Management Consultants

Productivity Hacks
How to be lazy and still get things done

1
Introduction

2
Management consultants are brutally efficient.
This is required to finish the projects on time. 3
In this course, I will show you how to do the
right things fast and efficiently so you can
enjoy fully your work and life

4
 Course Summary

Target Group What you will learn What you will get

▪ You want to work faster and more ▪ Set priorities ▪ Step-by-step explanation of how to
efficiently ▪ Select the right things to achieve higher productivity and do
▪ You want to know what to do and concentrate on the right things
what NOT to do ▪ How to do much faster tasks ▪ Examples in PowerPoint & Excel
▪ This will be especially useful for ▪ How to avoid doing many things ▪ Additional resources
people who want to work in altogether
consulting, private equity, ▪ How to increase team efficiency
investment banks, or as analysts
and entrepreneurs

5
 What will we talk about?

Selection Faster pace Teamwork

▪ Issue trees ▪ SMART goals ▪ Tools
▪ Priorities ▪ To-do list ▪ Time budgeting
▪ Low-hanging fruits ▪ Tools ▪ Collect knowledge
▪ Benchmarks ▪ Bottlenecks ▪ Bottlenecks
▪ The 80/20 rule ▪ Multitasking ▪ Up-or-out
▪ Emails ▪ Manage expectations
▪ Folder structure ▪ Sprints
▪ The Power of Simplicity ▪ Universal soldiers
▪ Standards and templates ▪ Oh no methods
▪ Iteration ▪ Meetings
▪ Smart batching and 1-piece flow ▪ Australian race
▪ Automation and Delegation ▪ Templates, Modules, Standards
▪ Zero Defect Rule
▪ Knowing your customer and being
him
6
Which frameworks will we use?

Getting things done Lean manufacturing

The 80/20 rule Critical Chain Method

Theory of constraints Lean startup Framework

7
Doing the right things

8
What to do and what
NOT to do?

9
It makes more sense to stand still than to chase the wrong goals.
Therefore, selection is a crucial skill that we will discuss. 10
If you are traveling on a train, before trying to speed it up,
check whether you are heading in the right direction. 11
See the forest first
and then the trees

12
People quite often are too concentrated on countless irrelevant details. This
prevents them from seeing the big picture, the things that really matter. 13
Can't see the forest for the trees
14
This may lead to frustration. You may end up doing the wrong things. Luckily
there are a lot of simple rules that will help you avoid this sort of situation. 15
Rules that will help you see the forest and not get distracted by the
many trees around you

Go from general to specific Don’t read too much

Look for main drivers (up to 5) Set a limit on the level of details

Start with an empty page Don’t go too fast into details

Be critical and selective Set time limits

Get views from different angels Go to the forest

16
 Example of how to see the forest first – consulting project (1/2)

▪ Retail
Industry

▪ Find ways to increase the EBITDA by finding cost-cutting initiatives

Task

17
 Example of how to see the forest first – consulting project (2/2)

Going from specific to general Going from general to specific

Create
Ask only for
Ask for all data Go through Ask for more Ask for the cost hypotheses for
data to check
(50 points) data data structure the main cost
positions hypotheses

Find the most

Find ways to Analyze all important Analyze the
cut costs data ways to cut selected data
costs

5-10 x faster

You get 75-95% of the impact

18
Use simple math

19
Whenever somebody mentions math, you probably see the dreaded formulas.
However, in most cases, simple things from elementary school can immensely help.20
There are some rules that are worth following

▪ Main things that certain thing depends on

Find drivers

Make an educated guess

Round to integers ▪ Instead of multiplying 2.3 by 3.61 multiply 2 by 4

Calculate in your mind

Do sampling afterward

Write down the rough values

21
 Let’s have a look at an example of using simple math to estimate how
long you will wait in the queue

Number of people in
x Time per 1 customer
the queue

Number of cash
tilts

Number of Time you will

Number of cash Time per 1
people in the wait
tilts customer
queue In min

32 3 2.3 23.4

30 3 2 20.0
22
Issue tree

23
Issue trees help you organize your hypotheses and make sure that you are
doing the right analyses to check them. Let’s look at the main elements. 24
 Issue tree – general
Analysis to be performed
Area of analysis Suspected problems Possible reasons

Possible Reason 1 Analysis 1

Problem 1
Possible Reason 2 Analysis 2

Area 1

Possible Reason 3 Analysis 3

Problem 2
Possible Reason 4 Analysis 4

25
Examples of Issue Trees

26
In the next lectures, we will have a look at examples of issue trees

Issue tree for logistics Issue tree Retail firm Issue tree for FMCG firm

27
Issue Trees in Logistics
– Examples

28
 Let’s have a look at a definition of an issue tree
Analysis to be
Area of analysis Suspected problems Possible reasons performed

Possible Reason 1 Analysis 1

Problem 1

Possible Reason 2 Analysis 2

Area 1

Possible Reason 3 Analysis 3

Problem 2

Possible Reason 4 Analysis 4

29
 For the chicken producer, we got the following issue tree.

Area of analysis Suspected problems Possible reasons Analysis to be performed

Analysis of designed routes, their length,
Badly designed routes
and the influence of possible changes

High costs of transport per ton of Analysis of fuel usage and kilometers
Too big fuel usage
goods covered by vehicles

No shipments on the way back Analysis of load carried on the way back

Badly designed method of packaging

Analysis of correlations between types of
which makes the product prone to
packaging and percentage of damaged
damage
A big level of waste and breakage
Transport
in transport
Analysis of time spent on the way and
Speed not adjusted to the product
kilometers covered in that time

Badly organized work and schedule of Analysis of the level of overtime, daily
deliveries organization of drivers’ works
Low usage of resources
Limitation on the delivery time of finished Analysis of Clients’ preferences for
goods delivery time

30
Issue trees in Retail
– Examples

31
When you are talking about retail you should have a look at the
following areas

Retail chain development The expansion model

Product Range and Category Range

In-store processes
Management

Pricing HR, especially training

Logistic/Supply Chain

32
 Below you can see an example of an issue tree in Retail Chain Development

Analysis to be
Area of analysis Suspected problems Possible reasons performed
Low LFL due to cannibalization (online, Analyze the change in sales after opening
new stores in old locations) new stores / online introduction

Low growth in sales

Analysis of the number of openings vs
Few new openings in locations
availability of new places

Increasing rents due to improper Analysis of rents vs comparable

usage of purchasing power competition
Retail chain Decreasing EBITDA of new stores
development Growing salaries to keep a low Salaries growth vs rotation – comparison
rotation with competition

No support from the shopping malls Analysis of contracts with shopping malls

High cost of building new stores

Not optimized formats, expensive Analysis of cost per 1 sq. m, number of
fixtures fixtures, cost per fixtures

33
 Below you have an example of an issue tree for Product Range Management
Analysis to be
Area of analysis Suspected problems Possible reasons performed
Too many suppliers of Category A that Analyze the number of suppliers and their
undermines your purchasing power share in sales vs market

Low margin on Category A

Analysis of Private Labels potential –
Lack of Private Labels
benchmarks and potential supplier

Usage of middlemen instead of direct Analysis of whom we buy from Category B

suppliers and the whole value chain
Product Range Low margin on Category B
Management
Improper planning and allocation by Analysis of the planning and allocation
stores process

Improper planning and allocation by Analysis of the planning and allocation

stores process

High inventory costs

Analysis of lead times, deliverability on-
Non-responsive supply chain
time, level of breakage

34
Issue trees – Examples
for an FMCG firm

35
When you are talking about FMCG you should have a look at the
following areas

Supply Chain including

Marketing
Planning & Sourcing

Product Development Customer Data Analysis

Managing Sales Force Competition Analysis

Production Expansion Model

36
 Below you can see an example of an issue tree in FMCG – Sales Force
Management
Area of analysis Suspected problems Possible reasons Analysis to be performed

Bonus system with a high threshold that

Analyze the motivation system
incentives pushing the product

High sales at the end of the month

The firm is not producing what the Analyze sales forecasting, planning of
customer wants production, and return rate

We have set up too low targets for some

Analyze the motivation system
regions
Sales Force Different market shares in regions
Management
Some regions have different channels Analyze channels per region

Drive with sales force team members,

We have an inefficient sales team
analyze processes, tools, and efficiency
High cost of the sales force in relation
to sales
We have too many overlapping sales Analyze sales per sales representative and
representatives compare with the competition

37
 Below you can see an example of an issue tree in FMCG – Production

Area of analysis Suspected problems Possible reasons Analysis to be performed

A lot of people are required for some of Analyze solutions used by other firms,
the processes especially automatization
We have high production costs related
to labor
Check the Overall Labor Efficiency (OLE)
We use the people inefficiently
and look for bottlenecks

We are very bad at planning and there is Analyze production planning and
no sales forecasting procurement, sales forecasting
Inventory levels are extremely high
Production
The machines/parts of the production are Analyze how work is controlled on the
not linked properly production floor

We are using the wrong technology or Analyze waste by technology and

machines machines. Check planned vs actual

We have a high waste cost

Analyze the costs of production by
We are using the wrong materials
different types of materials

38
Issue tree for John's flat
– Case Introduction

39
Imagine that you would have to create an issue tree for John’s flat. What
kind of problem does he have and what could be the reasons for that? 40
Issue tree for John's flat
– Solution

41
Just as a reminder you had to create an issue tree for John’s flat. You were to
guess what kind of problems he has and what could be the reasons for that. 42
 Below you can see an example of an issue tree for analyzing John’s flat

Analysis to be
Area of analysis Suspected problems Possible reasons performed
He doesn’t put things in a dedicated Check where he put things. Check whether
space he has dedicated space for everything

There is clutter, mess

He doesn’t clean often enough Analyze the frequency of cleaning

He has too many things that are not Analyze what percentage of clothes,
used gadgets, dishes, etc. he uses

The layout is not practical Map the layout against the activity of John
The flat
The space is too small
He has too low furniture which has Measure the height of furniture and
low capacity estimate what space is not used

He has too much open furniture that

Analyze the furniture he has at his flat
collects a lot of dust
He spends too much time cleaning
and maintaining
His technique, and tools of cleaning Analyze the techniques and tools used
are not optimal along with labor intensity

43
Low-hanging Fruits
(Quick Wins)

44
It’s always a good idea to first do things that generate a big impact. To
identify such items, you can use the low-hanging fruit approach. 45
Get the low-hanging fruits first. By low-
hanging fruits, we mean things with big
impacts that are easy to accomplish
46
 How to find low-hanging fruits?

