(last updated on May 23, 2015)
I’ve been preoccupied lately with process, having recognized it as the foundation for successful business practice. In the past, I have tended to think about the creation of new ideas and objects as the way to be successful, but it’s process that consistently brings home the bacon.
For my next stage of daily tracking, I want to encourage the following activities:
- Make Production Predictable — I tend to stay up way too late, and the reason is that I tend to start late in the day. And the reason I start late in the day is because I really don’t know how long something will take. I think just waking up at the same time every day might good side benefits for myself.
- Packaging Process — To know how long something takes, I need to be actively packaging what I know how to do into repeatable steps. I already know how to do things, but I think packaging the steps will help shift the cognitive burden from remembering/motivating to just doing. I’m talking about creating processes for myself that are automatic.
- Quantizing Tasks into Schedulable Chunks — The side benefit of packaging process is that I should be able to predict how long something takes.
- Focus on Billable, Promotional, and Process-Building Activities — The original Concrete Goals Tracker form focused on the first two. Because I’m thinking more of process, I need to expand the goal list.
- managing billable work from multiple projects
- managing personal projects
- developing the habit of working within a regular schedule
- maintaining a realistic sense of how long things take, and should take.
- building new processes and following them.
There are several new ideas in this form, which is sort of a successor to the original Printable CEO™ Concrete Goals Tracker in terms of tracking and incentivizing your behavior. For people who have a more reactive day, this form probably isn’t for you; you can stick with the Emergent Task Timer.
Part I: The Task List
You might recognize this as a modified version of the Task Progress Tracker. What’s new are the A, B, C, D, and E markers in the bubbles. The maximum task length is still 4 hours, but we’re now paying attention to five classes of activity:
- E Tasks — 15 minutes.
- D Tasks — 30 minutes.
- C Tasks — 1 hour.
- B Tasks — 2 hours.
- A Tasks — 4 hours.
As you write down what you plan to do, make a tick mark to estimate the duration of the task. You will then have an idea of how quickly you will get through your task list, and you can schedule your day intelligently.
Note that I’m not saying WHAT is involved for these tasks. That’s up to you to determine! If a task takes longer than four hours to complete, you haven’t broken it down enough. Some tasks are quick, some take longer. As you work more with your tasks, you’ll start getting a feel for how long things are really taking.
Part II: Scheduling Tasks
Now that you’ve gotten your tasks broken down into A through E level tasks, you can look at your day and figure out what you can do when.
I’m interested in working a “regular day”, so I created a schedule grid that breaks up the day into 4 blocks of production time. For a regular workday, only the first two are used. I could do one A-level task, two B-levels, 4 C-levels, 8 D-levels, or 16 E-levels.
One thing I’m trying is obeying the hour boundaries delineated in the schedule grid. I can only start A level tasks at the very beginning of the time block. B level tasks can start at one of two times, and so on. There are three reasons for this “window of opportunity”-style approach.
- I want to encourage pacing and task starting awareness.
- I want to use this grid as the basis for resource availability calculation. The theory is that if I break down a project into A-E level tasks, I can then figure out how many days, realistically, it would take to complete it.
- I’m using the lack of flexibility to keep cognitive load at a reasonable level. I suspect that it’s tough to efficiently do two A-level tasks that have different specifications. It’s probably easier if you do two A-level tasks that logically follow from each other; to encourage this kind of chaining, I am trying this more rigid scheduling mechanism to make me more aware of the cognitive load issues.
Note: When it comes to estimating how big a time block you need for a given task, go larger than smaller. You’ll be tracking the time for real anyway, so just build the padding in by picking a big-enough block. If you take less time, you’ll know better how to schedule it in the future, and will have the confidence to know that your estimtate has the right amount of padding built into it.
Note: There are two sacred time blocks: Lunch and Dinner. When you hit that time, drop what you’re doing and eat.
Note: There is a third production block that’s for non-work stuff like doing laundry, watching TV, etc. However, it’s possible that you might have to use that for production work sometimes. This is not ideal, so that block is marked in a different color.
Note: The Schedule Grid is also part of another form series I’m developing for resource allocation between multiple projects.
Part III: Tracking Progress
I have missed using the original Concrete Goals Tracker, and have incorporated it into this tool with some differences. The most noticeable one is the addition of process-related weighted values. Whereas the first Concrete Goals Tracker incentivized tasks that had tangible business and social networking benefits, it did nothing for internal operations. The process-related items rectify that. The theory is that if you introduce repeatable process into your work, the most productive you will be!
I’m also introducing something I’m calling tri-burst tasking. This is the idea that if you PLANNED and actually COMPLETED all three, then you’re having a great day! If by some miracle you could do SIX things on purpose, then you’re having an AMAZING day! It’s just another way to whittle down the size of your to-do list and recognize that getting anything done at all on purpose is worth celebrating.
This is a form that’s under active development because process and resource allocation are the two main headaches I’m facing right now as an independent practitioner. That said, I suspect that there are some things I can do to streamline it, but I won’t know what those are until I’ve lived with the form for some time.
There are at least three related forms that I can extract from Menu of the Day: Tri-burst Tasking, Resource Scheduling and Task Quantization, and a new CGT for Process. I’ll likely release forms for this over the next few weeks. In the meantime, please feel free to experiment with this and leave your comments.
» Download Menu of the Day Standard
This form has evolved into the Emergent Task Planner, which is very similar to Menu of the Day.
If you’re new to the site, visit The Printable CEO™ Series Page for more information and downloadable PDF madness!