Project Completed Successfully Quotes

until you become completely obsessed with your mission, no one will take you seriously. Until the world understands that you're not going away—that you are 100 percent committed and have complete and utter conviction and will persist in pursuing your project—you will not get the attention you need and the support you want.

An admirable line of Pablo Neruda’s, “My creatures are born of a long denial,” seems to me the best definition of writing as a kind of exorcism, casting off invading creatures by projecting them into universal existence, keeping them on the other side of the bridge… It may be exaggerating to say that all completely successful short stories, especially fantastic stories, are products of neurosis, nightmares or hallucination neutralized through objectification and translated to a medium outside the neurotic terrain. This polarization can be found in any memorable short story, as if the author, wanting to rid himself of his creature as soon and as absolutely as possible, exorcises it the only way he can: by writing it.

If you hold a candle close to you, its flame rises. And if you hold it away from you, its flame shrinks. The same way you hold a candle close to you, keep all your plans, aspirations, projects, and dreams close to you too. Do not share your plans or goals until you complete them, because as you hold your candle away from you — envy, jealousy, and resentment may put out your flame before it grows.

Another key commitment for succeeding with this strategy is to support your commitment to shutting down with a strict shutdown ritual that you use at the end of the workday to maximize the probability that you succeed. In more detail, this ritual should ensure that every incomplete task, goal, or project has been reviewed and that for each you have confirmed that either (1) you have a plan you trust for its completion, or (2) it’s captured in a place where it will be revisited when the time is right. The process should be an algorithm: a series of steps you always conduct, one after another. When you’re done, have a set phrase you say that indicates completion (to end my own ritual, I say, “Shutdown complete”). This final step sounds cheesy, but it provides a simple cue to your mind that it’s safe to release work-related thoughts for the rest of the day.

Since the self, in maintaining its isolation and detachment does not commit itself to a creative relationship with the other and is preoccupied with the figures of phantasies, thought, memories, etc. (imagos), which cannot be directly observable by or directly expressed to others, anything (in a sense) is possible. Whatever failures or successes come the way of the false-self system, the self is able to remain uncommitted and undefined. In phantasy, the self can be anyone, anywhere, do anything, have everything. It is thus omnipotent and completely free - but only in phantasy. Once it commits itself to any real project it suffers the agonies of humiliation - not necessarily for any failure, but simply because it has to subject itself to necessity and contingency. It is omnipotent and free only in phantasy. The more this phantastic omnipotence and freedom are indulged, the more weak, helpless, and fettered it becomes in actuality. The illusion of omnipotence and freedom can be sustained only within the magic circle of its own shut-upness in phantasy. And in order that this attitude be not dissipated by the slightest intrusion of reality, phantasy and reality have to be kept apart.

A major key to success in this life, to attaining that which you deeply desire, is to be completely released and throw all there is of yourself into your studies or any project in which you are engaged. In other words, whatever you are doing, give it all you've got.

The guiding visionary behind Project Spectrum is Howard Gardner, a psychologist at the Harvard School of Education.7 “The time has come,” Gardner told me, “to broaden our notion of the spectrum of talents. The single most important contribution education can make to a child’s development is to help him toward a field where his talents best suit him, where he will be satisfied and competent. We’ve completely lost sight of that. Instead we subject everyone to an education where, if you succeed, you will be best suited to be a college professor. And we evaluate everyone along the way according to whether they meet that narrow standard of success. We should spend less time ranking children and more time helping them to identify their natural competencies and gifts, and cultivate those. There are hundreds and hundreds of ways to succeed, and many, many different abilities that will help you get there.

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed. In this view, people often (but not always) take on risky projects because they are overly optimistic about the odds they face. I will return to this idea several times in this book—it probably contributes to an explanation of why people litigate, why they start wars, and why they open small businesses.

Dear Jeff, I happened to see the Channel 7 TV program "Hooray for Hollywood" tonight with the segment on Blade Runner. (Well, to be honest, I didn't happen to see it; someone tipped me off that Blade Runner was going to be a part of the show, and to be sure to watch.) Jeff, after looking—and especially after listening to Harrison Ford discuss the film—I came to the conclusion that this indeed is not science fiction; it is not fantasy; it is exactly what Harrison said: futurism. The impact of Blade Runner is simply going to be overwhelming, both on the public and on creative people—and, I believe, on science fiction as a field. Since I have been writing and selling science fiction works for thirty years, this is a matter of some importance to me. In all candor I must say that our field has gradually and steadily been deteriorating for the last few years. Nothing that we have done, individually or collectively, matches Blade Runner. This is not escapism; it is super realism, so gritty and detailed and authentic and goddam convincing that, well, after the segment I found my normal present-day "reality" pallid by comparison. What I am saying is that all of you collectively may have created a unique new form of graphic, artistic expression, never before seen. And, I think, Blade Runner is going to revolutionize our conceptions of what science fiction is and, more, can be. Let me sum it up this way. Science fiction has slowly and ineluctably settled into a monotonous death: it has become inbred, derivative, stale. Suddenly you people have come in, some of the greatest talents currently in existence, and now we have a new life, a new start. As for my own role in the Blade Runner project, I can only say that I did not know that a work of mine or a set of ideas of mine could be escalated into such stunning dimensions. My life and creative work are justified and completed by Blade Runner. Thank you...and it is going to be one hell of a commercial success. It will prove invincible. Cordially, Philip K. Dick

In all of these examples, it’s not just the change of environment or seeking of quiet that enables more depth. The dominant force is the psychology of committing so seriously to the task at hand. To put yourself in an exotic location to focus on a writing project, or to take a week off from work just to think, or to lock yourself in a hotel room until you complete an important invention: These gestures push your deep goal to a level of mental priority that helps unlock the needed mental resources. Sometimes to go deep, you must first go big.

Complete the projects you begin, fulfill the commitments you have made, live up to your promises—then both your subconscious and conscious selves can have success, which leads to a feeling of fulfillment, worthiness and oneness. —John-Roger

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed.

The great ones, however, never get lost in those distractions. Biggie in particular was legendary for his ability to stay focused. There could be all sorts of things going on—drinks being passed, blunts being rolled, people trying to holler at him about various projects—but he’d just sit in a chair with his eyes closed, seemingly oblivious to all the chaos around him. That was his way of connecting to the stillness inside of him, so that when it was time to get behind the microphone, he wasn’t caught up in worrying about how his last record did or how this one might be received once it was released. No, when it was time to make a song, he was always able to connect with both the music he was hearing in his headphones and the poetry that was filling up his heart. The same way today artists like Jay Z or Lil Wayne are able to create entire songs without ever putting a word down on paper. Through being able to connect completely with the music, they are able to operate from that “zone” that the great ones are able to access. That might not sound like a big deal, but I’ve seen so many artists get sidetracked by those distractions. And when it’s time for them to get in the recording booth and execute their craft, their mind is somewhere else. Sure, they’re rapping along to the beat, but they’re not connected to it.