Impact

High

2 1

▪ Things with a big impact yet ▪ Things with a big impact that
expensive, time-consuming require little work

No 3

▪ Easy but with a low impact

Low Resources needed

Big Small
47
 Low-hanging fruits for our blog
Impact

High 2 ▪ Blog posts 1

▪ Udemy Courses

▪ Office hours
▪ Additional resources

▪ Events

4 3

▪ SlideShare presentations
▪ Sniply
▪ YouTube

Low Resources needed

▪ Twitter

Big Small
48
Priorities

49
Let’s see what methods you can use to set priorities for smaller
tasks. As you will see, every method will give you different results.50
There are 4 main rules you can use to set priorities for tasks that you
need to perform

▪ FCFS – First Come First Served (FIFO)

▪ LCFS – Last Come First Served (LIFO)

▪ Due Date

▪ SOT – Shortest Operating Time

51
 What do you do, depending on the rules you use?
Time
needed for
When it completion FCFS LCFS Deadline SOT
Task came Deadline In minutes

▪ Write 1 blog post ▪ 01.04 ▪ 10.04 ▪ 120 1 5 4 5

▪ Analyze sales ▪ 01.04 ▪ 04.04 ▪ 30 2 4 1 4
results
▪ Send an email ▪ 02.04 ▪ 09.04 ▪ 2 3 3 3 1

▪ Read 4 articles ▪ 02.04 ▪ 11.04 ▪ 25 4 2 5 3

▪ Pay for cable TV ▪ 03.04 ▪ 04.04 ▪ 4 5 1 2 2

52
Benchmarks

53
To make meaningful conclusions, you need benchmarks.
They help you decide how important or big something is. 54
Why do you need benchmarks?

55
 There are 2 types of benchmarks

Internal External

▪ Based on previous execution ▪ Based on some external sources (i.e., reports)

▪ Extremely comparable ▪ Not that easily comparable
▪ Very reliable ▪ They have to be treated with caution
▪ Detailed – can be put for each and every activity ▪ Only for a selected number of activities

▪ Can give you food for drastic improvements. By

analyzing them you can find totally different methods of
working

56
 By comparing your results and benchmarks you can decide what to
improve, work on
Current Internal External
Area Unit result Conclusions

▪ Salary ▪ K USD ▪ 5 4 7 ▪ Your salary went up in comparison with your

previous one, but you are still below the
market

▪ Speed of typing ▪ words/ minute ▪ 40 39 80 ▪ Your typing speed has improved slightly yet
you are far below the speed achieved by
others

▪ Speed of analyzing ▪ minute ▪ 15 10 12 ▪ You not only improved your speed of

Excel analyzing but also you are better than
others
▪ Makes sense to teach others how to do it

57
Applying the 80/20 rule
in practice

58
Pareto Principle, known also as the 80/20 rule, shows you that 80% of results are generated by 20% of
efforts, resources, and time devoted. It has huge implications for how you should organize your work. 59
What does the 80/20 rule mean in practice?

▪ Concentrate only on the big items

▪ Concentrate on the big customers

▪ Analyze the most typical cases

▪ Concentrate on the most frequently occurring problems

▪ Analyze problems with big impacts

▪ Your analyses should have only 20% of the variable that generates 80% of the impact

▪ Start with subjects where you see the biggest difference between actual results and
benchmarks

60
 Here are 3 examples of using the 80/20 rules

Area Description

▪ Learning Visual ▪ Learn only the 5 most used items that will take only 20% of the full course and will be
Basic for Excel used by you in 80% of cases

▪ Checking ▪ You check only 20% of competitors that sales add up to 80% of the market
competitors

▪ Salsa course ▪ Go through 20% of the course to learn the moves and the figures used in 80% of cases

61
How you can work faster

62
Create to-do lists

63
To-do lists will help you to arrange your work into smaller actionable
pieces

64
There are a few rules that will help you write down the to-do list and
make the best out of them

Use the calendar as one of the

Put everything on a list
lists

Use multiple lists Go through lists regularly

Use tools to track tasks

Specific actionable things
execution

Divided jobs into small tasks Put projects as to-do lists

Set the pace

65
 You can use different types of lists of to-dos
Lists by status – by Getting Things Done

Next Actions Projects Waiting for Someday Maybe

Lists by place – by Getting Things Done

Home Work Online Calendar Phone

Lists by status

Currently
To be done Done
Doing

Lists by production stages – an example for Udemy courses

Topic Research Presentation Script Recording Post-production Upload

66
 I use 4 types of lists

Managing Project done for Supervising

Managing me personal team customers startups

To be done Monika Project A Startup A

Expecting from
Lidia Project B Startup B
others

Recurring items Michael Project C Startup C

Master list Lisa Project D Startup D

67
Set SMART goals

68
The SMART formula translates to 5 rules you should use when defining
the goals

S Specific – target a specific area for improvement

M Measurable – it has to be quantifiable; you have to have a way of measuring it

A Assignable – it says who will do it

R Realistic – it can be delivered

T Time-related – it says when it has to be delivered, or by which date it has to be

finished

69
 SMART goals should be set for the task but also for skills

Goals for ordinary tasks Goals for skills

▪ Avoid vague tasks ▪ Set goals for improving your skills

▪ Always for projects set deliverables, dates, and ▪ Set goals for learning new things
responsible persons
▪ Set goals for making the repetitive things faster and
▪ Merge the task with the goal on the to-do list and set better
the right pace to achieve the goal within the defined
time

70
Imagine that you want to write a book. Let’s
translate it into tasks with SMART goals. 71
 Imagine that you want to write a book. Let’s translate it into tasks with
SMART goals

Imagine that you

want to write a book
Define the size
Divided into Make the tasks Set the pace and
of the book and
small tasks SMART execute
deadline

▪ 200 pages ▪ Write pages ▪ Write 1 page ▪ Measure every

▪ 1 page = 800 every day week completion
characters rate against the
▪ Time= 1 year target (1
page/day=7
pages/week)
▪ If necessary, act
to keep the pace

72
 By comparing your results and benchmarks, you can decide what to
improve, work on

Current
Area Unit result
Internal External Target Actions

▪ Learn ▪ Level ▪ 0 n/a Intermediate ▪ Intermediate in ▪ Sing in the course

Spanish 2 years ▪ Listen to Spanish TV for 30 minutes
every day
▪ Speed of ▪ words/ ▪ 40 39 80 ▪ Achieve 60 ▪ Enroll in an online course
typing minute words/minute ▪ Devote 15 minutes every day to training
In 3 months

73
 Map your skills, experience, skills and set goals where you want to be

# of projects Industry
Experience Current Target Current Target

▪ Sales projects ▪ 1 ▪ 4
▪ Marketing projects ▪ 2 ▪ 6
▪ Supply chain projects ▪ 2 ▪ 2
▪ Production projects ▪ 3 ▪ 3
▪ HR projects ▪ 0 ▪ 1

Skills Lowest Level Highest level

▪ Excel
▪ Negotiation
▪ English
▪ Optimizing production
▪ Setting up online
marketing campaigns

74
Use the right tools
and master them

75
To do a good job you have to have your toolbox full of the right tools.
Without them, the work is much slower, and you will make a lot of mistakes.76
To show you how to create the right toolbox, let’s look at an example of a business
analyst working in a management consulting firm. We will help me get to the right tools.77
 You have to find tools for the most often done activities
Define what you do Master the tools you Constantly improve
Find tools
most often are using and test new ones

▪ Analyze ▪ Excel ▪ Learn advanced formulas, ▪ Test Access, SPSS, R

formats, and VBA, shortcuts for specific purposes

▪ Present ▪ PowerPoint ▪ Learn animation, using ▪ Test Prezi, PowToon,

templates, shortcuts Explain everything for
this purpose

▪ Collect knowledge ▪ Database on Google ▪ Use advanced functions and ▪ Test Get Pocket,
Sheets with links templates, use Zapier for Evernote
partial automation
▪ Manage projects and ▪ Database on Google ▪ Learn advanced features of ▪ Test Asana, Trello,
teams Sheets Google Sheets that will ClickUp, Nozbe
enable you to manage
projects or teams

▪ Sell ▪ Direct sales and ▪ Increases your network ▪ Use LinkedIn

content marketing on (LinkedIn) and start Premium, Buffer,
events propagating content start microblogging
marketing on different on Twitter,
platforms (Guest blogging, ▪ Get cloes.io for cold
reports distributed to calling and delegate it
customers, SlideShare) partially to other
team members
78
 The same goes for any department. Below is an example for engineers

