Mental Models, Chefs and Technical Program Management

(image courtesy of Yente van Eynde (pexels.com)

Mental models provide frameworks to analyse situations, scenarios, problems.

As an illustration, "First Principles" advocates users break down a problem or scenario to their essential elements or fundamental principles; questioning assumptions, before proposing solutions. 

Much has been written already on how innovative companies such as Tesla, Space X and Uber revolutionised their industries by applying first principles thinking. 

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On their way to mastering their profession, junior chefs must become proficient in a number of techniques, not limited to:

• Understanding flavour profiles

• Base ingredients needed for stocks / sauces 

• Techniques for preparing, cooking different types of meats

• Conventional beverage and food pairings

Whilst not mental models, these techniques are frameworks to mastering their profession.

Technical Program Managers (TPM's) have technical experience / mastery in specific domains e.g. Machine Learning and Cloud. They manage complex technical projects, and are responsible for developing, deploying technical products / solutions. 

Although entirely different professions, both roles utilise models / frameworks to complete their tasks and responsibilities. 

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There is considerable literature on mental models. Peter Hollins' 2019 book - "Mental Models, 30 thinking tools that separate the average from the exceptional. Improved decision-making, logical analysis and problem solving" - is a book I regularly refer to. The book lists 30 models categorised into 5 chapters:

1. Decision making for speed and context

2. How to see more clearly 

3. Eye opening problem solving

4. Anti mental models: How avoidance breeds success

5. Oldies but Goldies: They're still around for a reason

Applying Mental Models as a Technical Program Manager

Below are mental models I've found useful, two - Pareto Principle and Parkinson's Law can be found in Hollins' book. 

1. Pareto Principle.  80% of outcomes result from 20% of all causes for any given event

Usage Example: In a development sprint, identify the key activities / stories that will deliver the most benefit. Prioritise these tasks over the completion of others.

2. Parkinson's Law . work grows to occupy the available time 

Usage Example: "Scope creep" is real, manage expectations around new requirements, keep the teams focus on agreed deliverables.

3. Eisenhower Matrix . Prioritise tasks according to their importance and urgency

Usage Example: Before sprint standup, allocate daily tasks to either "Urgent" or "Important". Prioritise urgent tasks, delegate or de-prioritise "Important" tasks. 

4. Confirmation Bias . The tendency to process information by looking for, interpreting information consistent with existing beliefs

Usage Example: At sprint planning, promote a variety of viewpoints and go through all options before making decisions on what stories to include in the sprint. 

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Regardless of your profession, mental models provide a framework to quickly understand situations, scenarios and problems. Next steps if you've found the concept useful: 

1. Research mental models - plenty of available content on the Internet

2. Identify applicable models

3. Select a time period to use the models e.g. two weeks

4. Review outputs after the time period has ended.

The Eisenhower Matrix in particular is a useful model focusing users on urgent tasks.

This blog was originally posted on Medium