Tag: project management

David Allen’s killer GTD app system brought into practice

bkruisdijk12 Comments
  • Update of this post you can find: here

GTD’ers who attended the GTD Summit in Amsterdam know it . During the Summit @DavidAllen unveiled some of his sketches of the killer GTD app user interface and later he send it to the GTD community.

I was able to (copy) build the setup as indicated in the drawings of David Allen at the GTD summit and I do think it comes close to the concept of David Allen. It is working on iPhone, iPad and iMac (the first two with Shortcuts and the latter with Keyboard Maestro).

I am now working for a couple of weeks with this setup and I am very satisfied with the project because it brought me back “to the roots” and made my system and daily work process much more simple. One of the general ideas of a GTD system is to keep it simple but somewhere I lost this concept. However the view and use is simple, setting it up is more complex.

I am opening this threat in the hope that you users will share your setups so I can continuous improve my setup with your ideas and suggestions. The structure is that I start with the screen print of David Allen, then show how I implemented this and share some links and screen prints for “the building blocks”. With many thanks to David Sparks, Tim Stringer, Rosemary Orchard any many others for sharing their ideas. Yes, I used the concept of “copy, improve and paste” many times and I want to give tributes to those who helped and or inspired me.

The basic setup

Using standard apps, connected with each other by Shortcuts on iPad/ iPhone and on the iMac by Keyboard Maestro (check the excellent Field Guide of MacSparky) and using Omnifocus as the central system to hold everything together. I use the following apps (both in iOS and OSX):

  • Omnifocus 3 Pro (the heart of the system);
  • DevonThink Pro Office and DevonThink to go (reference files and Tickler file). DevonThink is connected/ linked with Omnfocus and vice versa via an enhanced script from Rob Trew by “unlocked2412”
  • Drafts 5 for meeting processing;
  • Shortcuts on the iPad for automating workflows and screens on iOS;
  • Keyboard Maestro for automating workflows and start screen on OSX;
  • Fantastical for agenda and commitments;
  • Standard Apple mail app with Sanebox keeping me “sane” and SmallCube’s Mailtags and MailActon for “Waiting for” filing in Omnifocus or adding Invoices to “To Pay” tag. It is connected with the Omnifocus projects so the same “Project – Area of responsibilities” structure exists in my mail as in Omnifocus.
  • I also use TextExpander for some text snippets.

The master/ initial current view – screen of David Allen:

How it shows on the iPad:

How it shows on the iMac (Global macro pallet):

A quick overview how I did accomplish this

The main building block to create and maintain “a trusted” system is the use of 2 daily routines and one weekly routine, in Omnifocus

  1. Reveille to start the day with the daily trigger list of David Allen.
  2. Daily closure routine.
  3. I also build the Weekly debrief in Omnifocus with, amongst others, Rosemary Orchards’ weekly Triggerlist shortcuts.

The set up more detailed

  • Using iPadOS 13 beta but also build it om my iPhone running iOS 12.4
  • Using the widgets on home screen to see my calendar commitments and Today’s actions.
  • I hyper-schedule my today tasks on my calendar, inspired by MacSparky, where Keyboard Master script from Rosemary Orchard is updating my calendar with the task commitments every hour, so my Calendar is showing these commitments also.
  • Using Omnifocus perspectives for creating the views Projects/ Today next actions/ Waiting for/ Meeting preps/ Communications/ Focus areas and Goals, close to the design of DA drawings.
  • Using Shortcuts for creating icons, displaying the Omnifocus perspectives.
  • Using Drafts 5 for meetings, where with the help of shortcuts I create meetings from the calendar (with notes displaying the OF task and “waiting for” lists, with templates from TextExpander and “automatically” process the “next actions” and “waiting for” to the Omnifocus Inbox.
  • Using DevonThink (togo) for my reference and tickler file. I have used Rob Trew adjusted scripts to link projects to reference folder/ projects in OmniFocus with links.
  • I use Curt Clifton script for project templates on OSx and Rosemary shortcuts Project templates on iOS.

The Omnifocus setup is the core of the GTD system. Hence I will explain the outline of my OmniFocus setup. Any other setup will also work so, use it as you like. Please find below the Projects (Area of Responsibilities) and the Tags which are convenient for me:

Projects – areas of responsibilities

In the folder Assignments/ Work and Private I have for every commitment a project setup with at least one action to move it forward. Routines is keeping the system trusted and Checklist is what it is called and in Templates I have set up standard projects which I can copy with the help of Curt Clifton’s script “Populate template placeholders”

Tags – context driven actions

I will explain per group why and when I use which context/ tag.

