Project management is the key to sticking to your budget and deadline, whilst keeping the most important tasks at the forefront of your company.
Without it, you leave the future of your business at the mercy of your teams and employees (which, in case you weren’t aware, is not a good business model).
For such an important process, the project management steps are a little muddy, with sources citing differing numbers of steps, timelines, etc.
Then again, it’s a massive topic with a huge margin for error; how the hell do you convey these steps when the project could be anything from “get winter clothes in stock” to “grow to $220,000 monthly recurring revenue”?
Well, we here at Process Street hate making things complicated, so we’ve simplified the project management steps of any and every undertaking to five easy stages:
If you’re looking to structure your next big push, or you just want to set and track realistic deadlines, then this is the process for you. Then again, feel free to skip ahead to any particular step you’re after. Continue Reading
It’s 9:00 am. I grab my morning coffee, boot-up my laptop, and join the 1 billion others logging into Google Drive today.
I go straight to my Google Docs templates folder. As a content writer for Process Street, these templates include planning templates, review templates, and templates designed to record my research.
Suffice to say, my Google Docs templates are the backbone of my content creation process.
As a content writer for Process Street, I’ve built up an extremely efficient writing process that combines the convenience of Google Doc templates (via Google Drive), the clarity and reliability of Process Street workflows and Pages.
By merging Process Street and Google Drive into a simple, repeatable process for content creation, I know I can work productively and consistently meet my deadlines.
For me, Process Street + Google Drive = Success.
That’s why in this article, I’ll show you how you can recreate my process and build your own streamlined automations. I’ll be covering:
This article is based on a segment from Process Street‘s Highway 2021 virtual event, where Leverage CEO Nick Sonnenberg shares with us how his team kicked their operational efficiency into overdrive from start to finish.
Supercharging Operational Efficiency with Leverage CEO Nick Sonnenberg was the fourth segment of Highway.
Imagine a military regiment holding a position of key tactical importance, let’s say a bridge. Situational awareness is crucial. The success of the operation depends on access to information that can inform situational awareness, and provide tactical & strategic advantage. In other words, a situation where information is nothing short of vital.
Such a regiment would have access to a large-scale technological intelligence network: aircraft spotters, satellite-mounted motion sensors, heat detectors, and communication eavesdroppers. Commanders with high-bandwidth taps into the supporting intelligence network should have access to vital information to enable decision-making while in the field.
Now let’s imagine that an opposing force seven times the size of this regiment began approaching from three directions. Such a force should not be difficult to detect given the field intelligence available; yet that’s exactly what happened according to David Talbot’s story published in 2004’s MIT Technology Review about the U.S. Army’s 69th Armor Regiment holding a key bridge on the Euphrates River in 2003.
This story perfectly illustrates the problem of vertical vs horizontal knowledge.
The problem was, front-line troops had terrible situational awareness because the flow of information was inhibited by a vertical command-and-control structure (rather than a horizontal flow).
Information had to travel up the chain of command so that major commanders in the rear could interpret it, and then send their decisions back down the line. This resulted in huge latency; the information was there, it just wasn’t getting to the people who needed it when it mattered most.
Talbot’s story goes on to contrast the organizational structure of SPEC-OPS forces organized into small teams of two-dozen; rather than being linked to a single central command, the teams were networked to each other with a designated individual per team responsible for managing flow of information (between their team and the others’).
In these special forces units, flow of information was “flat”, or horizontal; leadership contributions & decision making involved every team member, not just the official designated leader.
It’s hard watching someone make mistakes, especially if you already know how to avoid them.
Staying silent while they slip up (or even do things in ways you would not) is harder.
That doesn’t mean you have an excuse to micromanage them.
Micromanagement is the ultimate controlling management style. It’s demoralizing and counter-intuitive, as the desire for control to make sure everything goes to plan only creates more problems in the long-term.
If you look at the Wikipedia definition of a workflow, you’re probably going to get confused as I did:
“A workflow consists of an orchestrated and repeatable pattern of business activity enabled by the systematic organization of resources into processes that transform materials, provide services, or process information It can be depicted as a sequence of operations, declared as work of a person or group, an organization of staff, or one or more simple or complex mechanisms.”
Let’s put this simply…
Workflows are the way people get work done, and can be illustrated as series of steps that need to be completed sequentially in a diagram or checklist.
Think of it literally as work flowing from one stage to the next, whether that’s through a colleague, tool, or another process. You can execute a full workflow alone (like writing, editing and publishing a blog post), or it can involve multiple people (like invoicing a client).
In this Process Street article, we’ll be looking at:
How do you name a new server, export config data, or fix that one really annoying bug that keeps popping up every 2nd Thursday?
For prepared IT professionals, that information is stored in a runbook. A runbook is a set of standardized documents, references and procedures that explain common recurring IT tasks. Instead of figuring out the same problem time and time again, you can refer to your runbook for an optimal way to get the work done. What’s more, you can also delegate tasks and onboard employees more effectively if you have documentation to train them with.
Whenever you do a task, think of this quote:
“Will you remember how to do these things 6 months from now? I find myself having to re-invent a process from scratch if I haven’t done it in a few months (or sometimes just a few days!). Not only do I reinvent the process, I repeat all my old mistakes and learn from them again. What a waste of time.” — Tom Limoncelli, The Operations Report Card
In short, the less time wasted figuring out how to do a task, the better it’ll be for your business efficiency, productivity, and sanity.
BentoBox is a website e-commerce and marketing platform just for restaurants. Their mission is to empower the world’s restaurants to succeed in their mission of hospitality.
While thousands of restaurants are using BentoBox to power their digital experience for customers, including websites, online ordering, gift cards and more, BentoBox uses Process Street for key processes like customer onboarding and employee onboarding to smoothly scale their operations.
“Partnering with Process Street has ultimately enabled us to help our team move quicker, as well as create transparency with our customers; and the features that they’ve been adding since then have just kind of proved that it was the right choice.” – Chelsea Lynch, Customer Operations Team Manager, BentoBox
Every decision in an M&A is dependent on a number of variables. Making the right decision in the moment may not be the right decision down the road, but making no decision at all is worse.
The most impactful decision, though, is how the two companies will integrate (or not) once the deal closes. To some extent, this will be determined by your motivation for starting the M&A process to begin with. The similarities and differences between your business model and the business model of the company you’re acquiring will play a large role as well.
In this Process Street post, I’ll do a quick rundown of the two primary strategies, tuck-in and bolt-on, as well as everything you need to know in order to determine which is the strategy for your business.