Tag: time tracking

Headway Feedback Wanted

Over the past several days I’ve received both praise and criticism for a no-time operations methodology I dubbed, “headway.” And all of it is much appreciated. In fact, I want more.

If you haven’t read it – do – then tell me why it will or won’t work. Tell me what symptoms it would invoke on the organization, employees, and clients – good and bad. I’m preparing a follow-up post to discuss these items but I need your help picking it apart first.

To get your critical juices flowing…

Making Headway – The No Time Solution

Everything is completed by performing a series of tasks. To plan, estimate, forecast, etc. we most often predict the tasks we’ll perform to get the desired outcome, then sequence them, assign resources, and guess at a duration for each. In this model – we’re predicting the future and how we’ll get there. And for anyone who’s done it—or read about it—that’s a terrific way to fail. Why we almost always achieve the desired outcome, how we get there (and how long it takes) is vastly different from what we had planned. Again, this is because we can’t know unknowns (timing), time doesn’t scale, and we can’t control time (it’s an absolute).

You’re Not Late—You’re Using the Wrong Metric (Yes, Time)

If there’s one metric that used more than any other, it’s time. Time is unique in that we all have a limited and finite amount. You can’t make more time, stockpile it, refund it, or spend it faster. Time is priceless.

Its usefulness as a metric is convenient because it’s constant. One hour today is the same thing as one hour tomorrow. Costs, productivity, effort, etc. are driven from time based metrics and used to forecast spans of time (months, years, decades). We use time to plan—and thus—we use time to watch and control the present; as well as, benchmark the future and past.

As a project manager, I’m always dealing with time. And as a project manager, I’ve realized that while time is a constant in the sense of measuring the void of space; it is not a human constant. Businesses are nothing more than a group of humans and thus susceptible to all things humans are susceptible to. And in lies the focus of this aside—I think we (from a business sense) have misinterpreted how to use time. Time is not the best way to bill, pay, measure, quote, plan, manage, or lead. My reasoning for time being a poor metric I’ve broken into three parts; timing, scalability, and control. What follows is then my suggestion on how we move forward.