J.D. Meier's Blog

Software Engineering, Project Management, and Effectiveness

August, 2013

  • J.D. Meier's Blog

    E-Shaped People, Not T-Shaped


    Are you I-shaped, T-shaped, or E-shaped?

    I is depth, T is breadth, and E executes (Of course there’s overlap, but you get the idea.)

    If you think of yourself as a mini-business, can you “execute” your ideas? (either yourself, with others, or through others, and amplify your impact)  And, by the way, just how important is the ability to execute?   Well, it’s important enough that Gartner uses “Ability to Execute” as a key criteria in its Magic Quadrants.

    Ability to execute + high-impact ideas are a recipe for value.

    After all, what good are a bunch of ideas if you can’t make them happen.

    Keep these mental models in mind as you design your career path and grow your capabilities, skills, and experiences.

    With that in mind, let’s explore a little more …

    T-Shaped People

    Here's what Wikipedia says about T-shaped people:

    "The concept of T-shaped skills, or T-shaped persons is a metaphor used in job recruitment to describe the abilities of persons in the workforce. The vertical bar on the T represents the depth of related skills and expertise in a single field, whereas the horizontal bar is the ability to collaborate across disciplines with experts in other areas and to apply knowledge in areas of expertise other than one's own."

    (The earliest reference to T-shaped people is by David Guest in  "The hunt is on for the Renaissance Man of computing," in The Independent, September 17, 1991.)

    I-Shaped People

    By contrast, I-shaped people have a very narrow, but expert domain skills in one specific area.

    E-Shaped People

    According to Sarah Davanzo, E-Shaped people are those that "execute":

    “People (workers) today also need to be able to execute.  As they say, 'ideas are like noses, everyone has one.'  I’m tired of people coming to me with a great idea or invention, but with no clue how to bring it fruition. Real genius is being able to execute ideas. “

    An "Ideas Person" Isn't Good Enough

    According to Sarah Davanzo, an “ideas person” isn’t good enough.  You need the ability to execute.  Here’s what Sarah says:

    “Being an experienced, expert, exploratory “ideas person” isn’t good enough in today’s culture, and here’s why.  The trends clearly favor those with “breadth” and “depth”, as well as the tangible (execution) and intangible (exploration), implying having both a big-picture outlook and an attention to detail from being a practitioner.”

    4-Es: Experience, Expertise, Exploration, and Execution

    According to Sarah Davanzo, “E-shaped” people have a combo of 4 Es: 

    “’E-Shaped People’ have a combination of ‘4-E’s’: experience and expertise, exploration and execution.   The last two traits – exploration and execution – are really necessary in the current and future economy.”

    Note – If you want to work on your ability to execute, Getting Results the Agile Way is a good way to start (It’s the playbook I wish somebody would have given me long ago.)

    Is Your CQ (Curiosity Quotient) the Key to Your Future Success?

    According to Sarah Davanzo, your CQ matters more than your IQ and EQ:

    “Exploration = curiosity. Innovation and creative problem solving is tied to one’s “curiosity quotient” (CQ). In this day and age of constant change (think: Moore’s Law), one’s CQ is more useful than one’s IQ or EQ.”

    Side note – Edward de Bono wrote about how exploring ideas is how to have a beautiful mind.

    Bill Buxton on I-Shaped People

    Bill Buxton puts a spin on “I-shaped” people in his article on Innovation Calls for I-Shaped People:

    “But while I love Bill's (Bill Moggridge) notion of T-shaped people, things are just not that simple. So as both compliment and complement, I propose I-shaped people. These have their feet firmly planted in the mud of the practical world, and yet stretch far enough to stick their head in the clouds when they need to. Furthermore, they simultaneously span all of the space in between.”

    Three Pillars:  Business, User Experience, and Technology

    According to Bill Buxton, at Microsoft we purposefully plan for equal levels of competence and creativity in business, design, and technology:

    “When you slide multiple Ts together, their cross bars all overlap, indicating that the various Ts have a common language, and, ideally, their combined base can be broad enough to cover the domain of the problem that you are addressing. At ( (MSFT)), we try to make sure that in looking at new product or services ideas, we have at least three Ts, which we call BXT, reflecting equal levels of competence and creativity in three domains: business, (in design), and technology. These are three interdependent and interwoven pillars we see as the foundation for what we do.”

    Abstract + Concrete = Outstanding

    Outstanding people can generalize and abstract, as well as get specific and make things actually work.  They bridge the head in the clouds and feet on the ground with other people.   Bill Buxton writes: 

    “I once asked him (Brian Shackel) if he had noticed any particular attributes that distinguished the students that went on to do remarkable things compared with the rest. His answer was as immediate as it was insightful. He said: ‘The outstanding students all had an outstanding capacity for abstract thinking, yet they also had a really strong grounding in physical materials and tools.’ By this, he meant that they could rise above the specifics of a particular problem to think about them in a more abstract, and in some ways, more general way.”

    Expand Your T-Shape with Personal Effectiveness

    One way to grow your T-Shape is to grow your personal effectiveness capabilities.   The U.S. department of labor actually has a Competency Model Clearninghouse.   You can easily browse different industries and find a list of Personal Effectiveness capabilities.  For example, in the Information Technology Competency Model, they list the following Personal Effectiveness Capabilities:

    • Interpersonal Skills and Teamwork
    • Integrity
    • Professionalism
    • Initiative
    • Adaptability and Flexibility
    • Dependability and Reliability
    • Lifelong Learning

    BTW – did you notice that Personal Effectiveness is at the base of the pyramid of the competency model?   The higher you go up, the more narrow and specific it gets.   The lower you go, the broader and more general the competency model is.  Personal Effectiveness is at the base of all the pyramids.   That should tell you something.

    Note – If you want to work on your personal effectiveness skills, I have a knowledge base at Sources of Insight that focuses on personal effectiveness, personal development, leadership, productivity, emotional intelligence, time management, strengths, motivation, and more.

    Additional Resources

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  • J.D. Meier's Blog

    Generalists vs. Specialists


    When you build teams, one of the issues that comes up is whether to build a team of generalists or specialists.

    On the Microsoft patterns & practices team, because I was doing project-based work, I was effectively building new project teams roughly every six months (it varied – in the earlier days it was more like every 18 months and in the later years, it was more like every 3 – 6 months.  The bottom line is, I got to see a lot of patterns and practices for building effective teams, both on my own teams and across Microsoft patterns & practices.

    In my experience, the teams that had a healthy composition of generalists with relevant specialist skills, performed the best.

    They performed the best in terms of speed, flexibility, and quality.   Why?   Because there was less scheduling complexity depending on availability of specialists for the day to day work, while we would broker in deep expertise as needed.  

    So, we did use specialists, but we optimized around generalists with relevant specialist skills.

    Having generalists with specialist skills also helped broker in additional experts, as well as keep things very pragmatic, rather than dive off the deep end.  It also helped us bridge the knowledge and speak the language of the specialists, by having folks on the team that knew enough to be dangerous, and that were well aware of there limits … but most importantly, knew when to reach out, and who to reach out to.

    Having a team of generalists with relevant specialist skills for the day to day work helped us better load balance the work, and to avoid significant bottlenecks either due to dependencies or simply by getting stuck.  It’s easy to get stuck when you are doing knowledge work if you don’t have a team of capabilities you can rely on to keep the ball moving forward, and to sanity check the path.

    With that in mind, in the book, Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results, David J. Anderson shares some great insights on the great debate between Generalists vs. Specialists. (Keep in mind, I’m a fan of the AND approach.)

    Generalists vs. Specialists

    Jone’s says specialists should outperform generalists.  Agilists say, generalists will do better.  Perhaps both are right.   Anderson writes:

    “Therefore, there is a plausible explanation to the conflict between Capers Jone's observation that specialists should outperform generalists and the Agile methodologists' contention that generalist developers will be better.  Jones is clearly measuring organizations that employed specialists who were motivated and controlled by processes that led to good quality at every stage in the process.  The Agile methodologists are clearly reacting to their environment.  They are assuming that it is impossible to fix the systemic issues with analysts and both quality and performance can be improved by eliminating them.

    Perhaps the final conclusion is that an Agile team of generalists will outperform a badly organized, badly incentivized, poorly skilled team of specialists following a traditional method.  However, a good team of specialists, measured by properly set governing rules and focused on quality should outperform the team of Agile generalists.  Hence, the Agilists and Capers Jones are not in conflict, the Agilists are basing their beliefs on differing assumptions.”

    Generalist Specialists

    Maybe the generalist specialist is the answer?   Anderson writes:

    “Scott Ambler has suggested the ultimate solution to this problem [2003].  He calls them generalist specialists.  These are software engineers with specialist in-depth skills in a few areas but adequate skills across a breadth of other areas.  The generalist specialist is probably the ideal member for an Agile team.  Such a team of generalist experts using an Agile method would probably perform even better.”