Define what you do Master the tools you Constantly improve

Find tools
most often are using and test new ones

▪ Prepare projects ▪ AutoCad ▪ Create libraries ▪ Buy add-on Autocad

for clients ▪ Store previous projects that changes the
drawing methods

▪ Time in hours ▪ 16 hours ▪ 10 hours ▪ 2 hours

needed for 1
project

79
 List of the most important tools for consultant
Knowledge
Market research Analyze Present Sales & Marketing Team management
Management

80
Removing Bottlenecks
– Theory of Constraints

81
In every complicated system, you will have a bottleneck that stops you from
achieving more. You can remove them by using the so-called Theory of Constraints.82
 The Bottleneck is always at the place where you have the lowest
capacity. Have a look at 3 examples x Stage
capacity

x Bottleneck

Example 1
7 5 7

Example 2
5 10 20

Example 3
5 5 3

83
The Theory of Constraints originally was created for production. However, you
can use it as well for services. Let’s compare 2 examples

Production Retail offline stores (e.g., DIY)

▪ Throughput of the whole system (a specific ▪ Throughput measures the number of

factory) customers served
▪ Inventory (raw materials, work in progress, ▪ Inventory (products in the store)
and finished products in the factory) ▪ Operational costs of the store
▪ Operational costs of the factory (or the whole
supply chain)

85
The aim of the theory of constraints is to increase the throughput in
bottlenecks. For this. you can use

1 ▪ Identify the bottleneck

2 ▪ See how you can use in a better way the time of the bottleneck

3 ▪ Everything should be aligned with the bottleneck

4 ▪ Increase the capacity of the bottleneck to meet the full demand (add machines, people,
resources, increase the time of work)

86
Content marketing agency
– Case Introduction

87
Your friend Ivan works in a content marketing agency and wants to
improve the work of his team. Help him use the bottleneck framework. 88
 A few things about Ivan’s team

He manages 4 people

Every person specializes only in 1 area

You measure your success in the

number of posts produced

89
Below you can see the production capacity for each and every stage. 1
person works on 1 stage only
# of posts that can be done
xx in a week by 1 person

Edit and modify posts,

Research topics for a
Write a post Create illustrations add illustrations, and
post
schedule

20 5 7 10

90
Content marketing agency
– Solution

91
Your friend Ivan works in a content marketing agency and wants to
improve the work of his team. Help him use the bottleneck framework. 92
 Just as a reminder, let’s see what we know about the content marketing
agency

He manages 4 people

Every person specializes only in 1 area

You measure your success in the

number of posts produced

93
 Imagine that you are working in a company working in a content
marketing xx
# of posts that can be done
in a week by 1 person

Edit and modify posts,

Research topics for a
Write a post Create illustrations add illustrations and
post
schedule

20 5 7 10

▪ Speed up the writing process (faster typing, 10

20 8 7
better tools, shortcuts for the most popular
words)
▪ Make the researcher do also par time 10 9 10 10
writing and making illustration

▪ We have almost doubled the production of posts with the same resources

▪ The same principles would apply if all the activities were done only by you – in this case, it would mean that you
should not do too much research and illustration but rather improve the typing speed and match the number of
illustrations and research to your capacity in writing
▪ If you have no impact on the process (you are one of the guys above, just doing his own part and your boss does not
want to listen to you then simply do less – identify the bottleneck and adjust your speed to his speed.
▪ On the other hand, if you are the bottleneck then speed up because the whole team depends on you.

94
Avoid multitasking

95
People love multitasking. In fact, it
usually harms your productivity. 96
People love multitasking. In fact, it usually harms your productivity

Multitasking = Pure evil

▪ When you try to multitask, you get deconcentrated

▪ You waste time switching between tasks

▪ It lowers actually your IQ
▪ You can’t achieve the flow

97
If you want to avoid multitasking, follow the following rules

Check emails only on set

1 task at a time
intervals

Switch off the phone, Facebook

Make regular breaks
& other apps

Block time for certain tasks Make the tasks small enough

Follow to-do lists using the

Test how music works for you
priorities

98
Avoid emails

99
Emails are causing chaos due to their iterative nature

100
If you want to avoid emails, follow the following rules

Write in a clear and simple

Use Slack for small things
manner

Don’t respond with “thank

Forbid emails
you” to emails

Send emails always to the

Walk
minimal # of people

Send emails always to the

Kill the reasons for emails
person that can react

Use apps or tools for project

Kill the iteration
management (e.g., Asana)

101
Create a universal structure
of folders

102
 In most cases, in consulting, you will be doing a lot of different projects
and you may lose track of what you have done
Supply chain
General audit
Cost cutting
Sales Force Management ▪ After a few projects you will be
lost – you will not remember
Marketing improvement
what was done on what project
Cost cutting ▪ Consulting and many services
are bout managing knowledge
Supply chain ▪ If you organize the knowledge
properly you can reuse it on
Supply chain other projects
▪ Therefore, create a universal
Sales Force Management
structure of folders
Sales Force Management
Marketing improvement
General audit
Supply chain 103
Below is an example of a structure used for consulting projects

Admin

Legal

PBC
Customer Project A
folder folder
Area A

Area B

Deliverables
104
Talk and write in a simple, clear
and coherent way

105
Writing in a simple way is about following certain simple rules

Make it short and sweet Use the right format

Structure Use the pyramid principle

Tell in a pure and clear way what

Send it to the right person
you want

Start from general and then go to

Use bullet points
specific

Kill adjectives and adverbs Conclusion first

106
 Messaging – an example of how NOT to write it
Dear Kate

You probably remember that last week, somewhere around the afternoon, when I was strolling with my
boyfriend on this humid day, we came across you, and then when I was talking on the phone with my back
turned to you, you kissed my boyfriend on the lips.

Moreover, I day before that incident, when you were at my mom’s place at dinner you said that it was the
worst meal you had ever had.

On top of that, when my cat tried to approach you gently you kicked him and told him that next time you
would bring your big, scary dog.

Taking everything mentioned above, I must admit that I cannot be your friend any longer. In fact, it seems
that I do not like you anymore.

Best regards

Mary

107
Messaging – an example of how to write it

Dear Kate

I do not like you and I do not wish to see you anymore because:
1. You were hitting on my boyfriend
2. You insulted my mother
3. You hurt my cat

Mary

108
Standardize everything

109
Why it makes sense to standardize?

Easy to go through what you The brain works faster with

have done so far standards

You can find faster what you

You can reuse your products
need

Fewer versions to manage

110
How to decide whether to standardize

Used by many
Often used

Standardize

Last for a longer time

111
What other standardize?

Consulting Typical company

Folder structures Internal documents

Naming of files External documents

Proposals to customers Main processes

Agreements Dress code

Language of
Deliverables
communication

Analyses

Main processes

112
Rules for standardizing

Use few standards Communicate standards

Internal standards higher than

Teach standards
external

Round up to the closest

standard

113
Standardize everything – Example
of PowerPoint presentations

114
What rules should be used for PowerPoint Presentations

Use the right template Sources

1 slide = 1 message Dates

Agenda Backup

Executive summary The next version rule

Excel analysis for every slide Show the money

115
 The whole market will be slowly growing as a result of GDP growth
Category A

Category B

Category C

Market size
In millions of EUR

Total 7 380 7 734 7 717 7 785 7 859 7 963 8 058 8 198 8 334 8 459 8 570 8 692 8 811 8 914 9 012 9 119 9 209

1 641 1 658
1 605 1 622
1 565 1 586
1 523 1 543
1 476 1 500
1 433 1 450
1 392 1 389 1 401 1 415
1 328

3 334 3 374 3 407

3 216 3 260 3 298
3 084 3 130 3 171
2 946 2 981 3 033
2 862 2 855 2 880 2 908
2 804

3 806 3 857 3 911 3 965 4 011 4 055 4 104 4 144

3 480 3 473 3 503 3 537 3 583 3 626 3 689 3 750
3 247

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

Source: Euromonitor 116

 Market size
In millions of EUR
Category A

Category B

Category C

Total
7 380 7 734 7 717 7 785 7 859 7 963 8 058 8 198 8 334 8 459 8 570 8 692 8 811 8 914 9 012 9 119 9 209

1 641 1 658
1 605 1 622
1 565 1 586
1 523 1 543
1 476 1 500
1 392 1 389 1 401 1 415 1 433 1 450
▪ The market will
1 328
develop and will
3 407
3 084 3 130 3 171 3 216 3 260 3 298 3 334 3 374
be slowly
2 946 2 981 3 033
2 804
2 862 2 855 2 880 2 908 growing as a
result of GDP
growth

3 806 3 857 3 911 3 965 4 011 4 055 4 104 4 144

3 480 3 473 3 503 3 537 3 583 3 626 3 689 3 750
3 247

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

Source: Euromonitor 117

 The market will develop and will be slowly growing as a result of GDP growth

Market size Category A

In millions of EUR Category B

Category C

Total
7 380 7 734 7 717 7 785 7 859 7 963 8 058 8 198 8 334 8 459 8 570 8 692 8 811 8 914 9 012 9 119 9 209

