Time management: only touch things once

I am in the process of writing a vade mecum – this is nothing more than a small pocket reference but a nice word – about time management with Kanban. It’s still a little bit down to completion, so I decided to publish some useful chapters in advance.

Many time management methods require all activities, whether professional or private, to be written down and entered into the system as a card, entry, or similar. That is in theory correct, but leads often to frustration. If one uses this too accurately and observes on a daily basis what still needs to be done during the month and what not yet even started. If you work in a team writing down all elements in a list or a board is essential, to avoid duplicating work, forgetting items or performing tasks at the wrong time. In personal time-management for example, one can cope well with several media such as the kanban board, electronic to-do list and paper shopping lists. It is only important to write down the correct information and subject to control. Let us try to find out what that can be.

People without time management can be caught scrolling through dozens or hundreds of emails from time to time. The ritual is: One or the other mail goes back to unread, continuous scrolling and at the end the person is tired and needs to grab a coffee. If you ever started with a time management and gave up after a short time, you might remember a moment when you cleaned up the to-do list, summarized it or completed it with accumulated tasks. Such a moment is very exhausting, the thoughts jump from task to task and sound like “Oh yes, that was the task! Oh shit, another thing I have to do! :-(“.

Eliminating such behavior has two advantages, firstly it reduces dissatisfaction and secondly this is a senseless waste of time, even if only 10 minutes a day are wasted. Our objective is to look at activities that need to be done as rarely as possible, ideally only when the activity is being done.

Input, storages and output-channels

The rearrangement of to-do lists at certain intervals is often triggered because there are no prioritized channels or filing systems for them. In fact, a simple disruption of the system – such as a long meeting day – is all that is needed to carry out compilation and arrangement activities.

Please reduce input and output channels as well as storage for tasks. This includes the sensible use of means of communication. Lead by example, ask colleagues to communicate more effectively, avoid playing around with gadgets just because they looked cool in the first place, use few tools and repositories.

I hope two below example explain what I mean: A colleague calls you in the morning on the way to the office and asks you to complete a task that will cost you some time. Ask this teammate to send you a short mail.

Or colleagues of another part of the organization use different electronic tracking systems and assign a task to you from their tool, but you are not a project member. Please explain that you are willing to communicate via e-mail (or similar) but not able to watch yet another tool inbox.

I would also be very reluctant to find myself a management tool. When you start with time management, you have to change so much and have so much to learn for yourself. That means electrical helpers are often not a good start. A paper to-do list (or a Kanban board) on DIN A4 cardboard with tasks on sticky notes can be easily transported in an envelope and operates everywhere. Much better than tools that only work on one platform, are clumsy or a large blackboard in the office, which leads to tasks being collected in another medium while you are traveling.

In any case, use few places where you have to supervise tasks or even delegate tasks. On the other hand, it is not necessary to have a single file containing all your tasks. Your project has a Kanban board, you have your own to-do list and the family even has a whiteboard? That’s a great match, if you ask me. These tasks between mentioned lists should usually not mix at all, the project gets e.g. 75% of your working time, your own list tasks let us say 25% and the family time should be a fixed part of your work-life balance anyway. I wouldn’t include family tasks or project tasks in my own personal to-do list, that would mean repeating myself and annoying.

Paper based KanbanPaper based Kanban

Only touch things once

Not all tasks need to be in a list or a board. That is a good rule, nevertheless I am kind of cautious here in this blog, because that tangles  decisions in your self-management. Find your own way, e.g. if you notice that some central tasks are not followed up like “sports every week” then add them to the list. Let me add some examples of activities that I don’t manage in my time management system because they are managed in a different medium.

Imagine a contract negotiation will commence next week, the contract is almost ready, before the final discussion there will be a short internal coordination phone conference. Simply set an appointment including a link to the contract document plus add the customer call to the calendars, done. No to-do list activity required here. Time management means keeping the overview and working on tasks according to importance. Even if 5 such tasks are booked as appointments in the calendar, this will work easily, time management is not about a maximal completion of the time.

Occasionally even quite large activities do not necessarily have to be listed. You go to a vocational training course or such for the upcoming 6 weeks. Maybe you have to book time in your calendar so everyone can see that you are occupied. The probability of losing track of such big endeavor is hopefully pretty small.