Danny had no idea what the thing was. All he knew was that he lived more or less in a constant state of expecting something any day, any hour, that would change everything, knock the world upside down and put Danny's whole life into perspective as a story of complete success, because every twist and turn and snag and fuckup would always have been leading up to this. Unexpected stuff could hit him like the thing at first: a girl he'd forgotten giving his number to suddenly calling up out of the blue, a friend with some genius plan for making money, better yet a person he'd never heard of who wanted to talk. Danny got an actual physical head rush from messages like these, but as soon as he called back and found out the details, the calls would turn out to just be about more projects, possibilities, schemes that boiled down to everything staying exactly like it was.

The twentieth-century mystic Thomas Merton wrote, “There can be an intense egoism in following everybody else. People are in a hurry to magnify themselves by imitating what is popular—and too lazy to think of anything better. Hurry ruins saints as well as artists. They want quick success, and they are in such a haste to get it that they cannot take time to be true to themselves. And when the madness is upon them, they argue that their very haste is a species of integrity.”20 Merton elegantly articulates how the pressure of the create-on-demand world can cause us to look sideways at our peers and competitors instead of looking ahead. The process of discovering and refining your voice takes time. Unnecessary Creation grants you the space to discover your unique aptitudes and passions through a process of trial, error, and play that won’t often be afforded to you otherwise. Initiating a project with no parameters and no expectations from others also forces you to stay self-aware while learning to listen to and follow your intuition. Both of these are crucial skills for discovering your voice. It’s completely understandable if you’re thinking, “But wait—I hardly have time to breathe, and now you want me to cram something else into my schedule, just for my own enjoyment?” It’s true that every decision about where we spend our time has an opportunity cost, and dedicating time to Unnecessary Creation seems like a remarkably inefficient choice. In truth, it is inefficient. Consider, however, the opportunity cost of spending your life only on pragmatics. You dedicate your time to pleasing everyone else and delivering on their expectations, but you never get around to discovering your deeper aptitudes and creative capacities. Nothing is worth that.

A specialist might work for years only on understanding a type of plastic composed of a particular small group of chemical elements. Generalists, meanwhile, might start in masking tape, which would lead to a surgical adhesives project, which spawned an idea for veterinary medicine. Their patents were spread across many classes. The polymaths had depth in a core area—so they had numerous patents in that area—but they were not as deep as the specialists. They also had breadth, even more than the generalists, having worked across dozens of technology classes. Repeatedly, they took expertise accrued in one domain and applied it in a completely new one, which meant they were constantly learning new technologies. Over the course of their careers, the polymaths’ breadth increased markedly as they learned about “the adjacent stuff,” while they actually lost a modicum of depth. They were the most likely to succeed in the company and to win the Carlton Award. At a company whose mission is to constantly push technological frontiers, world-leading technical specialization by itself was not the key ingredient to success.

Rejecting failure and avoiding mistakes seem like high-minded goals, but they are fundamentally misguided. Take something like the Golden Fleece Awards, which were established in 1975 to call attention to government-funded projects that were particularly egregious wastes of money. (Among the winners were things like an $84,000 study on love commissioned by the National Science Foundation, and a $3,000 Department of Defense study that examined whether people in the military should carry umbrellas.) While such scrutiny may have seemed like a good idea at the time, it had a chilling effect on research. No one wanted to “win” a Golden Fleece Award because, under the guise of avoiding waste, its organizers had inadvertently made it dangerous and embarrassing for everyone to make mistakes. The truth is, if you fund thousands of research projects every year, some will have obvious, measurable, positive impacts, and others will go nowhere. We aren’t very good at predicting the future—that’s a given—and yet the Golden Fleece Awards tacitly implied that researchers should know before they do their research whether or not the results of that research would have value. Failure was being used as a weapon, rather than as an agent of learning. And that had fallout: The fact that failing could earn you a very public flogging distorted the way researchers chose projects. The politics of failure, then, impeded our progress. There’s a quick way to determine if your company has embraced the negative definition of failure. Ask yourself what happens when an error is discovered. Do people shut down and turn inward, instead of coming together to untangle the causes of problems that might be avoided going forward? Is the question being asked: Whose fault was this? If so, your culture is one that vilifies failure. Failure is difficult enough without it being compounded by the search for a scapegoat. In a fear-based, failure-averse culture, people will consciously or unconsciously avoid risk. They will seek instead to repeat something safe that’s been good enough in the past. Their work will be derivative, not innovative. But if you can foster a positive understanding of failure, the opposite will happen. How, then, do you make failure into something people can face without fear? Part of the answer is simple: If we as leaders can talk about our mistakes and our part in them, then we make it safe for others. You don’t run from it or pretend it doesn’t exist. That is why I make a point of being open about our meltdowns inside Pixar, because I believe they teach us something important: Being open about problems is the first step toward learning from them. My goal is not to drive fear out completely, because fear is inevitable in high-stakes situations. What I want to do is loosen its grip on us. While we don’t want too many failures, we must think of the cost of failure as an investment in the future.

There is a third premise of the recovery movement that I do endorse enthusiastically: The patterns of problems in childhood that recur into adulthood are significant. They can be found by exploring your past, by looking into the corners of your childhood. Coming to grips with your childhood will not yield insight into how you became the adult you are: The causal links between childhood events and what you have now become are simply too weak. Coming to grips with your childhood will not make your adult problems go away: Working through the past does not seem to be any sort of cure for troubles. Coming to grips with your childhood will not make you feel any better for long, nor will it raise your self-esteem. Coming to grips with childhood is a different and special voyage. The sages urged us to know ourselves, and Plato warned us that the unexamined life is not worth living. Knowledge acquired on this voyage is about patterns, about the tapestry that we have woven. It is not knowledge about causes. Are there consistent mistakes we have made and still make? In the flush of victory, do I forget my friends—in the Little League and when I got that last big raise? (People have always told me I'm a good loser but a bad winner.) Do I usually succeed in one domain but fail in another? (I wish I could get along with the people I really love as well as I do with my employers.) Does a surprising emotion arise again and again? (I always pick fights with people I love right before they have to go away.) Does my body often betray me? (I get a lot of colds when big projects are due.) You probably want to know why you are a bad winner, why you get colds when others expect a lot of you, and why you react to abandonment with anger. You will not find out. As important and magnetic as the “why” questions are, they are questions that psychology cannot now answer. One of the two clearest findings of one hundred years of therapy is that satisfactory answers to the great “why” questions are not easily found; maybe in fifty years things will be different; maybe never. When purveyors of the evils of “toxic shame” tell you that they know it comes from parental abuse, don't believe them. No one knows any such thing. Be skeptical even of your own “Aha!” experiences: When you unearth the fury you felt that first kindergarten day, do not assume that you have found the source of your lifelong terror of abandonment. The causal links may be illusions, and humility is in order here. The other clearest finding of the whole therapeutic endeavor, however, is that change is within our grasp, almost routine, throughout adult life. So even if why we are what we are is a mystery, how to change ourselves is not. Mind the pattern. A pattern of mistakes is a call to change your life. The rest of the tapestry is not determined by what has been woven before. The weaver herself, blessed with knowledge and with freedom, can change—if not the material she must work with—the design of what comes next.

