Stuff that is slowly coming togther:
1) consolidation of all the IT equipment from all 3 main branches. Missing are the equipment in our CDO, Cebu, and Davao offices.
Our Makati Office has about 7M worth of items but have depreciated and some are in need of repair as we have PCs dating as far back as 2005 and 2009.
2) Consolidation of all our digital Assets. It’s crazy to think that: “where are our half of our domains? Where are they?” To learn that it’s Not in our Go-daddy account.
Progressive Elaboration and Rolling Wave Planning – or Incremental Improvement. Basically jump in and figure things out, and incrementally improve.
3) A system to track broken Items and small items like headphones.
4) A way to document an Asset. How do you document software and PCs It should be Seperate but linked lists. The PC has its own list. The Software has a List and the PCs it’s installed too as repeated row items if multiple. Same goes with users.
Data Organization is something hard to teach.
Honestly I always wonder am I the only one who thinks in Pivot Tables and Data Forms – how the data should be structured so that I can map relationships and measurement. I know it sounds arrogant, and the reason I can think this way is because Gamers are taught this – we would play Mechwarrior online and with a spreadsheet calculate the best damage per second factoring cool down/recycle and heat.
I would chart the probabilities of tables in order to be able to show end users my decision process, and tell them what I did arbitrarily if there is no precedent or other basis.
I would chart the probabilities of tables in order to be able to show end users my decision process, and tell them what I did arbitrarily if there is no precedent or other basis.
I like analyzing Doctrine -which is called Organizational Policies and Processes – how to react and respond to a given event.
I wish I can teach it and the Pivot Tables I teach my OJTs and staff works. I know it’s working if they stop Merging cells and use Pivots and Charts.
they find the table as something they can manipulate and control.
Violating Critical Chain
Theory of Constraints and Critical Chain, if we Maximize our available schedule we create a slow response. Every task is a risk and has some rework. What happens is that a full schedule with no flexibility to do the Rework then and there (see Andon system in Lean manufacturing) then we spend a lot of time using delaying strategies and pile up Technical Debt.
Someone with a 48 hour a week schedule who puts 48 hours of work will create 10-20 hours of rework because when anything goes wrong they will have to Defer fixing it for the next task on their schedule Or move the next task on their schedule causing a cascading delay and waste.
The person who doesn’t look busy because they are thinking and planning – saves the company money because they are avoiding rework. To do the job right with as little unpredictable and uncontrollable outcomes saves the company and others time.
It’s hard to justify Slack time if the management has no LEAN or engineering literacy. They don’t know that Slack time has a basis in Process Analysis and Reporting. That it’s not slack time, it’s actually Conformance Work (pmbok term).
You may need to “frame it” as conformance work… But if your stakeholders are not Process Systems literate you have to spend 20-30% of your time doing Conformance Work that deals with Communications and Educating them in Business Processes.
Companies who want to be efficient need to be communicative – and people value the Reports because they are able to Convert Data > information > Action > results. One does not create Something out of Nothing. Improvement doesn’t happen in the Vaccuum of Ignorance.
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