  • Priority/ prioriteit: The most used is Priority (95% of the time) where I use the Eisenhower Matrix to be on top what really matters for me;
  • Communication: mostly I can do a communication action immediately so these lists do not contain many actions (apply the 2 minutes rule);
  • KanBan: I am testing the Kanboard from Jan-Yves Ruzick (it is great, you can also let OmniFocus create Kanban Boards for you);
  • Energy: I am not using this very often, I think I will drop these in the next review of my system;
  • Persons/ Personen is holding the names of the people or groups I work together. This is for making/ holding agenda items per person or groups. I also personalise “Waiting for” with an extra Person tags;
  • Plaats/ Place: not used often because I have always a device nearby to work on;
  • Administration is for holdings records for payments on due date, administrative things like submit taxes etc. Also a grocery list.
  • Routines: holding all the checklists items and daily/ weekly routines. Please note that the status is “paused” so not showing in available actions.
  • Agenda: holding per “standard” meeting the following items:
    • Purpose of this meeting
    • Info to give
    • Info to get
    • Options to explore
    • Choices to make
  • Waiting for: holding delegated tasks with or without an agreed deadline. Tag is also paused.
  • Horizon is showing the “horizon of focus”:
Horizon of focus
Horizon of focus
  • Someday maybe / misschien een keer: holding ideas and suggestions

    • With this basic setup I can work as intended in David Allen’s GTD killer app. If you are interested in the details of the set up, please keep reading and find below the details and links to the Shortcuts, Keyboard Maestro macro’s and Apple scripts.

    The detailed outline of the set up

    At the end of this article you will find a link to all Shortcuts and Keyboard Maestro’s macros and the Apple scripts I use to let these apps together and making it “one system”. Please tailor it to your needs and requirements. With many thanks to all the wonderful people who delivered these scripts to the community and the inspiration they gave.

    Before I dive deeper in the screens of David Allen I want to show you the two main daily routines which are “the glue” holding all the screens together, making it “one system”, making the system consistent and making/ keeping the system trusted. If I show you the steps you probably will think “that is very cumbersome to do every morning”, but actually the Reveille process is costing me around 15 minutes per day. A minor investment to be prepared for the day.

    The Reveille – every start of the day

    If your energy levels in the evening are better you can also do this at the end of the day. The list consist of 14 steps, high level the following steps:

    • Process Document Inboxes to zero
    • What is on your mind/ daily trigger list, put it in your system
    • Process OmniFocus Inbox to zero
    • Determine what to do today
    • Plan travel time in your agenda
    • See how much time is left and hyper schedule these tasks
    • Follow up on the people you are “Waiting on” so you can move forward

    The daily morning routine is as following:

    • 02.Check which meetings to prepare has a link to a very helpful Shortcut from Rosemary Orchard. You select which meetings needs to be prepared and is adding the tasks to the Omnifocus Inbox with due date 2 days prior to the start of the meeting. It shows as follows after processing the Shortcut:
    • 03.Plan travel time in agenda has also a link to a very helpful Shortcut from Rosemary Orchard. You select which meeting require travel time and if this is “to there” and or “back” and puts the time you entered prior and or after the meeting.
    • 04.5 Hyper schedule the task is very simple. On the iPad I open the perspective Today – next actions and on the right side Fantastical. I move the tasks from OF into the time slot in Fantastical. This gives a realistic view of what you really can accomplish.
    • 05.Prepare meeting reference materials for today and tomorrow is checking if I have all meetings materials (presentations, meeting minutes etc.) in the Tickler file for the meeting I have today (See below the setup of the Tickler file).

    The Daily closure – celebrating every day what you have accomplished

    It is an abbreviate morning routine and shows as following:

    David’s design of the Killer GTD app – screen for screen

    Please find below the detailed information of the screens of David Allen’s design and how I build this into my system, mostly OmniFocus.

    The Inbox

    The screen of David Allen:

    • The daily trigger list is build in the Daily morning routine “Reveille”

    How it shows on the iPad: The icon starts a Shortcut to show the Omnifocus Inbox perspective and shows the Inbox:

    How: It is very simple Shortcut:

    Projects

    Projects are the GTD concept “area of focus”. The screen of David Allen:

    For setting up a project I use in OmniFocus a project template using variables for the inputs and use Curt Clifton’s script “Populate template placeholders” to use the inputs David Allen is suggesting.

    Next Actions

    The inspiration screen from David Allen:

    How it shows on the iPad (equal on iMac). I have collapsed the list because I cannot share the work I need to do because it is containing client information.

    How I have set this up:

    I use a Clear list (perspective in Omnifocus) showing all “actionable items” I have. If I do not want to work on a task I defer the start date with a simple “push on the button” executing an Apple script. Due dates are for “external commitments” I have made to others (they cannot change unless I communicate/ agree about this).

    • Items that are becoming “due soon” are automatically shown in the “Today next Actions” view.
    • The items which I have decided to work on in my daily “Reveille-routine” are flagged and therefore also showing on the Today – next actions list.

    Please find below the perspective “Clear list”:

    • The “7 tags” are:
    • The 3 folders are Assignment, Work and Private (from Area of Focus / Projects)

    Please find below the perspective “Today – next actions”:

    • The “3 tags” are:
    • The 3 folders are Assignment, Work and Private (from Area of Focus / Projects)

    Persons

    The inspiration from David Allen:

    How I implemented this, using “Waiting for” list and Meeting Prep” list. I had to use two different OmniFocus perspectives to build this screen.

