Professional Documents
Culture Documents
LIFE
4X
9
DODGING THE ANGRY SLINGSHOT
OF COLLABORATION
The Goal: Gain super power by creating a collaborative work environment.
The Challenge: With documents and conversations ying, nd a way to
share that information with as many team members as you can.
Slingshots don't work
These days, team members are scattered.
Many are working remotely, and especially in IT,
workers are often outsourced or of-shored,
not even working for the same company. You
can't just swing by and share design ideas
or help someone work through a coding error.
So, you and everyone else are left to your
own devicesusing your slingshot to launch
email exchanges, leave phone messages,
or even stick sticky notes to printed copies
of your work. But, it happens all too of-
tenyou ask a question in an email and
forget to attach the newest version of the
document. Then, when the email chain
progresses with the document, people are
still responding to what is now an outdated
version. Additionally, when another team
member who wasn't included in the email
accesses the document, they may never
know the conversation that went along with it.
Of course, you can always pounce on your
teammate at the next status meeting. You
nd those around every corner. In fact,
status meetings are typically where the
work gets handed of. But who can aford
the delay when team members have been
captured by other villains and can't make
the meeting? You're back to the slingshot
and trying to improve your aim.
The slingshot not only launches conversa-
tions but also documents. IT teams rely on
the ability to share their work documents
and manage version control. Sure, you
probably have a number of ways to track
your work. You may be good with spread-
sheets or great at email organization,
but unfortunately, no one uses the same
slingshot and these documents can land
anywhere. Most likely, your slingshots have
created tool chaos. You're now spending
more time trying to manage the work than
actually getting it done.
LIFE
4X
10
POWER-UP THROUGH SHARING
Experience new powers by promoting collaboration. Share conversations and documentation and
collect the power pellets of simpler, more relevant, and easier-to-access information. Teams that
share and communicate well see the benets of better knowledge sharing and faster problem resolution.
Value collaboration
In order to improve collaboration and sharing, it must be valued. It helps when leader-
ship recognizes the benets of a collaborative organizationone where great ideas are
easily shared and project issues are resolved quickly. Take some time to survey both IT
and the business to understand where there are breakdowns in the process and oppor-
tunity for efciencies. As you implement improvements, be sure to demonstrate how it
can help workers communicate and share more efciently.
Reduce the tools
Get rid of the email chains, spreadsheet trackers, and all of the many ways you
document and share project information. Consolidate your communication and
document sharing tools to reduce the disconnected conversations. To gain the
greatest rewards, select a single tool to manage and track project activities associated to
work deliverables. This will reduce the time everyone spends updating and will
give them condence knowing they are responding to the most current conversation.
Keep communicating and work together
Conversations about work, whether in person or digitally, should be had and
tracked in the context of work. That is, team members need to be able to have
access to the conversation that is associated with the document or work product
in order to better understand and contribute to the discussion. Keeping them
together provides a more complete audit trail and allows other team members to
quickly join the conversation.
LIFE
4X
11
THE TETRIS-LIKE CHALLENGE OF WORK PRIORITIZATION
The Goal: An ordered, prioritized workow where tasks t together perfectly.
The Challenge: Determine how to t together the endless amount of work to do in the order
that most benets the enterprise.
Fitting the blocks together
Especially in IT, there are always
many more projects than there are
resources and budget. They range
from large-scale corporate initiatives
to small enhancements. And, while
each project has its own priority,
there can even be task priorities
within the project. With so many
projects and so many tasks in play
at any given time, it's critical that all
of the moving parts t together in
the right order to ensure high priority
projects are delivered successfully.
But, when there are several proj-
ects, each with a multitude of tasks,
it may be difcult for your workers
to gure out what they should be
working on rstand it's not always
the one with the closest deadline.
Without proper and continual guidance,
workers will use their own approach,
putting the pieces together as they
see t rather than the proper order.