Each purpose, each mission, is meant to be fully lived to the point where it becomes empty, boring, and useless. Then it should be discarded. This is a sign of growth, but you may mistake it for a sign of failure. For instance, you may take on a business project, work at it for several years, and then suddenly find yourself totally disinterested. You know that if you stayed with it for another few years you would reap much greater financial reward than if you left the project now. But the project no longer calls you. You no longer feel interested in the project. You have developed skills over the last few years working on the project, but it hasn’t yet come to fruition. You may wonder, now that you have the skills, should you stick with it and bring the project to fruition, even though the work feels empty to you? Well, maybe you should stick with it. Maybe you are bailing out too soon, afraid of success or failure, or just too lazy to persevere. This is one possibility. Ask your close men friends if they feel you are simply losing steam, wimping out, or afraid to bring your project to completion. If they feel you are bailing out too soon, stick with it. However, there is also the possibility that you have completed your karma in this area. It is possible that this was one layer of purpose, which you have now fulfilled, on the way to another layer of purpose, closer to your deepest purpose. Among the signs of fulfilling or completing a layer of purpose are these: 1. You suddenly have no interest whatsoever in a project or mission that, just previously, motivated you highly. 2. You feel surprisingly free of any regrets whatsoever, for starting the project or for ending it. 3. Even though you may not have the slightest idea of what you are going to do next, you feel clear, unconfused, and, especially, unburdened. 4. You feel an increase in energy at the prospect of ceasing your involvement with the project. 5. The project seems almost silly, like collecting shoelaces or wallpapering your house with gas station receipts. Sure, you could do it, but why would you want to? If you experience these signs, it is probably time to stop working on this project. You must end your involvement impeccably, however, making sure there are no loose ends and that you do not burden anybody’s life by stopping your involvement. This might take some time, but it is important that this layer of your purpose ends cleanly and does not create any new karma, or obligation, that will burden you or others in the future. The next layer of your unfolding purpose may make itself clear immediately. More often, however, it does not. After completing one layer of purpose, you might not know what to do with your life. You know that the old project is over for you, but you are not sure of what is next. At this point, you must wait for a vision. There is no way to rush this process. You may need to get an intermediary job to hold you over until the next layer of purpose makes itself clear. Or, perhaps you have enough money to simply wait. But in any case, it is important to open yourself to a vision of what is next. You stay open to a vision of your deeper purpose by not filling your time with distractions. Don’t watch TV or play computer games. Don’t go out drinking beer with your friends every night or start dating a bunch of women. Simply wait. You may wish to go on a retreat in a remote area and be by yourself. Whatever it is you decide to do, consciously keep yourself open and available to receiving a vision of what is next. It will come.

So if every time a team member needs to do something they have to complete the conventional paper work and await approvals possibly from managers who have no idea when they are reporting to the office next, your project might be a disaster.  So instead of boxing those members within the rules of the old system, you need to empower them in carrying out any initiatives they may deem fit for the success of the project.

Product Owners should communicate effectively with the customer (the inevitable success factor in every project), and use the information to keep the Product Backlog updated with all the changes. They also measure the performance of the project, forecast the completion date, and make this information transparent to all stakeholders.

Here are the benefits you can expect from using this style of pseudocode: Pseudocode makes reviews easier. You can review detailed designs without examining source code. Pseudocode makes low-level design reviews easier and reduces the need to review the code itself. Pseudocode supports the idea of iterative refinement. You start with a high-level design, refine the design to pseudocode, and then refine the pseudocode to source code. This successive refinement in small steps allows you to check your design as you drive it to lower levels of detail. The result is that you catch high-level errors at the highest level, mid-level errors at the middle level, and low-level errors at the lowest level—before any of them becomes a problem or contaminates work at more detailed levels. Pseudocode makes changes easier. A few lines of pseudocode are easier to change than a page of code. Would you rather change a line on a blueprint or rip out a wall and nail in the two-by-fours somewhere else? The effects aren't as physically dramatic in software, but the principle of changing the product when it's most malleable is the same. One of the keys to the success of a project is to catch errors at the "least-value stage," the stage at which the least effort has been invested. Much less has been invested at the pseudocode stage than after full coding, testing, and debugging, so it makes economic sense to catch the errors early.

Caroline’s project faces extreme uncertainty: there had never been a volunteer campaign of this magnitude at HP before. How confident should she be that she knows the real reasons people aren’t volunteering? Most important, how much does she really know about how to change the behavior of hundreds of thousand people in more than 170 countries? Barlerin’s goal is to inspire her colleagues to make the world a better place. Looked at that way, her plan seems full of untested assumptions—and a lot of vision. In accordance with traditional management practices, Barlerin is spending time planning, getting buy-in from various departments and other managers, and preparing a road map of initiatives for the first eighteen months of her project. She also has a strong accountability framework with metrics for the impact her project should have on the company over the next four years. Like many entrepreneurs, she has a business plan that lays out her intentions nicely. Yet despite all that work, she is—so far—creating one-off wins and no closer to knowing if her vision will be able to scale. One assumption, for example, might be that the company’s long-standing values included a commitment to improving the community but that recent economic trouble had resulted in an increased companywide strategic focus on short-term profitability. Perhaps longtime employees would feel a desire to reaffirm their values of giving back to the community by volunteering. A second assumption could be that they would find it more satisfying and therefore more sustainable to use their actual workplace skills in a volunteer capacity, which would have a greater impact on behalf of the organizations to which they donated their time. Also lurking within Caroline’s plans are many practical assumptions about employees’ willingness to take the time to volunteer, their level of commitment and desire, and the way to best reach them with her message. The Lean Startup model offers a way to test these hypotheses rigorously, immediately, and thoroughly. Strategic planning takes months to complete; these experiments could begin immediately. By starting small, Caroline could prevent a tremendous amount of waste down the road without compromising her overall vision. Here’s what it might look like if Caroline were to treat her project as an experiment.

The first agile principle in this example is that the team must have the necessary skills to complete the project.  Agile is not a silver bullet!  If a team does not have the required skills, even agile cannot help it successfully complete projects.  The second agile principle here is that the team must be self-organized, highly-trusted, and accountable.

Economists explain this behavior using a concept known as the “sunk cost fallacy”: when estimating the value of a future investment, we have trouble ignoring what we’ve already invested in the past. Sunk costs are part of the story, but new research shows that other factors matter more. To figure out why and when escalation of commitment happens, researchers at Michigan State University analyzed 166 different studies. Sunk costs do have a small effect—decision makers are biased in favor of their previous investments—but three other factors are more powerful. One is anticipated regret: will I be sorry that I didn’t give this another chance? The second is project completion: if I keep investing, I can finish the project. But the single most powerful factor is ego threat: if I don’t keep investing, I’ll look and feel like a fool. In response to ego threat, people invest more, hoping to turn the project into a success so they can prove to others—and themselves—that they were right all along.

Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. • Point Man—Serves as the central point-of-contact for all oral and written project communications. • Quartermaster—Ensures the project has the resources, materials, and facilities its needs when it needs it. • Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. • Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. • Problem Solver—Utilizes root-cause analysis process experience, prior project experiences, and technical knowledge to resolve unforeseen technical issues and to take any necessary corrective actions. • Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. • Coach—Determines and communicates the role each team member plays and the importance of that role to the project success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. • Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. • Librarian—Manages all information, communications, and documentation involved in the project.

Sometimes if you can’t get what you need to complete your project ,task or whatever your doing. Choose to use what you have. You can’t stop your goals, dreams, success or what your doing , because you don’t have what you need.

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

key roles played by the project manager: Planner—Ensures that the project is defined properly and completely for success, all stakeholders are engaged, work effort approach is determined, required resources are available when needed, and processes are in place to properly execute and control the project. Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. Point Person—Serves as the central point of contact for all oral and written project communications. Quartermaster—Ensures the project has the resources, materials, and facilities it needs when it needs it. Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. Problem Solver—Utilizes root-cause analysis process experience, prior project experience, and technical knowledge to resolve unforeseen technical issues and take any necessary corrective actions. Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. Coach—Determines and communicates the role each team member plays and the importance of that role to the project’s success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. Librarian—Manages all information, communications, and documentation involved in the project.

Within each project, what are the three tasks that must be completed? What is fixed on my schedule? This would be a weekly review session, weekly planning session, exercise, and regular breaks. Structure is critical to success. I worked for years without a proven structure and my productivity suffered as a result. When identifying blocks or obstacles in your weekly schedule, consider these questions: What distractions regularly pull me away from my work? What is the #1 habit that delivers 80% of my results?

My Top Eureka Moments: Focusing today is hard…really hard. But it can be learned. It can become a habit. Systems, processes, and routines trump willpower. Letting something go is sometimes the best way to complete it. A not-to-do list is more important than your to-do list. To attain knowledge add things every day; to obtain wisdom subtract things every day. The difference between successful people and very successful people is very successful people say no to almost everything. If you try to help everyone, you will end up helping no one. Neil Armstrong got it right…small steps lead to giant leaps. WWW: What am I doing right now? Why? What should I be doing? Focus on the important, not the immediate. Not my circus, not my monkeys.

This all-or-nothing mindset is a default reaction of your fear. It’s that part of you that feels completely overwhelmed. It focuses only on the before and after and struggles to see the process. However, it’s the process—the small steps in between—that holds the secret to your success. Breaking down your tasks and projects into smaller pieces increases your chances of getting started, which is the key to finishing anything.

I remembered the syndrome, a thing I would describe as a “Mission Accomplished Fatigue,” a singular condition that often follows the successful completion of a protracted construction project. Officially undiagnosed, its common manifestations include depression, lassitude, and fatalism. Comparable to postpartum depression in its singularity of cause, the best evocation of its effect is suggested in the Jerry

The real mission you have in life is to make yourself happy, and in order to be happy, you have to look at what you believe, the way you judge yourself, the way you victimize yourself. Be completely honest about your happiness. Don't project a false sense of happiness by telling everyone, "Look at me. I'm a success in life, I have everything I want, I am so happy," when you don't like yourself.

FROM THE beginning, the real estate industry bitterly fought public housing of any kind and had support from Republicans in Congress. Industry lobbyists insisted that socialism in housing was a threat to private enterprise, a difficult argument to make when, from the 1930s to the end of World War II, private enterprise had been unwilling or unable to build dwellings affordable for working- and middle-class families. But once the housing shortage eased, the real estate lobby was successful in restricting public housing to subsidized projects for the poorest families only. New federal and local regulations set forth strict upper-income limits for families in public housing. Beginning in about 1950, many middle-class families, white and black, were forced out under these new rules, although many would have preferred to stay in the low-rise, scatter-site, and well-maintained projects that mostly characterized pre-1949 public dwellings. This policy change, mostly complete by the late 1960s, ensured that integrated public housing would cease to be possible. It transformed public housing into a warehousing system for the poor.

Lauren Moon talks about the frustrating occurrence of teammates “swooping” in like seagulls giving negative, way-too-late feedback on projects nearing completion.37 (Medium.com offers a fuller definition: “Seagulling: when someone comes into your work, shits all over it, then flies away.”38)

Here are some other items you can include on your Project Completion Checklist. I encourage you to personalize it for your own needs: Answer postmortem questions: What did you learn? What did you do well? What could you have done better? What can you improve for next time? Communicate with stakeholders: Notify your manager, colleagues, clients, customers, shareholders, contractors, etc., that the project is complete and what the outcomes were. Evaluate success criteria: Were the objectives of the project achieved? Why or why not? What was the return on investment? Officially close out the project and celebrate: Send any last emails, invoices, receipts, feedback forms, or documents, and celebrate your accomplishments with your team or collaborators so you receive the feeling of fulfillment for all the effort you put in.

3D Character Modeling Services & Game art outsourcing by 3D Production Animation Studio With our revolutionary 3D Character Modeling, we breathe life into your games that take gamers into a fantastic world of realism and fantasy. We can transform any gameplay or concept into awesome game art with our 3D Character Modeling Services. Whether you need just a part of your game fleshed out or want complete game art 3D modeling, we provide you with outstanding, robust, and proactive 3D character design services. Our team amazes you with their 3D character models talent and expertise. We break the boundaries with our real to world 3D characters and animations, delivering a near-to-life gaming experience to the game players. We are experts at creating 3d characters that appear extraordinarily appealing and more than mere graphics. Our 3D Game Character Modeling Service cover a vast style of characters from realistic to stylized. We not only have expertise in creating powerful 3D characters and models but we also in modeling them within the technical specifications and polygon/triangle count. Our 3D game Art Outsourcing Studio is already making creative contributions to world-famous projects by offering professional services. Based on all specifications, we will back up your ideas with workable 3D solutions. 3D Game Outsourcing Company makes it possible for a game developer to produce games of the best quality. On the other hand, if they break down the work into programming, art, level designing and sound engineering, they can avoid degradation of quality. It is possible to outsource each work to a different team of game developers. By getting in touch with programming and game art outsourcing designers, it is possible to get the best individual for each component of game designing. As a Game Development Company, it is very important to outsource your game art continually. This is because hiring different game art designers makes your games uniquely different each time. This is very important if you want to market a game successfully because it must have something completely different to offer as compared to your previous games. Doing that is very simple as you only need a long-term game outsourcing company for your game art. Our team of highly skilled and creative 3D artists and developers generate 3D character development models using the latest techniques and trends that give your game a competitive edge in the market. With our groundbreaking 3D Modeling Company, we deliver fantastic 3D characters for games with the highest level of image quality, resolution, geometrical symmetry, and perfect synchronization.

