If you want things to change .. change yourself ..
Grow .. Learn new things .. Learn new skills .. you will be more valuable .. more value means more income .. and .. everything will change ..
1. Define a clear purpose.
To enter the flow state, you need a goal. Decide what you want to create and why. Vague intentions don’t trigger the flow state.
2. Identify a compelling motive.
In addition to a goal for your creative session, you need a reason to be creative. Why does this task matter to you personally? What difference will it make if you can be creative? Why do you care?
3. Architect a worthy challenge.
To awaken your full creative potential, the difficulty of your creative endeavor must fall within a certain challenge spectrum. On a scale of 1-10, where 1 is trivially easy and 10 is impossible, the optimal creative range is 5-9 with a 7-8 being ideal.
4. Provide a conducive environment.
You’ll find that certain environmental conditions make it easy for you to enter the flow state, while other conditions make it nearly impossible. The optimal environment varies from person to person, so you’ll need to experiment to find what works best for you.
5. Allocate a committed block of time.
Imagine your mind is like a computer. The more you can take advantage of the computer’s resources, the more creativity you harness. To free up the most resources for your creative task, you first need to unload all nonessential processes.
6. Prevent interruptions and distractions.
If you can’t keep yourself from being disturbed by urgent phone calls, emails, or drop-in visitors, you won’t consistently achieve and maintain the flow state. You must do whatever it takes to prevent unnecessary interruptions during your creative periods. Make arrangements to ensure you won’t be disturbed except in an absolute emergency.
7. Master your tools.
Creating a tangible piece of creative work requires tools such as a computer or pencil. Even though it may take years, you must achieve basic competency with the tools of your trade before you can consistently enter the flow state.
Speed is the ultimate weapon in business. All else being equal, the fastest company in any market will win. Speed is a defining characteristic — if not the defining characteristic — of the leader in virtually every industry you look at.
In tech, speed is seen primarily as an asset in product development. Hence the “move fast and break things” mentality, the commitment to minimum viable products and agile development. Many people would agree that speed and agility are how you win when it comes to product.
Speed, like exercise and eating healthy, can be habitual.
What are the building blocks of speed?
1- Making decisions
2- executing on decisions.
Your success depends on your ability to develop speed as a habit in both.
1- MAKING DECISIONS
A good plan violently executed now is better than a perfect plan next week.
WHEN a decision is made is much more important than WHAT decision is made.
Deciding on when a decision will be made from the start is a profound, powerful change that will speed everything up.
Fast decisions are far better than slow ones and radically better than no decisions.
There are decisions that deserve days of debate and analysis, but the vast majority aren’t worth more than 10 minutes.
Input from others will help you get to the right decision faster, and with buy-in from the team.
Larry Page was extremely good at forcing decisions so fast that people were worried the team was about to drive the car off a cliff. He’d push it as far as he could go without people crossing that line of discomfort. It was just his fundamental nature to ask, “Why not? Why can’t we do it faster than this?” and then wait to see if people started screaming. He really rallied everyone around this theory that fast decisions, unless they’re fatal, are always better.
2- EXECUTING DECISIONS
Challenge the when.
“Why can’t this be done sooner?” Asking it methodically, reliably and habitually can have a profound impact on the speed of your organization.
You don’t have to be militant about it, just consistently respond that today is better that tomorrow, that right now is better than six hours from now.
Recognize and remove dependencies.
The untrained mind has a weird way of defaulting to serial activities — i.e. I’ll do this after you do that after X, Y, Z happens. You want people working in parallel instead.
As a leader, it’s your job to recognize the dependencies and non-dependencies, and take action depending on how critical the thing is and when it’s due.
Ten times a day I’ll find myself sitting in a meeting saying, “We don’t need to wait for that thing, we can do this now.” That thought is so common. It’s just that people need to say it out loud more often.
Eliminate cognitive overhead
If you can knock out big chunks of a project early, you can reduce the overhead of the remaining parts by 90%. You should always be on the lookout for these opportunities.
You should gently seek to understand what’s happening. I tend to ask a lot of questions like: “Can you help me understand why something would take so long? Is there any way we can help or make it go faster?” Really try to get to the heart of the actions they’re taking and the time they’ve carved out to do it. And if this works, be sure to commend them to their boss.
I highly recommend this over a brute force method of escalating things to the person’s manager or throwing competition in their face. That doesn’t serve them, and they’ll be much less likely to serve you as a result.
