Archive for the ‘Milestone Planner’ Category

Managing Client Expectations

Wednesday, May 19th, 2010

I caught site of a post about managing client expectations. Lots of us have projects to implement which involve not only folks from within our organisation, but clients, suppliers, contractors from other organisations. Sometimes managing the to-ing and fro-ing of who’s doing what where and when, and what the expectations around these goals are, can become confusing, tied up in email threads and telephone conversations that not everyone is involved with or remembers.

There Must Be a Better Plan?

Enter Milestone Planner. Here it is easy to set up a project space that all of the different collaborators can be involved in, regardless of whether they are inside or outside of your organisation. When one person needs to know where folks are at with a particular aspect of the project, they simply check the history of that milestone to be brought up to date – no need to trawl through emails or arrange an unnecessary meeting.

Working Independently Together

Each person can update the individual aspects of the project autonomously, without needing to worry about whether they have informed the right people – anyone who needs to know will be able to see at a glance.  Effective communication is key to the smooth running of a project, but as Craig Buckler warns:

“Be careful not to bombard them with multiple calls and never make assumptions about their decisions.”

Milestone Planner can provide the forum to strike the balance between effective communication and overdoing the phone calls and meetings.

“The client is unlikely to be concerned by your PC crashes, hard disk failures, or child-care issues — but they will care about schedule slippages. Be honest, explain the situation, the risks, and what you are doing to solve the problem.”

There are no surprises in a Milestone Planner project. As soon as something slips, it is transparent to everyone on the project, and the history of each milestone allows everyone to keep track of why things have changed.

Transparency is key to managing expectations.

Really Social Business – The Key to Collaboration

Tuesday, May 18th, 2010

Thursday’s Being-Social Mashup event turned into a focal point for recent thinking and discussion. I chaired a panel on “How Social Media is changing the way we communicate” with Andrew Davis, Chris Thorpe, Jamie Riddell and David Cushman. Of course, within that is the assumption it is changing communication (thanks to Mat Morrison for that question).

The general consensus was that we do communicate differently. Comms are more direct and real-time, and more public and discoverable too. It is also, arguably, more cautious because of that.

Milestone Planner gives us an unusual perspective, sitting both within businesses and across them. Early on we saw a pattern that the best external users of Web 2.0 and social media were also the best internet uses – or visa versa. It’s something that Lee Bryant of Headshift talked about at Being-Social, and has blogged about as well: Social on the outside needs social on the inside. Effective communication is as much a cultural thing as a technological one. Of course the right tools help, and can accelerate the cultural change – I guess we would say that wouldn’t we! Here’s what Lee has to say:

Social on the Outside needs Social Business on the Inside

So, where does a business start? The good thing about Web 2.0 technology is that the adoption can be rapid. We’ve watched Milestone Planner spread through an organisation in a matter of hours. In the words of a number of Web 2.0 advocates: Forget the pilot, go for it.

Communication (and software) that spreads via people’s social networks moves fast. Being a really social business let’s you harness that to positive effect.

Obama Bombshell – Information as a Distraction

Wednesday, May 12th, 2010

It’s been an interesting few days in the UK, but my eyes have been drawn to a news story about US president Obama. It’s positioned as a bombshell, but I’m not so sure why.

“‘You’re coming of age in a 24/7 media environment that bombards us with all kinds of content and exposes us to all kinds of arguments, some of which don’t always rank all that high on the truth meter,’ Obama said at Hampton University, Virginia,” AFP reports. “‘With iPods and iPads and Xboxes and PlayStations, — none of which I know how to work — information becomes a distraction, a diversion, a form of entertainment, rather than a tool of empowerment, rather than the means of emancipation,’ Obama said.” via macdailynews.comAFP

Now, Obama’s comments were in the context of democracy and learning, but the tech press and bloggers have latched on to his comments:

President Barack Obama was rarely seen without his BlackBerry, he has criticised the current crop of popular consumer gadgets for helping make information a “distraction.” Mashable

And The Huffington Post has run with a poll that currently has a 50/50 split between agreeing/disagreeing that too much information is a distraction. It seems we are divided in our opinion, but the fact is that too much information is a distraction.