    Availability of Specialists

    When you depend on specialists, the big issue, of course, is availability.   Anderson writes:

    “Specialist roles that will generally not be resource constraints tend to be horizontal and consultative in nature.  These roles include language gurus who advice developers on esoteric or obscure elements in development languages, mentors and coaches, trainers, IT support staff, help desk personnel, program managers, project managers, development managers, and executives.

    General developers or testers will generally not be constraints -- rather, in circumstances where they are in short supply, they would be classified as insufficiently buffered resources.

    If the schedule is to be3 protected from delays, the additional resource constraints must be scheduled.  The schedule must be designed to allow the resource constraint, for example, the user interface designer, to move freely from one task to the next without delaying the start of any specific large grained component.  The feeding chains were planned with feeding buffers based on the notion that the start date is the latest possible date that the feeding chain components can be started without endangering the Critical Path.  If a feeding chain was delayed because a resource was unavailable, the project would be in jeopardy.”

    Specialists are Potential Bottlenecks

    At the end of the day, specialists can be bottlenecks you need to account for when you plan.  Anderson writes:

    “Hence, the specialist resources must be scheduled across the PERT chart.  Uncertainty surrounding the availability of a specialist resource must be anticipated in the planning.  In the user interface designer example, it must be recognized that some sections of the project may require more design or be more difficult to design than others.  Uncertainty generated by the complexity of the design challenge for certain elements of the project must be buffered appropriately.  The schedule must reflect this.

    This section should raise awareness that is it not a good thing to have too many specialist resources.  Specialists are potential bottlenecks and must be schedule on the PERT chart as CCRs.  They must be buffered and protected.  Too many of them would produce a scheduling nightmare, and all the protecting buffers would result in increased Lead Time (LT), increased Operating Expense (OE), and reduced Throughout (T).”

    Elimination of Specialists

    Can you eliminate the need for specialists?  Probably not, but you can limit and reduce your dependency on them, and use specialists more effectively.  Anderson writes:

    “XP eliminates specialists.  There are no analysts in XP, no designers, no UI designers, or architects.  XP encourages the virtue of the highly talented, highly skilled, highly educated generalist.  By eliminating specialists, XP eliminates a large number of potential bottleneck points or constraints.  However, this is a double-edge sword.  Capers Jones has metrics to suggest that teams of specialists outperform generalists [Yourdon 2002].  Constantine has suggested that XP is bad for usability [Constantine 2001a].  Would the customer, for example, want a programmer to design the UI or would they prefer a skilled interaction designer and usability engineer?

    However, eliminating specialists does eliminate constraints.  There are no specialists to be schedule on the PERT chart and no specialists to be protected with buffers.   There is no need for Critical Chain in XP.

    In many cases, XP seeks to deny the Theory of Constraints whilst accepting that traditional software development is constrained.  XP simply eliminates the constraints and moves on, for example, version control lock and technical specialists are eliminated through collective ownership and developers as generalists.  This may, in fact, be appropriate on small-scale projects with highly talented people.  It may be possible to ignore constraints because the people take care of everything and don't get into trouble.  However, as projects get larger and the talent level of the team begins to vary, it may be necessary to look at other methods that seek to accept constraints for what they are.  Rather than ignore constraints, they will identify, exploit, subordinate to, and ultimately elevate them.  Denying constraints exist and denying the need for specialists in a large-scale system of software production may hold back the adoption of XP in larger enterprises.

    Another approach to the denial of constraints could be to declare them paradigm constraints.  XP could be viewed as a paradigm shift in software engineering.  Hence, in a new paradigm, why should existing constraints be considered?  Specialists are merely part of the old paradigm.  Version control lock is equally part of a paradigm.  By changing the working practices of development to a Lean interaction perhaps version write lock dies with the old mass production, specialist paradigm.”

    In closing, I want to point out three key things to keep in mind when you think about generalists vs. specialists:

    1. When you change the paradigm, the problems and self-imposed limits of the existing paradigm can go away.  (Make sure the limits or issues you think you face, are not simply yesterday’s baggage)
    2. If you have the luxury of building resource pools of specialists and addressing availability issues, that’s an entirely different ballgame than depending on limited access to specialists
    3. If you build a team around resources that help provide end-to-end execution capabilities – a team of capabilities should outperform the risks of depending on one-man bands and rock stars that have all the capabilities in a single person

    Happy team building.

  • J.D. Meier's Blog

    The Power of Learning Docs


    The key to effective knowledge management is to throw away documents.   You can’t get attached to what you write down.  Otherwise, you can’t learn and it won’t evolve.   But there is a trick …

    You throw away the document, not the learning.

    I learned this the hard way.   Several years back, I was trying to rewrite a document that had a bunch of gems, mired among bad ideas and bad writing.   It was the equivalent of spaghetti code.   It was hard to figure out what was the insight, what was the action, and what was just interesting information, but not critical path.

    It Often Takes Longer to Reshape than to Start Over

    I spent close to 40 hours trying to rewrite it.   Granted it was a long document, but at some point I had to ask myself, which was faster – re-writing it, or starting over?   Eventually, I realized, the right answer was to start over.

    So I started with a blank document.   And then I carried over the gems, and elaborated from there.  Within 8 hours, I was done with the finished document.

    The big lesson I learned was how difficult it actually is to reshape something that’s off, especially when it comes to written information.   Since this was prescriptive guidance, it had to be relevant, actionable, and timely.   It had to be insanely useful.   And to do that requires a lot of manipulating words and phrases until the bright ideas compile into actionable guidance with conceptual integrity.

    Throwing Away Documents is Hard if You are Attached

    But “throwing away” a document was tough.

    At least, it was tough until I realized that all the document really was, was a learning doc.   It was a place to experiment and put ideas down on paper and bounce them off of other people, and get the collective perspective.   The problem was, this learning doc, wasn’t the same as a bunch of notes.  It was meant to be the final document.  It was on path to be so.  

    But, along the way, what I failed to realize is that it baked in a bunch of our learnings.

    It didn’t yet reflect creative synthesis, or distillation.

    It was more like a trail up the mountain, and we were still on our way up.

    Throw Away Documents, But Carry Forward Lessons Learned

    I had a conversation with John Socha, the guy behind Norton Commander.  I explained the challenge of producing useful documents, and how our learnings get in the way, if we don’t let the documents go.   Surprisingly, he said to me, “Exactly!”

    He continued and basically said that it’s the mistake a lot of people make.  They hold on to their documents long past their usefulness, and don’t let the documents go, but carry the learnings forward.

    I don’t know what painful lessons John had gone through to learn that, but at the time, it was fresh on my mind, and it had cost me 40+ hours of trial and error to move a document forward to learn that vital lesson.

    Fresh Docs Help You Express Ideas More Clearly

    You need to be able to throw documents away to create something better in its place. 

    When it’s pen and paper, it’s easier to throw something in the trash bin.   But, when it’s a digital document it’s, it’s easy to forget what it feels like to start fresh.   You don’t lose something.   You gain something.  It’s whitespace, where you are free and able to express things more clearly, now that you have more clarity.

    Whitespace loves creative synthesis and distilled ideas.

    It’s a breeding ground for new ways of expressing what you now know that you have climbed further up the mountain.   If the path before you is riddled with your previous learnings, it can tough to see how to pave your way ahead, or worse, how to make a cleaner path for others to follow, which, after all, is the point of the knowledge and information you are attempting to share.

    Learning Docs Are Your Friend

    They are you friend.   If you let them go.

    They come in all shapes and sizes.   They may even resemble raw notes.   What’s important is that you acknowledge that they are just that.   They are learning docs and you need to be free to throw them away and start from scratch at any point in time.

    This is fundamental to creating a relevant, actionable, and timely document set that helps your users climb the mountain.

    This is especially important when it comes to collaborating on documents.   In fact, that’s exactly where I first learned this lesson, and spent 40 hours trying to fix an 8 hour document.

    Versions + Boneyards Help You Throw Away More Effectively

    Once I learned that lesson, I had to find ways to incrementally and iteratively evolve documents as a team (or by myself.)   I adopted some simple conventions.   One convention that served me well is to version documents in the title:  MyDocument – v1, MyDocument – v2, MyDocument – v3, etc.

    It takes judgment when to decide it’s worth calling the document a new version, but it also helps to let things go from one version to the next.

    Another practice that has worked well for learning docs is to have a Boneyard section at the end of the document.   Literally, a dumping ground at the bottom of the document with a big heading called Boneyard.   And that is where information can go to rest, and be resurrected as needed.   This helps make it easier to let information go, since it’s never far from reach, while you work on the critical path up front.

