February 14, 2014

Size matters, and comparing sizes matters even more.

What will be the right size of a task so it will be easier to bring it into execution and action?  How can we size the effort needed to get it done?  And how do we know what is right for us compared to someone else performing the same task?

Kids (and adults) often mistaken their ability to get things done while getting right into action when encountering a problem or a task. Sometimes, they even are avoiding getting into action due to the fact that the task seems to be too big or too complicated to execute… I sometimes see kids getting to much homework that just looking on the size of their “homework” tasks can be frightening. Who wouldn’t prefer not to play outside instead of dealing with this giant homework assignment? Sizing those tasks has a lot to do with our ability to get them done. It allows us to better scope our attention, better control our activities related to a specific task and gain confident while getting those tasks done.

Much has been written concerning the efforts estimation of a task and its relation to ease our ability to execute it. As is commonly assumed (no matter if it is false or not) that when we know how long it will take to complete a task or what the effort entails it will be easier for us to understand when a group of tasks due to complete.  It is often assumed the same assumption about the size of a task or a problem.  

I say, When we know what’s the right size of a task according to our subjective ability to execute it, it will be easier to estimate a group of tasks and accordingly our ability to get them done.  

There are many methods that can be applied to understand a task size so it won’t be too big to deal with or too small to even consider doing it and accordingly to get it done.


If so, how do we balance the size of our tasks for ourselves or for a chield?
The answer, of course. It depends.

Here are some tips which will help us better understand the subjective size of the task according to subjective personal ability .

One.      Create your task list and make sure it is visible and apparent.

Visibility makes things happen. The Task list should not stay in your head put it on the board. So after seeing it, it gets easier to organize things and make decisions and certainly easier to understand what takes more time or less time comparing to other task.


Two.      Size your tasks by three types of sizes:
Small
Medium
Large
Extra large ** - Optional but not advisable

At this stage all we want to achieve is the ability to visualize tasks in deferent sizes. It is still one big wish lists of stuff we need to do or to achieve.  For better Visibility, create three columns on the board and place each task under the appropriate column, or perhaps even give a different color for each size. The main goal at this stage is that you will be able to see the differences between tasks sizes.


Three.      Listen and Learn
Remember when you were a child, places seemed bigger and greater probably more than they are today?  This is how a child sees tasks. Much larger than they appear to us. Things that seem small and simple to us can be perceived as very large and complicated to children. Often because they lack information or guidance, or just because that's how it is in their eyes. And yes, listening and asking questions to understand the enormity of the task in the eyes of the child is the next step we need to take.
What is a small task ? What is a big task ? What makes it large?




Four.      Once the most important tasks are on the task board, take the large tasks and split them into smaller ones. Remember only small or medium sized tasks will be executed – so make sure to split those tasks to an executable ones. Small task is one that can be completed in a relatively short period of time, defiantly not in a week or a day, and obviously appropriate for a child time frame.
As the following example.


Five.       While executing the tasks - stick to tasks that are small or medium-sized and arrange your tasks in order of action.

Six.      Select one  task at a time and start to perform.  Make sure to visualize your path to execution as well (To do – Doing – Done)  on the task board.






Seven.      When a task is too large to execute, do not be afraid to split I in to smaller ones.

Eight.      Not every task must be sized. In fact, most tasks do not required sizing.
For example, let's say, the child has only two days to study for his next exam, then we can start by splitting the tasks in a very rough manner such as What to be studied today and what to be studied tomorrow. We can then discuss any task and understand it if it belongs to the first or second day and size only those tasks that seems too big to handle.
In short, let’s try to keep things simple.
Sizing a task should be "just enough" so we can get started. We Do not need to dig too much in to the details of a tasks so we can assess accurately hours and minutes that it will take us to execute it.  Three sizes of 'small', 'medium' and 'large' can suffice.

Nine.      What will truly help get things done and understand the right size of a task for a child is parental involvement. Conversation. Children love that we talk to them, relate to what they need to do, help them understand things. So while this simple technique will help them better understand the task and may even reduce anxiety or focuses on what matters, what will make it really happen is the conversation with us, their parents.

Ten.    And do not forget to enjoy the ride.

February 09, 2014

Top Time Management Tips For Students

The time management skills and disciplines that you develop as a student can help you for the rest of your life. Those skills that we as parents help our children to develop as the same thing
Sometimes we get so many tips, as parents and as students, most of them are theory , using  simple task board , agile thinking and scrum framework will take those tips from idea to action.
Here are some tips and practices to help students (in various ages)  develop good time management skills.

January 25, 2014

Last Thing First - Back-chaining

Usually the process of teaching people how to successfully complete long sequences of is to teach how to start the task sequence and then proceed right along to the end of the chain of events. Backward chaining however refers to breaking down the steps of a task and teaching them in reverse order. The biggest advantage from the learner’s point of view is that it offers immediate satisfaction. It  minimize anxiety and provide a sense of accomplishment. This feeling of success will increase confidence and keep us motivated to learn and complete the entire sequence of steps. 