In order to get things done, and to be effective in making decisions we need just the right amount of information. Sufficient to make the right choices, but no more than necessary. The human brain becomes overwhelmed by too much data and too much choice. Our perceptual systems are not just sensors, they are censors too, keeping extraneous information at bay, to stop it being a distraction that slows us down, or causes us to drift off task.

It’s a design constraint we are aware off, and something that frequently features in conversations about how Milestone Planner presents information. We’re focussed on getting the right information to the right place at the right time. Keeping conversations threaded around milestones helps with that, because it provides context, which helps us process information more efficiently, but we are also exploring other ways of focussing the interaction and the presentation of the plans and activities.

Information should be free flowing – I don’t think President Obama was saying anything different – but it also needs to be focussed and timing. I know that I have consumed a huge amount of data, in real-time, about the UK election over the last week. The reality is I would have probably been just as well off with the summary, and got a lot more done in the meantime!

A Different Way of Planning – Milestones

Tuesday, May 4th, 2010

Before you read this you’ll need a pen and a piece of paper…

Benjamin and Jim Planning

Making Plans... Benjamin and Jim

OK. Draw a square. Now draw a triangle on top of the square. On the right hand side of the triangle, just on top, draw a rectangle. Now inside the first square you drew draw four other squares – but make sure they don’t touch each other, or the edges of the first square. In the bottom middle of the first square draw a rectangle, taller than it is wide. Pop a little circle half way up on the right hand side of the rectangle.

Done that?

What have you drawn?

Here’s the alternative, simpler and more effective way of doing it: Make me a picture of a house.

We’ve done this exercise countless times with people we’ve worked with over the years. Usually, out of a group of 10 people, maybe 2 or 3 will follow the first set of instructions and produce something that looks like a house. Most people follow the instructions to the letter, but don’t produce a picture that looks like anything recognisable. Clearly it’s not because they couldn’t draw a house… it’s because the instructions are ambiguous.

OK, so it’s a trivial example, but it has important implications for planning.

When you are building a plan you can choose to describe the journey in terms of ‘activities’ or ‘outcomes’.
Activity based plans are like the first set of house drawing instructions. You start at the beginning and work out the set of tasks that need to be done to achieve the end result. If you are really keen you might even draw out all of the activities on a Gantt chart, or issue people with a spreadsheet stuffed with tasks.

Outcome based plans are like the second statement. They start by describing the end result that you want to achieve and the key outcomes you expect along the way. The individual steps that you need to take to get there are left up to the person who is responsible for producing the output.

In our experience Outcome based plans win almost every time because…

  • Everyone knows what the target looks like. With the simple set of instructions above, our experience is that they only result in a recognisable picture of a house around 30% of the time. For the person who wrote the instructions it was obvious that it was going to be a house, because that was the picture they had in their mind, but when you have to work out the goal from the instructions its much harder. When you plan using activities and tasks its really easy to think you have completely described what needs to be done, but its really really hard to actually (I’d argue impossible) to build a completely infallible plan. By describing a set of Milestone outcomes that need to be achieved along the way, everyone can understand what the goal is and you don’t just rely on your ‘instructions’ being interpreted correctly.
  • The team can find creative solutions and different routes to the goal. When you plan using activities and tasks you map out a single route to the goal. There may be countless other ways to get there. People in your team will have their own experiences and ideas which will lead to better solutions. But, if you constrain people to a set of tasks you lose all of that. This especially important when things go wrong (and who has ever worked on a project where there wasn’t at least on slip up). If you define the outcomes, when things go wrong you give people the freedom to think on their feet and change the tasks they do to cope with the new situation. If you are in ‘task-world’ when things go wrong, everything has to stop while you define the new set of instructions.
  • You can measure progress by Outcome Milestones achieved, rather than by the amount of work done. If you tried to follow the first set of instructions above you would have no idea of how close you were to actually producing the intended result. You could have measured how far through the set of instructions you were, but that’s about it. Having done 100% of the work means nothing unless you have produced 100% of the intended outcome. By tracking against Milestones which are tied to outcomes you know that every time you complete one you have made tangible progress towards your goal.