One of the top questions I get from managers is: “How can I carve out time to focus on long-term work when there’s so much to do right now to keep the trains running?” In the framing of this question, there is an assumption that popping your head up to plan for the months or years ahead comes at the expense of successful near-term execution. It doesn’t have to be this way. One of my colleagues runs her team with a strategy that is similar to that of an investor’s. Just as no financial advisor would recommend putting all your money into one kind of asset, neither should you tackle projects with one kind of time horizon. My colleague makes sure that a third of her team works on projects that can be completed on the order of weeks, another third works on medium-term projects that may take months, and finally, the last third works on innovative, early-stage ideas whose impact won’t be known for years. By taking this portfolio approach, her team balances making constant improvements to their core features while casting an eye toward the horizon. Over the past decade, they’ve shown that this strategy works: her team has an amazing track record of identifying new opportunities and scaling them to huge businesses over the course of three years.

Initial Contact Script Good morning _______, this is _______ from _______. The reason I’m calling you today specifically is so I can stop by and tell you about our new _______ program that increases _______. I’m sure that you, like _______, are interested in _______. (Positive response). That’s great, _______; let’s get together. How’s _______? Third-Party Endorsement Script Good morning _______, this is _______ from _______. (Insert your brief commercial on your company.) The reason I’m calling you today specifically is that we’ve just completed working on a major project for _______, which was extremely successful in increasing _______. What I’d like to do is stop by next _______ to tell you about the success I had at _______. How’s _______? Follow-Up Script Good morning _______, this is _______ from _______. A number of weeks ago I contacted you, and you asked me to call you back today to set up an appointment. Would _______ be good for you?

some other items you can include on your Project Completion Checklist. I encourage you to personalize it for your own needs: Answer postmortem questions: What did you learn? What did you do well? What could you have done better? What can you improve for next time? Communicate with stakeholders: Notify your manager, colleagues, clients, customers, shareholders, contractors, etc., that the project is complete and what the outcomes were. Evaluate success criteria: Were the objectives of the project achieved? Why or why not? What was the return on investment? Officially close out the project and celebrate: Send any last emails, invoices, receipts, feedback forms, or documents, and celebrate your accomplishments with your team or collaborators so you receive the feeling of fulfillment for all the effort you put in.

In more detail, this ritual should ensure that every incomplete task, goal, or project has been reviewed and that for each you have confirmed that either (1) you have a plan you trust for its completion, or (2) it’s captured in a place where it will be revisited when the time is right. The process should be an algorithm: a series of steps you always conduct, one after another. When you’re done, have a set phrase you say that indicates completion (to end my own ritual, I say, “Shutdown complete”). This final step sounds cheesy, but it provides a simple cue to your mind that it’s safe to release work-related thoughts for the rest of the day.

Roger Kazemier is a Field Operations Manager with Swinerton Builders, promoted after a successful career as a Superintendent. In his role as a Field Operations Manager, he is responsible for complete oversight of all San Diego projects and is responsible for the day-to-day construction operations. He also supervises the individual superintendents to ensure the utmost quality control.

thrive in our new economy: “superstars.” High-speed data networks and collaboration tools like e-mail and virtual meeting software have destroyed regionalism in many sectors of knowledge work. It no longer makes sense, for example, to hire a full-time programmer, put aside office space, and pay benefits, when you can instead pay one of the world’s best programmers, like Hansson, for just enough time to complete the project at hand. In this scenario, you’ll probably get a better result for less money, while Hansson can service many more clients per year, and will therefore also end up better off.

or project has been reviewed and that for each you have confirmed that either (1) you have a plan you trust for its completion, or (2) it’s captured in a place where it will be revisited when the time is right.

Encore Plumbing is your one-stop-shop, providing solutions and structure to your water heating system, toilet, kitchen, sewers, drains, slab leaks, and other piping needs; we’re here for your total plumbing needs. Our master plumber is a 3rd generation plumber, and we are established and proven as one of the best plumbing service contractors in the state of Texas, with many years of experience and a track record of successful projects for construction, repair, and maintenance. Our plumbers and technicians have undergone intensive training and education in the field of plumbing, with complete certifications and qualifications. All of our staff are professional, hardworking, and committed to providing quality service for your American Dream.

Bezos noted that when a project is successfully completed and it’s ready to be publicly announced, the conventional last step is to have the communications department write two documents. One is a very short press release (PR) that summarizes what the new product or service is and why it is valuable for customers. The other is a “frequently asked questions” (FAQ) document with more details about costs, functionality, and other concerns. Bezos’s brainstorm was to make that last step in a conventional project the first step in Amazon projects.

But the Erie Canal opened in sections as it was being built. Every section became instant proof of the canal’s value as a propeller of commerce. Traffic grew immediately every time a section opened. When the full canal opened in 1825, its revenues from tolls vastly exceeded all expectations. The initial projection of 500,000 annual tons of goods within twenty years was exceeded within ten. Within twenty years of its opening, over a million tons per year were being transported on the Erie Canal. Overnight, the commercial implications were clear. Goods from Cleveland could end up in New York within days. Chicago was completely accessible by water from New York through the Great Lakes. With the Mississippi River already the conduit to New Orleans, a very large part of the United States could now be accessed by waterways. The Erie Canal’s financial success set off canal mania in other states, which saw that it had cost the state of New York nothing financially—the tolls were more than sufficient to pay off the bonds—while transforming the state economy and driving down the price of grain. It was the model of successful public infrastructure.

(1) The Mindset of Strategy and Positioning (心持ちの事　付　座之次第) ◎ With regards to mindset as you engage in a contest, be calmer than normal and try to see into your opponent’s mind. The enemy whose voice becomes higher in pitch, eyes widen, face reddens, muscles bulge and face grimaces is basically incompetent and will [clumsily] hit through to the ground. When faced with a [second-rate] adversary such as this, maintain serenity of mind and observe his face dispassionately so as not to provoke him. Then, taking hold of your sword, smile and assume a position lower than the upper stance (jōdan). Coolly evade his blow as he tries to attack you. When the enemy appears somewhat perturbed by your unusual attitude, this is the time to strike. Also, if your opponent is quiet, eyes narrowed, body at ease, and he is holding his sword in a relaxed manner as if his fingers are floating on the hilt, assume that he is an expert. Do not saunter carelessly into his range. You must seize the initiative and assail him skillfully, driving him back and striking in quick succession. If you are nonchalant with such a competent opponent, he will force you back. It is crucial to ascertain how capable your enemy is. In terms of where you should position yourself, the same conditions apply in both spacious or cramped locations. Step in so that walls will not impede your sword swings from either side. Take an approximate stance with the long sword and nimbly close in on your foe. If your sword should collide with some barrier, the enemy will become emboldened and will hem you in. If your sword looks as if it might scrape the ceiling, determine the actual height with the tip and be mindful thereafter. You can employ either sword for this, as long as it is the one that cannot be used [in attack while you do this]. Keep the light behind you. With your usual training, be prepared to freely apply any kind of technique with a relaxed mind, but always execute with urgency. It is important to adapt according to the circumstances. (2) About Gaze (目付之事) ◎ Direct your eyes on the enemy’s face. Do not focus on anything else. Since the mind is projected in [facial] expressions, there is no place more revealing than the face to fix one’s gaze. The way of observing the enemy’s face is the same as looking through the mist at trees and rocks on an island two and a half miles [4 km] in the distance. It is the same as peering at [and identifying] birds perched atop a shanty 100 yards [91 meters] away through the falling sleet. It is also akin to beholding a decorative wooden board used to cover the ridge and purlin ends of a roof gable or the tiles on a hut. Calmly focus your gaze [to take everything in].