    It Takes Longer to Rewrite Than Start from Scratch

    It often takes longer to rewrite a document, than start form scratch simply because you are mired among various stages of rot and decay, while other parts are more fresh and vibrant.   While you can hack away at the decay, tuning and pruning is often not as fast as simply lifting the healthy parts forward.

    I think the concept of learning docs is an important one.  

    And, not necessarily an obvious one.  You may never have the benefit of a painful experience of trying to rewrite something that takes longer to rewrite than to start from scratch.   So you may not even notice just how much the lack of a learning docs approach is holding you, or your team back.

    This is especially true if you work on a team that is used to sharing documents and pairing up on them.   Chances are, they iterate on the same document, with version control, until the document is done.   And, the document, along the way, is heavily laden with comments, and undistilled insights, stepping stones, and spaghetti.   And, it’s a heavy process to bring the document to closure because it’s a continuous navigation through the jungle of half-baked learnings.

    Make It Easy to Throw Away Docs While You Embrace the Learning

    The heart of the problem is that the document at any point in time reflects both creative synthesis and distilled ideas … and learnings in progress.  Meanwhile, people are injecting their latest thinking, which may or may not actually be distilled points or creative synthesis.   This is where the concept of learning docs shines:

    Acknowledge that the documents are learning docs in progress, and make it easy to throw them away while carrying the good forward.

    Getting attached is how you hold yourself back and how you limit the pace at which you can share the best thinking in a non-cluttered, clear, and concise way.

    Hopefully, the power of learning docs will save you a lot of pain and wasted time and energy.  It’s one of those insights that I wish somebody would have shared with me long ago, before I finally stumbled on it myself.   Then again, it might be the type of lesson that you only fully appreciate once you have the problem at a grand scale.

  • J.D. Meier's Blog

    Write the Story for Your Project


    Are you leading an epic adventure and don’t even know it?

    When you are leading a project, it helps you and those around you to have a simple story of the impact you plan to make.

    As one of my mentors always challenged me, “How will the world be different when you're done?”

    For example, when I was kicking off the Cloud Security Guide a few years back, I challenged the team to write the movie poster or news headline. 

    To model the way, I shared my example first:

    A winning team with great results for customer success on the platform.  Do for the cloud what we did for .NET.  Create a compelling glide path for developers and solutions architects to smooth adoption of Azure.

    Here are the specific instructions I gave the team at the time:

    I’m a fan of stories and telling compelling ones.  I think we all have stories in our mind.  Write your few line story (imagine the movie poster or the news headline) of the project.  Get creative.  Tap into your passion.

    Here are some of the examples I got back:

    Example 1

    The essential security guidance for current and aspiring Azure architects and developers.
    Concise, relevant, scenario-based guidance to ensure you make the right decisions.
    Packaged and presented in a compelling, easy-to-consume manner.

    Example 2

    Create the bible for azure app development. MSDN is reference, the azure guide is where you go first if you want to understand:
    1) The key scenarios for how you may want to use Azure
    2) How to be successful, secure and effective in each scenario
    Create a team of expertise on Azure that can be leveraged for future success, both independently as consultants and together as a team for future Azure efforts

    Example 3

    A rapidly consumable, highly relevant guide demonstrating easily actionable behaviors and activities for securing your Azure implementation.

    As you can see, the examples varied.   What’s important is that the exercise helped everybody get their head in the game.  It effectively helped everybody expand what they thought was possible and to envision a brighter future to deliver against and shape our path.

    It’s a simple exercise, but it’s a great way to begin with the end in mind, clarify your vision and mission, and make your projects the epic adventures that they really can be.

    Nothing beats smart people on a cadence shipping ideas and making things happen on an epic adventure.

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  • J.D. Meier's Blog

    How I Learned to Use Scenarios to Evaluate Things


    I first learned to use scenarios to evaluate things when I was working on security guidance for the Microsoft platform.   It was the most obvious way to really get hardcore:  Map out the most important scenarios that people perform, and use those as tests to evaluate.

    I know “scenario” is an overloaded term, but in software development it typically means one of three definitions:

    1. Same as use case
    2. Path through a use case
    3. Instance of a use case

    #3 is often preferred because it provides a testable result.

    In the broader industry, here are some common definitions …

    • A description of several possible descriptions of a situation
    • A plausible and often simplified description of how the future may develop, based on a coherent and internally consistent set of assumptions about driving forces and key relationships. Scenarios may be derived from projections, but are often based on additional information from other sources, sometimes combined with a “narrative storyline”.
    • A postulated sequence of possible events
    • A story of "myth" about the future events that projects a personal view of the future. This view constitues the context for planning process. Scenario building is a method to objectify "hidden design assumptions" and to play with various "what if's" about the future
    • The entire spectrum of environmental considerations that have interaction with system(s) under analysis or those of interest for training purposes. The spectrum includes physical environment, threat conditions, rules of engagements, and systems performance and effectiveness.

    Growing up at Microsoft, I saw “scenarios” used in the following ways:

    • Product Teams
      • With customers: 
        • “What’s your scenario?
        • ”What are you trying to accomplish?”
        • “What’s your context?”
      • In Specs:
        • Scenarios up front set the context for the feature description.
    • Marketing
      • Encapsulate/communicate key customer pain/problems

    Our thinking and maturity around scenarios has evolved a lot since then, but the most important thing to keep in mind is that sometimes people use scenarios to focus on the problem side, sometimes they use them to focus on the solution side, and sometimes they use them as a bridge between the problem and the solution.

    When people use “future scenarios” they typically are showing “Future Capability Visions”, or storyboards of possibility.   They are a great way to help people envision what’s possible.

    Scenarios themselves are incredibly powerful for analysis, putting requirements into context, and shaping design.

    This brings us back to my story about how I learned to use scenarios to evaluate design and implementation in a very deep way.   When I was working on security guides for the Microsoft platform, I focused on scenarios to map out the priorities and test cases.  Here is a sampling of some of the scenarios we used to help us scope the security work, focus our efforts, and score our results:

    Arch / Design Solutions

    • How to identify and evaluate threats
    • How to create secure designs
    • How to perform an architecture and design review

    Development Solutions

    • How to write secure managed code
    • How to handle exceptions securely
    • How to perform security reviews of managed code
    • How to secure a developer workstation
    • How to write least privileged code
    • How to constrain file I/O
    • How to prevent SQL injection
    • How to prevent cross-site scripting
    • How to manage secrets
    • How to call unmanaged code securely
    • How to perform secure input validation
    • How to secure Forms authentication

    Administrative Solutions

    • How to implement patch management
    • How to secure a database server
    • How to secure an application server
    • How to secure Web services
    • How to secure session state
    • How to manage application configuration securely
    • How to secure against denial of service attacks

    I used simple, goal-oriented language (how to blah), and focused on the solution side.   We were already well aware of the problem side of the equation.   Our best scenarios were the result of asking:  “What do you want to accomplish?”

    The big idea here was that I wanted to use scenarios to shape our work and score our success.

    It was like having the questions for the final exam up front.   We used the best experts to really identify a complete map of what developers, architects, and administrators need to accomplish.

    By mapping out all the scenarios that mattered the most, we had a comprehensive map of what to solve for.   Then it was just a matter of rallying the best brains inside and outside of the company to solve the challenges.  

    Think of it as the ultimate crowd-sourced quiz where the best in the world could share their best knowledge, experience, and insights to advance the art and science of software security.   (Yeah, scenarios really can be a powerful thing.)

    When our security guidance made a big impact in the industry, changing how people actually did software security, I recognized the power of scenarios.    We basically leap frogged ahead in terms of our capabilities because we used real-world scenarios to focus our efforts.

    By using scenarios, we performed extremely well in any platform comparisons because we actually had a full map of the most important scenarios and we solved them by design.   We didn’t luck or hope our way into nailing the things that mattered.  We mapped out the scenarios that mattered, and drove from there.

    From there, I became “the scenarios guy” for the team, and started to dive deeper into ways we could use them.   My next move was to use them more deeply for performing inspections and for raising quality.   I learned to appreciate the distinction between “usage scenarios” for functional things vs. “architecturally significant scenarios” for cross-cutting things.

    Along the way, I dove into various software evaluation methods, including:

    • ALMA - Architecture-level Modifiability Analysis
    • ATAM - Architecture Tradeoff Analysis Method
    • CBAM - Cost Benefit Analysis Method
    • FAAM - Family Architecture Analysis Method
    • SAAM - Software Architecture Analysis Method

    But, the most important insight, (in hindsight), was that utility trees could help visualize the trade-offs among quality attributes.   The other lesson though was that it was tough to integrate and hop around a lot of different tools and techniques for designing robust architectures.  Related, it was even tougher because very few people knew the different vocabularies, approaches, and tools.