    • “Waiting for persons/ team” How it shows on the iMac (equal on the iPad), collapsed view because of protecting the privacy of my clients:
    • “Meeting prep” How it shows on the iMac (equal on the iPad)How it reads: From Fred I need to get info from the Tender board and need to receive a status from a delegated task to Fred

    Please find below the perspective “Waiting for due” perspective:

    Please find below the perspective “Meeting prep” perspective:

    • The 2 tags are:

    Someday / maybe

    The inspiration from David Allen:

    How I implemented this, using a Someday / maybe perspective in OmniFocus:

    Please find below the perspective “Someday maybe”

    Tickler

    The inspiration from David Allen:

    I am using DevonThink Pro Office on the iMac and DevonThink Togo on the iPad with great syncing functionality. If I setup an “area of responsibility” I create a new project in OmniFocus and use the script from Rob Trew/ enhanced by “unlocked2412”. In this way the Are of responsibilities match exactly the Folders in DevonThink.:

    The script, started in OmniFocus, creates a folder in DevonThink and generates a link to the DevonThink folder, put an OmniOutliner document in this folder for drafts and a link back to the OmniFocus project:

    In OmniFocus showing in the note section of the Project the following information, a link to folder or note of the reference folder in DevonThink:

    The Tickler file is a 43 folder set up in DevonThink and shows as follows:

    All the documents I need in a meeting or event are put in the folder on the day I need them. I have a script running in Keyboard Maestro to move every day the documents from yesterday day to the “ Inbox Tickler so in the morning “Reveille” routine I am cleaning up/ processing these documents.

    Meetings

    The inspiration of David Allen:

    This is how it shows in Drafts:

    I am using OmniFocus to hold/ capture the agenda for a meeting (Info to give, Info to get, Options to explore, Choices to make). In a preparation of a meeting (triggered in the Reveille routine in Omnifocus) I transfer these items to note section of the agenda item in Calendar app. The “meeting prep” perspective is used again for this. I am using the following TextExpander snippet for this:

    I have one snippet for team meetings and one for “one to one” meetings.

    The meeting process:
    1. Prior to the meeting I use 0. Prepare meeting notes. What is does it triggers a Shortcut called “Notitie maken” (prepare notes). After selection of the calendar item it pulls out the attendees, declines, meeting details and puts the notes of the Calendar item under Subjects (Meeting subjects).
    2. I make notes during the meeting or the PA does this
    3. Immediately after the meeting I process the notes (1a. Make line breaks and check the spelling, looks if it formats nicely 1b. Markdown Preview-Swiss)
    4. If I am satisfied with the notes I press 2. Mail meeting minutes with the participants of the Agenda item and the meeting notes in the mail
    5. The actions of the meeting needs to go into the OmniFocus Inbox (A line starting with an “@“) while pressing 3a. Omnifocus tasks with link back. Tasks are transferring to the OmniFocus Inbox and every task has a link back to the Draft , very handy if you are wondering what was the context of this action again?
    6. I also track a decision log. Same routine as above however putting every line with a “hammer symbol” into the inbox of OmniFocus.
    7. Often I use only 4. Mail to PA for processing, where I delegate above steps to the PA and creating only a “Waiting for PA” task in the Inbox.
    8. 5.Last meeting is a little fun button. It triggers a Shortcut sending a text message that I coming home to my wife and how many minutes this will last and is pre heating the car and sending the home address to the navigation and starting my favoriete playlist on Spotify and showing my communication list from OmniFocus on my screen in the car so I can finish my communications. Not very important but just for giggles, because it possible to do the craziest things with Shortcuts.

    Communications

    The inspiration of David Allen:

    This is how it shows in OmniFocus:

    The perspective in Omnifocus is as following:

    Tip: put the number or email address in the the task so your iPhone can dail this for you automatically or starting up drafting the mail.

    Area’s of focus

    This is the inspiration of David Allen:

    This is how it shows in OmniFocus (of course again collapsed view due to privacy reasons):

    The perspective in Omnifocus is as following:

    Weekly debrief

    This is the inspiration of David Allen:

    How I do it: I have 2 daily routines and 1 weekly routine to keep the system trusted. The weekly debrief is a list in Omnifocus with repeating tasks which start on Friday 15:00 and Due on Friday. High level it consists of the following items:

    • Process all Inboxes
    • Data dump
    • Become actual with the future
    • Check if the system still is trusted

    Please find below the detailed list:

    • Most of the task have or a link to a perspective or a shortcut, showing in the notes field of the task. See below the note field for Process Inbox to zero with links to open the correct folder within DevonThink and Drafts 5:
    • I use a Shortcut which starts a Trigger list “questionnaire” where the answers are added to the Inbox of Omnifocus. (with thanks to Rosemary Orchard). The questionnaire is the list you can found in GTD website of David Allen.
    • Step “03.3 Become actual with future/ Check: verify next actions for every project exists” consist of the following steps:
      1. Run script “Verify next actions” (in OF toolbar) – Script of Curt Clifton
      2. Push button “Reveal”
      3. Open tab “Projects
      4. Mark the items as completed, or add actions as needed and re-run this script to remove the “(missing next action)” suffix.
      5. Re-run script “Verify next actions” (in toolbar)
      6. Push button “Reveal”
      7. Open Tab projects and check if list is empty
    • Step “04.1 Check if system is still trusted” is opening a weekly repeating project:

    Coaching Models – messages

    This is the inspiration of David Allen:

    There are here 2 concepts mentioned:

    1. Sanity check on time and actions. I use the daily routines Reveille and Day Closure to keep my day “sane” and the weekly debrief to keep the system “sane”
    2. Have templates and checklist. The way I have translate this to my system is linking to Templates and sometimes to Checklists. At this way you are free to put any coaching model in your system and have it always “under the palm of your hand”. This is my current Coaching model:

    The links to Shortcuts, Keyboard Maestro macro’s and Applescripts

    All items are made for my system, please use it as you please and adjust it to your system/ needs.

