Getting the Job Done

Get Your Ducks in a Row

Every day, we collaborate closely with our clients to unearth what lies ahead, harnessing the full potential of technology to transform aspirations into tangible business outcomes. We take on challenging projects and turn them into tangible goals, producing results that deliver measurable success.

We’ve spent decades refining a unique hybrid-agile methodology, which serves as the foundation for all our operations throughout the T2Group. Our clients experience tremendous value when they embrace our proven approach, executing large-scale projects effectively, efficiently, and within budget.

Together, we get the job done. Together, we position our clients for their future.

Getting the Job Done – Practical Advice and Real World Anecdotes to Manage Successful P.R.O.J.E.C.T.S. by Kevin Torf

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We leverage our expertise in healthcare tech, known for its mission-critical complexity, to excel in delivering technology solutions across diverse sectors.

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Unleash The Power of Project Management

In our book, Getting the Job Done, we delve into the very foundation that drives effective project management. Shaped by our decades of technology leadership, this mindset is distilled into our P.R.O.J.E.C.T.S. framework — an acronym that guides every project stage.

Letter by letter, we explore the core components of effective project management, offering clear, actionable advice for every phase of your project, from its initial planning stages to the conclusive post-action review. Our practical approach gains depth from insights within case studies and the extensive experience of our founder, Kevin Torf.

Planning

“Planning requires finding the correct balance between doing only the preparation you absolutely need to do versus thinking through every detail. Every situation calls for a different approach. However, when in doubt, get started and adjust.”

Reflection

“Reflecting on what you’ve done well and what you could have done better allows you to put that knowledge into practice. It’s not about finding fault. It should include the behavior of you and your team, the content you are charged with delivering to the client, and even your work environment. Reflection, to be truly successful, must be a consistent, oft-repeated ritual.”

Organization

“A well-organized workplace has structure. It has firm disciplines in place that delineate the role and area of responsibility of each team member as well as the role of the stakeholder. Organization provides a foundation that team members can lean on, and it sets a framework to streamline communication and decision making.”

Juggling

“Juggling too many responsibilities at once is not productive. In addition to being distracting, it can reduce your productivity level and wreak havoc on your time management. That said, there are times when you may have to juggle a variety of tasks related to a project (or several), but it’s wise to be selective about what you take on. It’s best to achieve one task or finish one project at a time whenever possible to minimize juggling.”

Empowerment

“Empowering your team means recognizing that each member has value and can contribute to the project, and this enhances productivity and overall excellence. It also encourages team members to be self-sufficient, so they are not too dependent on others. To empower them, you, as the project manager, must lead with gentle guidance that allows team members to learn from their mistakes and discover how to better interact with one another”

Communication

“Clearly communicating expectations is critical to defining what success looks like. That means outlining the responsibilities of each team member so that everyone understands what they need to do to contribute to the overall success of the project. And to be effective, it requires communicating facts, regardless of particular sensitivities or prevailing politics.”

Teamwork

“Superior teamwork leverages all the team’s skills and the full value that each member has to offer. When that convergence is achieved, the team unites as a single entity, all accountable to one another, failing or succeeding together. And, as a single entity, the team is then accountable to stakeholders or project owners.”

Standards

“Standards establish boundaries and allow for the measurement of project success and employee performance. The more standards you define and put in place, the fewer scenarios will occur that fall entirely outside your projections. And when you do need to make exceptions to agreed-upon standards, you’ll find that some of those exceptions will eventually become standards themselves.”

By mastering the essential building blocks outlined in our book, you can propel your projects to new heights of efficiency and accomplishment. Whether you’re a seasoned professional or a newcomer to project management, this book equips you with the tools to achieve remarkable results and drive transformative success.