    As a result, I focused on creating the Agile Architecture Method.  I wanted a more rapid way to prototype or evaluate architecture and designs, in an iterative and incremental way.   Also, I wanted to use the one language everybody seems to speak:  “whiteboard.”   (Why?   Because it’s visual.)

    But when did I learn to really use scenarios for my own evaluations of every day things?   The first time I bought a digital camera.   I thought about my main usage scenario – I wanted to snap pictures of the whiteboard and share them.

    It was simple enough.   The problem was that when I bought the camera, I only focused on one part of the scenario – taking the pictures.   It didn’t occur to me that because I got a fancy pants camera, that the memory disk was an odd size and didn’t fit in my laptop.   So whenever I took a picture, if I wanted to share it, I had to connect USB to my camera. 

    It sucked.

    It was just enough friction that I think I did it three times, then stopped.

    So the other lesson I learned, aside from using scenarios for evaluation, was how important friction is, both in terms of adoption on the user side, and how important of a consideration it is on the producer side:  you have to eliminate as much friction as possible if you want people to adopt your stuff.

    The moral of the story is that the better you know the real-world usage scenarios, the better you can prioritize, design, implement, and validate your ideas, and, most importantly, get your ideas adopted.

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  • J.D. Meier's Blog

    Lifehacker on 30 Days of Getting Results


    Lifehacker is hot.  

    Just when I forgot about how hot it is, I noticed that I got 31,000 page views in a day for 30 Days of Getting Results.com


    I got curious what the buzz was about.  

    It turns out that Melanie Pinola of Lifehacker, wrote an announcement:

    This 30 Day Program Teaches You to Get More Things Done the Agile Way


    And true.

    After all, 30 Days of Getting Results is my ultimate self-paced training program to help you master time management, master productivity, and master work-life balance.

    That’s quite the tall order.

    Anyway, I noticed some interesting comments in the post, so I thought it would be worth elaborating on some of the big ideas, important concepts, and points of confusion.

    The Agile Way

    30 Days of Getting Results is based on the book, Getting Results the Agile Way.

    Getting Results the Agile Way is not about how to do Agile development.  It is an “Agile for Life” guide.  The time management and productivity approach inside is Agile Results.  Most importantly, Agile Results is a personal results system for work and life.

    It will help you do things better, faster, cheaper, and most importantly … it will help you focus on meaningful results and impact, not just getting things done.  It’s also a continuous learning system, so if you are a lifelong learner, this will help you learn things better and deeper.

    (Note to insiders – the “enso” on the cover of the book is actually a symbol of enlightenment, but I went with the loop to imply a loop of learning and continuous improvement, which Agile Results is all about.)

    30 Days of Getting Results is a “30 Day Improvement Sprint” or “Monthly Improvement Sprint”

    I’ve used various names, but the big idea is to focus on something for a month.   Behind the scenes, I went from calling it a 30 Day Improvement Sprint to Monthly Improvement Sprint back to 30 Day Improvement Sprints and sometimes just 30 Day Sprints.

    Two things are important:

    1. I call it a sprint because it’s a focused timebox.  It’s not a marathon (although you could use a 30 Day Sprint to take up marathon running Winking smile
    2. 30 Days is important.  So is the idea of using a month.   So much so, that sometimes I really just have to say Monthly Improvement Sprints.

    I really have to elaborate on point #2 – how 30 days AND a month are both important.   Let’s start with, why a month?   Originally, I suffered from “shiny object syndrome.”   I wanted to dive into too many things at once.  As a results, I dabbled in too many things, and lost focus.   Yet, I wanted a simple way to experiment or try new things.  I had found that spending a week or two on something, wasn’t enough to give things a fair chance.  I really needed to try something for about a month.

    I basically decided that I wanted the chance to focus on something new each month, or to go back and try something again for another month.  But I very clearly wanted a theme or focus for the month, and where at the end of the month, I could decide whether to continue or not.  It’s like a “try it for 30 days” sort of program, or like a “30 day challenge.”   I used this approach to try out new things and to brush up on old hobbies and to learn new skills.  I used it for everything from trying a “living foods” diet to roller blading many miles a day to learning the guts of WCF and other technologies.

    I really, really, really liked the idea of getting a fresh start each month.  And, I liked the idea that over the span of a year, I could invest in 12 significant things, on top of what I already do.   Basically, each month, I could add something new under my belt, or replay a previous focus.  At the same time, this made my months more meaningful.  I could focus on a 30 Day Sprint for work or a 30 Day Sprint for something personal.

    I also learned that starting at the beginning of a month and ending at the end of the month was more important than I thought.  If you ever tried starting something part way through a month and losing track where you are, and trying to do it for a set numbers of days, you know what I mean.   In fact, I found my success rate at sticking with something was lousy if I randomly started somewhere within a month.

    So to make this point super crisp, I deliberate renamed 30 Day Improvement Sprints to Monthly Improvement Sprints.   And to keep things simple, periodically, I would just say a 30 Day Sprint or a Monthly Sprint, which helped, especially those that didn’t want to “improve” but rather just focus on something for a month.

    And then I learned something.   Even though you should really start at the beginning of a month and end at the end of the month, and turn the page, people prefer to call it 30 Day Improvement Sprints or 30 Day Sprints over Monthly Improvement Sprints or Monthly Sprints.

    I get why.   Quantity is precise.  30 days is specific. 

    Specific trumps.

    3 Wins to Rule Your Day (and To Rule Them All)

    Agile Results is insanely simple.  In fact, one of my first early adopters said the big deal was how to get started:

    Write 3 things down today that you want to achieve.

    That’s it.  You're doing Agile Results.

    The mantra to remember is this, and this is how you get the ability to zoom in to your day, or zoom out to the balcony view:

    Think in terms of 3 wins for the day, 3 wins for the week, 3 wins for the month, and 3 wins for the year.

    Again, it’s super simple.  But, it’s super powerful.  

    Behind the scenes, I had stumbled on this pattern out of necessity.   I had to stay on top of big teams spread out around the world, and I needed a very fast way of knowing what matters.  I didn’t want to focus on all the negative (that was natural for me and easy for everyone else, too.)  Instead, I wanted to focus on value and flowing value.  But, to make it significant, I wanted to boil it down to 3 things.  

    3 significant things.

    3 significant things could easily be remembered.   I could use the 3 significant things to focus and prioritize all time, energy, and attention.  What a powerful tool.  And, it worked both at the individual level, and the team level.  I wanted a way to easily tell the story of 3 wins for the team each week, so management could appreciate the value, and, most importantly, so the team could feel good heading out into the weekend.

    Working backwards from the end of the week, I realized that I could ask a very simple question:

    “What are 3 outcomes you want under your belt, if this was Friday, and you were looking back?”

    No more regrets.  No more wasted efforts.  No more frantic scrambling.  Just simple clarity of what would be great to achieve before we go through a bunch of time at things.   And, it was a great way to make for more meaningful weeks.

    This is how the Monday Vision, Daily Wins, Friday Reflection pattern was born.

    On Mondays, identify 3 wins you want for the week.  Each day, identify 3 wins you want for the day. On Fridays, set aside 20 minutes to reflect on 3 things going well and 3 things to improve.

    That pattern alone changes lives (and it’s been used to change businesses and transform execution capability.)

    I should point out that I’ve also called it Monday Vision, Daily Outcomes, Friday Reflection, which is accurate.  But, to inject some gamification and add the fun factor, I started going with Daily Wins and focusing on 3 Wins for the Day, the Week, the Month, and the Year.

    People like to win.  Agile Results is a way to do that. 

    Ergo, you can win, the Agile Way. (Aren’t you glad I said, “ergo”, and not “thus”?)

    So, if somebody wants the minimal, bare bones implementation of Agile Results, or “how to get started”, then I say, just write down 3 things you want for today.   Instantly, you just put into focus what’s valuable, what’s worth spending time on, and you’ve given yourself a way to focus and prioritize against your laundry list of incoming time thieves, fire drills, action items, and other priorities competing for your attention.

    It’s a very practical way of putting First Things First, in a Stephen Covey kind of way, and giving yourself a mini North Start for the day.

    And, if somebody wants a sticky way to both remember Agile Results – then I tell them, just remember the Monday Vision, Daily Wins, Friday Reflection pattern.   If you get each day right, you get your week right, and if you get your weeks right, you get your months and years right.   And yet, it’s perfectly OK to adapt and adjust along the way.  In fact, Agile Results is designed to help you adapt.

    … but here’s the ultimate trick to using Agile Results.  Add 3 recurring reminders to your calendar (1 for Monday Vision, 1 each day for Daily Wins, and 1 for Friday Reflection.)  