    Keyboard Meastro set up consists of the following Macro Palets:

    The global macro pallet shows as following:

    And is build as following:

    • The macro’s can be downloaded here.

    While opening Omnifocus I use the following macro’s:

    • The macro’s can be downloaded here.

    In Mail I am using the following macro’s to put in my Inbox:

    • The macro’s can be downloaded here.

    In DevonThink I am using the following macro’s to put in my Inbox:

    • The macro’s can be downloaded here.

    Shortcuts consist of the following:

    Use your iPad or iPhone to download these.

    • The Review Calendar Events for tomorrow, used in the Reveille process can be downloaded here.
    • The Plan travel time, used in the Reveille process can be downloaded here.
    • The Data dump: clear your head/ Process the triggerlist, used in the weekly debrief process can be downloaded here.
    • The making of Icons on your springboard, linking to OmniFocus Perspective is fairly simple. I have attached one example so you can copy / paste for the other views you want to create. Please find here. In Shortcuts click on “Add to Home Screen”, choose your icon and you are done.

    Set of Drafts 5 Actions

    Drafts 5 on the iPad and iPhone is fully functional. The actions do not yet work on the OSX versions of Drafts. So I recommend to use the iPad / iPhone.

    • The meeting minutes workflow can be downloaded here.
    • The meeting workflow keyboard extension can be downloaded here.

    The Applescripts I use in OmniFocus

    In the Toolbar of Omnifocus I have added links to my most used Applescripts. It shows as follows (unfortunately I can not show the names of the scripts below the icon anymore)

    • Send Task per mail can be downloaded here.
    • Defer task until tomorrow can be downloaded here.
    • Defer task for a chosen number of days can be downloaded here.
    • Create DevonThink folder with link to OmniFocus project can be downloaded here.
    • The script for Reply, Complete and Waiting for can be downloaded here.
    • The script Verify if next action exists can be downloaded here.
    • The script Populate template placeholders can be downloaded here.
    • The script Today tagging, needed for Keyboard Maestro Macro 21) Auto Update Today-next actions with Today tag can be downloaded here.

    Implementatie van software moet een integrale aanpak kennen

    bkruisdijkLeave a comment

    Nadat u een pakket heeft geselecteerd (voor nadere uitleg over onze visie van selectie: http://atomic-temporary-7368536.wpcomstaging.com/2009/06/05/een-simpele-veilige-en-snelle-software-selectie/) gaat u één van de moeilijkste klussen klaren namelijk het implementeren van het pakket. Als het goed is heeft u gedurende de selectie ook draagvlak kunnen creëren binnen uw organisatie voor de keuze. Maar dan toch, implementeren betekent risico voor het bedrijf en mensen zijn er huiverig voor. Onze geïntegreerde aanpak zorgt voor meer zekerheid en leidt tot het beste resultaat.

    In onderstaand document beschrijven wij de aanpak die wij hanteren bij implementaties. Het is echter zo dat elke implementatie “maatwerk” voor wat betreft de aanpak nodig heeft. Wij maken graag een voorstel voor u. Onderstaand leest u onze visie over een aanpak van een pakketimplementatie. De volgende onderwerpen worden behandeld:

    1. doelstelling van implementatie vaststellen;
    2. vaststellen van de reikwijdte is cruciaal voor haalbaarheid;
    3. pakketimplementatie vereist integrale aanpak;
    4. kennis van pakket en best practices leidt tot maximaal haalbare resultaat;
    5. implementatiestrategie dient afgestemd te zijn op uw situatie;
    6. bewezen implementatiemethodiek waarborgt succes;
    7. projectorganisatie vormt basis voor een succesvol traject;
    8. het continue implementatiedilemma;
    9. randvoorwaarden voor een succesvolle implementatie;
    10. haal meer uit een systeem;
    11. spreek vooraf de rol af van uw softwareleverancier en implementatiepartner.

     1.       Doelstelling van een implementatie vaststellen

    Het is evident dat een implementatie gaat over het live brengen van een software applicatie. Tijdens de selectie heeft u ook nagedacht over de baten die u uit de implementatie wilt halen. Het ambitie niveau is dus vaak meer dan alleen het technisch live brengen. Wij helpen u dan ook met het gezamenlijk vaststellen van de doelstelling van de implementatie en de te bereiken eindresultaten (meer dan alleen live gaan). Wij vinden dat de volgende aspecten terug horen te komen in de doelstelling:

    • nieuwe geïntegreerde werkwijze en besturing;
    • werkend IT systeem inclusief interfaces naar bestaande deelsystemen zoals POS en WMS;
    • gebruikers getraind in systeem en procedures;
    • acceptatie van het systeem door de gebruikers.

