From Chaos to Clarity: Begin Mastering Your Management Operating System (MOS) - Part 3

• The supervisor and manager should first compare the job description to the job being performed.
• Deconstruct the job description into no more than 6 or 7 key work buckets per position.
• These core work buckets should have tasks and deliverables associated with them.

• The manager or supervisor constructs a table of core work buckets, tasks, deliverables, delegable and non-delegable tasks.
• Begin assigning metrics, preferably leading indicators, to these elements.
• Often, the person in the position is asked to create this table first, and then compare and contrast it with the manager’s version to reach an agreed-upon final version.

• The differences between the manager’s version of core work buckets and the individual performing the work will provide insights into the team.
• Typically, individuals might be more focused on immediate tasks rather than strategic perspectives, indicating areas for improvement.

1. Importance of Time Tracking: 

Accurate time tracking helps understand how time is spent on various tasks and work buckets. - It highlights areas where time is wasted or could be better utilized. - Time tracking reveals how each individual prioritizes their work, promoting conversations with supervisors or managers. - Typically, outdated processes or assumptions about how work is carried out can be identified and improved, enhancing workflows. On average, organizations that we have studied range from thirty to fifty percent non-productive work. On average, that’s two days per week! We help our clients gain back at least half of the non-productive time, which is typically a day per week. Excessive emails, meetings, and firefighting tend to be the top contributors to non-productive time. 

2. Tools and Methods:

Use time tracking software to monitor the time spent on different tasks. - Implement time audits periodically to review how time is allocated.

3. Identifying Inefficiencies:

Analyze time tracking data to identify tasks that take longer than expected. - Look for patterns of inefficiency, such as frequent interruptions or time spent on low-priority tasks.

4. Streamlining Processes:

Once inefficiencies are identified, work on streamlining processes. - This might involve reassigning tasks, optimizing workflows, or providing additional training where needed.

5. Setting Realistic Goals:

Use the insights gained from time tracking to set realistic goals and deadlines. - Ensure that these goals are aligned with the metrics and deliverables defined in the previous step.

Step 1: Implement time tracking tools to monitor the time spent on core work buckets, such as Client Liaison, Design Management, and Project Execution.

Step 2: Conduct time audits to ensure that time is being spent effectively on high-priority tasks.

Step 3: Analyze the time tracking data to identify inefficiencies. For example, if a significant amount of time is spent on design management, but key project deadlines are not being met, this indicates an area for improvement.

Step 4: Optimize workflows within design management to reduce time wastage. This could involve delegating more tasks, automating certain processes, modifying or removing ineffective processes. 

Step 5: Use the insights gained to set realistic goals for the engineering manager, ensuring that they have adequate time for client liaison and project execution.

Positions evolve over time based on the company's needs, market forces, or new business opportunities. Regular reviews of the MOS ensure that roles remain aligned with organizational goals.

Cooperation between departments, particularly with respect to shared services, can be challenging. This process facilitates better cooperation between departments and helps break down silos.

When multiple individuals hold the same position, statistical analysis can reveal patterns and similarities in how work is done. Techniques such as t-tests for evaluating differences between groups of employees that hold the same position in different geographical regions, for example. Also, we like to use analysis of variance (ANOVA) to provide further understanding of whether valid processes are in place or if individuals are using inefficient workarounds.

This approach allows managers, supervisors, and the individuals performing the work to gain a more definitive understanding, setting a foundation for continuous improvement based on more efficient work and also removing unnecessary work to boost effectiveness.