1 641 1 658
1 605 1 622
1 565 1 586
1 523 1 543
1 476 1 500
1 392 1 389 1 401 1 415 1 433 1 450
▪ Category C will
1 328
be equal to
3 407
3 084 3 130 3 171 3 216 3 260 3 298 3 334 3 374
around 30% of
2 946 2 981 3 033
2 804
2 862 2 855 2 880 2 908 the market

3 806 3 857 3 911 3 965 4 011 4 055 4 104 4 144

3 480 3 473 3 503 3 537 3 583 3 626 3 689 3 750
3 247

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

Source: Euromonitor 118

Rules for Excel

119
What rules should be used when building analysis in Excel

Use colors to make it easy to find

Shortcuts
things

Consistency between sheets No mouse

The Pyramid Principle Descriptions

1-source rule Data sources

Repetition of variables Master sheet

120
 Let’s look at the most useful functions

Basic functions Financial / Mathematical Others

▪ SUMIF / SUMIFS ▪ RAND / RANDBETWEEN ▪ Pivot

▪ COUNTIF / COUNTIFS ▪ MOD ▪ Slicer
▪ HLOOKUP ▪ NPV ▪ Relative addresses
▪ VLOOKUP ▪ IRR ▪ Formats
▪ MATCH ▪ ABS ▪ Hyperlink
▪ SUMPRODUCT ▪ MAX / MIN ▪ Remove Duplicates
▪ IF ▪ CORREL ▪ Filters
▪ AND / OR ▪ Sorting
▪ IFERROR ▪ Data Validation
▪ AVERAGEIF ▪ Trace Dependents / Precedent
▪ LEFT / RIGH / MID ▪ Analysis Tool Pack
▪ FIND
▪ CONCATENATE
▪ YEAR / MONTH / DAY
▪ ROUND / ROUNDUP /
ROUNDDOWN
▪ TODAY
▪ VALUE
▪ WEEKDAY
121
Create templates

122
Templates can save you a lot of time

123
How to decide whether to make templates or not

Can be reused Often Used

Template

Time-consuming

124
 Define what you should create templates for. In consulting, we use a lot
of templates to make the repetitive work less time-consuming
Consulting Dimensions

Sales presentation ▪ For every product, branch

Emails ▪ All standard emails: about meetings, data requests, workshops, sales emails, thank
you email

Data request ▪ For every product (project type) and branch – Excel

Project Timesheets

Proposal ▪ For every product (project type) and branch – Word

Agreement ▪ For every product (project type) – Word

Folder structure ▪ For every product (project type) – Word

▪ For every product (project type) and branch in Excel

Deliverable presentation ▪ Library of standard slides with typical analyses to choose from

125
Create modules

126
Modules are something that helps you go beyond templates and used
them in a situation that seems not easy to be standardized

127
Creating modules enables you to make much faster even things that seem
difficult to be standardized. Some modules will be unique, whereas others will
be standard
Unique
Rather standard

About the company (history, experience, offices)

Problem description

Proposed solution
Sales
presentation
Pricing

Team

Contact Details

128
Shelf management

129
Consulting is a place where the work is very volatile – one day you work 15
hours and the next day you have nothing to do. What you want to do is use the
time of low activity to somehow prepare yourself and absorb periods of high
activity

1 2 3 4 5 6 7 8 9 10 11 12

130
Therefore, you should create a shelf of tasks to be done once you are free.
These to-dos should be properly selected and structured and can have the form
of a Kanban

131
Below we have an example of defining to-dos for the “shelf” (Kanban).
We try to do it for Product Development Area
Read 5 articles
Read articles
Read 5 articles

Read 50 pages
of 1 book
Read book
Product Read 50 pages
development of 1 book

Draft in pencil

Draft in PP
Product
proposal
Fill in 5 slides

Fill in 5 slides

132
Tasks from the Product Development are you put into the Kanban

Education Product Development Sales

133
There are a number of things that you can put on the “shelf” (Kanban)

Learning new tools Training preparation

Conduct training
Learning new skills
(esp. lesson learned)

Improving skills Business development

Project preparation Template preparation

Knowledge base preparation Product Development

134
Avoid iteration

135
As you have seen in the example with emails, iteration is one of the worst things
that absorb too much time and prolongs all activities

136
There are a number of things causing iteration

Emails Methods of communications

Organizational structure & a

Lack of sense of urgency
big number of people

You don’t know people Vacations and travels

Reaction time No data/No analysis

Lack of clear priorities

137
Therefore, it makes sense to act and kill iterations

Avoid emails

Prepare ahead of time

Decision sessions

Create rules of behavior

Delegate things down the

command chain

Simplify the organizational

structure

138
 Decision session how it can look like?

Why it makes sense? Rules:

Shorter reaction time Get into one room

Huge time savings Do them regularly

Less noise (emails) and interactions Take notes

No effort to coordinate Make decisions

Strengthen the team Come prepared

Be brutally straightforward

139
Guess and prepare
ahead of time

140
 If you prepare in advance, you can save a lot of time on the project. On most
projects data collection starts at the beginning of the project which is 2-3
months too late
Task 1 2 3 4 5 6 7

▪ Project Start
▪ Data Gathering
▪ Analysis
▪ Presentation & Discussion
▪ End of the project

Task 1 2 3 4 5 6 7

▪ Project Start
▪ Data Gathering
▪ Analysis
▪ Presentation & Discussion
▪ End of the project

141
 Guess and prepare ahead of time

Prepare a list of questions for Prepare Excel sheets for data

Guess what the hell is the problem?
the Client input

Tools ▪ Excel ▪ Word ▪ Word/Excel

End product ▪ The issue tree ▪ List of PBC (documents to ▪ Formats and manuals for
be Prepared By the Client) filling them in
Aim ▪ Structure your problem ▪ Put into words your ▪ Create formats in Excel to
▪ Specify analyses to be information needs gather data as raw as
performed possible

Time ▪ A week or two before the start ▪ After preparing the issue tree. ▪ After preparing the issue tree
of the project. ▪ If possible, at least a week and a list of questions for the
▪ Should take up to 4-8 hours before arriving at the client's client.
premises. ▪ If possible, at least a week
before arriving at the client's
premises.
Source of ▪ Your own mind ▪ The issue tree ▪ The issue tree
information ▪ Internet ▪ Former projects
▪ Specialized literature 142
Get rid of the
unused things

143
Why does it make sense to get rid of the unused things?

Slows down

Takes the place that can be

used for good things

Mental pressure

Unused things distract you

You lose track

Costs money

144
 Since you operate on many platforms and levels you can create multiple
messes. On all of them, you should introduce order and simplicity

Desktop Browser Desk Folder structure

To-do list Kanban shelf Computer House

145
Deadlines

146
Deadlines are great for achieving goals, especially by a group of people.
They create the necessary sense of urgency that helps speed up the work.147
Why do you need deadlines?

To know when tasks have

to be done

To set priorities properly

To manage properly the

Parkinson Law

To communicate with the rest

of the group

To create a sense of urgency

148
We have 2 types of deadlines

Internal
≪ External

149
Know your customers

150
Your work will greatly depend on understanding your customers. By customers,
we mean a group of people for whom you create a product or a service. 151
 Who is your customer and why working for him will make your work
faster

Identify your Implement conclusions

Observe and understand
customer in your work

Description ▪ Internal ▪ Listen ▪ Use the knowledge to apply

▪ External ▪ See how he behaves and uses your product the 80/20 rules
▪ Observe how he takes decisions ▪ Set priorities on things that
▪ Observe how he sets priorities involve specific customers
▪ Create in your head his decision-making model using the knowledge on his
constraints and preferences

Outcome ▪ You know who you relate to ▪ Know his pains and problems ▪ Doing the right things that will
internally and externally ▪ Understand how your actions are entangled with his everyday get affect your customer
life
▪ Insight into mechanisms
▪ Insight into preferences and customer constraints

152
Be your customer

153
It makes a lot of sense to become your customer. This will help you even
further understand how to communicate properly and what will give you the
biggest results

Suffer the same pains and doubts as

your customers

Learn competitors and

Taste their solutions

Get to know other customers

Understand the language used by

customers

154
Master your field

155
At some point, you will have to pick a field in which you will
decide to specialize in it. Let’s see how you can do that. 156
You have to first define your field and the level of your excellence
Current level

Target level

Sales Marketing Operations Programming

157
There are a number of pros and cons of becoming an expert in a
relatively wide area

Expert status Diminishing returns

Your specialization may

Faster thinking disappear

You can go further within a In-box thinking

certain field

No need to invent Crowd effect

Always ahead of the rest

158
 Let’s see how you can decide what to master
Allocate time for this
Define your current Define your target Set your SMART goal
or to-dos in the Kanban
profile profile on this subject
/ shelf for future tasks

VP of Sales or CEO Level VP of Sales or CEO Level Goals for Year 1 Allocate time
▪ Sales ▪ 1 ▪ Sales ▪ 3 ▪ Sales – jump by 1 level ▪ Every Friday or
▪ Marketing ▪ 1 ▪ Marketing ▪ 5 ▪ Marketing – jump by 2 ▪ 1 month devoted to studying
▪ Operations ▪ 0 ▪ Operations ▪ 2 levels Example of to-dos
▪ Finance ▪ 1 ▪ Finance ▪ 2 ▪ Operations – jump by 1 ▪ SALES: Reading 2 articles on cold-
▪ Coding ▪ 0 ▪ Coding ▪ 1 level calling
▪ SALES: Work 1 day in a call center
▪ SALES: Work for 1 hour every day in a
customer service
▪ MARKETING: Reading 2 articles on
content marketing
▪ MARKETING: Reading 2 articles on
marketing automation
▪ MARKETING: Learn to use Buffer
▪ MARKETING: Learn to use Buzzsumo
▪ OPERATIONS: Read 50 pages of Goal
(book on the Theory of Constraints)
▪ OPERATIONS: Analyze 3 processes at
your company using OLE and
bottleneck analysis

