To say something is hyper that implies there is an expected baseline which has been significantly exceeded. So if we had a good handle on what normal productivity looks like, then we could maybe draw some conclusions about hyper-productivity.
How about hyper-efficiency?
If we accept that with most knowledge-based process work, you will never exceed 40-50% process efficiency, then hyper-efficient project management might reduce waste by at least 50% resulting in a 75% or higher efficiency rating...
Sometimes hyper-productive becomes counter-productive ;-) Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
being "Hyper" is a demonstration of excessive emotion and the Project Management Team needs to have emotional intelligence .
I would remove the prefix altogether. even as a buzzword it sounds totally wrong.
A Productive meeting is one that yields a meaningful outcome, a counter-productive one, wastes people's times and does not achieve a meaningful outcome. Saving Changes...
There might be some hyper project managers though. Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
People normally hate meetings, but hyper productive meetings can help get things done faster. In my experience with hyper productive meetings we got more done in 2 days than in 2 months. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Over and above OR excessive - both similar, different meaning. Is this based on an article? If so, please link the source. Saving Changes...
I haven't read much about hyper-productivity but there is an article here on projectmanagement.com by Ryan Shriver which talks about "Hyper-Productive Agile"
Hyper active doesn't mean hyper productive or efficient! Saving Changes...
Suleander ZahnCo-organizer & Facilitator| Agile ConnectPorto, Porto, Portugal
As long as I know, "Hyp" (Hyper productive teams) is a group of patterns designed to be used in a SCRUM context. Many of them are adaptations from previous concepts and come from different backgrounds.
To succeed they strongly depend on a supportive scenario, Agile oriented and based on trust & transparency. So unless you have this context in your projects, the simple implementation of the patterns have a high probability of backfiring.