Fraud and manipulation aside, revenue shows the dollar volume of the goods or services the company has delivered to its customers. But it’s not the only significant measure of a company’s sales success. Equally important, in many cases, are the orders that have been signed but not yet started, or the revenue not yet recognized on partially completed projects. This is the value, in other words, of what’s in the pipeline. Companies variously refer to these not-yet-recognized sales as backlog or bookings.

Operations keeps the lights on, strategy provides a light at the end of the tunnel, but project management is the train engine that moves the organization forward.” — Joy Gumz

In the direction of formalization, there are two major successes in modern logic. First, the fairly well established conclusion that all of mathematics is reducible to axiomatic set theory and that, if one takes enough trouble, mathematical proofs can be reproduced in this system completely formally in the sense of mechanical checkability. Second, the results of Skolem and Herbrand according to which we can, by construing mathematical theorems as conditional theorems (viz. that the axioms imply the theorem) in the predicate calculus, search for each mathematical proof in a mechanical (in principle) way to determine whether a related Herbrand expansion contains a contradiction. Impressive as these results are, and encouraging as they are for the project of mechanizing mathematical arguments, they are only theoretical results which do not establish the strong conclusion that mathematical reasoning (or even a major part of it) is mechanical in nature.

The organization presented here, however, works for many student research projects. Keep in mind that advisors, committee members, and potentially external reviewers will evaluate the final proposal on clarity, content, and whether specified guidelines are met. The following is the content and organization I recommend: 1.   A cover page, which contains the title, your name, committee member names, and the date 2.   An introduction to the problem describing the general scope of the project and why it is important 3.   A literature review synthesizing prior research and describing the theoretical framework of your research 4.   Specific objectives or research questions and hypotheses (when appropriate) your proposal addresses 5.   A detailed description of your research methods, including data collection and analytical approaches 6. Project significance and implications 7.   An annotated time line for the anticipated completion of the research 8. An alphabetized list of references 9. Appendix (optional)

example, I might have spoken to ten people about finding the exact words that should be used to describe a certain product and received the same answer from all of them. However, when speaking with an eleventh person who had a different (but valid) opinion, I have felt that the research had already been successfully completed and the decision made even though this final person had some valuable insights. Having identified this perilous trap, I now keep an open mind when collecting information throughout all phases of a project and remind myself that product positioning and messaging are constantly changing as products,

Task-level thinkers are team members who focus on their current or next task. They might be early in their career or get overwhelmed with more than a few sequential tasks on their plate. Most of us begin our careers as task-level thinkers because prioritizing many complex, interrelated tasks is often not a natural ability. Project-level thinkers look ahead weeks or months and juggle multiple priorities. They often rely on team members to complete work that’s combined into a single deliverable. Project-level thinkers have advanced systems in place to track the myriad moving parts needed to successfully complete a project. Owner-level thinkers not only manage projects but also think about how to improve internal processes and bring ideas for experiments that can change the trajectory of the company. Owner-level thinkers look ahead months or years and consider strategic shifts that may need to take place to take the company to the next level.

it’s not just the change of environment or seeking of quiet that enables more depth. The dominant force is the psychology of committing so seriously to the task at hand. To put yourself in an exotic location to focus on a writing project, or to take a week off from work just to think, or to lock yourself in a hotel room until you complete an important invention: These gestures push your deep goal to a level of mental priority that helps unlock the needed mental resources. Sometimes to go deep, you must first go big.

They invited a large investor, Coca-Cola, to take over a plot of land in Pulkovo Heights and install high-capacity power and communications cables, hoping that other companies would follow suit. It worked. After Coca-Cola developed their piece of land, Gillette came, then Wrigley, and then some pharmaceutical companies. An economic zone thus took shape within the city, where total investment now exceeds half a billion dollars. Furthermore, with the Committee’s encouragement, the city’s infrastructure began to be modernized to create the conditions necessary for successful business. The first major deal that Putin supported was the completion of a fiber-optic cable to Copenhagen. This project had been initiated back in the Soviet era but never completed. Now the efforts were successful, providing St. Petersburg with world-class international telephone connections.

Learning to fail is an important part of success.  I’d like everyone reading this to fail at something.  Get out there and try the impossible.  Set your sights high and do something that you’re almost certain is beyond your skill level.  Call the girl.  Meet with a millionaire.  Pitch your art project to a retail store.  Negotiate a large salary increase.  Push yourself to accomplish something enormous.  You may fail a hundred times.  But it only takes one success to completely change your life.

This rat race does not just take place at Stanford or in Silicon Valley. It’s everywhere. Whether you’re a web designer, teacher, firefighter, or army officer, you are encouraged to keep checking things off the to-do list, amassing accomplishments, and focusing your efforts on the future. There’s always something more you can do to further yourself at work: an extra project or responsibility you can take on, more schooling you can complete to ensure a promotion, or an additional investment to wager on just in case! There’s always that co-worker who is putting in longer hours, showing you that you too can and should do more. And so you strive nonstop to exceed your goals, constantly playing catch-up with your ambitious to-do list.

SECTION SUMMARY TO BE AN EFFECTIVE LEADER … Recognize that you have limited strengths. Do whatever it takes to discover what they are. Once you know, find a work environment that allows you to focus your energies on the few things you were created to do well. Don’t allow your time to get eaten up with responsibilities and projects that call for skills that fall outside your core competencies. That is a recipe for mediocrity. Embrace this truth: The less you do, the more you will accomplish. Narrow your focus to increase your productivity and expand your influence within your organization. Empower the leaders around you by delegating those responsibilities that fall outside your zone. Somebody is dying to pick up the ball you drop. Your weakness is his opportunity. Remember: Great leaders know when to follow. THE NEXT GENERATION CHALLENGE What defines success for you in your current employment situation? Is there alignment between your core competencies and those competencies necessary to succeed in your job? What would change about your current job description if you were given the freedom to focus on the two or three things you do best? What would need to change in your current employment situation in order for you to focus on the things that add the most value to your organization? Take some time to complete the exercises described on this page through this page.