    Does Agile Results Play Well with Getting Things Done?

    I won’t claim to be a Getting Things Done expert.   That said, I’ve mentored many (many, many, many) people over the years who struggled using Getting Things Done to get things done.   It was ironic, but the true irony is that it was not Getting Things Done’s fault.   It’s a perfectly good system.  Instead, people were breaking themselves against the system (and I couldn’t help but remember when Stephen Covey said don’t break yourself against the laws … you have to know the principles.)

    So when I designed Agile Results, I used everything I had learned from doing process and methodology development, and what I had learned from writing about principles, patterns, and practices for years.

    The most important thing I did was rather than get mired in the details of a deep process or methodology explanation, I focused on a few key things:

    1. Values, Principles, and Practices – I focused on a small set of values and principles for Agile Results.  This made it easy so that people could implement the principles as they see fit and easily adapt them, to adopt them.   What I wanted to avoid was people breaking themselves against the system.  (By the way, as a “process architect”, if you look to any good system, it will boil down to values, principles, and practices … these 3 tools are the ultimate backbone for methodology success.)
    2. Flexibility –Darwin taught us that nature favors the flexible.   I decided that agility and flexibility would be a first-class citizen here.  I wanted the system itself to be so simple and flexible that it would be easy to shape or reshape over the coming years as necessary.   More importantly, I wanted this to be a simple system that helps people learn to be more flexible.   Personal flexibility is a key attribute for surviving and thriving in our ever-changing landscape.  I want people to thrive.
    3. Inclusive – I am so not a fan of zealotry (I don’t think I used that word in writing before, cool).   I don’t like one-size fits all.  What can I say, I’m a true, blue Bruce Lee fan:   "Absorb what is useful, discard what is not, add what is uniquely your own."   Those words of wisdom have served me well.   Always.   So, I designed Agile Results to be a system that can easily be combined, integrated, and applied to other time management or productivity systems.   How?   By staying focused on evergreen principles, patterns, and practices, and focusing on outcomes, not activities or tasks.   I regularly hear from people who say they are using Agile Results with everything from Getting Things Done to Zen to Done to the Pomodoro Technique to their favorite apps, like Remember the Milk, etc.   At the end of the day, people get their best results when they create a mosaic of the parts that work for them.
    4. Easy to fall off, but easier to get back on – And, super easy to get started.  In my experience, so many systems and bright ideas fail because the creator builds an insurmountable wall of change, or a sea of information overload.   Because I had to teach this system to so many people in so many ways, and often, in so many seconds, it forced me to radically simplify.    So, what I have now is a very simple system that scales down to “write 3 wins on paper” and yet scales up to the most advanced proven practices for productivity and time management available (yeah, as a Program Manager, it’s the nature of the beast … I’m constantly forced to innovate in terms of doing things better, faster, and cheaper while making more impact and scaling things and building systems and ecosystems to amplify impact.)
    5. Continuous learning – By keeping the system simple, and by having a handful of values, principles, and practices, and by baking learning into the system as a first-class citizen, Agile Results easily adapts to whatever your current approach and tools are.    This was a crucial design point.   I had way too many people coming from all sorts of backgrounds and all sorts of experience and all sorts of styles.  It forced me to make sure that Agile Results could bend, and not break, and, ultimately be a powerful tool for smart people.   The last thing I wanted to create was a tool that got in the way of smart people.  Instead, I wanted a tool and framework to help smart people get more out of work and life, and support their continuous growth and transformation.

    With that in mind, I have had many, many, many GTD’ers show me how they use Agile Results + Getting Things Done.   Like I said, I’m a fan of “better together” and blending the best of the best in a Bruce Lee sort of way.

    What About Agile Methodologies?

    Like I said, Getting Results the Agile Way, is not about how to do Agile software development methodologies (though, interestingly, I’ve used Agile Results to get more out of Agile methodologies Winking smile

    But, I have learned Agile methodologies and practices from some of the world’s best practitioners, including Ward Cunningham (father of Wikimedia, which is the platform that Wikipedia runs on.)

    While there is a lot of information out there about how to do Agile development, I still see a lot of people struggle when they try to get started.  If you haven’t made the journey from early on, it can be tough to figure out how to get started now.   Worse, if you aren’t living in software, it’s not always obvious to know how to adapt Agile practices.   The other challenge I see is that people are trying to adopt more Agile ways, but they are in environments that don’t have dedicated teams.  

    It’s the worst-case scenario of v-Teams or ad-hoc teams of limited and chaotic availability.

    So, while I always thought there was plenty of great Agile resources for people to use to get started, I still see a gap.

    I’m finding myself spending too much time ramping people up on things that I thought were more mainstream than they really are yet.

    I suspect I will do my part to try and fill this gap in the near future.

    My first and foremost goal was to help people learn how to be “Agile for Life”, and that was the driving goal behind Getting Results the Agile Way.

    My next step will be to help professionals learn how to be “Agile at Work.”

    … and, in that case, I will be able to draw from my experience over the years, and share even more on what I’ve learned over the past few years, especially as it relates to helping startups and helping businesses undergo major transformation and change … the Agile way.

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  • J.D. Meier's Blog

    Book Reviews at a Glance


    I’ve created a book reviews at a glance page at Sources of Insight.

    I read a lot of books and do a lot of book reviews.  Previously, you could get to the book reviews through the book reviews category, but you had to flip through pages in order to find them all.  Now the book reviews are right at your fingertips.

    I do my book reviews a bit differently.   They are more like movie trailers.  Rather than focus on whether I like a book or not, I focus on what you can use from the book, in work or life, to get better results.

    Here are a handful of my favorite book reviews you can explore to get a sense of how I do book reviews:

    These also happen to be some excellent books for improving your effectiveness at work.

    In fact, if you read nothing else, at least read The First 90 Days.   It’s the book that will help you become a highly effective corporate warrior, in a peaceful warrior way.  You’ll learn to see the chessboard and operate at a higher level.   It includes everything from the five conversations to have with your boss to ramping up more effectively in a new organization.  It’s definitely one of those books that I can point to as making a leapfrog in my career trajectory.

    Surprisingly, I don’t have as many book reviews as a I should.  I resisted doing book reviews early on because, in general, I wasn’t a fan of book reviews.   Too often, I read book reviews that were just about whether somebody liked or didn’t like a book.  What I really wanted was a deeper peek into the bowels of the book, and some highlights on what I could use, so I could figure out whether to get the book.

    Last year, I decided to give it a whirl and just do book reviews in my own style.   I wanted the book reviews to quickly map out the book, show what problems the book solves, and give highlights on the big ideas.   Next thing you know, I started getting emails from readers about how they liked my book review approach and how my book reviews were like nothing they had seen before.  So I continued to do them ever since.

    So here it is, at your fingertips, my book reviews page.

    It’s an evergreen page, so I’ll update it as I release more book reviews.


  • J.D. Meier's Blog

    Business Value Generation is the New Bottleneck


    “Creating value is an inherently cooperative process, capturing value is inherently competitive.” -- Barry J. Nalebuff

    I remember back in the day when prototyping solutions was the biggest bottleneck.   It could easily take many months to prototype a working solution that would address the key concerns in a viable way.

    In fact, in one particularly painful example, I remember a team had spent more than six months on their prototype.  They were trying to find the right combination of authentication and authorization patterns to support a suite of line-of-business applications.  They got lost in all of the possible combinations and permutations, and they ended up going down a bunch of different rabbit holes. 

    Worse, they ended up with a bunch of dead ends that would never work in the target environment.

    This example really stuck out in my mind, because when this particular customer met with our little security SWAT team on the Microsoft patterns & practices team, we figured out a workable solution within 30 minutes, and had concrete plans for three specific prototypes just to play out the possibilities.

    30 Minutes vs. Six Months is a Big Deal

    Of course, we had several things on our side that helped us reduce six months down to 30 minutes:

    1. We had been looking across customer scenarios so we were familiar with all the various patterns
    2. We knew the technology stack, the viable options, the obvious limitations, the design intent, and in most cases, the actual source code
    3. We had an “algorithm” for designing authentication and authorization solutions

    Here’s the algorithm we used for solving every authentication and authorization challenge:

    1. Identify resources
    2. Choose an authorization strategy
    3. Choose the identities used for resource access
    4. Consider identity flow
    5. Choose an authentication approach
    6. Decide how to flow identity

    Obviously, there’s a lot of details behind each step, but the high-level sequence was the key to success.

    The reason why this approach was so effective is that we worked backwards from the end in mind.  In many cases, solution architects and developers were so focused on the authentication piece, that they lost sight of the spectrum of resources they would need to access, and which identities would need to be authorized, etc.