159
1-piece flow

160
Doing 1 thing at a time has a lot of advantages. To show you this let’s
start with an example of a visit to a doctor (I had to remove my tooth). 161
Thanks to well setup process I got my tooth removed in 20 minutes from
entering the building to leaving it without the tooth in a taxi heading home

Register Take a picture Tooth removal Payment

▪ 2 minutes ▪ 6 minutes ▪ 5 minutes ▪ 2 minutes

162
Why does it make sense to use a 1-piece flow

The brain is more likely to

Maximal Output
experience flow

Successes come often Fewer distractions

No work in progress Bigger order

Fewer chances to do something You discover faster whether it

wrong made sense

Faster reaction time Lower waste

163
Now let’s have a look at an example of content marketing.
We will compare 2 ways of creating posts for a blog. 164
Example of one-piece flow for content marketing vs extreme batching
Number of posts
done at the same
time

Edit and modify posts,

Research topics for a
Write a post Create illustrations add illustrations, and Outcome
post
schedule

▪ 1 day per post ▪ 1 day per post ▪ 1 day per post ▪ 1 day per post ▪ 4 posts
▪ 4 days in this phase ▪ 4 days in this phase ▪ 4 days in this phase ▪ 4 days in this phase every 16
days

▪ 1 day per post ▪ 1 day per post ▪ 1 day per post ▪ 1 day per post ▪ 1 post every
▪ 1 day in this phase ▪ 1 day in this phase ▪ 1 day in this phase ▪ 1 day in this phase 4 days

165
Smart batching

166
Why does it make sense to use smart batching? Let’s compare 3 options

Extreme batching 1-piece flow Smart batching

167
Let’s go back to the example of content creation. This time we will
compare extreme batching with smart batching and 1-piece flow. 168
Example of smart batching for content marketing vs extreme batching
and 1-piece flow Number of posts done
at the same time

Edit and modify posts,

Research topics for a Outcome
Write a post Create illustrations add illustrations and
post
schedule

▪ 1 day per post ▪ 1 day per post ▪ 1 day per post ▪ 1 day per post ▪ 1 post every
▪ 1 day in this phase ▪ 1 day in this phase ▪ 1 day in this phase ▪ 1 day in this phase 4 days

▪ 1 day per post ▪ 1 day per post ▪ 1 day per post ▪ 1 day per post ▪ 4 posts
▪ 4 days in this phase ▪ 4 days in this phase ▪ 4 days in this phase ▪ 4 days in this phase every 16
days

▪ 1 day per post ▪ 1 day per post ▪ 1 day per post ▪ 1 day per post ▪ 2 posts
▪ 2 days in this phase ▪ 2 days in this phase ▪ 2 days in this phase ▪ 2 days in this phase every 8 days

169
Let’s see when smart batching is a preferred option

Efficiency Gains Suitable for known tasks

Some (limited) work in No flood of output for your

progress customers

A compromise between
efficiency & 1-piece flow

170
 Let’s rule at some simple rules that will help you decide which method
to use 1-piece flow

Smart
batching
Extreme
batching

What Is the set-up/switching cost? High Low

Is it boring? Yes No Yes No

How long does it take to complete 1 piece? Hours Weeks Hours Weeks Hours Weeks Hours Weeks

171
Automation

172
Automation can help you achieve a huge increase
in productivity. Let’s briefly discuss this topic. 173
We have 2 types of automation. For most things, you can create some
sort of semi-automatic solution.

Full automation Semi-automatic

174
Let’s see what are the main benefits of automation

Huge Time Savings Easier to scale your business

Fewer errors Easy to modify

Helps you avoid boring tasks

175
 Let’s look at some examples of automation

Area Basic Tool Automation

▪ Analysis ▪ Excel ▪ VBA

▪ Access ▪ Power Query
▪ SPSS ▪ Powe Automate

▪ Emailing ▪ Email ▪ Emailing programs with

autoresponders e.g., Mailchimp,
GetResponse
▪ Marketing automation solutions

▪ Pictures ▪ Paint ▪ Canva and Canva for Work

preparation

▪ Content ▪ PowerPoint ▪ VBA for PowerPoint

marketing ▪ Facebook / Twitter modules ▪ Buffer
▪ Zapier
▪ IFTTT

176
Examples of semiautomatic solutions

Manual Automatic

177
Examples – marketing automation

178
Examples – marketing automation

179
Delegate

180
Delegation enables you to do much more. You are no longer limited by the 24
hours a day you have. You can scale by getting time from other people. 181
You can delegate the whole process or just a part of the work

Delegate part of the

Full outsourcing
work

182
You have to follow some rules to make delegation successful

They use the same standards as

The same philosophy of work
you are using

They use your templates Ordering tool

Ideally, the people should be Manage the capacity for

trained by you delegation

Control tools

183
Examples of the delegation from management consultants
– Option 1 sb The person performing
the task
Duration of the task
x day performance

Write in pencil the Create the template Conduct analyses for

Fill in the slides
presentation in PowerPoint the slides

You You You You

1 day 2 days 14 days 4 days

The overview and

The final overview Visual modifications Additional analyses
modifications

You You You You

1 day 2 days 2 days 1 day

184
Examples of the delegation from management consultants
– Option 2 sb The person performing
the task
Duration of the task
x day performance

Write in pencil the Create the template Conduct analyses for

Fill in the slides
presentation in PowerPoint the slides

PM/Associate Business Analyst Business Analyst Business Analyst

1 day 2 days 14 days 4 days

The overview and

The final overview Visual modifications Additional analyses
modifications

PM/Associate Visual Assistant Business Analyst PM/Associate

1 day 2 days 2 days 1 day

185
Have a look at what gives you delegating in terms of money

Option 1 – You do everything Option 2 – You delegate whatever you can

PM/Associate 27 day PM/Associate 3 day

Business Analyst 0 days Business Analyst 22 days

Visual Assistant 0 days Visual Assistant 2 days

Cost of the project = 27 K Cost of the project = 10 K

186
Zero Defect Rule

187
 The Zero Defect Rule is very simple. It says that you should find
the error as soon as possible and eliminate it from the flow. 188
Let’s go back to our example from management consulting. If we want to apply the Zero
Defect Rule in the process of creating presentations, we should add additional checkpoints.189
Let’s see where we can place the additional checkpoints in our examples
from management consulting. sb The person performing
the task
x day Duration of the task
performance

Additional checkpoints

Write in pencil the Create the template Conduct analyses for

Fill in the slides
presentation in PowerPoint the slides

PM/Associate Business Analyst Business Analyst Business Analyst

1 day 2 days 14 days 4 days

The overview and

The final overview Visual modifications Additional analyses
modifications

PM/Associate Visual Assistant Business Analyst PM/Associate

1 day 2 days 2 days 1 day

190
Another way to implement the Zero-Defect Rule is to use the so-called
Poka-Yoke. These are simple mechanisms that prevent errors. 193
Another great example of Poka-Yoke is a system of colorful
dustbins with symbols on them that help you sort fast waste. 194
Team efficiency
– General Rules

195
Introduction to Team
Efficiency

196
Efficient team management boils down to 3 things: applying individual hacks we
have talked about, efficient cooperation, and you refraining from working. 197
 I will talk from the perspective of a manager of teams or projects, and we will
discuss some important points in this section

Why should a The profile of the The right structure

Values
manager NOT work? ideal consultant for cooperation

The Critical Chain Managing the team Identifying Collecting

Framework in practice bottlenecks knowledge

198
Why should a manager
NOT work?

199
Your work as a Project Manager is totally different than the work of a business
analyst or consultant

Business Analyst Project Manager

170 170 x # of BAs

▪ Deliver on deadlines high-quality ▪ Make the team deliver on deadlines high

analyses quality of analyses
▪ Manage relations and conflicts with the
customer

▪ Sell new projects

200
 A good project manager doesn’t work
directly. He manages people and relations

201
This means that some things you should avoid doing
Avoid doing
Sketches slides Things you should
do instead
Create Slides

Checks the presentation

Inspires and suggests analyses

Perform Analyses
Checks analyses and suggests
changes

Asks for data

Gather Data

Checks the integrity of data

202
Introduction to creating ideal
team members

203
If you want to do fast, efficiently good projects you have to have the right kind
of people. You can say that preparation starts with proper teaching

204
You will achieve it only by defining and implementing 3 things

The profile of the The right structure

Values
ideal consultant for cooperation

205
Values

206
Consulting is teamwork, so you have to define what values you want your team to
follow. This is crucial as it will be something that will be the bases for the team culture.207
 Before you start defining specific values, it is good to decide on 2
important issues

Who are looking for?

Specialist Generalists

How do you get the You buy ready-

right people? You grow people
made people

208
 In my case, I go for generalists, and I try to grow them (train them).
Buying ready-made analysts would be too expensive for us

Who are looking for?

