Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Hi colleagues,
If you were to implement the M.O.R.E. approach today or the next day (Measurable, Observable, Reliable, and Evaluable), what is the first two-three things you would change in your daily routine?
Hi colleagues, Thank you for bringing up this topic—it’s very interesting to reflect on how we can improve our daily routines using the M.O.R.E. approach. From my perspective, even though I am still developing my experience, I would start with two main changes: First, I would focus on making my tasks more measurable. Sometimes I complete activities without clearly defining what success looks like, so setting small, specific indicators (like time, quantity, or completion criteria) would help me track my progress better. Second, I would try to make my observations more consistent and reliable. For example, instead of relying only on memory or general impressions, I would document what I see or do during the day. I believe this would improve both accuracy and accountability. Finally, I would include a short daily evaluation, even if it’s just a few minutes at the end of the day, to reflect on what worked well and what could be improved. This would help close the loop of the M.O.R.E. approach. I’m still learning, but I think these small adjustments could make a meaningful difference over time. I would also appreciate hearing how others are applying this approach in practice. Best regards,
I have a real example of how we implemented the M.OR.E on a daily basis. First, we defined the outcomes-> Metrics of our daily activities using Dashboards, this allowed at the end of the week to verify how processes were complete. By registering and creating a daily routing it was easy to adopt this registration for dashboards which became a regular process. Results: real time information + quick adjustments to the process. By the end of the year we implemented a new process, involving all team members with great results and metrics available for everyone.
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1 reply by Francisco Herrera
May 11, 2026 7:28 PM
Francisco Herrera
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Thanks for you commet Marcela, Regards! Francisco.
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Apr 21, 2026 12:11 PM
Replying to Aline León
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Comenzaría a dividir mi día en 3: mañana, tarde y noche. Posterior establecería mi rutina con horarios y tiempos de ejecución de tareas, por ejemplo: Mañana: 6:00 am despertar y meditar: 10 minutos Acomodar mi recámara 15 minutos Bañarme y arreglarme: 30 minutos etc... Con esa estructura podría ver qué estoy cumpliendo y qué no. En cuanto al trabajo aun que es parte de mi rutina pero cada día hay objetivos nuevos que cumplir o alcanzar y para ello, igual me plantearía todo por tiempos y objetivos. Por ejemplo: Terminar 2 documentos de calidad críticos antes de las 12:00 pm Avance de proyecto 1 hora ... Al igual necesitaría tener todo escrito para poder evaluarlo y ver con cuántos objetivos cumplí y con cuántos no, esto me ayudaría a tomar mejores decisiones para encontrar mejores soluciones a las cosas que dejo de hacer día con día y muchas ocasiones paso por alto sin darme cuenta.
Excelente gracias por tu aportación Aline, Saludos! Saving Changes...
Hello Francisco If I were to apply the M.O.R.E. approach starting tomorrow, these are the changes I would make to my routine:
Clear daily goals: Instead of just saying I’m going to "work on code", I would set a goal to finish a specific function or a small dashboard each day. This way, I can see my actual progress.
Clarity and organization: I would leave clear notes within my programs and data processes. This ensures that if someone else reviews my work, the information is reliable and easy to understand without errors.
Reviewing results: At the end of the day, I would check which processes failed or got stuck. This allows me to fix them quickly and ensure the reports I deliver are always accurate.
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1 reply by Francisco Herrera
May 12, 2026 1:36 PM
Francisco Herrera
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Thanks for you commets Priscila, Regards!
Saving Changes...
KARLA ALVAREZCoordinador de Marketing| PaquetexpressSinaloa, Mexico
After reviewing the M.O.R.E. framework and analyzing a current project, I have identified that one of the main areas to address is Manage Perception. This has been one of the key challenges when presenting the project to the multidisciplinary team, as the way it has been positioned leads it to be perceived as a marketing-only initiative, rather than a critical component of the overall operation. In this context, applying the “M” in M.O.R.E. (Measure) becomes especially relevant, particularly when there is limited interest or prioritization from other areas. In this case, measuring goes beyond traditional marketing metrics and focuses on translating results into business-relevant indicators, such as operational workload reduction, response times, and conversion impact. By doing so, the objective is not to advocate from a marketing perspective, but to demonstrate the project’s operational value through data. This approach helps shift the initial perception, positioning the project as a key element within the customer journey and enabling stronger alignment and engagement across different areas.
