Disaster recovery and business continuity planning are not new concepts. Whether you had a recovery plan or not, you have more clarity around what it might be like to be forced to do business away from the office in an emergency. If you donât have a disaster recovery program, this is a good time to start collecting data to make one.
The art of resource estimation can be tricky; our planning is frequently overly optimistic. Psychologists use a term called the âplanning fallacyâ to explain this effect, and to explain why we usually underestimate the amount of time it will take us to complete a task. Writer Jessica Greene suggests some more concrete estimation techniques.
âIâhave two kinds of problems: the urgent and the important,â Dwight D. Eisenhower purportedly said, though he didnât claim the original thought as his own. âThe urgent are not important, and the important are never urgent.â From this musing emerged the time management method known as the Eisenhower Matrix.
When urgent requests pop up from more than one person, and youâre already crunched for time, whatâs the best way to handle them? Use these four fixes.
More and more positions are expected to implement these practices day to day. Try waterfall project management, which involves a clearly laid-out process that is followed from start to finish.
Out-of-office message in Teams … Camera control … Lobby or no lobby?
Negative brainstorming, or reverse brainstorming, is just what it sounds like. Beginning on a negative note may sound a bit iffy, but this actually may be the direction our minds more naturally go.
How can I separate access within my own group in Teams when IT wonât let me create another team? … Weâre migrating to Teams. Can we easily move DropBox files to our Teams Library?
Question: What are the elements of a successful project we should be shooting for and that we can list for ourselves as guideposts?
When youâre working out a problem with employees, vendors, or customers, making threats can be risky. People resent them, and you may decrease the likelihood of cooperation and even risk inciting revenge. Yet, as negotiation experts Adam D. Galinsky and Katie A. Liljenquist point out, threats can be effectiveâif you follow these three principles.
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