Archives for posts with tag: management

When I look back at the difference between my professional projects and my personal projects, the gap is always in the planning.

Whether it’s because work is planning-heavy and I want spontaneity in my personal projects, or because I hold some deep-seated paranoia about not destroying the creative process of making games by imposing deadlines and constraints, I’m not sure.

All I know is that for the last decade, I’ve been working instinctively, following rules I never really codified. Last night, I started to change that, by planning out how to take my Windows Phone game prototype for Node.Hack all the way to a finished product.
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Sit right back, and I’ll tell you a tale of a grand world where people, smart people just like you, put software in boxes and shipped it – without patches, without updates – and called it done.

What? You don’t care? That’s good; you shouldn’t. It wasn’t the right way to do business, and it’s over besides. These days, it’s not about finishing one thing one time. It’s about finishing everything, faster, all the time. The big challenge for any worker has been with how to get to done in a world where done simply doesn’t exist.

I know you remember from my earlier post that I’ve still got a lot to learn about finishing projects; it seems doubly important as we all adjust to a world where every project, from games to simple social communication is a service with decades-long updates and patch plans. So, how can you throw off a project that’s “done enough” and escape a world of endless patching for everything you make? I’ve been fighting this battle for years; I’ll share the lessons I’ve learned.

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Calendar year, fiscal year, broadcast year. These days it seems more convenient to count time as sprints between intermittent trips to the Islands. San Juans up north, British Virgins down south, I’ve made it a yearly habit to hit one hot spot or the other, both if it’s a particularly banner year.

Seventeen months since the last trip, and the time’s come around again. In a little over 60 hours, I’ll be boarding a plane bound for the tropics, to relax with Alicia and eight of our closest friends aboard Voyage’s finest 440 catamaran. They’re going to be a great crew: sharp, eager, cohesive. I’ve missed the usual suspects of the island-hopping lifestyle, of course. The sunshine, the saltwater, the rig-whistle under sail.

Evolution

I have another, more recent appreciation for the art of sailing that’s come from an examination of my daily life in this last sprint. You saw that duct-taped PM email system I penned to pull my information management out of a nosedive. You’ve seen me come up for air in bursts on Twitter and Facebook to bemoan my fate of being eaten alive by Excel and PowerPoint.

I’ve never spent so much condensed time in a constant swirl of prototypes, presentation, deliberation and expert judgment as I have in the last year and a half. I’ve served on more committees, sat in more meetings, sent more prioritization emails, scheduled more sync-ups, and designed more presentations and worksheets in the last year than I have in the previous nine years of my career in this business.

The greatest psychological and social shakeup is the move from the hard track to the soft; management, instead of line-level execution. And at the end of each working day, I can’t even point at a widget that makes it off the factory floor, because we don’t do that sort of thing. It’s soft science to support software.

Even my own projects this sprint:

They’re all soft, all deliberative, all made to be chewed on, commented on, feedback’d into near oblivion.

I’ve reached my quota. I’ve done enough, I’ve asked to be judged enough, I’ve For-Your-Consideration’d until I’m blue in the face.

And if that’s not enough, it’s Annual Review time here at Microsoft.

It’d drive me mad if I kept thinking about it.

The Antithesis

Touch a canvas sail. Dip your finger in engine coolant. Strap on the fins and jump off the sugar scoop. Crank up the propane and grill.

There’s no committee. No council. No feedback but the molecules singing an ancient tone against your skin.

I’ve hit my quota, seventeen months without a boat is my limit.

I’m going sailing.

Life is a strange mixture of the immediately measurable and the slightly-less-measurable. Every once in a while you need to sit down and puzzle out the dimensions of something with a measuring stick that you don’t yet have. Without a reference point, how do you know what’s effective?

Another tidbit about the work I do at Microsoft: I present – that is, show PowerPoint slides (colloquially called a deck) and speak about the topics enclosed. It could be for one of a million reasons: I’m asking for funding, explaining a technical topic, justifying what I’ve done with resources, or just sitting in a room showing off clever charts I’ve made. Whatever it is, it had better not be boring. If it’s boring, I lose, and nobody will ask me to come to their party again.

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I haven’t really told you all that much about what I do here at Microsoft since I started doing it back in April of 2010. I’m a Program Manager at the company, and that means I’m not entirely sure I can tell you what I do. PMs are a notoriously superstitious lot and I’m worse than most about being tied down to a static description of my job – the modern equivalent of your mother’s advice to never make funny faces in a mirror; we all know how that ends.

What I can tell you is how I do what I do: Email.

A typical day greets me with between 100 and 200 emails, on average. That’s how much I receive. I tend to send out about 10% of that amount. At first glance, that doesn’t seem like very much, until you see what that adds up to in a work week: up to 1,000 emails received, and up to 100 drafted and sent, every five days.

Not everybody has the same numbers. Not everyone uses the same mechanisms. I know a PM around these parts that probably has as many IM conversations a day as I have mails – probably has half of them open at the same time, right now. I’m not exaggerating. I’ve seen his desktop.

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