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?
Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
hello Francisco, I’d start by making things more visible in the day to day. Not everything needs a metric, but it should be clear what progress looks like. Also, being more intentional about checking outcomes, not just activities. It’s easy to stay busy without really knowing if it’s moving things forward.
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2 replies by Francisco Herrera and Kathryn Cain
Apr 20, 2026 1:23 PM
Francisco Herrera
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Thanks for that perspective iLissette! Your point about being intentional about outcomes rather than just activities really resonates with me.
In fact, my boss recently asked us to start reporting weekly achievements and their impact. Now I understand it is directly linked to what you mentioned. It’s not about 'staying busy'; it's about proving that our progress is moving the project forward.
Focusing on the impact of our work helps make the value visible in the day-to-day, just as you suggested. Thanks for helping me see the connection!
I would start by making work outcomes more visible and measurable in daily tasks. Then I would shift focus from activity updates to observable progress during standups and reviews. Finally I would build reliability by setting small consistent delivery checkpoints. This helps teams move from effort tracking to real value tracking and clearer decision making.
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1 reply by Francisco Herrera
Apr 21, 2026 12:09 PM
Francisco Herrera
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Thanks Pavan for your approach from shifting from activity updates to observable progress
I also think that setting small, consistent delivery checkpoints is the best way to build reliability and stop tracking just 'effort.' This will definitely lead to better value tracking and faster decision-making for our team. I'll put this into practice ASAP! Francisco
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Great question. The real challenge with M.O.R.E. is not understanding the four elements, it is embedding them into daily behavior when pressure is high.
If I had to start immediately, I would focus on three changes.
First, I would take explicit ownership of outcomes, not just delivery. Every key decision would be framed in terms of value relative to effort and investment, making clear what we are trying to achieve, what we are trading off, and what success will actually mean for stakeholders. This is where ownership of success becomes real.
Second, I would actively manage stakeholder perception of value. Most teams report progress, but stakeholders experience impact. I would shift conversations toward what has changed, what value is being created or at risk, and how that aligns with expectations. Without this, even well-executed projects can be perceived as underperforming.
Third, I would build a routine of continuous reassessment. Plans would not be followed blindly, they would be challenged regularly against changing conditions, assumptions and emerging information. The goal is not stability of the plan, but relevance of the outcome.
Across all three, I would deliberately expand the perspective beyond the project itself, connecting decisions to broader business objectives and longer-term impact. This is often where the real value is either created or lost.
In practice, the difficulty is not adopting these ideas, it is protecting them when urgency pushes teams back toward speed, activity and local optimization.
That is why implementing M.O.R.E. is less about adding practices and more about redesigning how we think, decide and engage, so that value, perception, ownership and adaptability are built into the system, not left to individual effort.
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1 reply by Francisco Herrera
Apr 23, 2026 2:05 PM
Francisco Herrera
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Luis Branco yes shifting to the M.O.R.E. approach is definitely a change of mindset rather than just adding new practices.
I completle agree with your point about taking ownership of outcomes. It changes the conversation with stakeholders from 'what we did' to 'what value we created.' As you mentioned, stakeholders experience impact, so managing their perception is key to project success. It is challenging to protect these ideas when things get urgent, but redesigning how we think and decide is the only way to ensure long-term impact. Francisco.
Saving Changes...
Laurel SimManaging Partner and President| Taleo Project ServicesCalgary, Alberta, Canada
Tracking is important and then be prepared to pivot on the knowledge you have obtained. This is a key success area for M.O.R.E in my opinion.
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1 reply by Francisco Herrera
Apr 24, 2026 12:57 PM
Francisco Herrera
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Great point Laurel! I agree that the ability to pivot based on data is what makes the M.O.R.E. approach so powerful.
Regarding the first step, what specific tools or methods do you use for tracking? I am curious if you prefer automated dashboards or more manual, qualitative reports to get the insights you need to pivot Francisco
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Apr 17, 2026 11:23 AM
Replying to Lissette Indhira Pimentel Sosa
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hello Francisco, I’d start by making things more visible in the day to day. Not everything needs a metric, but it should be clear what progress looks like. Also, being more intentional about checking outcomes, not just activities. It’s easy to stay busy without really knowing if it’s moving things forward.
Thanks for that perspective iLissette! Your point about being intentional about outcomes rather than just activities really resonates with me.
In fact, my boss recently asked us to start reporting weekly achievements and their impact. Now I understand it is directly linked to what you mentioned. It’s not about 'staying busy'; it's about proving that our progress is moving the project forward.
Focusing on the impact of our work helps make the value visible in the day-to-day, just as you suggested. Thanks for helping me see the connection! Saving Changes...
Si aplico el MORE en el ámbito donde me desarrollo profesionalmente en el área de sistemas y TI, la rutina dejaría de pasar de apagar fuegos a centrarse en ingeniería de precisión.
1 De Tickets abiertos a métricas medibles y observables. Sustituir la revisión de tareas pendientes por la frecuencia de despliegue Cada cambio debe de ser observable mediante logs centralizados y dashboard de telemetría en tiempo real
2 Accionamiento de infraestructura as Code por pruebas. Eliminar intervenciones manuales Aplicar test unitarios a cada proceso.
3 El post-mortem sistemático y automatizado. Cambiaria las reuniones semanales de entrega de status por una revisión de presupuestos de error. Si los sistemas tubo o tiene un uptime del 99.9% se evalúa el presupuesto de error que nos queda
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1 reply by Francisco Herrera
Apr 22, 2026 12:11 PM
Francisco Herrera
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Gracias por tu aportación Gerardo muy puntuales los ejemplos! Francisco.
hello Francisco, I’d start by making things more visible in the day to day. Not everything needs a metric, but it should be clear what progress looks like. Also, being more intentional about checking outcomes, not just activities. It’s easy to stay busy without really knowing if it’s moving things forward.
I would start by evaluating which aspects of M.O.R.E. are most needed based on where current work is breaking down, i.e. conduct a gap analysis to identify where outcomes are unclear, progress isn't visible, results are inconsistent, or effectiveness isn't being assessed. From there, I would narrow the list down to areas I am in a position to influence directly and implement small, repeatable changes.
I would expect to find multiple gaps, but would not attempt to boil the ocean. They would fit seamlessly with my guided continuous improvement efforts and fold into the prioritized backlog.
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1 reply by Francisco Herrera
Apr 27, 2026 12:14 PM
Francisco Herrera
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Aaron PortertThat is a very practical strategy. Focusing first on one key gap makes the M.O.R.E. approach easier to apply and more effective. It also helps create small improvements that are realistic, repeatable, and easier to sustain over time. Prioritizing one gap before expanding is a smart way to build progress without trying to change everything at once. Francisco
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Apr 18, 2026 2:05 AM
Replying to Pavan Maddi
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I would start by making work outcomes more visible and measurable in daily tasks. Then I would shift focus from activity updates to observable progress during standups and reviews. Finally I would build reliability by setting small consistent delivery checkpoints. This helps teams move from effort tracking to real value tracking and clearer decision making.
Thanks Pavan for your approach from shifting from activity updates to observable progress
I also think that setting small, consistent delivery checkpoints is the best way to build reliability and stop tracking just 'effort.' This will definitely lead to better value tracking and faster decision-making for our team. I'll put this into practice ASAP! Francisco Saving Changes...
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.
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1 reply by Francisco Herrera
Apr 28, 2026 1:34 PM
Francisco Herrera
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Excelente gracias por tu aportación Aline, Saludos!
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