How much longer until we’re done? Then, when we’re done, we ask: How long did that take? How much longer is that than we thought it would take?
There are dozens of “how long” questions in project management, and this is simply because managing a project, is managing time. People, budget, service these are all just tangible realizations of time. The distillation of nearly every facet of a project, to its most basic unit, leaves time.
So, it seems clear to me that a tool designed to make project management easier, should place great emphasis on reducing the effort required to answer these “how long” questions. Odd that I’ve yet to see one that does.
What does good project management mean to you?
Effective project management requires an effective feedback loop—measurements of our past, current and foreseeable future performance. These metrics enable teams to make timely, informed decisions.
Unfortunately, many organizations, if they analyze their projects at all, do so in the form of post-project performance reviews. Reviews are fine, but they have some inherent flaws. The most obvious being that as a review, you’re looking at something after it’s happened—it’s a lagging metric. Continue Reading
Ok, they don’t suck. But they don’t tell the whole story, because items on a to-do list rarely provide context.
For example, take a simple task, which can likely be found on many of your to-do lists, such as “Take out the garbage”. At face value, this seems like a very obvious request. But let’s assume someone is visiting, sees your list on the fridge and wants to lend a hand. Suddenly this seemingly simple task becomes more difficult to execute. Where is the garbage can? Is there more than one? Where does it need to be taken? What day is the garbage collected? What if the bag isn’t full? What about the raccoons?!
The difficulty with most items on to-do lists is that they’re really only meaningful to the person who wrote them. This is because they can fill in the gaps by looking at the task from their perspective, with their experience, and their past knowledge of the situation. As you’ve no doubt experienced, this causes problems when to-do lists are shared within a team, when revisiting an old list of your own, or worse of all, when a list is generated by an outside body, such as a client. Continue Reading
No one likes to generate estimates. They trigger anxiety, frustration, boredom and are usually inaccurate anyway.
At some point in human history, estimates evolved into something more than what they’re intended to be. Perhaps we have shady contractors, auto garages, and wedding planners to thank for the modern perception that billing a client more than the estimated value means someone has been mislead, or taken advantage of. Or, perhaps it’s the fact that generating an accurate estimate is genuinely, extremely difficult — especially given that many estimates are expected to be delivered while there are still many unsolved variables on the slate. Somewhere along the way, we’ve lost sight of the fact that an estimate is really just your best guess, based on a combination of the information available at the time and your experience. Continue Reading