Sometimes a task can also be remembered in context. You have to bring a letter from the house, just cover your entrance key with the letter.

A storage example, when three different activities of an action have to be done, one is in an e-mail, one as PowerPoint, one as WhatsApp. Before you do that three times, summarize everything into one file. Forward the mail to yourself, attach the PowerPoint to it as an attachment, and copy the text from the WhatsApp. You can also edit emails, more details on this later.

2 minute rule

From Getting Things Done we get the rule: If an activity requires less than 2 minutes, it must be completed immediately. Activities that need to be completed quickly are not worth to be reordered, prioritized or managed. Keep it simple. Do not ponder whether 10 of 2 minutes tasks should be prioritized lower than a task of 8 minutes. Just do it.

This is a good opportunity to mention that your time management has an influence on your communication partners. The co-workers learn very quickly whenever they work according to your time management system, tasks are automatically served faster and better.

Place yourself in the shoes of a project manager Max, who receives the following mail:

Hi Max,
what do you think?
Cheers Moritz
---
The enclosed mail thread contains some discussion about software products not yet known to the project manager. The attachments are a pile of product catalogs and price lists.

After a short skim of the mail, Max the project manager hopefully picks up the phone and calls Moritz. Moritz explains to Max that a sub-project wants to buy software, product A is the best and costs about 500 EUR. Now Max hopefully also takes a few minutes to explain to Moritz how the mail could be better phrased.

Hi Max,
Sub-project Gamma demands a certain software. Product A is suitable and costs 500 EUR. Is this fine with you or would you like to evaluate product B and product C together with us? 
I will be happy to send you catalogues and prices.
Cheers Moritz

A reply to this mail in 2 minutes is fine also this mail is now precise and unmistakable. The first mail is actually a impudence, but unfortunately such misbehavior is not quite uncommon.

Reprioritizing of lists

In Kanban and Scrum the prioritization by a sequence is actually very well solved. Other to-do lists or action trackers work with ” low, medium, high” or similar prioritizations. On the one hand, priorities of this kind are difficult to assign. Because if you have a list of 10 activities classified with “low, medium, high” and when the eleventh activity shows up it becomes difficult. Activity 11 is more important than activity 5 the “medium” but not as severe as activity 8 which was classified as “high”. That makes you think and waste time.

Reprioritizing existing lists is usually a time-consuming and frustrating task. A system of  “low, medium, high” is always problematic and not fixable in my view. The Eisenhower matrix as well as any other classification according to effect and urgency seems to be okay. It is best to sort the list according to value. To compare the importance of two tasks is often easier for human minds and such a sequence has to be revised less often to my experience.

However, what I recommend is to periodically review the entire time management system. About once a month is a good choice. Have I missed (routine) tasks because I didn’t write them down? Which activities in my time management system annoy me? What can be optimized? Not to mention which tasks of little impact and urgency had to be simply deleted.

I hope to have added some useful thoughts to your self-management attempt. Time management always remains an individual way, do something out of it.

30 minutes with Heiko and me, to lateral entry, burn-out and interesting CVs

Heiko Link is a professional career consultant I met at 0525.1fallsreich in Paderborn. Our first conversation was about lateral entries, which turned into a solid half hour podcast to lateral entries, applicants with ruptures in their CV and mutual transparency in an beer garden. Most linked Resources are German language only.

I hope you like it:
https://www.endlich-montag.net/blog/podcast/30-minuten-mit-werner-roth-von-fujitsu/

Plenty of time is an underestimated power on the Internet

Today I am going to cry a little – oh no, change of mind – I rather offer some comfort. These days I started to play around with a security gadget, familiarized myself with the subject matter and today I had the first questions. I found a forum to discuss this new technology. Nice fit, so I quickly placed a question in the forum.

All responses so far were disappointing, exclusively from utterly clueless contemporaries. The most intelligent answers were in the category “What do you want to do this for?”. The most dumbest thread of discussion started with a participant who didn’t even know the basic techniques in modern security (asymmetric cryptography). He wondered about private and public keys, which is state-of-the-art you learn in lesson one of any security training. Subsequently followed by the reply of another clueless little person, who suspected a public key is an invention implemented for the NSA and suggested not to use the technology for this reason. There are no words for this low level of brainpower. He is too stupid to piss a hole in the snow.