Specialist Generalists

How do you get the You buy ready

right people? You grow people
made people

209
In the case of my teams, I always try to instill the following values

Independent Smart lazy

Creates value for the customer Efficient

Supports the team Despises politics

Data-driven

210
The profile of the ideal
consultant

211
As we have previously discussed you want to turn inexperienced graduates into
seasoned consultants. This gives you greater chances of success during the
project

212
 Defining the profile means defining what exactly the ideal candidate should
know and at what level
Current level

Target level

Tools Skills Areas of expertise

Excel PowerPoint Access VBA Problem Sketching Interviewing Managing Sales Marketing Operations Finance
Solving Presentations People

213
The right structure for
cooperation

214
For the team members to cooperate efficiently, you have to create
the right structure that is understood and used by everybody. 215
For your team to cooperate you should create and teach them standards,
templates as well as turn into modules as much as possible your process and
end-products.

Standards Templates

Modules Tools

216
Why do team members have to
constantly improve

217
You should try to improve your team due to the so-called compounding effect.
It boils down to the fact that Even if the growth is small applied over a long
period of time gives big end-results

Start x (1+10%)^10 = 2.6 x Start

218
In practice, it means that it is like doubling your team size. In other words, with
the same group of people, you can do 2.5 times more, if you are improving 10%
every period for 10 periods

219
How to teach your team
members

220
 The first step in teaching is to describe the ideal profile of your team
member and then measure where each and one of them is

Create the ideal Measure the current Set time for

Prepare materials Set the pace
profile level teaching/learning

221
 As mentioned before, you should create the ideal profile and measure
everybody against it Current level

Target level

Tools Skills Areas of expertise

Excel PowerPoint Access VBA Problem Sketching Interviewing Managing Sales Marketing Operations Finance
Solving Presentations People

222
 The next step is to prepare the materials for teaching. In some cases, it
boils down to buying the right courses, books, and classes

Create the ideal Measure the current Set time for

Prepare materials Set the pace
profile level teaching/learning

223
In my case, I went for online courses not to waste my time repeating the
same things on and on

224
We currently are somewhere halfway through. We have a lot of courses
that are needed for management consultants in the first 5 years

74 100

225
 The next step is to set the pace of learning for each person. In this case, we
want to calculate how much time the person has to devote to learning to get to
the ideal level

Create the ideal Measure the current Set time for

Prepare materials Set the pace
profile level teaching/learning

226
Below is an example of how you can estimate the pace

What is the
Till when I want him
difference between How many hours of What is the required
to reach the ideal
the ideal and current training this entails pace?
state
state?

▪ 25 points ▪ 24 months ▪ 10 hours per training ▪ 0.5 hours per day

(point of difference)

227
Introduction to managing the
team efficiently

228
Just as a reminder, when we talk about team efficiency we want to get
as much as possible value from the available time of the team

Team member Manager

170 170 x # of people

229
 So far, we have discussed 4 main things that support team efficiency

Why should a The profile of the The right structure

Values
manager NOT work? ideal consultant for cooperation

230
 Now, we will move to the critical chain approach. Afterward, I will talk
about managing the team in practice and other important issues

Why should a The profile of the The right structure

Values
manager NOT work? ideal consultant for cooperation

The Critical Chain Managing the team Identifying Collecting

Framework in practice bottlenecks knowledge

231
Critical Chain

232
One of the biggest problems for efficiency is the so-called Parkinson’s Law. It
claims that work expands so as to fill the time available for its completion

233
People when asked to evaluate the time certain things will take build-in buffers.
Afterward, the buffer is wasted. The idea of having a buffer makes you less productive.234
Let’s look at an example of 3 activities: A, B, C, and let’s compare the estimated
time of completion (with buffers) with the real time needed to complete those
3 tasks
Declared time

A B C Buffer time

Real execution

A+B+C

A+B+C

235
It’s a much better idea to ask them for estimations without a buffer and create
one central buffer. Shorter deadlines will make people more productive

Declared time

A B C Buffer time

Real execution

A+B+C

A+B+C

A B C Central buffer

236
Managing the team
in practice

237
 As I have mentioned previously, I use 4 types of to-do lists to control
people and projects

Managing personal Project done for

Managing me team customers Supervising startups

To be done Monika Project A Startup A

Expecting from
Lidia Project B Startup B
others

Recurring items Michael Project C Startup C

Master list Lisa Project D Startup D

238
For simplicity, let’s assume that there are 4 people and 2 projects. 2
people are from your team.

Managing the teams Managing the projects

Task 1 Task 3 Task 5
Monika Project A
Task 2 Task 4 Task 6

Task 11 Task 13 Task 15

Lidia Project B
Task 12 Task 14 Task 16

Michael

Lisa

239
You have to assign the topics to specific people, so it means double-checking
through the to-do list of your team members and the to-do list of the project

Managing the teams Managing the projects

Task 11 Task 2 Task 1 Task 3 Task 5
Monika Project A
Task 13 Task 2 Task 4 Task 6

Task 14 Task 1 Task 11 Task 13 Task 15

Lidia Project B
Task 12 Task 12 Task 14 Task 16

Task 5
Michael
Task 6

Task 4 Task 15
Lisa
Task 3 Task 16

240
This means that you have to make 2 types of updates. You check your people (team
assigned to you). You also have to check the projects you supervise (also team
members not reporting to you)

▪ Daily – 1-2 times a day for 15-30

Check the teams assigned to
minutes
you

▪ Weekly – 30-minutes updates

Check projects status – for
projects you are managing

241
There are some rules that will make it easier for you to manage both
types of teams

Don’t penalize for not meeting Let the team members make
deadlines mistakes

Set aggressive deadlines Be lazy

Create fast Minimal Viable Create a to-do list and

Version communicate it

Do as much as possible using

Stick to the topic
other people

242
For every day you should set up a calendar with slots. Doing things
should not be your priority

▪ 9:00-10:00 Status Update

▪ 10:00-11:00 Doer time

Meetings (Projects/Teaching)
▪ 11:00-14:00
Meetings (Projects/Teaching)

▪ 14:00-15:00 Doer time

▪ 15:00-17:00 Analyzing & Checking

▪ 17:00-18:00 Status Update

243
 How to manage your team?
Example from managing a consulting project

244
To manage you need 2 main tools that will help you keep track of the
project and the people

The presentation template

To-do list

Storage

Communication with the team

245
As I have said previously, as a PM your day will be mainly about meeting with
customer’s directors, but you should spare some time for the team as well

▪ 9:30-10:00 Status Update

▪ 10:00-15:00 Meetings with the customer team

Meetings with the customer team

Meetings with the customer team

Meetings with the customer team

▪ 15:00-17:00 Analyzing & Checking

▪ 17:00-18:00 Status Update

246
There are some rules that will make it easier for you to manage your
team

From the beginning create end

Daily updates with the team
products (deliverables)

Transfer end-products to the

Weekly update with the customer
customer

Very Aggressive Educate the customer on how to use

Internal Deadlines the products

Get early buy-in Double check integrity of the data

247
 Let’s have a look at how a 7-week project should look when it comes to
execution

Task 1 2 3 4 5 6 7

▪ Project Start
▪ Additional Data Gathering
▪ Analysis and slides preparation
▪ Presentation of intermediate works
▪ Transfer and teaching
▪ End of the project

▪ Creating the product using the ▪ Fine-tuning

critical chain method ▪ Getting buy-in
▪ Overdelivering
▪ Selling new projects

248
 Introduction to identifying and
dealing with bottlenecks in teams

249
Bottlenecks are dangerous as their hurt the efficiency of the whole system. For you
team to work smoothly you should constantly identify them and remove them 250
There are ways to handle the bottlenecks in most teams

Make team members more

Apply the critical chain method
universal

Use tools to help people in

Monitor people and projects
bottlenecks

Have buffers

251
Collect knowledge

252
Every team or team member is creating interesting materials during
projects/activities

SMI

253
As a company or a manager, you should try to collect the knowledge
from them

SMI

254
There are ways to support knowledge collections

Get the deliverables from every Make the team members

project create training

Rotate the people from the

Get the source data
teams

Make the teams prepare Go to some meetings to assess

lessons learned the value

Make the teams create Create tools that capture the

instructions knowledge

255
How to achieve goals

256
How to achieve goals
– Introduction

257
Achieving goals is in most cases not easy. However, there are some
interesting techniques that will make your journey faster and easier.258
In this section, we will talk about the following things

How to achieve goals in a

How to set SMART goals How to calculate the pace
nutshell

Why should you

Habits vs Goals 3 Levels for setting goals
concentrate on the pace?

