Tiago Forte's CODE and PARA methods, bent toward the real work of running projects: capturing decisions, organizing by outcome, and letting notes compound.
The Blog
54 articles · page 2 of 5
Most rework is born the moment someone calls a thing finished when it was only nearly finished. A written Definition of Done is the cheap fix nobody bothers to write.
Starting more work feels productive and finishes nothing. Cap the number of things in progress and the same effort starts closing things faster.
Every planning tool is a theory about what makes work go wrong. From Gantt's bars to today's boards, each era fixed the last era's blind spot and quietly created a new one.
A practical framework for the delegate-or-do-it decision, weighing your skill edge, the time you have, the stakes, and who grows from the work.
A goal is a feeling until you can see whether you are ahead or behind. A burndown chart turns that feeling into a line you cannot argue with.
Give a task a week and it eats a week. Give it an afternoon and somehow it still gets done. The deadline was never measuring the work; it was creating it.
Toyota learned to see the waste hiding inside busy work. The same seven wastes and the same pull-based flow translate cleanly from the factory floor to a knowledge worker's day.
A roadmap drawn in fog is a forecast pretending to be a contract. Trade the rigid timeline for rolling-wave planning and a now/next/later board.
One vague assumption about a test environment cost five teams two weeks. The fix for projects that derail isn't more words, it's more precise ones.
Two managers, same chaotic Monday: one is firefighting a supplier slip, the other already wrote the contingency weeks ago. The gap is one quiet hour.
Gantt charts to repaint a hallway are absurd, but the renovation that drifts three months late is real. Here is a framework light enough to fix that.