December 31, 2013

Setting your new year goals with agile - Happy Agile New Year!!

The last few weeks of the year are already upon us. The end of the year, for many also means a time for a resolution and setting new year’s goals. Let’s reflect on how some basic Agile principles and tools can help us set and achieve our new year’s goals and keeping our resolutions.



December 29, 2013

Change is the new habit – Personal Coaching with Agile

Shirly Ronen Harel and Avi Naparstek



Something is happening for several years now in the high–tech industry. An evolution called Agile. Agile is a working approach that entered the high-tech world in around 2001. It entered into the day to day activities of the industry employees and introduced an agenda of working with simple tools that leverage their natural abilities, empowering them and giving them motivation to continue to grow. Tools that have inspired, directed action that brings quality results. One of the growth engines of this change is the ‘Agile coaching’ that Tangent to the life coaching, professional coaching, business coaching or in fact any other coaching method that leads to growth. 

One of the biggest problems in high-tech is the astronomical cost - each project is costing a fortune, every delay costs money and risking on losing potential customers or business opportunities - sometimes bungling of such an opportunity could cause the Company to fade completely.


  
"The need to develop study habits and adapt to changes is the root of many coaching methods - if it is that the programmer needs to deal with new operating systems, or a parent that has to deal with changes in the needs of his children"




In addition, the pace of technological change is one of the highest ever for the history of the industry - techniques and methods which we experts only a year ago may no longer justify themselves today.  There is a constant need for learning new things, standing at the forefront in technology and business. You cannot even wait a few months to produce your products, you need to work fast. You need to get use to change, and not just get used to it, in order to survive in this industry you should embrace change as a way of life, as your new reality. Customers are not waiting; they change their minds because their reality changes as well. Manufacturers must recognize that and develop methods to get used to the change.

One of the things we're working on in agile coaching is reducing these risks and teaching the agile teams’ new ways to respond quickly to change, Improve and internalize practices that change rapidly. The pace of change in the world is only growing. We'd better get used to it!

The need to develop study habits and adapt to changes is the root of many coaching process - if it is the programmer that needs to deal with new operating systems, or a parent that has to deal with changes in the needs of his children and his role as a parent, or if we need to take on a diet, quitting smoking, changing business dealing and so on.
Change and the human need to deal with, is universal.  As coaches we all recognize this need, particularly the difficulty that our coachees , learn and understand what they need to change , and mostly the need to preserve this change, so it will not dissipate within a week and a month, but will become a habit of a new life. Which is exactly what agile coaching does - helping coachees to change old habits effectively and quickly, to leave the comfort zone and make a habit of dealing with the new change.

So what can we learn from agile that can be related to personal coaching? Among other things:

●  Create constant Heartbeat Or constant pulse -  Agile teaches us to produce a pulse of constant action - setting objectives, walking towards the goal immediately, collecting feedback from the environment and learn from them and setting a new destination. And back again, creating a uniform and constant ‘doing and reflecting’ rhythm. This type of “Rotation" (of placing a goal – moving toward the goal – collecting feedback - and a setting new target) is usually set to be from 1 week to four weeks, while the tasks are relatively small - sometimes the whole process takes an hour or even a few minutes.

The 'secret' that enables persistence over time is to maintain a constant Heartbeat. A team that finds that it work for them with the rhythm of the round of every two weeks, would be good if they continue with the exact same rhythm over time.  The team should not be tempted to "change the pace" - even if there is pressure to finish something just in a week and a half. Using Agile We have learned that changing the rhythm of things is like changes in a human heart rate – the price we pay in the long term is greater than the immediate shock that we may make.

● Visibility - Is key . Things happen when you see them. We will visualize all that stands in front of us and we will manage it. In some cases we will place big whiteboards and sticky notes that will symbolize the road a head and the goals we see and though create full transparency for ourselves and our friends to the journey.

Using agile teaches how to reflect clearly in a way that cannot be ignored-(processes, mindsets, priorities, problems and solutions)  . Using big visual boards) Information Radiators) Has become commonplace in agile teams. You will not find them looking at a computer screen, looking for a file with a list of tasks, but standing together in front of a huge board on the wall, where you see the tasks, failures, obstacles, strengths of the team and their shared vision.  The entire team related information is large and clear for all to see, in an atmosphere of trust, mutual support and joint motivation for action (Team Spirit).
In Agile personal coaching we use similar tools to help the coachee manage the process of his transformation. Using the board’s visibility allows the change to become a sustainable habit over time.