How to increase the pace

259
Set SMART goals

260
The SMART formula translates to 5 rules you should use when defining
the goals

S Specific – target a specific area for improvement

M Measurable – it has to be quantifiable; you have to have a way of measuring it

A Assignable – it says who will do it

R Realistic – it can be delivered

T Time-related – it says when it has to be delivered / by which date it has to be finished

261
 SMART goals should be set for the task but also for skills

Goals for ordinary tasks Goals for skills

▪ Avoid vague tasks ▪ Set goals for improving your skills

▪ Always for projects set deliverables, dates, and ▪ Set goals for learning new things
responsible persons
▪ Set goals for making the repetitive things faster and
▪ Merge the task with the goal on the to-do list and set better
the right pace to achieve the goal within the defined
time

262
Imagine that you want to write a book. Let’s
translate it into tasks with SMART goals. 263
 Imagine that you want to write a book. Let’s translate it into tasks with
SMART goals

Imagine that you

want to write a book
Define the size
Divided into Make the tasks Set the pace and
of the book and
small tasks SMART execute
deadline

▪ 200 pages ▪ Write pages ▪ Write 1 page ▪ Measure every

▪ 1 page = 800 every day week completion
characters rate against the
▪ Time = 1 year target (1
page/day = 7
pages/week)
▪ If necessary, act
to keep the pace

264
 By comparing your results and benchmarks you can decide what to
improve, work on

Current
Area Unit result
Internal External Target Actions

▪ Learn ▪ Level ▪ 0 n/a Intermediate ▪ Intermediate in ▪ Sing in the course

Spanish 2 years ▪ Listen to Spanish TV for 30 minutes
every day
▪ Speed of ▪ words/ ▪ 40 39 80 ▪ Achieve 60 ▪ Enroll in an online course
typing minute words/minute ▪ Devote 15 minutes every day to training
In 3 months

265
 Map your skills, experience, skills and set goals where you want to be

# of projects Industry
Experience Current Target Current Target

▪ Sales projects ▪ 1 ▪ 4
▪ Marketing projects ▪ 2 ▪ 6
▪ Supply chain projects ▪ 2 ▪ 2
▪ Production projects ▪ 3 ▪ 3
▪ HR projects ▪ 0 ▪ 1

Skills Lowest Level Highest level

▪ Excel
▪ Negotiation
▪ English
▪ Optimizing production
▪ Setting up on-line
marketing campaigns

266
How to achieve goals in
a nutshell

267
Once you have the goal you have to build the system that will help you
achieve the goals. We will see how for a given goal you can do that. 268
Let’s revisit our example of writing a book. This time we will look in
more detail and we will define the framework for achieving the goals. 269
 We can describe achieving the goals as a process that consists of 5 stages

Identify actions that For every action set

Define the goal using Concentrate on the
will lead you to the the pace using the Set time & plan
the SMART rule pace & create habits
goal SMART rule

▪ I want to write a ▪ Write pages ▪ Write 1 page every ▪ Every day between ▪ For every 1 page
book in 12 months day 10:00 and 11:00 I after I have finished
▪ The book will have block the time for writing it I will eat
200 pages writing my favorite cookie
▪ On one page there
will be on average
800 characters
▪ The book will be
devoted to cost-
cutting ▪ Edit and modify the ▪ Every week I read & ▪ Every day between ▪ For every session of
pages modify 7 pages 16:00 and 19:00 I reading and editing,
block the time I will play for 1.5
reading and hours my favorite
motivations game

270
As you can see to achieve the goals, we need to have 5 elements

Concentration &
Goal Actions Pace Time & Plan
Habits

271
In a sense, to achieve the goal we need not only to have it defined but
also have a path toward it and the necessary resources

X
272
 Many complex goals may require you to complete a sequence of smaller
goals

Go on a trip around the world Create a successful business Finish a triathlon

273
Let’s imagine that you want to move around on your own, in your own car.
Currently, you use public transport, or you ask others with a car for help. 274
We want to apply our simple framework. However, this time around we
can identify 2 goals that are independent

Concentration &
Goal Actions Pace Time & Plan
Habits

275
The main goal can be broken down into 2 smaller sub-goals

Move around on my own in

my car

Pass a driving test Buy a car

276
 Using the framework from the previous section, let’s have a look at how
the process of reaching my dream will look like

Concentration &
Goal Action Pace Time & Plan
Habits

I would like to be more ▪ Enroll in a driving ▪ Spend 30 minutes ▪ Every day from 8 ▪ At the end of every
independent: course which everyday learning a.m. to 11 a.m. week play for 2
▪ Therefore, in 6 consists of 60 hours theory spend 30 minutes hours computer
months, I would like of driving lessons ▪ Spend 3 hours on theory games if you acted
to pass my driving and a theoretical every week taking ▪ Every second day at according to the set
license exam driving lessons 3 p.m. take a driving pace
lesson (1 hour)

▪ In 12 months, I ▪ Buy a car that costs ▪ Save or earn USD ▪ Work every
would like to buy USD 6 000 500 per month. Saturday and
my own car ▪ Save or earn USD Sunday from 11
125 per week. a.m. to 7 p.m. at
▪ Save or earn every McDonald's
day USD 17 (assuming USD 8
per hour)

277
How to calculate the pace

278
The pace is the speed at which we complete the tasks. The pace defines
by when you can achieve the goal. Let’s see how you can calculate it. 279
Let’s start with a short definition

▪ The speed of completing the work

▪ Usually, calculated per certain period (e.g., day, week, month, year
▪ The pace will determine how long it will take you to achieve the
Pace = goal
▪ In many cases, you calculate the pace using backward reasoning.
You start with the deadline, and this determines what should be the
pace you need to achieve the goal by a set deadline

280
In the example of writing a book, we defined the pace in the number of
pages per day that we have to write to achieve the goal within 1 year 281
Bear in mind that you may need to calculate the pace for different sets
of actions, sub-goals

282
Let’s imagine that your biggest dream is to spend 2 weeks on an exotic island.
Unfortunately, this trip is expensive, and you cannot afford it at the moment 283
To be able to achieve your goal you have to have USD 5 K. This means
that you will need to save the money.

$ 5 000

284
First, let’s see how long it will take us to reach this amount of money.
Let’s see how much we can save every month

Savings per month = Income ─ All cost of living ─ Other expenses

$ 500 = $ 2 000 ─ $ 1 300 ─ $ 200

285
Let’s have a look at how long we will have to save in order to collect
money for the trip

Cost of the
holidays
# of months I need
to reach the goal
=
Savings per month

$ 5 000
# of months I need
to reach the goal
= = 10 months
$ 500

286
We will use this example to show you what is the goal and what is the
pace

Our goal The time needed to

achieve the goal

$ 5 000
# of months I need
to reach the goal
= = 10 months
$ 500

The pace

287
Now, let’s rearrange the question and see how much I have to save every
month to be able to afford the trip in 6 months. In other words, what should be
the pace

Cost of the
holidays
Savings per month =
# of months I need
to reach the goal

$ 5 000

Savings per month = = $ 833

6

The pace

288
 The pace for the training
department – Case Introduction

289
Let’s imagine that you are a manager responsible for the training system
in the firm. Calculate the pace of creating the content for the courses. 290
 Let’s see what we know about your goals

You need to prepare content for 5

courses

CEO gave you 4 months to complete

this goal

Every course requires 160 man-hours

What should be the pace of content

production?
291
Let’s start with a short definition

▪ The speed of creating content given your goals, deadlines,

and the time needed to create a specific type of content
Pace = ▪ In the case of content creation, the pace can be measured
in # of pieces of content produced per period or man-
hours devoted to content creation per period

292
 The pace for the training
department – Case Solution

293
Just as a reminder, you are a manager responsible for the training system in
the firm. You have to calculate the pace of creating the content for the courses.294
 Let’s see what we know about your goals

You need to prepare content for 5

courses

CEO gave you 4 months to complete

this goal

Every course requires 160 man-hours

What should be the pace of content

production?
295
To make sure that you deliver what you have planned you have to
define the pace of content creation

# of courses to be # of man-hours per # of total hours

done
x 1 course
= needed to finish

# of total hours # of courses to be # of man-hours per

needed to finish done
x 1 course
# of hours devoted
per month
= =

# of months # of months

296
Now, let’s calculate the pace given your goals

# of courses to be # of man-hours per

done
x 1 course
# of hours devoted
per month
=

# of months

5 x 160
# of hours devoted 200 hours per
per month
= = month
4

297
Why should you concentrate
on the pace?

298
It may sound surprising but, once you have set the pace
to achieve the goal, you should forget the end goal. 299
Let’s revisit our example of writing a book. As you may
remember, we want to write 1 book in 1 year. 300
If you concentrate on the end goal you will have 12 months of anxiety,
followed by a brief moment of happiness.

Months

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

▪ Period of anxiety and doubt ▪ You achieved your goal

▪ You don’t know whether you will ▪ There is no more
achieve the goal or not purpose
▪ No reason to celebrate ▪ You may feel a bit down

▪ Brief period of happiness

after you have achieved
the goal

301
Let’s calculate the pace assuming that the book has 240 pages, and we
want to accomplish the goal in 12 months

Length of the book

in pages
# of pages per
month
=
# of months

240
# of pages per 20 pages per
month
= = month
12

302
 If you use the defined pace and only judge your success based on whether you
have accomplished the pace or not, you will be much happier
You wrote less than 20
pages

You wrote exactly 20 pages

You wrote more than 20

pages
Months

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

▪ Small rewards for

achieving the pace
▪ Bigger rewards for
moving at a higher pace
than assumed
▪ Huge rewards for
finishing the book

303
 Now, let’s assume that in both cases you have written 240 pages. Happiness is
still much higher in Option 2 when you concentrate on the pace
Unhappy / Anxious

Happy

Very happy

Months

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

▪ Option 1 – You are

concentrated on the goal

▪ Option 2 – You are

concentrated on the pace

304
 In most cases, by concentrating on the pace you will be also able to finish the
task faster thanks to consistency and a better mood
Unhappy / Anxious

Happy

Very happy

Months

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

▪ Option 1 – You are

concentrated on the goal

▪ Option 2 – You are

concentrated on the pace

305
 Not surprisingly if you set the pace on daily bases, you will further reduce the
days when you will not be happy
You were below your target