    A Proven Practice, a Shared Language, and Mental Models Really Speed Things Up

    This authentication and authorization design process also worked really well because we had a shared language and mental models for each of the parts.  For example, when we identified resources, we looked at Web server resources, database resources, and network resources.   When we chose an authorization strategy, we evaluated role-based vs. resource-based (claims wasn’t on the scene at that time.)  When we chose identities, we evaluated the original caller’s identity, the process identity, service accounts, and custom identities.  When we evaluated different authentication approaches, we would use terms like the trusted subsystem model and the impersonation/delegation model.

    My big insight at the time was how a little knowledge and a proven practice for designing authentication and authorization solutions could effectively “flatten” time.  In which case, now the bottleneck gets pushed around.  If it no longer took a team six months to prototype a solution, then what would be the next obvious big bottleneck?  If you’re into Theory of Constraints (TOC), you’ll especially appreciate this dilemma.

    What’s the Next Big Bottleneck?

    Let’s fast forward to today’s emerging landscape.   With today’s tools, people, and processes, prototyping no longer takes a six month epic journey. 

    It’s no longer the big bottleneck.

    In a world where we are moving towards “IT as a service”, what does become the next biggest bottleneck?

    You could just say that it’s the absorption rate, or the adoption rate, or the consumption rate, and you’d be in good company.  In fact, a book that explains this bottleneck in detail is Consumption Economics: The New Rules of Tech.

    But, there is another bottleneck.  

    It’s one that I was exposed to thanks to a few incubation teams where we got to see what happens when a customer goes Cloud and re-imagines their business.   Suddenly, they have a lot more capability at their fingertips, as well as agility, and the ability to innovate.

    Business Value Generation is the New Bottleneck

    The new bottleneck is business value generation.

    Precisely, it’s the challenge of finding, creating, capturing, and accelerating business value – which is the key to the future.

    It’s like a switch is suddenly flipped, and it’s a race to figure out how to create new value.

    I like how Charlie Bess describes this new landscape when writing about HP Discover 2013:

    “The IT industry behavior is definitely changing. We’re moving from a focus on cost savings and RFP driven engagements between companies and suppliers into an environment that is more consumption-based. Where nearly anything in IT can be purchased “as-a-service”. This allows for a much more business-led approach, focused on business value generation, yet with a demand for a relatively short return on investment. This leads to many asking for advice on what they should do or just a level-set on what is actually happening and what others are doing.”

    The Pace of Change Changes Everything

    With the pace of change, the ability to innovate, and the ability to execute, the bottleneck really comes down to how to generate new business value (and, related, how to accelerate that business value.)

    It’s a loop, too as value goes from productized to service-ized, to commoditized.

    And, it’s a continuously changing game as value moves up the stack, where things that were once “above the line” are now “below the line.”

    What’s Possible When it Comes to Business Value Generation?

    Remember that example of six months vs. 30 minutes?   Amazing things are possible when you have proven practices, a shared language, and mental models.

    I’ll share more on this in a future post, but for now, let me give just a brief example to hopefully illuminate what’s possible …

    A colleague and I were brainstorming on potential scenarios on how social computing could change the Enterprise as we know it.   We knew we could use scenarios as a way to rapidly envision future capability visions, and then use storyboards to play out future possibilities.

    When we were operating from a blank slate, we didn’t get very far.   In fact, it was pretty abstract, and not very effective.  

    Then we switched gears.

    We pulled up a topology map of business capabilities and started to heat map capabilities that we could light up with social computing scenarios.   Suddenly, we were on fire.   For example, externally, if you had more insights into your customer’s pains and needs from social computing, could you design more targeted offers?   Or, if you had better connection with your customers in the marketplace through social computing, could you better shape your customer loyalty and perception in the market?  Or, internally, through social computing capabilities, could you improve collaboration and more rapidly share tribal knowledge among your teams?

    Behind the scenes, we used a rapid way of checking for potential business value, and quickly validating whether the scenario would be a meaningful and significant chunk of organizational change.

    Long story short, we quickly walked away with tens of future scenarios for the Enterprise in under an hour.

    What I learned from this exercise is three key things:

    1. Business value generation is the new bottleneck
    2. Many businesses will fail if they don’t master this (and this is growing opportunity for business transformation artists)
    3. Information technology is the key to the future, but only when it helps drive new business value

    Your ability to generate new business value will be the key to making the most of big technology trends, including Cloud, Mobile, Social, and Big Data, and re-imagining your business in a digital economy, while crossing the chasm to the Cloud, in a globally connected, always-on, ultra-competitive, ever-changing world.

    Innovation, instead of being the exception, is the new norm.

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  • J.D. Meier's Blog

    Sources of Insight Refresh: Insights and Actions for Work and Life at Your Fingertips


    I’ve done another intensive user experience exercise to improve Sources of Insight.image

    Sources of Insight is a knowledge base of principles, patterns, and practices for helping you get better results in work and life.

    A friendly way of looking at it is:

    “Skills to pay the bills and lead a better life.”

    I started the site a few years back to help give people an advantage in work and life.  We don’t get a great playbook when we start out, and there are a lot of skills that we don’t learn in school.  For example, motivation, productivity, time management, personal development, etc.

    I’ve used Sources of Insight as a clearinghouse of ideas you can experiment with to help you figure out better ways for better days, find your breakthroughs, and get over some issues that might be holding you back.

    You can use Sources of Insight for several things, including, but not limited to:

    1. Re-imagine yourself with You 2.0  (this will help you build your firm foundation and find your way forward in a sustainable way)
    2. Find the best books on different topics including Business Books, Leadership Books, Personal Development Books, and Time Management Books.
    3. Inspire yourself with wisdom of the ages and modern sages in the form of great quotes.   You’ll find hand-crafted collections of quotes including Inspirational QuotesLeadership Quotes, Life Quotes, and Simplicity Quotes
    4. Learn lessons from the great ones, both famous folks and ordinary people that do extraordinary things.  My Great People page includes lessons learned from Bruce Lee, Guy Kawasaki, Seth Godin, Stephen Covey, Steve Jobs, and Tony Robbins.
    5. Fill your bag of tricks with 101 of the Greatest Insights and Actions for Work and Life.
    6. Learn a powerful results system to help you master productivity, time management, and work-life balance with 30 Days of Getting Results.
    7. Learn some of the best insights from insightful people and best-selling authors.  My Special Guests page includes guest posts from Al Riese (author of The 22 Immutable Laws of Branding),  Gretchen Rubin (author of The Happiness Project), Jim Kouzes (author of The Leadership Challenge), Michael Michalko (author of THINKERTOYS), and more.


    I also do hard-core Book Reviews.   They are like mini-movie trailers but for books and they give you a deep dive into significant highlights from the book.   Here is an example of my book review of The Charge.

    So what exactly did I do in terms of improving the user experience for Sources of Insight?

    I took a look at all the feedback and looked for patterns and things that I thought could be improved.  I tested multiple combinations of layouts and changes to things like menu items and placement.  Here’s a highlight of some of the more important changes that overall should help create a better user experience:

    1. Simplified the menu and fixed some quirks
    2. Smaller home page with more focus and quick jumps to hot items
    3. Added an Explore menu item.

    I made a number of other changes, too, but I think the addition of the Explore page is what will make a big difference for a lot of people.  You’ll want to bookmark the Explore page because it’s got enough articles that you’ll want to go back to.   It features key articles for Emotional Intelligence, Leadership, Personal Development, Personal Effectiveness, and Productivity.

    Each time you Explore, you bound to walk away with some insight and action you can immediately apply to work or life for instant impact.

    I’m still in the process of making improvements so if you have more ideas, be sure to send my way.

  • J.D. Meier's Blog

    Back to School Special on Getting Results the Agile Way


    image“Live as if you were to die tomorrow. Learn as if you were to live forever.” -- Mahatma Gandhi

    It's back to school time.  To help students get the edge, Getting Results the Agile Way is available for free on the Kindle for a limited time:

    Getting Results the Agile Way: A Personal Results System for Work and Life

    Grab it today, so you don't miss out.

    If you're a student, you can use Agile Results as your unfair advantage.

    It will put some of the best science on your side, and help you master your time management and productivity skills.  It's more than a system.  It's a playbook full of proven practices for personal effectiveness.

    It's the book I wish somebody gave me long ago.

    Back to School is a Great Time to Renew and Retool

    Back to school time is a great time to do a reset and own your future.

    That’s really what Getting Results the Agile Way is all about – owning your future.  It helps you be the author of your life and write your story forward.  By focusing on meaningful results, taking action, and creating continuous learning loops, you set yourself up for success.

    It’s a playbook you can use for school, work, and life to help you make the most of what you've got, and enjoy the journey and the destination.

    Times are tough.  The world changes under our feet.  You need a system to get rapid results and to embrace change.