    De werkwijze en besturing zal de elementen in zich bergen die ook de baten uiteindelijk zullen realiseren. De eindresultaten zullen specifiek gemaakt worden, wij zullen het niet laten bij “betere rapportages” maar specificeren welke rapportages beter zullen zijn en hoe.

    2.       Vaststellen van de reikwijdte is cruciaal voor haalbaarheid

    De reikwijdte/scope bepaalt wat u precies gaat implementeren. Reikwijdte bepaalt de omvang van het project en de veranderingscomponent van bestaand naar nieuw, dus ook de kosten en doorlooptijd van uw project. Hierom is reikwijdte bepaling een zeer belangrijke fase in het implementatie project. Wij vinden dat reikwijdte minimaal de volgende aspecten moet benoemen:

    • processen (werkwijze, procedures, beschikbare middelen)
    • organisatie (besturing, taken en verantwoordelijkheden, coördinatie, infrastructuur)
    • mensen (vaardigheden, kennis, draagvlak, aantal)
    • IT (software, interfaces, hardware,    maatwerk)

     3.       Pakketimplementatie vereist integrale aanpak;

    Vaak zien wij dat men alleen nadenkt over de IT component en de overige zaken gedurende de implementatie worden meegenomen/gemanaged. Dit soort projecten lopen vaak gierend uit de klauw als het gaat om kosten en doorlooptijd. Wij adviseren vooraf na te denken over wat u wel en wat u niet wilt veranderen tijdens de implementatie en de baten die de implementatie moeten opbrengen. Doe niet alles in één keer als het niet noodzakelijk is.

    4.       Kennis van pakket en best practices leidt tot maximaal haalbare resultaat;

    BK M&A is in staat om de pakketkennis te integreren met de implementatiekennis en best practices en hebben vaak ervaren dat dit leidt tot het beste resultaat. Project Management is de bindende factor die deze aspecten integreren.

    5.       Implementatiestrategie dient afgestemd te zijn op uw situatie;

    De implementatie strategie is onderdeel van de reikwijdte en aanpak, specifiek voor uw situatie. In theorie zijn er dan 2 scenario’s mogelijk.

    1. Eerst  processen uitwerken, vervolgens systeem inrichten;
    2. Uitgaande van bestaande processen systeem inrichten met slechts beperkte aanpassingen aan de processen.

    Scenario's voor implementeren
    Scenario's voor implementeren

    Belangrijk is dat vooraf een keuze tussen de beide scenario’s wordt gemaakt. Als tijdens de implementatie van het gekozen scenario wordt afgeweken, is het risico groot dat steeds weer bepaalde processen worden aangepast, iedereen op iedereen wacht en door latere aanpassingen eerdere acties hersteld dan wel aangepast dienen te worden. Scenario 1 geniet in het algemeen de voorkeur, mits processen goed gedefinieerd en op elkaar afgestemd zijn, processen solide en op de toekomst gericht zijn en processen goed bij het gekozen softwarepakket aansluiten.

    6.       Bewezen implementatiemethodiek waarborgt succes;

    BK M&A stel voor een gefaseerde aanpak te doen. Per fase worden er duidelijke op te leveren resultaten met u afgesproken. Hiermee kunt u de voortgang en kwaliteit van het project bewaken cq. bijsturen. Op hoofdlijnen zijn de volgende fasen te onderscheiden:

    • Fase 1: Initiatie
    • Fase 2: Ontwerp (1)
    • Fase 3: Conference  Room Pilot
    • Fase 4: Realisatie

    Gefaseerde aanpak
    Gefaseerde aanpak

    7.       Projectorganisatie vormt de basis van een succesvol project.

    De wijze waarop u uw project organiseert is heel belangrijk. De projectorganisatie moet een weerspiegeling zijn van uw staande organisatie. Afdelingen zullen medewerkers beschikbaar moeten stellen die gewaardeerd en gerespecteerd worden door de afdelingen zelf. Vaak zijn deze sterren “onmisbaar” in de dagelijkse operatie en ontstaat er dus per definitie een discussie over de tijdsbesteding aan het project. BK M&A spreekt af welke inzet nodig is en legt dit vast met de verantwoordelijken. Daarnaast door de aanpak van BK M&A en inzet van ons wordt de inzet doeltreffend en efficiënt geregeld. Een projectorganisatie kent de volgende indeling:

    Projectorganisatie
    Projectorganisatie

    • stuurgroep – eindverantwoordelijk voor succes project, stelt reikwijdte en budget vast
    • projectmanagement – verantwoordelijk voor dagelijkse operatie, bewaakt budget en plan, stelt plannen op, creëert draagvlak en overziet alle activiteiten, managet integratie
    • implementatieteams – uitvoering projectactiviteiten, proceskennis, IT-kennis
    • aspectteams ondersteunen I-teams bij functieoverschrijdende zaken (zoals opleiding of test,..)