●   Kaizen - Routine of continuous improvement - The idea of continuous improvement is first of all, do it all the time, and in small doses. It is particularly effective when adapting a routine or (the way we like to call it) a pulse, which we examine our doing all time.
Agile holds a structured processes called Retrospective- This is an hour of  "coaching session", held once a week / two weeks (depending on the rhythm of the team), the session is run by a coach (or by a Scrum Master). The purpose of the meeting is to allow the team - together -to define goals and objectives of improvement – related to the process of their work, interpersonal conduct, dealing with obstacles and problems, and basically anything they see as contributing to or interferes with their effective conduct together as a team.
In agile Personal coaching we also employ similar methods to create a pulse of progress, improvement and problem solving in the coachee. Make the improvement itself - a habit for life. 

●  Value Focus- Value as a motivator – in order for me to be able to recognize the value generated for my own benefit, its best that I will embrace an approach of which I think of myself as a customer that his money is important to him and his quality requirements are high, and also think about myself as a provider, and provide myself the best service I can.

A very important agile principle is placing myself in my client's shoes (as a product manager or as someone that is responsible in any way to provide a service). This allows us to think like a customer and make decisions - sometimes not easy decisions – that will ultimately serve the customer, and will allow us to deal better with pressures directed against us from management, other stakeholders, and most importantly - ourselves.  Agile developed structured tools and techniques to define customer needs from the perspective of the customer himself. Sometimes (and highly recommended to do it as a routine ) we will seek our customer real feedback.
In agile personal coaching we apply the same principle -we Identify the true value for the coachee in every decision or in any progress direction, in order to get to the bottom of it (and quickly), and realize what the coachee really want and need in life.

●  Baby Steps  - walk in small steps   - Smaller is easier to control, easier to make a mistake and easier to fix.

In our experience, Effective change and the ability to make things happen  - Better be happening gradually and Incrementally. Using Feedback Loop will allow a proper understanding of the events in the changing reality.
An agile Heartbeat (mentioned above), in small doses produces the ability to cope with changes, react to them and learn. This pulse, in small doses, creates a flow of action, and routine, but a kind of routine that creates special feeling of success. Once we get used to it, this routine will become a part of us and embrace the change as a habit.

●  I am my own organizer and director, and I learn to do it well even after the coaching is long over and not just as part of a coaching period.
The concept of self-management and self-organization Is fundamental in agile -  It enables employee empowerment, allowing him to discover and invent for himself the best way he could function.  It's not as simple as it sounds - it is necessary to create supporting frameworks and set clear boundaries. The role of the manager is turning at 180 degrees here – from a manager that decides for his employees their tasks to a manager that defines responsibilities, supports, protects workers against interference and allows them to maximize their abilities (Servant Leadership).
The principle of self-organization, decision making and taking responsibility for them and for your own actions (both over the successes and over the failures) - is also an essential part of the agile personal coaching – it’s the accountability and responsibility the coachee in the coaching process, to his own life and those around him. 
There is so much more to write about agile ... so much .... There is an entire infrastructure in the heart of the agile practices that ultimately enables action and constant growth,   Continuous improvement in work habits and life.

So what's next?

We wish to take the knowledge, methods and concepts of agile into the world of personal coaching – we initiated a project called Jelly – agile coaching. This is the first article in the series.

And best of all .. Do not forget to enjoy the way - it's also one of the most important agile principles. **


Shirly Ronen Harel and Avi Naparstek - both personal trainers and activists for many years in the high-tech industry. Members of the Agile Life group  Whose goal is to take the agile into other areas of life (education, art, society, etc.) and project partners Jelly - Agile coaching- designed to bring the world of agile into the  personal coaching area.

**

December 26, 2013

Visual Thinking With Mind-Map Apps


Mind Maps are diagrams containing a central idea with branches for related topics.  There are a million and one uses for mind mapping. So if you need to solve a problem, study for a big exam,  brainstorm, plan the next big thing, one of these Mind Mapping Apps may be just what you need.

November 24, 2013

Taking SWOT personally –self-diagnosing to successfully reach feasible personal objectives

It’s not enough to set personal goals and objectives, even if they are targeted at what I really want to reach in life. It’s also not enough to set out on our journey based only on our vision. One of the most important things is to understand what I have that will help me succeed and what I should avoid. And that is also not always enough. For most of us, it’s not easy to distinguish between our internal means and obstacles and the external, environmental powers that have potential to help us grow or get in our way. And more so, it’s important to align internal and external forces to help us get things done.

This distinction, the ability to see all the pieces of the puzzle and deduce a course of action is what the SWOT tool enables. In fact, with SWOT as a preliminary tool and some agile guidelines, achieving our personal objectives can become quite a simple task.

So what is SWOT?

SWOT is another of many tools that lets us discover our strengths and abilities. It is used by organizations around the world to asses strategic decisions, organizational capabilities, possible directions, products and more.

