Update: [[Keep a WTF list]] John Danaher is a BJJ coach of world-class champions. He has the following to say: FIXME:... Similarly, I had learning to cook at home and have been following ProHomeCooks. Mike mentioned that at the end of the week, when preparing for the week, he makes a very rough list of key meals he would like to cook that week. I have been noticing that having a plan is better than having no plan. A plan doesnt have to be followed, but it gives a ground to start of. As if one is starting with something already, and can decide to follow it or improve it based on cirmunstances. Most work I have done revolved around projects. As I went through more and more of rhem, I realized there are common questions and tasks that I need or want to do. So I started to put these into a list so I dont have to think about it at thr beginning of each project. I initially had this list framed as a protocol without the time constraint. However, then I added the time constraints and reframed it into goals. What happened? As I weite this, I live in Prague, and they have a newly elected president. The president put together a list of specific goals fir the first 100 days. I find that clarity and transparency appealing and thought "that guy seems to have a plan. No matter the content, I really like that clarity and transparency. How would that list look for me? And what would I communicate to a client? 1. Understanding the current situation 2. Get clear definition of the business problem and desired impact 1. [[Back to the business problem|Frame the problem in terms of business impact]] 2. Clearly understand the scope, perhaps use EventStorming: FIXME: add example 3. Attempt to discover and align on the [[alignment on key concepts seems to tackle value risk and usability risk and might increase speed of change|key concepts]] to that people involved are on the same page and interpretation is the same, MECE 4. If possible [[Lagging and leading metrics|attach lagging and leading metrics to the problem]] 3. Proceed incrementally 2. [[Brainstorm bets to move the metric|prioritize bets]] for tackling the problem 3. Consider which [[Map of risks|key risks]] to tackle 2. Proceed incrementally, with [[Gather evidence early|validated learning]] 3. If needed, get more understanding [[EventStorming]] 4. Field visits, [[Genchi Genbutsu, see first-hand]] - Visit physically places where the value is being created, delivered or used, say, observing a PV system installation 5. Meet the team: 1. Get to know who I work with, what they are interested in, what they are focused on 2. Add example from a client, incl. notes, availability, project community 6. Low-hanging frui 7. Trade-off sliders, to understand the contraints