    You can actually use change as a way to transform any situation into opportunities, if you know how.

    Maybe the most important thing you learn from Agile Results is how to flow incremental value … to yourself and others.

    Flexibility Will Be Your Competitive Advantage

    Darwin taught us long ago that it’s not the smartest or the fastest that survive … it’s the most adaptable who thrive.

    The problem is that by default, we’re creatures of habit, and we aren’t very good at change, unless we know the habits and practices that can help us think, feel, and take action more effectively.

    It Works for Artists, Too

    Even if you consider yourself more of an “artist” than a productivity type, you’ll be pleasantly surprised.  Agile Results has helped many artists experience what it’s like to be a “productive artist.”   In fact, a key focus in Agile Results is leveraging your energy and creativity for breakthrough results.   One of the big ideas is actually adding more Creative Hours to your week so that you can leap frog ahead in today’s ultra-competitive world.

    You’ll be amazed at what you’re capable of, when you use the ideas from Agile Results to enhance your focus, play to your strengths, and sharpen your ability to complete things in record time.   

    What Makes Agile Results Different?

    There are a lot of time management and productivity systems out there.   That’s a good thing, because it means you don’t have to start from scratch.  

    But there’s a challenge.

    The challenge is, how do you integrate all of the best principles, patterns, and practices for productivity and time management into a simple system that works for you?

    Agile Results is a simple system for meaningful results that integrates the world’s best techniques for productivity and time management.  Here are some of the key distinctions that make Agile Results different, but complimentary and compatible with other systems:

    1. Outcomes over Activities. Outcomes provide a lens for focus. Outcomes are the results you want to accomplish. Just doing more activities, checking off items from a task list, and throwing more time and energy at problems won’t necessarily produce the results you want. By starting with outcomes, you define what good will look like and you give yourself a compelling path to work towards. Working on the right things to produce the right results for your current situation is a recipe for success.
    2. Time as a First-Class Citizen. In Agile Results, time is a first-class citizen. Windows of opportunity are important. It’s about doing “good enough” for now, and versioning your results. Time changes what’s important. What was important last month or last week might not be what’s important now. That’s the agile part—be responsive to what’s important now. This also includes using timeboxes effectively. For example, rather than try to figure out how long something might take, start by figuring out how much time you want to invest in it. Identify up front at what point do diminishing returns become unacceptable. This will help you cut your losses and figure out how to optimize your time.
    3. Fresh Start. If you fall off the horse, you can get back on. You get a fresh start each day, each week, each month, each year. What you take on is just as important as what you let go or “slough off.” You don’t want to be a beast of burden where one more straw breaks your back. It’s about thinking in terms of delivering value over simply working through your backlog or crossing off a laundry list of to-dos. It’s about asking and answering what’s your next best thing to do.
    4. Test Your Results. Have a bias for action. Rather than do a bunch of analysis and commit to a big plan up front, start taking action and testing you results. Use feedback to improve your plans. Testing your results is a way to find the risks and surprises earlier versus later. A simple way to remember this is “Do it, review it, and improve it.” In addition, you’ll find that action creates inspiration. A lot of people wait for their moment of inspiration before they start, but what they don’t realize is that simply by starting, the inspiration can follow. It’s like going to see a movie and then enjoying it more than you expected.
    5. Fix Time, Flex Scope. By fixing time, you set yourself up for success. The main thing is to set a fixed time for eating, sleeping, and working out. You can also fix time within work. For example, you can decide that work is an eight hour day within which you set timeboxes to produce results: an hour for administration, four hours for execution, two hours for think time, and a minimum of an hour on communication and relationships. At a higher level, you might fix time to be a 40-hour or 50-hour work week. Within that time frame, you will bite off the work you can do. What you won’t do is flex time. You won’t throw more hours at the problem each day. You’ll gradually learn to bite off what you can accomplish and manage your plate more effectively.
    6. Boundaries. Boundaries are simply minimums and maximums. Setting boundaries is a key to success. You’ll produce more effective results by spending the right time and energy on the right things. You can set boundaries with time; for example, tell yourself, “I’ll spend no more than an hour on that.” You can set boundaries in terms of energy; for example, tell yourself, “I’ll stop when I start to feel tired.” Most people trip up by not setting boundaries. They’ll work on something until they crash. They throw all their time in one area at the expense of other areas. Setting boundaries is how you can add balance to your life. You can spread your time and energy across the important Hot Spots.
    7. Tests for Success. Your tests for success answer the question, “What will good look like?” Simply by figuring out the three outcomes you want for the day, the week, the month, and the year, you identify your tests for success. You have an idea of what you want to accomplish and what good will look like. Knowing your tests for success helps you prioritize.
    8. Approach over Results. How you accomplish your results is more important than the results themselves in the long run. Your approach is your foundation. It’s what you fall back on when you don’t know the way forward. Your approach should be sustainable. You should also be able to improve your approach over time. Your approach should be consistent with your values. Your approach should play to your strengths and limit your weaknesses.
    9. The Rhythm of Results. Iterate on your results. Version your results over time. The rhythm of results is your daily, weekly, monthly, and yearly results. This is about flowing value incrementally. Think of it as a set of trains that come and go from the station. If you miss a train, you can catch the next one. At the same time, you want to catch certain trains because of your time frames and windows of opportunity.
    10. Time, Energy, and Technique. You don’t want to just throw more time at problems. You also don’t want to burn yourself out by just throwing your energy into things. Your results are a combination of time, energy, and technique. By using more effective techniques, you can amplify your results. This is how you use your time and energy more effectively.
    11. Strengths over Weaknesses. Rather than spend all your time improving your weaknesses, spend your time playing to your strengths. While it’s important to reduce your liabilities, you’ll go further, have more passion, and produce more effective results by spending more time in your strengths. In areas that you are weak, one of your best moves is to partner or team up with others that supplement you. If you can’t outsource your weaknesses, you can find more effective mentors or pair up with other people who help you amplify your results.
    12. System over Ad Hoc. When you have routines for how you produce results, you can learn and improve. It’s one thing to produce results randomly, while it’s another to have a system you can count on. When you have a system, you can tune and prune what works for you.
    13. Continuous Learning. The world’s not static. Skills aren’t static. You’re not static. Learning is a first-class citizen. It’s about taking action, getting the feedback, and changing your approach. It’s about letting go of what’s not working, and testing new ways to achieve your results. It’s about personalizing your approach and continuously refining it to meet your needs. Your weekly reflection will help you learn more about yourself in terms of your strengths, your weaknesses, your passions, your bottlenecks, and ultimately your results. While improving your results, you’ll improve the way you produce results. Improving the way you produce results, will improve your enjoyment and fulfillment no matter what you work on.

    In other words, you don’t have to throw out your existing systems.  Instead, you can enhance your existing time management system, or get more out of it, by using some or all of the insights and actions from Agile Results.

    Get the Book Today or Tell a Friend

    Grab your unfair advantage today, so you don't miss out, and tell all the students you know so they, too, can have an unfair advantage:

    Getting Results the Agile Way: A Personal Results System for Work and Life

    Go back to school in style and unleash what you’re capable of.

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  • J.D. Meier's Blog

    Strategy Development, Consumer Experience, and Technology Build Out


    “Strategic management consultants help clients perform markedly better in a world of rapid change.  Consultants must constantly learn new skills, contribute to the intellectual capital of business, and build enduring relations with their clients." -- Carl W. Stern, The Boston Consulting Group

    While flipping through my copy of, Management Consulting: A Complete Guide to the Industry, by Sugata Biswas and Daryl Twitchell, I came across an interesting model for thinking about the execution of client engagements:

    1. Strategy Development
    2. Consumer Experience
    3. Technology Build Out

    It’s a way of dividing a client engagement into three basic phases.

    It helps explain how different firms may work with a client throughout the entire lifecycle of an engagement.  It also helps explain divisions of labor.  The actual composition of the team would vary based on the work stage of an engagement, so that the best resources and capabilities handle each stage.  For example, strategists often dominate the team in the early phase.  Functional and creative designers dominate during the second phase, and technologists dominate the final phase.

    I like the simplicity of the model, and it helps really show where the action is without getting bogged down, and losing sight of the main focus.  It’s all too easy among the chaos to let the wrong thing overshadow what the real value is.