In essence if you communicate what the goal is, the tasks will choose themselves. If you just tell people what tasks to do, you risk missing the goal completely. Its why we built Milestone Planner to be outcome focussed. Each Milestone in the plan is a tangible outcome. When you share your plan with your team everyone can see what needs to be done, when it needs to be done by and who is responsible for it. That’s what Milestone Planner is all about.

Clearer and More Flexible Plans

Monday, April 26th, 2010

The week sees another release of Milestone Planner, with some new features and a lot of work behind the scenes for a complete new set of features – I’ll write more about that in the next few posts – still in private beta right now. If you would like to join the beta and are interested in tracking resources against milestones, then do drop us a tweet or a message and we’ll add you in.

Our symathies go out to those who caught up in the travel chaos caused by the ash from Eyjafjallajoekull; we trust you have made it back home now! It has certainly pushed remote working up the agenda, and although we weren’t directly affected ourselves, remote working is a way of life for the SocialOptic team. You’ll usually find us with a Skype video conference in one window and Milestone Planner in another. There has certainly been a fair bit of real-time adjustment of plans with the number of  events that were rescheduled. We still managed to get out to a few events in London, and will blog about them shortly – face to face meetings definitely still have their place!

A New Dashboard

Back to the new release. You’ll find much more information on the dashboard. It now loads dynamically and gives a clearer view of what has been done, is due and is coming up next. If you haven’t seen it yet, just click on the projects page and add a new project – so that you have more than one project active. Click over to the dashboard, or wait until you next login; you’ll see it in action.

While you are on the projects page you will notice some other new features. The most visible one is the addition of gravatars to each project in the projects page, so you can see at a glance who is on each project team. We have also tidied the look and feel for the projects page, my milestones and dashboard views, as well as adding a couple of small fixes into the main timeline application.

Passing a Milestone

There is a big difference between agreeing a later date for a dead-line (slipping a milestone) and missing it. Obviously neither of the two are great, but the first is at least a bit more controlled. The difference between them wasn’t that obvious in Milestone Planner, so after much thinking and discussion we have added a new type of history item to record when a milestone is passed without it being completed.

On the morning after a milestone falls due, a message is automatically added to the milestone’s history to show that its date has passed. If you are using the RSS feed, that means that you will receive a message there. So, when it comes to review time, you can see if the milestone was missed then pushed out, as well as slipped or brought forward.

Moving Milestones Between Workstreams

We’ve gone vertical! Well, sort of. As well as dragging milestones backwards and forwards to change the date, it is now possible to drag them up and down, to move them between workstreams. The change is noted in the milestone history, as well as by an event in the RSS feed.

This new functionality makes it much easier to evolve and adjust bigger plans. The first iteration of your plan can be built without having to worry about workstreams, simply add milestones as you think of them. Then create workstreams and distribute the milestones, simply by dragging the milestones into them.

It is also useful for larger plans, where you want to ‘refactor’ them. Adding a “key milestones” workstream and dragging the most important milestones into it has become popular in the SocialOptic offices. Remember, if you are the project owner, you can also re-arrange the order of the workstreams, simply by dragging them up and down. In the case of the “key milestones” workstream, it seems to make sense to have it at the top, so we simply create it and drag it up there.

Happy to be Blue – Blue Means Done

Blue has always meant ‘done’ in Milestone Planner, however it has become less obvious since we removed the old-style dialogues and added in place editing. But blue is back! We’ve made it easier to remember that ‘blue’ means done by adding a new icon when you click on a milestone, with a nice blue tick. Thank you to @jenniwheller for reminding us that it wasn’t as obvious as it used to be.

We have also given the ‘time line‘ a bit of a blue tint too. As well as being ‘blue means done‘, it also makes it easier to see on low contrast screens, or if you are outside working in the sun – a bit hopeful in the UK in April, but we like to look on the bright side! While we are on the subject of the sweeping time line, it now also sweeps all the way to the right when you mark a project’s last milestone complete. It might just be because I’ve watched one episode too many of Dr Who, but it does give me a little buzz as it whizzes across the screen.

Feedback, as ever, is very welcome. Share and enjoy! Almost all of Milestone Planner’s biggest fans come via personal recommendation from people like yourself, so please do share, tweet, blog and generally spread the word.