    De implementatiewerkgroep is verantwoordelijk voor de implementatie van de software in het desbetreffende functionele domein. Bij voorkeur worden (deel)projecten geleid door medewerkers (in verband met draagvlak) en begeleid door BK M&A. Mocht u niet voldoende of kwalitatief goede capaciteit hebben dan kan BK M&A expertise voor u inzetten.

    Goede projectdeelnemers hebben het respect van het lijnmanagement en hebben beslissings- bevoegdheid en zijn (deels) vrijgemaakt voor dit project. Mogelijke rollen projectdeelnemers zijn eindverantwoordelijk projectmanager, hebben inhoudelijke kennis van de procesgang, kunnen besluiten over gewenste werkwijze en zorgen voor aansluiting op technische infrastructuur en interfaces.

    Mogelijk rollen van BK M&A kunnen zijn projectmanagement in samenwerking met projectmanager, projectbegeleiding (regie, bewaken procesgang, kwaliteit, kerngebruikers), inhoudelijke kennis retailprocessen (Best Practice), waarborging integratieprocessen tussen systemen, organisatie en besturingsmodel. Daarnaast kwantitatieve en kwalitatieve ondersteuning projectmanager met betrekking tot change management.

    8.       Het continue implementatiedilemma

    Over een implementatie wilt u vooraf duidelijk afspreken wat de kosten zijn, de doorlooptijd en de beste kwaliteit van oplevering. Echter is er een sterke afhankelijkheid tussen alle 3 aspecten.

    Implementatie dilemma
    Implementatie dilemma

    9.       Randvoorwaarden voor een succesvolle implementatie

    Onderzoek onder 500 implementaties toont aan dat de volgende 10 zaken misgaan bij een implementatie (als % van de 500 implementatie):

    1. Competing resources                   48%
    2. Functional boundaries                44%
    3. Change skills                                    43%
    4. Middle management                     38%
    5. Long IT lead times                         35%
    6. Communication                              35%
    7. Employee opposition                   33%
    8. HR (people/training) issues      33%
    9. Initiative fatigue                             32%
    10. Unrealistic timetables                  31%

    Negen van de tien valkuilen hebben met mensen te maken, mensen houden veranderingen tegen! In ditzelfde onderzoek heeft men ook aangetoond wat de 10 belangrijkste succesfactoren waren:

    1. Ensuring top sponsorship                           82%
    2. Treating people fairly                                   82%
    3. Involving employees                                    75%
    4. Giving quality communications               70%
    5. Providing sufficient training                      68%
    6. Using clear performance measures        65%
    7. Building teams after change                       62%
    8. Focusing on culture/skill changes          62%
    9. Rewarding success                                         60%
    10. Using internal champions                           60%

    De project management aanpak van BK M&A verzekert u van het feit dat gefocust wordt op deze succesfactoren en de risico’s voor mislukken in de gaten worden gehouden en gemanaged worden gedurende het project.

    Randvoorwaarden zijn voor BK M&A voorwaarden die buiten de reikwijdte van het project liggen (externe invloeden) maar die wel noodzakelijk zijn voor het welslagen van het project. Deze zijn te categoriseren in randvoorwaarden die liggen op het vlak van Organisatie, Systemen en Mensen.

    Uitgangspunten zijn, in tegenstelling tot de randvoorwaarden, procesinhoudelijk georiënteerd en berusten op een ‘aanname’ van een aantal punten om zodoende het project te kunnen opstarten en uitvoeren.

    De volgende randvoorwaarden en uitgangspunten worden door BK M&A belangrijk gevonden:

    • beschikbaarheid van kerngebruikers (zie projectorganisatie);
    • snelle besluitvorming door de stuurgroep, indien noodzakelijk zelfs binnen enkele dagen!
    • werkelijk commitment van het management: topdown!;
    • continu aandachtspunt bij afdelingsoverleg en overleg managementteam;
    • tonen van interesse voor de kerngebruikers/projectleden;
    • motiveren van kerngebruikers;
    • steunen bij verandering van werkwijze en organisatie;
    • meehelpen en meewerken;
    • waar mogelijk de reikwijdte vaststellen, tussentijds geen nieuwe zaken toevoegen of  veranderen;
    • voldoende tijd reserveren voor testen van systeem en procedures;
    • nadruk niet te zwaar leggen op deadlines indien dit ten koste gaat van de kwaliteit. Let wel: tijdmanagement is zeer belangrijk, maar dient een evenwicht te vinden tussen snelheid en kwaliteit;
    • dat de organisatie dient te begrijpen dat het project belangrijke veranderingen tot gevolg heeft, zowel qua werkwijze als organisatorisch;
    • dat bij meerdere projecten programma management dient te worden opgezet, waarbinnen de samenhang van de verschillende projecten wordt geregisseerd;
    • het creëren van draagvlak binnen de lijnorganisatie;
    • dat projectmedewerkers dienen te beschikken over de benodigde kennis van de huidige procesgang en over het vertrouwen van het lijnmanagement om beslissingen te kunnen nemen;

     10.   BK M&A haalt meer uit uw systeem

    Implementeren van een systeem is meer dan het technisch aan de praat krijgen van het systeem. Wij zorgen ervoor dat:

    • wij uw mensen overtuigen en motiveren met een overtuigende en realistische business case;
    • sleutelfunctionarissen op één lijn zitten en actief ondersteunen;
    • wij bouwen aan commitment;
    • wij weerstanden tegen verandering signaleren en buigen ze om;
    • wij zorgen voor effectieve communicatie;
    • de verandering managen;
    • er centrale coördinatie is van het veranderingstraject

    Daar waar u ondersteuning nodig heeft voor de verandering en beklijven van de verandering kunnen wij onze Change Management inzetten door het ontwikkelen van een visie op verandering. Uitleggen en uitdragen wat de noodzaak is van de nieuwe werkwijze en software. De vraag te beantwoorden wat is het doorslaggevende argument om deze te implementeren en wat betekent dit voor de medewerkers? Wij geven dan ook leiding aan de verandering.

    Echter uw lijnmanagement speelt een primaire rol in communicatie en realisatie van het project. Dit faciliteren wij door regelmatig sponsormeetings te organiseren. Consequent en vaak ervaringen en reacties op communicatie uitwisselen. Bespreken en uitleggen wat de consequenties van gemaakte keuzes voor personeel betekenen. Nagaan welke reacties te verwachten zijn en afspreken hoe hiermee effectief om te gaan.

    11.   Spreek vooraf de rol af van uw softwareleverancier en implementatiepartner.

    BK M&A kan in verschillende rollen uw project helpen te slagen:

    • Service to Assist, faciliteren;
      • wij leveren u de methodiek;
      • u houdt projectmanagement controle;
      • gezamenlijke verantwoordelijkheid voor oplevering;
      • fee gebaseerd op tijd, materiaal en ramingen.
    • Service to Perform;
      • wij hebben management controle over kwaliteit;
      • fee gebaseerd op goed gedefinieerde resultaten;
      • gebruikelijk is fixed fee met een change control mechanisme.
    • Full systems integration
      • wij zijn hoofdaannemer en hebben grote mate van controle;
      • kan inclusief levering hardware en management van subcontractors;
      • meestal een mix van vaste prijs en materiaal.

    In de praktijk zien wij vaak een mengvorm van deze zaken en daarom ook is iedere aanpak, maatwerk.

    Uw pakket implementatie is bij BK M&A in goede handen. Wij hebben gespecialiseerde consultants met brede kennis van retailprocessen en  best practices in de branche. Wij hebben consultants die een systeem implementeren, geen systeem-techneuten zijn. Wij hanteren een beproefde implementatiemethodiek en hebben diepgaande kennis van kritieke succesfactoren en valkuilen in een project. Wij richten ons op het eindresultaat, zijnde de vooraf geformuleerde doelen en prestaties en niet alleen op een technisch werkend systeem. Wij volgen een procesgerichte aanpak, in plaats van functionele, om zo een maximaal resultaat te behalen. Wij maximaliseren het resultaat van uw inspanning, hetgeen tot succes leidt. Wij werken ook tijdens de implementatie actief aan kennisoverdracht, de inrichting wordt in samenwerking gerealiseerd. De aanpak is een pragmatische aanpak (en geen methodische), waardoor een systeem ook zeer snel te implementeren is. Wij zijn bereid om als hoofdaannemer op treden en realistische risico’s te dragen. Uw software leverancier zich wel 2x keer bedenkt niet goed te presteren omdat wij ook bij andere klanten pakketselecties uitvoeren.

    Resume and background

    bkruisdijk1 Comment

    L.J. Kruisdijk (Bert)

    De Brandt 2, 7722 PE Dalfsen

    Netherlands

     

    Telephone: +31 6 811 55 196

    E-mail: bert.kruisdijk@gmail.com

     

    Born in 1967 (41 years),

    Married and proud father of daughter of 8 and son of 3 years old

    Executive summary

    I am an expert in Retail (Fashion and non-food) and wholesales industry in the disciplines store operations, Supply Chain, ICT, project management, E Commerce, Product Development and Business Development. Fluent in Dutch and English.

    Most people I worked with describe me as passionate, stable and a dynamic retail professional and I have more than 20 years’ experience in the field. I am perceived as an inspirational and innovative leader with a proven track record in delivering agreed results, energetic and enthusiastic. My innate competencies are being accountable, being focused and being strong. I am an ambitious and optimistic person with an adaptable and flexible management style who has worked in private, venture capital funded companies and FTSE100 businesses, with direct P&L accountability, directly managing teams of over 100 people.

    I am recognized as a talented manager with a broad and international experience base (India, Japan, Korea, USA and most West European countries), with the ability to get the best from organizations. In organizations where there is a crisis I can stabilize and were change is needed I will be strong and persistent to deliver. I am hard on facts and fair to people.

    Bert Kruisdijk’s specialties:

    Supply chain • logistics • ICT • facility management • consultancy • project management • merchandising • sourcing • international managing teams • e commerce • e-business • inventory control • outsourcing • P&L management • turnaround and crisis management • reorganizations • business development • implementations • ICT infrastructure development

    Experience

    2002 – 2009 (6 ½ year):  Oilily Holding BV – Director Supply Chain,  ICT and Facility Management

    Oilily is a leading Kid and Women wear business globally. Oilily operates through offices in Japan, USA, UK, Spain, Italy, France, India and Germany. Sourcing mainly in India, China, Portugal and Turkey. Oilily designs, develops, produces garments and distributes via 3 channels: Wholesales, E-Commerce and own Retail. In total 625 people are working in Oilily. More information can be found here: www.oilily-world.com .

