work management

Predict the future or improve today

Here is a very short video on predicting the future vs. improving the current situation – which assumes that you know what is happening, who is doing what.

Predict the future or improve today - video

Freakonomics radio

The quoted Freakonomics podcast “The Folly of Prediction” is here.

 

 

Teamwork for work managementTeamwork, with its focus on recording work in very different ways and from different sources is a good tool to know what is happening and lead change.

 

 

 

 

Transcript

Almost a transcript of the video.

Traditional PM tools are based on the attempt to predict the future in detail. This is really hard.

Listen to this great podcast by the Freakonomics economists that studied predictions, “What do Wall Street forecasters and Romanian witches have in common? They usually get away, scot-free, with making bad predictions.”

The increased flexibility of work, people, changing conditions, even more in times of crisis. Being capable of reform, changing ideas in companies can be a great strength.

Base your reform on what is happening every day instead of what could, maybe, maybe not, happen.

Trying a more modest approach of understanding what is happening today, every day, can facilitate reforms.

Teamwork is built around the idea of collecting information, even partial information, of what is happening day by day. The app has great flexibility in handling projects, work logging in the most diverse forms

If you want your ideas of change reform and efficiency – hence also increasing quality of work – knowing what is happening can be a great help.

Used in thousands of medium and large companies to know what is happening – give Teamwork a try.

How do I begin project management?

Project management tools - software

In “Making things happen”, the author (Scott Berkun) states that he assumes that the reader is not stupid, is curious and pragmatic, does not like jargon or big theories, and does not take herself, software, or management too seriously. Well, we do the same in Teamwork.

Still, you may have no or little experience in managing team work. Whatever work you will be doing, you may have some requirements, and some dates. if your company has no notion of project / task / issues, you can start this way: list all the things you are doing in your organization. You could separate internal work / external work. In the list obtained, group dependant activities: each group can be called a project, and the people that should work on it are the assignees.

You may notice that when you are listing “thing that we are doing”, you may also include “things we should be doing”. Notice which of these are stated in the form of concrete actions, like “call X”, or “write Y”, and which are still to be transformed in actions. You should try to transform everything into actions, and get rid of the rest. And still among actions there are simple, brief ones, and others that group many others: you could model the simple ones as issues, and the ones comprising others as tasks (that is, projects which are child of other projects). This is a start of management.

Often we get asked by people evaluating Teamwork:

How do companies really use Teamwork?

In the new user guide you will now find several examples. Here are also some good books where to start learning about personal and project management.

Some reference books:

This book by Berkun is our main reference:

Making Things Happen
Mastering Project Management

By Scott Berkun, publisher  O’Reilly Media, 2008

http://oreilly.com/catalog/9780596517717

From a personal productivity perspective:

Getting things done

By David Allen

http://www.amazon.com/Getting-Things-Done-Stress-Free-Productivity/dp/0142000280/ref=sr_1_1?ie=UTF8&s=books&qid=1273848829&sr=8-1

On the Agile/Scrum theme:

Agile Project Management with Scrum

By Ken Schwaber

http://www.amazon.com/Agile-Project-Management-Microsoft-Professional/dp/073561993X