Reference : Speed as a Habit
For all the angst and discussion around how to make organisations, teams and people more productive, we might be forgiven for thinking that the idea of “productivity” was commonly understood and agreed.
However, this is not so.
For example, classical economics has a markedly different definition than does Theory of Constraints (TOC). And if you ask someone – in particular managers demanding “higher productivity” – for an operational definition, you may get a blank look, or other definitions again.
“An operational definition is a procedure agreed upon for translation of a concept into measurement of some kind.”
~ W. Edwards Deming
I’m not arguing for one, common, consistent, clear definition. Rather, I’m drawing attention to the confusion over the term – confusion compounded by many folks taking it for granted that they’re all talking about the same things, that they’re all using the same definitions.
“There is no…
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Projects are the main reason for Software Products Development failure.
Because Projects and Software characteristics are totally different and conflict.
Projects are (Temporary) and have an end date.
Software development is (Not Temporary)
and this creates two problems:
a- Quality: poor cos you would like to finish on an end date.
b- Team: dismantled which will lead to lose of experience and deep information which can not be catch by documents.
2- Success Criteria:
Projects (Budget , Time and Scope)
Software development (Value / Benefit)
Projects are Big (budget, time, scope, team, … etc)
which implies Feedback problem, cos of big batches of deliverable.
Software development should be in small batches so as to enable feedback and benefit as soon as possible.
Projects estimate and predict large deliverable in advance. Controlling uncertainty.
Software is inherently unpredictable. So exploit uncertainty to create more releases and more releases means options. And options have value.
Projects will penalized late requirements.
Software products are always changing otherwise they are not used or dead.
Projects suits traditional management where senior managers can sign-off big batches of work.
Software development suits self-managed teams where team members can sign-off small batches of work.
Resource: No Projects – Beyond Projects
The reason people fail to change their lives, and fail to instill new habits, is because they try to do too much at once. In simplest terms, if your new habit requires more willpower than you can muster, you will fail. If your new habit requires less willpower than you can muster, you will succeed.
You couldn’t do a 30-minute workout because your willpower wasn’t strong enough or was depleted. But you could do one push-up and segue into a 30-minute workout because it only requires a tiny amount of willpower to start, after which your body and mind stopped resisting the idea.
Willpower , it’s a limited resource.
Basic features that a user expects to be there and work will never score highly on satisfaction, but can take inordinate amounts of effort to build and maintain.
Score very highly on satisfaction and in many cases may not take as much investment. Small incremental improvements here have an outsized impact on customer satisfaction.
Hot Water: No customer is going to rave on Twitter about how good the hot water in their hotel was, but if it wasn’t there, or it wasn’t hot enough, or took too long to get hot, you bet there would be a complaint, and a loud one.
It is crucial to understand at what point you’ve met the users’ expectations and to stop there. Any further development is a wasted effort.
A user will never tell you about basic expectations. If you sat someone down and asked them to design their perfect design they will not tell you about basic design. You have to observe and research to find these basic expectations.
The beauty of delightful features is that these features can deliver so much more user satisfaction per unit of investment than basic features.
The Problem of Delightful Features
All features will migrate from delightful to basic expectations. Once a user has come to expect that delightful feature – whether because you’ve had it for a while or because all their other products have it – the feature has become something they expect. The absence of that feature would now be a frustration, and you need to discover new delightful features.
Whenever you come home from a long day at work or school, you were so tired the only things you could find energy to do were mindless life-negating nonsense– television, Netflix, Reddit, Facebook, whatever.
Every night you would somehow find hours of time to do these things (despite being extremely tired).
Replace this time wasting routine with the twenty minute rule. The moment you get home, you force yourself to do at least twenty minutes of one of the things that makes you better, happy and closer one step to you goals.
When people don’t plan, they aren’t ready to take advantage of opportunities that avail themselves, and so they play Angry Birds and watch Netflix because it takes less energy than figuring out something to do at that moment. I call this the “path of least resistance problem.” To make ourselves more sensitive to opportunities that can decidedly improve our lives, we need to structure our routines to make the path of least resistance difficult. One way to do this is the twenty minutes rule.
If we want to do something trivial, something that likely won’t matter in the grand scheme of our lives, like meeting a colleague for lunch, we will pencil a time in our calendars and get it done. But when we want to do something important and enriching, something we know will matter greatly in the grand scheme of our lives, like writing a book or learning a language, we say “I’ll get around to it.” We don’t pencil in the twenty minutes a day necessary to become the person we really want to be. One way to do this is to challenge the impulse to relegate our passions and our ambitions to something our future selves will do down the line.