    At the end of 2002 Oilily changed ownership. Oilily was in a very bad financial and operational state and was loss making for 7 years in a row. I was one of the first MT members selected by the new shareholders supporting the Turnaround. In my role I have defined the strategy for my areas, started up and delivered strategic important change projects in the Supply Chain & ICT. After one year Oilily was profitable and after a stabilization phase growing again. Direct reports 7, indirect support 53 (outsourced, depending on moment in season 30 to 60 people).

    My primary responsibilities were:

    ·         Supporting Retail Europe and Retail USA (operational management and store maintenance);

    ·         Facility Management for head office and Retail Europe (Stores, HQ and Arbo);

    ·         Global Logistics, Operations in US, Japan and Netherlands (warehouse, customs, production progress tracking, inventory control) including Quality Assurance and Demand Management (make to order / forecast, pre-commit);

    ·         Global Distribution (inbound and outbound consolidation and transport)

    ·         Global ICT (helpdesk, application support, web development, system support, IT audit and authorizations);

    ·          Managing and delivering special high risk and high impact projects.

    2001 – 2002 (2 years):  NCR Retail Benelux and Germany – Professional Service Sales Manager.

    NCR Corporation (NYSE) is a technology company specializing in products for the Retail (Store automation) and Financial sectors. More information about NCR can be found here: www.ncr.com

     I was responsible for selling and serving (target of € 45 mio) Tier 1customers like Albert Heijn, Schuitema, Vendex KBB, Metro, Edeka, Woolworth etc. directly and Tier 2 and 3 via indirect Channel. I was also responsible for Bid and Risk management and developing and marketing of POS software applications. I have  coached and guided the 23 sales consultants within Store Automation Netherlands and Germany and started up the Human Factor Engineering group within EMEA. Among others also on the Financial Management (Outlook processing, reporting and P&L) and managing of Indirect Channel Partners I have developed knowledge and skills. I was accountable for successful delivering the multimillion projects (Implementation and roll-out of Software and Hardware, Software Development, IT Consulting, Project Management, Euro projects etc.).

    1997– 2001 (4 ¾ years): PricewaterhouseCoopers – Manager SCM Retail Operations

    In 1997 I have started working with Coopers & Lybrand (later merged into PricewaterhouseCoopers) in the position of consultant Supply Chain Management with focus on Retail Operations. The next year I was promoted to Senior Consultant and within 8 months to Manager of the group for Retail Operations. In this role I was mainly focussed on selling consultancy into the Retail and was able to sell for Euro 3 mio consultancy per annum.

    I have developed “thought leadership” on ICT & Supply Chain Management with Retail and Wholesale. Next to Business Process Improvement I also developed and explored knowledge about the software package SAP Retail, E- market places for Retailers and Retail Strategy. Next to doing projects with customers I was heavily involved in acquisition and coaching of consultants.  This period in my career I matured in knowledge, skills and capabilities.

    1995- 1997 (2 years): Bakker Logistiek Groep – combined Wilson Sporting Goods Europe

    Bakker Logistiek provides Logistical services to various Food and Non-Food branches. With a turnover of €100 mio and 750 employees it is one the largest logistic service providers in the Netherlands.

    As the branch CEO, I was responsible for 109 people at the Zeewolde unit. I was primarily responsible for selling the Service Delivery concept, strategic and operational planning of transport vehicles (a total of 85 trucks), storage, cost price calculation, logistic administration for customs (C-BAC) and tax (limited fiscal representation), ICT, process mapping for clients and the financial administration.

    1990 – 1995 (5 years) Scapino B.V. – Head of Logistics

    Scapino is the largest shoe discounter and self-service stores (over 200) in the Netherlands. The collection contains shoes but also clothing and sports and leisure products for the whole family.

    As member of the management team, responsible for the flow of goods from manufacture up to the stores, and directly responsible for the distribution centre in Assen. I managed around 125 employees in a strongly seasonal process, in which flexibility was crucial. My main responsibilities were initiating and assuring the execution of the production plan within the DC, improving the efficiency of the organization and automation at the distribution centre from purchase to delivery. Furthermore developing and carrying out the personnel policy and initiating and leading improvement projects. Also procurement of goods not for resale and car fleet management were part of my responsibilities.

    1988 – 1990 Grohe B.V. Manufacturer of bathroom fittings – Head of Logistics and Purchasing

    Grohe AG is Europe’s largest and the world’s leading single-brand manufacturer and supplier of sanitary fittings.

    My main duties were optimizing the physical flow of goods between Germany factory and the Netherlands, set-up and maintenance of logistic planning procedures, purchase of trade goods, I also have giving training courses for supervising and promoting the company-wide use of computers and assisting the System Manager, developing a sales support system for the sales staff in the field.