Prioritizing Project Tasks

𝗧𝗼𝗱𝗮𝘆, 𝗣𝗠𝗜 𝗿𝗲𝗹𝗲𝗮𝘀𝗲𝘀 𝘁𝗵𝗲 𝗳𝗶𝗿𝘀𝘁 𝗿𝗲𝘀𝘂𝗹𝘁𝘀 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗹𝗮𝗿𝗴𝗲𝘀𝘁 𝘀𝘁𝘂𝗱𝘆 𝘄𝗲’𝘃𝗲 𝗲𝘃𝗲𝗿 𝗰𝗼𝗻𝗱𝘂𝗰𝘁𝗲𝗱 - 𝗼𝗻 𝗮 𝘁𝗼𝗽𝗶𝗰 𝘁𝗵𝗮𝘁 𝗶𝘀 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝘁𝗼 𝗼𝘂𝗿 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻: 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗦𝘂𝗰𝗰𝗲𝘀𝘀. 📚 Read the report: https://lnkd.in/ekRmSj_h With this report, we are introducing a simple and scalable way to measure project success. A successful project is one that 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝘀 𝘃𝗮𝗹𝘂𝗲 𝘄𝗼𝗿𝘁𝗵 𝘁𝗵𝗲 𝗲𝗳𝗳𝗼𝗿𝘁 𝗮𝗻𝗱 𝗲𝘅𝗽𝗲𝗻𝘀𝗲, as perceived by key stakeholders. This clearly represents a shift for our profession, where beyond execution excellence we also feel accountable for doing anything in our power to improve the impact of our work and the value it generates at large. The implications for project professionals can be summarized in a framework for delivering 𝗠𝗢𝗥𝗘 success: 📚𝗠anage Perceptions For a project to be considered successful, the key stakeholders - customers, executives, or others - must perceive that the project’s outcomes provide sufficient value relative to the perceived investment of resources. 📚𝗢wn Project Success beyond Project Management Success Project professionals need to take any opportunity to move beyond literal mandates and feel accountable for improving outcomes while minimizing waste. 📚𝗥elentlessly Reassess Project Parameters Project professionals need to recognize the reality of inevitable and ongoing change, and continuously, in collaboration with stakeholders, reassess the perception of value and adjust plans. 📚𝗘xpand Perspective All projects have impacts beyond just the scope of the project itself. Even if we do not control all parameters, we must consider the broader picture and how the project fits within the larger business, goals, or objectives of the enterprise, and ultimately, our world. I believe executives will be excited about this work. It highlights the value project professionals can bring to their organizations and clarifies the vital role they play in driving transformation, delivering business results, and positively impacting the world. The shift in mindset will encourage project professionals to consider the perceptions of all stakeholders- not just the c-suite, but also customers and communities. To deliver more successful projects, business leaders must create environments that empower project professionals. They need to involve them in defining - and continuously reassessing and challenging - project value. Leverage their expertise. Invest in their work. And hold them accountable for contributing to maximize the perception of project value at all phases of the project - beyond excellence in execution. 📚 Please read the report, reflect on its findings, and share it broadly. And comment! Project Management Institute #ProjectSuccess #PMI #Leadership #ProjectManagementToday

🔥 How To Estimate And Prioritize UX Work. Practical guidelines on how to estimate UX initiatives with engineers and PMs to choose the right ones. 🤔 Much of the design work is based on hunches and guesses. ✅ We need to choose UX work that’s most likely to be successful. ✅ A successful outcome is delivery on time that brings results. ✅ So we must uncover dependencies, blockers, doubts early. 🚫 Good UX ideas often not viable → have no chance of survival. 🤔 Business prioritizes shipping on time against everything else. 🤔 Yet the default state is not to ship ← delays, cancel, half-baked. ✅ Shipping must be orchestrated — it requires estimates/priorities. ✅ Engineers estimate complexity with story points, T-shirt sizes. ✅ PMs estimate projects with RICE, Impact ÷ Effort matrix etc. 🤔 Designers can prioritize UX work with Impact ÷ Effort curves. ✅ Good estimates root in what we know, not what we assume. ✅ Pick a UX initiative, map against value and effort over time. ✅ The curves show patterns: quick wins, big projects, high risks. ✅ Ideally, combine with concept testing to gauge user’s interest. One of the most underrated ways to review design impact is by bringing designers, engineers, researches and PMs in a room and review suggested UX initiatives together — against effort needed, business value and user value. A great way to do that is by mapping these initiatives with effort value curves. The first time I used this little framework by John Cutler, I noticed just how much more realistic conversations become once you get into the habit of mapping value against effort across the entire life-cycle of a project. The cost of a feature isn’t just the effort needed to ship it, but also the cost of maintaining it later. The effort might grow or drop over time — and so can the value for businesses and users. By mapping initiatives against one of the curves, we can have conversations about long-term impact and value. The way we do it is by reviewing each UX initiative, one at a time. A designer picks an idea (sticky note) explains what they have in mind, and why they chose to do it in the first place. Hopefully, the ideas come from research, but sometimes they emerge from a strong vision or hunches. Assumptions are always a bad start, but it’s incredibly useful to know that they are the reason why an initiative is suggested, as it increases the risk of failure, or building a thing that will not provide any value or impact whatsoever. The good thing is that it becomes known to everyone early, so we can prioritize better. Useful resources: Effort Value Curves, by John Cutler https://lnkd.in/evrKJUEy How I Ship Projects At Big Tech Companies, by Sean Goedecke https://lnkd.in/eum5GaWG Influence Mapping, by Charles Lambdin https://lnkd.in/eBhQXWRG #ux #design