This means working on their favorite
projects or responding to whoever
yells the loudest, especially when
every stakeholder thinks their proj-
ect should be top priority. Yet, with so
many related dependencies in every
project, missed deadlines have a
domino efect on the deadlines of
downstream activities.
When priorities conict, aren't well
communicated, or aren't even set, it
can mean the diference between
business value and costly delays.
Only 19 percent
of respondents
said their work
goals are clearly
dened, and a
mere 9 percent
believe their work
has a strong link to
their organizations
top priorities.
7
LIFE
4X
12
DOMINATE THE PROJECT PUZZLE
Just like the blocks in Tetris, the work keeps stacking up while you're left praying for the right
piece to come along and help you get things out of the way. The ever-increasing rate of technology
change can overwhelm IT request queues. The only real way to get a handle on it all is to set
priorities and make them visible to everyone.
Document all projects, big
and small
To gain the most points, start with a policy
of documenting every project, no matter
what size or how complex. Develop a
project intake template that includes the
project purpose and benet, scope, time
frame for delivery, resource requirements,
and cost. That way, projects can be seen,
side by side, for easy comparison. Add the
priority once it is determined.
Track all IT projects in one place
Designate and track all IT projects in a central
location. Make sure everyone associated
with the project has access and can see
project priorities, view deadlines, and
understand downstream dependencies.
Allow workers to update their task status
so that potential conicts can quickly be
seen. Having pre-designated priorities will
help drive project decision making.
Require a business case
The vast majority of IT work is not mandatory
workincluding many hardware and software
upgrades. In order to set the stage for
prioritization, require that every new request
include a business case and proposed
deadline. This allows for a more objective
prioritization process, one that relies on
real data and not generalizations like "major
business impact" or "needed ASAP."
Implement a priority score
Using the project documentation and
business case, develop scoring criteria
and a matrix that allows each project to be
appropriately scored. The matrix should
include a business value component as
well as a risk to the business, including
organizational disruption and change. Use
the matrix to score projects of all sizes so
that everyone can easily understand what
should be worked and why.
The key is not to prioritize
what's on your schedule,
but to schedule your
priorities.
Stephen Covey
13
GAME CHEAT CODES
Achieve legend status quickly with these handy cheat codes.
CENTRALIZE
Plan and track IT projects, requests, and people
in one place, no matter how big or small.
VISUALIZE
Provide visibility into every stage of the devel-
opment lifecycle and project communication.
REDUCE
Reduce wasted time and rework by streamlining
requests and processes.
COLLABORATE
Make having shared discussions and feedback
accessible and easy.
PRIORITIZE
Prioritize all incoming work so that there is
never a question about what to do rst.
INFORM
Have ready access to crucial information such
as real-time updates and resource availability.
14
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helping you to master these and many other work-
ow challenges in your organization.
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eliminating wasted time dealing with fragmented
tools and processes.
Teams, managers, and executives have visibility
into work planning, prioritization, and resourcing
to help everyone work more efciently toward
achieving the organization's goals.
AtTask can be your cheat code in the Game of IT,
helping you conquer the challenge of work.
Contact us to learn more.
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15
WORKS CITED
1. http://employerbility.com.au/wp-content/uploads/2013/05/Workplace-Productivity-2013-Summary.pdf http://integratedresearch.
com.au/images/stories/documents/distraction%20research%20and%20pit%20validation.pdf
2. http://www.basexblog.com/2010/11/04/our-ndings/
3. http://www.compsych.com/press-room/press-releases-2012/678-october-29-2012
4. http://blogs.wsj.com/source/2011/09/18/the-ve-drivers-of-happiness-at-work/
5. http://www.pmi.org/business-solutions/~/media/PDF/Business-Solutions/The-High-Cost-Low-Performance-The-Essential-Role-
of-Communications.ashx
6. http://www.pwc.com/en_US/us/public-sector/assets/pwc-global-project-management-report-2012.pdf
7. http://www.cio.com/article/29673/Prioritizing_Work_Plans_for_Big_Business_Goals