Wildly Popular House Buying Strategy In A Competitive Environment It is important for the success of any real estate consulting company to have customers who are happy with their services. Customers who are unhappy with your real estate services business will stop buying your goods and will supply your business with a bad name. To guarantee that your business receives positive reviews, be certain to give your customers the best quality service. We've great ideas about how to create potential customers and keeping current ones satisfied. Each new employee you bring into your real estate services business could have long-lasting repercussions, so choose them carefully. Prior to inviting someone to join you, be certain that he or she's going to be capable of performing the duties the job will require, and that he or she's certified in any way needed. Whenever a new employee joins your business, you should see that they receive thorough training and could complete the tasks assigned to them. Successful companies have happy staff members that need to help you succeed; they tend to be the product of ongoing training. A real estate services business that hopes to be competitive in today's business world should have a professionally designed website. As a responsible business owner, you have to hire a professional website designer to build your site if you don't have the necessary skills to do it yourself. The appearance of your website is vital to its success, so be sure to use visually appealing templates and images that support your content. Never discount the importance of virtual retailing to your real estate consulting company's success; today's business climate requires that all companies establish and maintain a strong and authoritative web presence. Don't give in to complacency, even though your real estate consulting company is doing well. House buying experts universally believe that the very best time to expand your company is when you are gaining momentum. When you have dedication to the project, you could build a successful company. If your company could learn to embrace changes in the marketplace and always strive for something better, you will get through a lot of tough times.

On the other hand, research23 shows that when we are completely in tune with what we are doing, we more fully enjoy that activity. Moreover, being completely present allows us to enter a state of complete absorption that is extremely productive. Think of a time when you were faced with a project you were dreading. You knew it would involve a lot of effort; maybe you kept putting it off. However, once you started—perhaps finally egged on by an impending deadline—you became engaged and the project just flowed. You found that you actually enjoyed the process. You became highly productive because you focused completely on the task at hand. Instead of being stressed about the future and having your attention pulled in different directions, you got the work done and done well, and you were happy to boot.

Initial Contact Script Good morning__________, this is__________from__________. The reason I'm calling you today specifically is so I can stop by and tell you about our new__________ program that increases__________. I'm sure that you, like__________, are interested in__________. (Positive response). That's great__________; let's get together. How's__________? Third-Party Endorsement Script Good morning__________, this is__________ from__________. (Insert your brief commercial on your company.) The reason I'm calling you today specifically is that we've just completed working on a major project for__________, which was extremely successful in increasing__________. What I'd like to do is stop by next__________to tell you about the success I had at__________. How's__________? Follow-Up Script Good morning__________, this is__________ from__________. A number of weeks ago I contacted you, and you asked me to call you back today to set up an appointment. Would__________ be good for you? About the Author STEPHAN SCHIFFMAN is president of D.E.I.

Having so much perceived free time gives the student a false sense that there’s still all the time in the world to complete a given project. In essence, free time is his enemy.

Noah Kagan went to UC Berkeley and graduated with degrees in Business and Economics. He worked at Intel for a short stint, and then found himself at Facebook, as employee #30. You’d think this is where the story would get really good: Noah went on to become the head of product and is now worth 10 billion dollars! That’s not what happened. Instead, he was fired after eight months. Noah has been very public about this, and it’s well documented. He even wrote about why it happened, which mostly comes down to the fact that he was young and inexperienced. Here’s where the real story gets interesting. After being fired, Noah spent ten months at Mint, another successful startup. For Noah, that was a side-hustle. After Mint, he founded KickFlip, a payment provider for social games. He also started an ad company called Gambit. Both of those companies fluttered around for a while and then fizzled out. Next came AppSumo, a daily deals website for tech software. AppSumo has done very well, and it’s still in business as of this writing, but Noah eventually turned his attention to another opportunity. While building up his other businesses, he had become an expert at email marketing, and realized there was a huge need for effective marketing tools. So he created SumoMe, a software company that helps people and companies build their email lists. SumoMe has exploded since its launch. Over 200,000 sites now use it in some capacity, and that number is growing every day. It’s easy to imagine SumoMe becoming a $100 million dollar company in a matter of years, and it’s completely bootstrapped. The company has taken zero funding from venture capitalists. That means Noah can run the business exactly how he wants. I’ve known Noah for almost ten years. I met him when my first company was getting off the ground. Several months ago, we were emailing back and forth about promoting my first book. He ended one of the emails with, “Keep the hustle strong.” I smiled when I read that. Noah is, and always will be, a hustler. He’s been hustling for his entire career―for over a decade. And he deserves everything that’s coming his way. Hustle never comes without defeat. It never comes without detours and side-projects. But the best hustlers all know this simple truth: All that matters is that you keep on hustling.

Sunk costs do have a small effect—decision makers are biased in favor of their previous investments—but three other factors are more powerful. One is anticipated regret: will I be sorry that I didn’t give this another chance? The second is project completion: if I keep investing, I can finish the project. But the single most powerful factor is ego threat: if I don’t keep investing, I’ll look and feel like a fool.

Complete the projects you begin, fulfill the commitments you have made, live up to your promises—then both your subconscious and conscious selves can have success, which leads to a feeling of fulfillment, worthiness and oneness.

Contrast this to the more traditional model where Development and Test teams are assigned to a “project” and then reassigned to another project as soon as the project is completed and funding runs out. This leads to all sorts of undesired outcomes, including developers being unable to see the long-term consequences of decisions they make (a form of feedback) and a funding model that only values and pays for the earliest stages of the software life cycle—which, tragically, is also the least expensive part for successful products or services. ††

A I've been successful so far because I've always worked very hard and I've always been willing to accept any challenges that are offered to me. Actually, I usually seek them out. I have excellent time management skills that have allowed me to complete projects on time.

If you really want to achieve it. Have a deadline on it. If not, you will never complete it.

In more detail, this ritual should ensure that every incomplete task, goal, or project has been reviewed and that for each you have confirmed that either (1) you have a plan you trust for its completion, or (2) it’s captured in a place where it will be revisited when the time is right. The process should be an algorithm: a series of steps you always conduct, one after another. When you’re done, have a set phrase you say that indicates completion (to end my own ritual, I say, “Shutdown complete”).

data management plan addresses the following major topics: 1. What data will you create? 2. How will you document and organize your data? 3. How will you store your data and, if necessary, keep it secure? 4. How will you manage your data after the completion of the project? 5. How will you make your data available for reuse, as necessary?

There are two types of employees. Those who do the work and those who do the time. Those who do the work, make sure they complete all their tasks and projects. Those who do the time, make sure they complete their 8-5 hours and are looking forward to knock off.

You may recognize that you purposefully call on it by overscheduling yourself, overcommitting and waiting until the last minute to complete projects—because you depend on anxiety to fuel yourself.

Minsky was an ardent supporter of the Cyc project, the most notorious failure in the history of AI. The goal of Cyc was to solve AI by entering into a computer all the necessary knowledge. When the project began in the 1980s, its leader, Doug Lenat, confidently predicted success within a decade. Thirty years later, Cyc continues to grow without end in sight, and commonsense reasoning still eludes it. Ironically, Lenat has belatedly embraced populating Cyc by mining the web, not because Cyc can read, but because there’s no other way. Even if by some miracle we managed to finish coding up all the necessary pieces, our troubles would be just beginning. Over the years, a number of research groups have attempted to build complete intelligent agents by putting together algorithms for vision, speech recognition, language understanding, reasoning, planning, navigation, manipulation, and so on. Without a unifying framework, these attempts soon hit an insurmountable wall of complexity: too many moving parts, too many interactions, too many bugs for poor human software engineers to cope with. Knowledge engineers believe AI is just an engineering problem, but we have not yet reached the point where engineering can take us the rest of the way. In 1962, when Kennedy gave his famous moon-shot speech, going to the moon was an engineering problem. In 1662, it wasn’t, and that’s closer to where AI is today. In industry, there’s no sign that knowledge engineering will ever be able to compete with machine learning outside of a few niche areas. Why pay experts to slowly and painfully encode knowledge into a form computers can understand, when you can extract it from data at a fraction of the cost? What about all the things the experts don’t know but you can discover from data? And when data is not available, the cost of knowledge engineering seldom exceeds the benefit. Imagine if farmers had to engineer each cornstalk in turn, instead of sowing the seeds and letting them grow: we would all starve.