You wrote reach your target

You exceeded the target

Month 1 Month 2 Month 3 Month 4

W1 W1 W1 W1
W2 W2 W2 W2
W3 W3 W3 W3
W4 W4 W4 W4

Month 5 Month 6 Month 7 Month 8

W1 W1 W1 W1
W2 W2 W2 W2
W3 W3 W3 W3
W4 W4 W4 W4

Month 9 Month 10 Month 11 Month 12

W1 W1 W1 W1
W2 W2 W2 W2
W3 W3 W3 W3
W4 W4 W4 W4
306
Habits vs Goals

310
There is a constant tug of war between your habits. Some of them
will support your goals whereas others will be a huge obstacle. 311
 Let’s look at what you can do to turn habits to support your attempts to
achieve the goals

What to do with habits

Replace a bad habit Create a new good Expand existing Increase frequency of
Remove bad habits Reduce bad habits
with a good habit habit habits a good habit

312
Let’s help Tom get in shape by observing what he can do with his habits. We
will try to do something with bad habits and create new good habits. 313
 Let’s look at the bad habits

What to do with habits

Replace a bad habit Create a new good Expand existing Increase frequency of
Remove bad habits Reduce bad habits
with a good habit habit habits the good habit

▪ Drinks 1.5 liters of ▪ Drives everywhere ▪ Eats sweets after

Coca-Cola using the car every meal

Stop drinking Use the car only once

Eat 1 carrot instead
Coca-Cola a week

314
 Now let’s apply our approach to the good habits

What to do with habits

Replace a bad habit Create a new good Expand existing Increase frequency of
Remove bad habits Reduce bad habits
with a good habit habit habits a good habit

▪ Drinks 1.5 liters of ▪ Drives everywhere ▪ Eats sweets after ▪ Tom considers ▪ Tom goes camping ▪ Tom drinks 1 glass
Coca-Cola using the car every meal doing exercises once a month of water every 3
hours

Drink a glass of
Stop drinking Use the car only once Use a bicycle to get During camping walk
Eat 1 carrot instead water every 1.5
Coca-Cola a week to work 10 km per day
hours

Do 10 push-ups every
hour

315
Put fewer steps between you and good
habits and more steps between you and
the bad ones
James Clear, Atomic Habits

316
 On top of that, you can try and play with the perception of bad and good habits

What to do with habits

Replace a bad habit Create a new good Expand existing Increase frequency of
Remove bad habits Reduce bad habits
with a good habit habit habits a good habit

Make them less attractive and more difficult to do Make them more attractive and easier to do

317
 Let’s see also how we can make the bad habits more difficult and good habits
easier to be done

What to do with habits

Replace a bad habit Create a new good Expand existing Increase frequency of
Remove bad habits Reduce bad habits
with a good habit habit habits a good habit

▪ Drinks 1.5 liters of ▪ Drives everywhere ▪ Eats sweets after ▪ Tom considers ▪ Tom goes camping ▪ Tom drinks 1 glass
Coca-Cola using the car every meal doing exercises once a month of water every 3
hours

Keep the water

Don’t keep Coca-Cola Go with friends
Sell the car Don’t buy sweets Use the city bike bottle next to your
at your house camping
desk

Keep the sweets in Play computer games Listen to podcasts

Buy only 1 can
the freezer after 10 push-ups while walking

318
What is immediately rewarded is repeated
What is immediately punished is avoided
James Clear, Atomic Habits

319
 You want also to use the stick and carrot method on your habits

What to do with habits

Replace a bad habit Create a new good Expand existing Increase frequency of
Remove bad habits Reduce bad habits
with a good habit habit habits a good habit

If you do the bad habits, there will be an immediate punishment If you do a good habit, there will an immediate reward

320
 Let’s see also how we can make the bad habits more difficult and good habits
easier to be done

What to do with habits

Replace a bad habit Create a new good Expand existing Increase frequency of
Remove bad habits Reduce bad habits
with a good habit habit habits a good habit

▪ Drinks 1.5 liters of ▪ Drives everywhere ▪ Eats sweets after ▪ Tom considers ▪ Tom goes camping ▪ Tom drinks 1 glass
Coca-Cola using the car every meal doing exercises once a month of water every 3
hours

Transfer a small amount of money to the political party that you hate every Transfer a small amount to a special saving account that will finance your
time you do a bad habit trip around the world

321
Habits vs Goals –
Case Introduction

322
Let’s help Giovanni improve his English by changing
his existing habits and creating new ones. 323
 Let’s look at our framework

What to do with habits

Replace a bad habit Create a new good Expand existing Increase frequency of
Remove bad habits Reduce bad habits
with a good habit habit habits a good habit

324
 Below we have what we know about Giovanni

What to do with habits

Replace a bad habit Create a new good Expand existing Increase frequency of
Remove bad habits Reduce bad habits
with a good habit habit habits a good habit

▪ Skipping classes ▪ Multitasking ▪ Checking social ▪ Giovanni travels to ▪ Giovanni watches a

media while Great Britain to visit movie in English
studying his family twice a once a week
year

325
Habits vs Goals
– Case Solution

326
Just as a reminder we want to help Giovanni improve his
English by changing his existing habits and creating new ones. 327
 Let’s see what we know about Giovanni

What to do with habits

Replace a bad habit Create a new good Expand existing Increase frequency of
Remove bad habits Reduce bad habits
with a good habit habit habits a good habit

▪ Skipping classes ▪ Multitasking ▪ Checking social ▪ Giovanni travels to ▪ Giovanni watches a

media while Great Britain to his movie in English
studying family twice a year once a week

328
 Let’s see what he can do to improve the situation

What to do with habits

Replace a bad habit Create a new good Expand existing Increase frequency of
Remove bad habits Reduce bad habits
with a good habit habit habits a good habit

▪ Skipping classes ▪ Multitasking ▪ Checking social ▪ Giovanni travels to ▪ Giovanni watches a

media while Great Britain to his movie in English
studying family twice a year once a week

When in Great Britain,

Prepare a to-do list and Follow only foreign
No coffee for a weak if Learn 10 new words on try to speak only Watch a movie in
complete each task one influencers who speak
you skip one class the way to work English with your English twice a week
by one English on social media
family

329
3 Levels for setting goals

330
Surprisingly, setting lower targets may help you achieve
more. Let’s see why by hoping for less you can get more.331
Ambitious goals quite often stop you from trying at all. They create mental
barriers that are also killing the joy of achieving anything short of a miracle.

Well...I don't
think I can do it

332
To make our goal easier for us to achieve, it is worth using the method
of 3 levels, presented below

Level 3

Level 2 ▪ The level that will make you

extremely happy

▪ The level you will be

Level 1 satisfied with

▪ The minimal goal you

have to achieve

333
To show you how to use this concept in practice, let’s imagine that
you want to improve your health by regularly going to the gym. 334
Let’s have a look at how we can define the 3 levels method using the
gym example

Level 3

Level 2 ▪ Get up in the morning, go to

the gym, and do 10
exercises in 45 minutes

▪ Get up in the morning, go to

Level 1 the gym, and do 5 exercises
in 30 minutes

▪ Get up in the morning, go

to the gym, and do 1
exercise

335
 Most likely there will be a lot of days during which you achieve only the first
level. However, there will be days when you reach level 2 and level 3.
You achieved goal 1

You achieved goal 2

You achieved goal 3

Month 1 Month 2 Month 3 Month 4

W1 W1 W1 W1
W2 W2 W2 W2
W3 W3 W3 W3
W4 W4 W4 W4

Month 5 Month 6 Month 7 Month 8

W1 W1 W1 W1
W2 W2 W2 W2
W3 W3 W3 W3
W4 W4 W4 W4

Month 9 Month 10 Month 11 Month 12

W1 W1 W1 W1
W2 W2 W2 W2
W3 W3 W3 W3
W4 W4 W4 W4
336
There are many benefits of this approach, let's see some of them

You start to create your

You reduce the obstacles
routines

Less fear of trying new

You maximize your effort
things

You give yourself a chance to Reaching level 1 gives you

do more the small win

337
By setting goals on 3 levels, you maximize the effort you put into achieving something. In other
words, you are not demotivated by random factors that prevent you from achieving the goal. 338
How to increase
the pace

339
As we have mentioned the pace is crucial for reaching
your goals. Let’s see how you can increase it. 340
 Let’s see what things you can use to increase the pace

How to increase the

paces

Reduce resources Make it easier for you to

Devote more resources Remove bottlenecks
required perform specific tasks

Add more resources to the

Add more time to the task Optimize tasks or processes Identify & remove obstacles
bottleneck

Stop things going through the Make the action more

Add more money to the task Automate the work
bottleneck attractive

Shorten the time spent at the

Add more people to the task Delegate the work Change the technology
bottleneck

Change the technology Delegate the work

Change the specification of

the work
341
Let’s revisit our example of writing a book. As you
may remember we want to write 1 book in 1 year. 342
 Let’s have a look at what we can do to increase the number of pages you need
to write
How to increase the
number of pages you write

Reduce resources Make it easier for you to

Devote more resources Remove bottlenecks
required perform specific tasks

Do the writing in the garden

Hire an assistant to help you Delegate the search of Buy a speech-to-text software
where it is easier for you to
gather the materials materials to your assistance and talk instead of writing
focus

Postpone the book's Fix your computer that keeps Learn how to type faster & Buy a speech-to-text software
publication date by 3 months freezing all the time use shortcuts and talk instead of writing

Block 3 hours a day on the Delegate writing to a ghost Eat a cake every time you
Hire a ghostwriter
calendar writer complete the pace

Delegate editing and Delegate the work that you

modifications don’t like

Shorten the book or add more

pictures
343