Since this forum was new for me, I browsed briefly and found 5% meaningful posts at max. Everything else was in the league of unboxing videos or advice to reset the device to factory defaults if it is blocked.

At this point you easily get the impression that only 5% of the people participating in this forum have a brain at all. Be careful, this is a fallacy! A closer look at the profile of the above commentator reveals simple truth. This particular guy has been active for 12 days and in that time was able to produce 658 comments. These are nearly 55 comments per calendar day. This miserable person has nothing else to do but to spit his stupidity over his keyboard. He has no time for any meaningful job.

Beware this is a characteristic that this commentator shares with similar brain zombies. Stupid commentators usually produce more than 10 comments per day, in this forum only. Lords knows if the flood other internet spots as well.

So we can emphasize that there are far more than 5% educated security contributors, but the stupid have flooded everything and destroyed the forum.

This today event annoyed me, because great technology forums often helped me perfectly and it would be so nice if this particular forum would do well. Would have, could have, should have… The reality is simple, the stupid ones won there. No need to grieve, everything is said.

Unfortunately, this happens time and again. It is particularly sad when well-functioning groups are destroyed by such zombies. Having plenty of time is an underestimated power on the Internet.

A while ago a friend of mine once battled against a troll. My friend was a professional in this topic, but a troll was constantly altering a Wikipedia article incorrectly. My friend invested a lot of time in the discussion with the troll and with the Wikipedia admins, but without succeeding. A year later, the troll was gone, presumably found another target and today the article is correct. Simple conclusion, do not get involved in discussions with those guys they have more more time, means more pull.

If you reflect briefly on which type of persons actually has so much time, it is very likely you would ignore them in real life. This thought is sort of comforting. It is essential not to be misled by the sheer mass of text-frozen foolishness. No matter if we talk about trolls producing stupidity, rejection, criticism or hatred. Always check a possible bias, the multitude of text does not reflect the majority of population.

Some last words for the day: Besides all the crap, the internet is a place where you can find beautiful, clever, helpful spots. You have to search for them, take care of them and pass them on secretly.

Lean Management for Consultants

At Fujitsu, a Lean Management methodology called Sense&Respond® is widely used for service delivery in many areas to achieve improvements in IT operations. Some time ago I was interested in this methodology, then it became fascinating and about 2.5 years ago the idea came up to use it in my area, i.e. for presales consultants.

We are a team of Presales consultants for End User Services, which means that we are many times on the road in different projects to advise customers, to explore the business value of Workplace, to develop solutions together, to submit offers or to solve problems.

Applying Lean Management encountered two typical answers. First, “Lean is old and obsolete, why don’t you do something agile?” or second, “Lean is for production, not for consulting.

If you agree with me, I might be able to stimulate you to read (and imitate) the following keywords:

  • In the key area “Blueprints” we have increased twice as much productivity
  • We have our training 100% under control, which is a real advantage in view of the current rapid developments in the Workplace area.
  • Overtime and travel times (approx. 30% of the time) are far lower than the market average, and
  • We actually know our value as advisers to the client, which means we know what to deal with and which is trash.

The problem was indeed all lean management methodologies and testimonials revolve around products or services. Usually an ongoing manufacturing process in which the entire team has a common task. For us, only the “consulting” approach is similar, the current “business value creation” products are very different. It was therefore quite a journey to apply Lean Methodologies to our consultants. I would like to tell you about this trip in the following article, but an important warning first.

A mindset like Lean unfolds its value, in such a way that team members themselves raise potential for improvement and one responds to it together, hence the name of the method Sense&Respond: Recognize something and react appropriately to it.

If you check out our methods, please take them as an example. It could be that they are useless for your area (but of course they can be sensational). Tools and methods are a construction kit that has to be adapted. Methods must not be a meaningless extra work, rather they must have a value.

Lean Management is a journey with errors and insights, I cannot switch it on by a switch or delegate it to a quality team. So you are warned.

My team is spread all over Germany, that actually worked quite well in the past, but the spatial distribution is not exactly conducive for the introduction of Lean Sense&Respond. For the first steps like defining the mission it took us a long time and the first problem Solving Sessons lasted forever. In fact, small sub-groups are responsible for speeding up the process, preparing and coordinating a measure for the most part. The preparing steps may seem like fulfilling a duty, but they create a sound shared understanding.

