Project management and priorities

As detailed before, I have the hardback book (it’s green – anyone else remember the Porridge quote). It has pages and pages of lists, all neatly sorted into four sections, interspersed with scribbles, diagrams of flues, back of the list calculations and so forth.

Approximately once a day we have the discussion.

The discussion consists of:

1. What can we cross off yesterday’s/this morning’s to do list?
2. Oh, what did you do then?
3. Oh

Long pause

4. Well, I’ll add them to the list and cross them off.
5. Where are they in the list of prioritites?
6. OK, these are my priorities
7. What do we absolutely have to get done before we move in.
8. OK, we can survive without a shower.

Heated drawing up of two lists: one of things that must be done and one of things that are nice to have
We end up with three things crossing the line (insulation, decoration and chimney cowls if you must know).

9. So when you say do floor, what exactly does that involve?

Calmer and much longer list of all the components of the “things that must be done” list. During the discussion, we discover other things that must be added to said list.

What user interface design point am I demonstrating (or any other point)? I would say that it’s a technique that is a refinement of Bill Buxton’s Sketching User experience.

It is only when you have your ideas out there in some form that you can discuss them. I cannot stress this enough.

What I have in my head is non-negotiable because nobody knows about it.
What I say is somewhat negotiable, but it is often not clear what I mean.
What I sketch or model or put on paper is utterly negotiable because there is something to negotiate over.

Here is a mock-up of the stairs to the basement. It’s a starting-point.
They’re not on the priority list though.

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