Let’s take a look at the SWOT definition from Wikipedia:

"
Strength   Weaknesses   Opportunities   Threats 

SWOT analysis aim to identify the key internal and external factors seen as important to achieving an objective. The factors come from within a company's unique value chain SWOT analysis groups key pieces of information into two main categories:
1.     Internal factors – the strengths and weaknesses internal to the organization
2.     External factors – the opportunities and threats presented by the environment external to the organization 

SWOT is not limited for use by business organizations. This wonderful tool can be used on a personal and team level as well.


So the benefits of SWOT are that it can take all the factors - internal and external, positive and negative - and use them to help us focus on a realistic plan to achieve our goals.

So let’s get started:

  


1. Our initial assumption is that we have a vision or end-goal we want to reach.

2. Creating the famous SWOT matrix:
Draw it on a sheet of paper, or better yet on a whiteboard - and place it somewhere that will be visible to you most of the time (maybe on the refrigerator, or on a wall in the living room, or on the billboard in your study?)

This is what it looks like:



3. Understanding: I’ll ask myself questions relating to my end-goal or vision. I’ll write the answers on post-its and stick them in the proper quadrant of my SWOT board.

The first part is questions about me - S, W

* S: Regarding my vision, what are my strengths? What makes me unique and advantageous in this event? Is it knowledge? Experience? Good physical condition, money, family support? etc...
* W: Regarding my vision, what are my weaknesses? What do I lack that I need to go forth, that originates from me? Lack of experience? Lack of knowledge? Low self-esteem? Lack of family support? etc...

  
The second part contains questions about my external surroundings - O, T
* O: Regarding my vision, what opportunities exist? Is there a specific job opening that just opened up? Political situation? Family? Financial? etc..
* T: regarding my vision, what threats may there be? What will hold me back? Is it starting from lower position? Income? Residents?

** it is recommended that you take those questions and get some feedback from your soundings. Show them your SWOT and ask them what they would say about you regarding these questions. I know it’s its not that easy, but true outside feedback is something very important. It gives a different point of view over the issues at stake for me. And you may be surprise how others see your strengths , weaknesses and how they related to threats that may be different from what you initially thought.

Let’s take a simple career change example as in the following image:





**few words on visibility: the probability to get things done increase when I see the things I need to do. When I see it, I can relate to it, I can relate to it more often and it will probably catch my attention more than other things around. If you really want to take SWOT from theory to action, make it visible. leave out the pen and paper and take it to the level where it is visible where you most needs to see it.


4. The analysis: Examine, ask ourselves few questions related to our vision.

·         Our goal at this stage is to understand how we can use our internal straights toward achieving our vision.
·         Furthermore, we would like to get the full picture over the situation.
·         We would like to start taking actions, set some goals as part of our journey  toward achieving our vision
·         The answers we give , should be completely subjective to us (the owner of the SWOT)




















So.. let’s ask them:
·         How can I take my straights and take advantage over the opportunities in my journey toward achieving my vision?
·         What is the best way to use my straights so I can reduce the threat?
·         How can I make sure, my weaknesses will not hold me back from the opportunities ahead?
·         How can I reduce the threats and weaknesses so they will less influence me in my journey towards my vision?
·         How do I overcome threats in general
·         How do I use the opportunities, and when?

5. building the most basic building blocks for  the journey .

·         According to what we’ve learned in the previous steps, Create a list of all the tasks, goals you need to do/archive.
·         Add this list to your task board
·         Select few of the tasks to take as action in the near time frame (or sprint)
Go...


A good execution may be that we take one or two actions, examine them in our day to day reality and then go back to the SWOT and see if something has changed.


Few important guidelines for the way :

·         SWOT as presented here is not a judgmental tool. It is a personal and subjective tool therefore, it is highly important that the SWOT owner will understand his board as it reflects his own subjective reality.
·         Visibility – Make sure you see what you need to do and where you‘re at. Place the SWOT board in a location where you can relate to it frequently.
·         Since SWOT is not just a onetime evaluation tool, make sure to revisit your SWOT and change it accordingly. Did I gain some more straights? Do I have new opportunities? Did I eliminate threats? Improvement will happen when we will create the routine of continues change and continues improvement.
·         Pick your relevant execution actions according to their highest value for you. There is no need to take to action all the SWOT tasks at once.
·         Start small! Take one step at a time. Sometimes it’s enough to understand something “just enough” and start executing, instead of examining endless options and sides of the same situation. Anyway, the most important feedback will start flowing once you start executing your actions.
If you’ve taken to execute an action related to weaknesses or straights, start small. Small tasks are easy to get done, easier to get feedback, has a good impact over the feeling of success and achievement and..if you fail, you fail small.
·         There are many ways to achieve your goals and vision –SWOT is just one of them.

References and further reading

●     Humphrey, Albert (December 2005). "SWOT Analysis for Management Consulting". SRI Alumni Newsletter (SRI International).