The most noticeable breakthrough for me was Quality Function Deployment (QFD). We asked our internal and external customers what they really wanted from us and why. So what do you want from a presales team, not what do you want from the services we help to sell. We already knew many of the points we found, but the QFD has put them in the right priority, also points have come out that serve for our further development. For example, customers prefer to have their costs reflected 1:1 on their cost center structures. The disadvantage, however, is that such a procedure changes the given price sheets. But this suggestion is absolutely vailde, because only so costs can be avoided really effectively. From the QFD we have created a set of orientation rules and consulting know-how, which allow us to estimate procedures well and also contain some No-Gos.

We have restructured our weekly virtual team meeting, this is now facilitated in turn and successes, such as concerns (Concerns) structured. Follow-up activities are derived from concerns that address the team or the organization. This can be a problem solving session, for example. The most important thing that has emerged is mutual responsibility.

When we started Sense&Respond I drowned in Concerns that were assigned to me. On the one hand because we are the first presales team at Fujitsu, i.e. our neighbours in the organisation didn’t know about it, on the other hand because we didn’t fully understand the mandate which Lean gives to each one of us and haven’t yet accepted the responsibility for it.

I have to admit that I was always uncertain during the whole journey to our own quality improvement toolbox. Many of the methods and procedures we invented turned out to be useless in version 1.0 after a few months. They started to smell like bureaucracy, were annoying or information graves. We have sharpened our methods for the third time in the last 2.5 years. Some of them were actually only polished up because they had forgotten over time that this method is valuable and others were completely rebuilt or thrown overboard. In general, one can say whenever we create a new methodology or approach: It typically takes a year or a redesign to get everyone’s fun going.

After months of experience with Sense&Respond, the main result is a team that works closely together to address shortcomings, improve quality and promote efficiency. Even if this has always been a very stressful time for an organisation and its clients. My team already was a great team, but now we have a deep understanding of our added values and shortcomings. We promote the added values, help each other with our imperfections, and that much more naturally than before.

I started this blog post as the beginning of a small series, because I am sure that lean methodologies will have a long future with us in the team and can also inspire other consulting teams. I will be happy to tell you more details here, but I will also be happy to talk to you at any time.

Digital Natives, what the heck?

So today I want to get a little edgy about two events. The other day I read in a whitepaper about the new generation and their IT requirements, the term “Digital Immigrant” which the ” Generation X” doesn’t really understand everything about IT. For this group of people, the whitepaper had some warm words at hand.

I spoke to the business partner who proudly presented me with this work and told him: “You realize that you are insulting the current generation of IT managers? Because many of them grew up from Generation X and also with IT.

It was similar but completely different when I was approached by a young lady who said that it must have been very difficult for me to become acquainted with modern means of communication such as e-mail [sic] in my senior years. For her, that’s a piece of cake e-mail, Instagram, Facebook, everything: in the end she’s “Digital Native”.

When she found out that I got my first e-mail address with the enrollment, that at that time there was already chat, internet and the WWW. She was also surprised that we had to submit digital homework exercises in computer science. In the further discussion it turned out that she has very little knowledge about IT besides being able to install and use apps.

I think using apps is a knowledge that even the most backward digital immigrant – if he only wants to – can catch up in a few days, because apps are designed for intuitive operation.

There are certainly “digital late entrants” or even “digital ignorers” in Generation X, but in the vast majority of cases this generation has been using IT for a very long time. Just like there are still “digital dummies” today that have no idea of what they are doing other than consuming.

I think the first Digital Natives are people like Tim Berners-Lee or Grace Hopper. I also think it would be nice if as many people as possible were interested in the backgrounds “What is the WWW?”, “How does a network work?”, “How does an app work?” or “How does the technology behind Facebook work? That helps a lot in the modern world to be able to form a solid opinion. This may also be part of the educational canon for Digital Democrats.

Requirements for IT systems for the Digital Natives generation are always requirements for better usability, consistency or interaction. Mostly exactly what all IT users want. Stop putting labels on people of any generation! We humans don’t fit sorted to labels. Thank you!