FOGLAMP project checklist FOGLAMP is an acronym for focus, oversight, goals, leadership, abilities, means, and process. This tool can help you cut through the haze and plan your critical projects. Complete the table for each early-win project you set up. Project: __________________________ Question Answer Focus: What is the focus for this project? For example, what goal or early win do you want to achieve? Oversight: How will you oversee this project? Who else should participate in oversight to help you get buy-in for implementing results? Goals: What are the goals and the intermediate milestones, and time frames for achieving them? Leadership: Who will lead the project? What training, if any, do they need in order to be successful? Abilities: What mix of skills and representation needs to be included? Who needs to be included because of their skills? Because they represent key constituencies? Means: What additional resources, such as facilitation, does the team need to be successful? Process: Are there change models or structured processes you want the team to use? If so, how will they become familiar with the approach?

it’s not just the change of environment or seeking of quiet that enables more depth. The dominant force is the psychology of committing so seriously to the task at hand. To put yourself in an exotic location to focus on a writing project, or to take a week off from work just to think, or to lock yourself in a hotel room until you complete an important invention: These gestures push your deep goal to a level of mental priority that helps unlock the needed mental resources.

this ritual should ensure that every incomplete task, goal, or project has been reviewed and that for each you have confirmed that either (1) you have a plan you trust for its completion, or (2) it’s captured in a place where it will be revisited when the time is right. The process should be an algorithm: a series of steps you always conduct, one after another. When you’re done, have a set phrase you say that indicates completion (to end my own ritual, I say, “Shutdown complete”). This final step sounds cheesy, but it provides a simple cue to your mind that it’s safe to release work-related thoughts for the rest of the day.

Projects such as the ones just mentioned can get in trouble because of things like technology issues or incorrect requirements. However, those are often excuses. Projects are successfully completed by people—not by methodology or technology. If a project is in trouble it is most likely to be a people issue.

more detail, this ritual should ensure that every incomplete task, goal, or project has been reviewed and that for each you have confirmed that either (1) you have a plan you trust for its completion, or (2) it’s captured in a place where it will be revisited when the time is right. The process should be an algorithm: a series of steps you always conduct, one after another. When you’re done, have a set phrase you say that indicates completion (to end my own ritual, I say, “Shutdown complete”). This

particular, identify a deep task (that is, something that requires deep work to complete) that’s high on your priority list. Estimate how long you’d normally put aside for an obligation of this type, then give yourself a hard deadline that drastically reduces this time. If possible, commit publicly to the deadline—for example, by telling the person expecting the finished project when they should expect it. If this isn’t possible (or if it puts your job in jeopardy), then motivate yourself by setting a countdown timer on your phone and propping it up where you can’t avoid seeing it as you work. At this point, there should be only one possible way to get the deep task done in time: working with great intensity—no e-mail breaks, no daydreaming, no Facebook browsing, no repeated trips to the coffee machine.

5. Empower others to act. Leaders seek to empower others and deploy them for action. They seek to remove obstacles that hamper action that is in line with the vision. The rebuilding of the wall was a monumental task that took many people; therefore, it required broadening the base of those committed to the vision. Nehemiah involved many people in the project. He placed people in areas about which they were passionate. For example, several worked on the wall in front of their homes (3:23), likely most burdened for that particular area of the wall. Ministry leaders must empower others to develop leaders. Leadership development must not be only the responsibility of the senior pastor or senior leadership team. Others must be invited to embrace the opportunity to invest their lives in creating and commissioning leaders. 6. Generate short-term wins. Change theorist William Bridges stated, “Quick successes reassure the believers, convince the doubters, and confound the critics.”7 Leaders are wise to secure early wins to leverage momentum. Nehemiah and those rebuilding the wall faced immediate and constant ridicule and opposition; therefore, it was necessary for Nehemiah to utilize short-term wins to maintain momentum. After the initial wave of criticism, Nehemiah noted that the wall was halfway complete (4:6). The reality of the progress created enough energy to overcome the onslaught of negativity. Ministry leaders can create short-term wins by beginning with a few people, by inviting others to be developed. As leaders are discipled, people in the church will take notice. People will begin to see that the church does more than produce programs and events.

6. Remind yourself that undesired outcomes are merely feedback. They’re not statements regarding your competence. They reflect problems in your decision-making or work processes, or both. To that end, they present opportunities to improve. We learn more from our mistakes than we do from our successes. Indeed, our mistakes are among our most valuable learning tools. 7. Develop the habit of taking action, even when tasks and projects are not completely planned out. The only way to become more comfortable with venturing outside your comfort zone is to do so on a repeated basis. Look for opportunities to perform activities and take on projects that are new to you. Accept in advance that your results might fail to meet your expectations. The object is to develop a new habit that eliminates your fear of the unknown, not to master a particular skill or effect an ideal outcome.

(One study found that workers who shared a location emailed one another four times as often as workers who did not, and as a result they completed their projects 32 percent faster.)

There are innumerable ways creative selection can become bogged down, since this working method must be applied consistently over a period of time to yield results. Consequently, our success was as much about what we didn’t do as what we did. Mostly we avoided falling into any of the typical product development traps common in Silicon Valley and that, I expect, occur often in other kinds of creative organizations and businesses. For example, we didn’t take two-hour coffee breaks or hold daylong offsite confabs to talk about projects without examples to ground the discussion—we didn’t have lengthy discussions about whose imaginary puppy was cuter. We didn’t shuffle around printed specifications or unchanging paper mock-ups for weeks on end, waiting for an epiphany that would jump us directly from an early-stage concept to a complete product design, hoping we could somehow flip the ratio of inspiration to perspiration Thomas Edison spoke about, the relationship between the time it takes to get an idea and the amount of hard work it takes to transform that idea into something real.

The Becker Method Have goals for your home and your life in mind as you start minimizing. Try to make it a family project, if you live with family members. Be methodical: Start minimizing with easier spaces in the home and then move on to harder ones. Handle each object and ask yourself, Do I need this? For each object, decide if you’re going to relocate it within the home, leave it where it is, or remove it. If you’re going to remove it, decide if you’re going to sell it, donate it, trash it, or recycle it. Finish each space completely before proceeding to the next. Don’t quit until the whole house is done. As much as you can, have fun with the process. Notice and articulate the benefits that appear along the way. And celebrate your successes. When you’re done, revisit and revise your goals, aiming to make the most of your newly minimized home and newly optimized life.