    Summary Table of Strategy Development, Consumer Experience, and Technology Build Out

    Here’s a quick view, according to Sugata Biswas and Daryl Twitchell of what’s happening in each stage:

    Strategy Development
    • Competitive analysis
    • Customer analysis
    • Market survey
    • Strategic plan development
    • Technology assessment: define capability map, component sourcing, and so on
    • Operating model definition
    Consumer Experience
    • Marketing launch plan
    • Functional analysis
    • Information architecture
    • Creative/user interface design
    • Prototype development and technology infrastructure
    • Mock-up creation
    Technology Build-Out
    • Technical infrastructure set-up
    • Implementation
    • Testing
    • Production rollout and support
    • Operational planning and execution
    • Configuration management
    • Knowledge transfer

    Visualizing Strategy Development, Consumer Experience, and Technology Build Out

    Here’s a visual of what these different phases might look like, according to Sugata Biswas and Daryl Twitchell:


    As simple as it is, I like the fact that it’s a hypothesis on where the bulk of the work tends to be.  It also makes it easy to imagine or re-imagine what other combinations of work might look like, if there’s certain shifts or changes in the market place.

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  • J.D. Meier's Blog

    Negotiation Skills for Work and Life (or How To Master the Art of Getting What You Want)


    “He who has learned to disagree without being disagreeable has discovered the most valuable secret of a diplomat.” – Robert Estabrook

    Are you a skilled negotiator?

    Negotiation skills are often the difference that make the difference in achieving more of what you want in business and in life.

    We negotiate every day.   With our friends, our family, our colleagues, our bosses.   We negotiate everything from where we want to go on vacation, to what to work on next.  We negotiate our jobs, our schedules, our salaries.

    Strong negotiation skills can set you apart.   Especially, if people find out that you are fair, flexible, and have their best interests at heart.   If you are manipulative, out for your won interests, and go for the win-lose, you’re the one who loses over time.  Zig Ziglar said it best:

    "You can have everything in life that you want if you just give enough other people what they want."

    But negotiation skills don’t come easy to many of us.  We have to work at it.

    What are some of the things we have to work on to build our negotiation skills?

    Here’s a short list …

    How to figure out what you want

    How to figure out what other people want

    How to be able to read a situation

    How to figure out what people value and to speak in that language

    How to be able to figure out key concerns and the threats people perceive

    How to know what success looks like for both parties

    How to be flexible in what you want

    How to trade up short-term wins for long-term gains

    How to stay connected with people while having crucial conversations

    How to develop your emotional intelligence and keep your cool under pressure

    These negotiation skills and many more help equip your for negotiating with the best of them.  But, where do you start?   There is a lot to learn.

    One effective place to start is the book, The Complete Guide on How To Negotiate.  I wrote a detailed book review so you can explore it:

    The Complete Guide on How To Negotiate: Master the Art of Getting What You Want in Business and in Life

    What’s good about this book is that it cuts to the chase, equips you with the mindset of an effective negotiator, and gives you strategies and tactics you can use for a variety of scenarios.   It’s a short book that focuses on giving you negotiation skills that you can use in work and life to get more of what you want, and potentially more important, help you avoid getting taken advantage of.

    The book has a solid foundation because the author both has extensive experience and drives from the philosophy of going for the win-win, rather than playing a bunch of tricks to take advantage of, or manipulate people.   That said, you’ll learn what the most common tricks of the trade are, and how to deal with them.

    I could recommend a lot of books on negotiation skills.   In fact, another book I would recommend that helps build your fundamental negotiation skills is Influence Without Authority.    What I like about The Complete Guide on How To Negotiate is that it gets you up and running fast.   Then, if you want to really build out your repertoire and understand persuasion and influence at a much deeper level, then dig through Influence Without Authority.

    If you read these two books, you’ll be well ahead of the pack.  In fact, you’ll know when people have not read these books because they’ll be negotiating all wrong.   They’ll only know their point of view.   They won’t answer what’s in it for you.  They’ll be rigid in their approach.  They won’t speak in the language of what you value.  They’ll be going for a win-lose.   You get the idea.

    Even if you don’t like negotiating, at least work on your negotiation skills so that a lack of negotiation skills won’t work against you.   Too many people, all around you, are asserting themselves and their positions for you to sit idly by and be on the receiving end of bad propositions.

    You know you’re doing a good job when you can effectively argue for you, your team, your company, your customers, the right thing to do, etc.

    In fact, the more you build your negotiation skills and learn how to influence without authority, the more you will enjoy using your ability to grow new and better opportunities for all those involved, right under your feet.

    It’s the Stephen Covery way of staying out of the scarcity mentality, finding 3rd alternatives, and creating a bigger playground for everybody to play in.

  • J.D. Meier's Blog

    Emotional Intelligence Quotes


    Emotional intelligence is how you gain control over your lizard brain. 

    Here's what Seth Godin says about the lizard brain:
    "The lizard is a physical part of your brain, the pre-historic lump near the brain stem that is responsible for fear and rage and reproductive drive. Why did the chicken cross the road? Because her lizard brain told her to."

    Emotional intelligence is kind of a big deal. 

    In fact, according to Daniel Goleman -- “As much as 80% of adult 'success' comes from EQ.”

    Pretty striking.

    But there's more ...

    “Comparing the three domains, I found that for jobs of all kinds, emotional competencies were twice as prevalent among distinguishing competencies as were technical skills and purely cognitive abilities combined. In general the higher a position in an organization, the more EI mattered: for individuals in leadership positions, 85 percent of their competencies were in the EI domain.”  — Daniel Goleman

    So, if you want to improve your personal effectiveness, emotional intelligence is a key. 

    And, if you want to learn more about emotional intelligence, take a stroll or a scroll through my latest collection of quotes:

    Emotional Intelligence Quotes

    There's words of wisdom on emotional intelligence from Benjamin Franklin, Buddha, Dale Carnegie, Vincent Van Gogh, and more.

  • J.D. Meier's Blog

    30 Days of Getting Results Updated Based on Feedback


    imageI’ve made another attempt to improve the user experience for 30 Days of Getting Results.  To improve the experience, I’ve focused on minimalism, whitespace, easy navigation, and powerful content that helps you thrive.

    30 Days of Getting Results is the ultimate self-paced training system to help you master productivity, time management, and work-life balance.

    It’s productivity on fire.

    You’ll learn multiple ways to at least triple your productivity, while spending more time on things you love, and plowing through the tough stuff, and doing your heavy lifting with more skill and capability.

    It’s based on the book, Getting Results the Agile Way, which introduces the Agile Results system.  Getting Results the Agile Way has been a best seller in time management.

    In fact, the 30 Days of Getting Results is itself a 30 Day Improvement Sprint, where you use Agile Results to learn a new habit, and to get great results over a 30 day period.

    Just because it’s a 30 Day series, doesn’t mean that you have to take 30 days or go in sequence.   In fact, when somebody is first checking it out, I tell them to take a peek at the following lessons:

    Here is the page that provides the complete list of 30 lessons.

    And, here is a list of the 30 lessons, with direct links, so you can explore at your leisure:

    1. Day 1 – Take a Tour of Getting Results the Agile Way
    2. Day 2 – Monday Vision – Use Three Stories to Drive Your Week
    3. Day 3 – Daily Outcomes – Use Three Stories to Drive Your Day
    4. Day 4 – Let Things Slough Off
    5. Day 5 – Hot Spots – Map Out What’s Important
    6. Day 6 – Friday Reflection – Identify Three Things Going Well and Three Things to Improve
    7. Day 7 – Setup Boundaries and Buffers
    8. Day 8 – Dump Your Brain to Free Your Mind
    9. Day 9 – Prioritize Your Day with MUST, SHOULD, and COULD
    10. Day 10 – Feel Strong All Week Long
    11. Day 11 – Reduce Friction and Create Glide Paths for Your Day
    12. Day 12 – Productivity Personas – Are You are a Starter or a Finisher?
    13. Day 13 – Triage Your Action Items with Skill
    14. Day 14 – Carve Out Time for What’s Important
    15. Day 15 – Achieve a Peaceful Calm State of Mind
    16. Day 16 – Use Metaphors to Find Your Motivation
    17. Day 17 – Add Power Hours to Your Week
    18. Day 18 – Add Creative Hours to Your Week
    19. Day 19 — Who are You Doing it For?
    20. Day 20 — Ask Better Questions, Get Better Results
    21. Day 21 – Carry the Good Forward, Let the Rest Go
    22. Day 22 – Design Your Day with Skill
    23. Day 23 — Design Your Week with Skill
    24. Day 24 – Bounce Back with Skill
    25. Day 25 – Fix Time. Flex Scope
    26. Day 26 – Solve Problems with Skill
    27. Day 27 – Do Something Great
    28. Day 28 – Find Your One Thing
    29. Day 29 – Find Your Arena for Your Best Results
    30. Day 30 – Take Agile Results to the Next Level


    So far, everybody that I know that’s gone through has found something significant they can do to really up their game, whether that’s improving their productivity, mastering time management, or improving their work-life balance.

    It’s both a great way to get introduced to Agile Results (a personal results system for work and life), and to instantly improve your productivity by applying the lessons to everyday life.


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