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Apr 21, 2026 5:24 PM
Replying to Imran Afzal
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There’s a lot of good thinking here already. I’d simplify the starting point even further:
If M.O.R.E. is the goal, then the first step is to change what gets surfaced daily.
Most teams already do the work—they just don’t make it:
measurable
observable
reliable
or evaluable
in a consistent way.
So practically, I’d start with three small shifts:
1. Replace status with signals
Instead of “we’re on track,” surface:
what changed
what’s at risk
what decision is needed
If it can’t trigger a decision, it’s not useful.
2. Make outcomes visible in the flow of work
Not in a slide deck or monthly report—directly where work lives. Tie work items to expected outcomes so progress isn’t just activity, it’s movement toward something measurable.
3. Introduce a weekly “relevance check”
Not just “are we on plan?” but:
is this still the right problem?
are assumptions holding?
what have we learned that should change direction?
To Luis’s point, the challenge isn’t understanding M.O.R.E.—it’s holding onto it when things get busy.
In my experience, that doesn’t happen through mindset alone.
It happens when the system forces better questions to be asked, consistently.
Imran Afzal your point is very clear and practical. I agree that the real change starts when teams make work more visible and useful for decisions. I especially like the idea of replacing status with signals, because it helps the team focus on risks, changes, and actions instead of general updates. The weekly relevance check is also a strong practice to keep learning and adjust direction when needed. Francisco. Saving Changes...
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Apr 22, 2026 2:01 AM
Replying to Syed Ashir Riaz
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I would start by setting 2–3 simple daily goals to make my work measurable. Then I would track and review my progress at the end of the day to see what worked. Finally, I would follow a fixed routine to stay consistent and improve over time.
Syed Ashir Riaz I also set 2–3 daily goals, and I think that is a very practical way to make work more measurable and focused. I also like your point about reviewing progress at the end of the day, because it helps us learn what worked and what needs adjustment. Your idea of following a fixed routine is very useful for building consistency over time. If possible, I would be interested to know more about your routine. Francisco Saving Changes...
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Apr 24, 2026 10:26 AM
Replying to Isaac Aramis Sandoval
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Primero identificaría cuales tareas y objetivos en mi trabajo están establecidos de forma vaga (no medibles), y lo cambiaria por cosas medibles. Por ejemplo: tengo como objetivo reducir el paro de la línea de envasado, para lograr un enfoque medible lo cambiaria por "Reducir a solo 2 paros de línea de envasado cada 6 meses por cuestiones de mantenimiento". Toda la información generada se registraría en un formato adecuado y bien estructurado para después evaluar si se logro o no el objetivo y del mismo modo conocer las causas de los resultados obtenidos.
Gracias por tu aportación Isaac, saludos! Saving Changes...
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Apr 26, 2026 5:26 PM
Replying to BIRIDIANA CONTRERAS
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Hi Francisco, great question!
For me, I would start with small changes in my daily routine. First, I’d make my tasks more measurable by setting clear daily goals. Then, I’d make my progress more visible by tracking what I complete during the day. Finally, I’d review my results at the end of the day to see what worked well and what I can improve.
I think starting with small, consistent actions would help me gradually apply the MORE. approach practically.
Thanks for your comments Biridiana! Francisco. Saving Changes...
Great question Francisco. From my experience managing both technical and operational projects, I’d probably start by making work more measurable and observable first. A lot of project issues repeat because teams rely too much on assumptions or verbal updates instead of visible tracking and real data. Even simple dashboards, structured daily reporting, or clearer ownership can quickly expose bottlenecks before they grow.
I’d also focus on creating a habit of short evaluation loops - regularly reviewing what is actually working versus what only looked good in planning. In fast-moving environments, especially with field operations and technical teams, that continuous review process usually improves reliability more than trying to perfect everything upfront.
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1 reply by Francisco Herrera
May 26, 2026 12:36 PM
Francisco Herrera
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Bruce Buryo the core idea of your approach is that visibility and adaptability are far more effective at preventing project failures than trying to perfect everything upfront.
Data over Assumptions: Using clear ownership, metrics, and simple dashboards to make bottlenecks visible immediately, rather than relying on verbal updates.
Continuous Evaluation: Implementing short review loops to quickly adjust the plan based on what is actually happening in reality.
Essentially, you are prioritizing real-time tracking and agility to build true project reliability!
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