Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 2, Issue 25;   June 19, 2002: Seeing Through the Fog
"

Seeing Through the Fog

by

When projects founder, we're often shocked — we thought everything was moving along smoothly. Sometimes, with the benefit of hindsight, we can see that we had — or could have had — enough information to determine that trouble was ahead. Somehow it was obscured by fog. How can we get better at seeing through the fog?

Mort now understood why Ginny had wanted to meet off-site. "I'm worried," she was saying, "Dave always seems to be overloaded. Even back in March, when things were going smoothly on both our projects. So I thought I'd check with you."

"Hmm. I've been getting the same story," Mort replied. "He keeps saying that work on other projects is making him miss his dates."

Mountain fogMort and Ginny then talked with Sid, the lead on Dave's third project team. Sid told them that he'd heard the same thing from Dave, too. Once all three of them — Mort, Ginny, and Sid — pooled their information, they knew they needed help from HR. That way they could possibly save all three projects, and the career of a bright but troubled employee.

By working together, and being open with each other, Mort, Ginny, and Sid combined what they knew. The information each one had wasn't enough in itself to tell any one of them what to do, but combined, they were able to choose an effective management intervention. By fusing together all they knew, they could see the real problem through the fog.

To see through the fog that hides the rocks, you sometimes need information from outside your project. Here are a few tips for seeing through the fog.

To see through the
fog, you sometimes need
information from
outside it
Share what you know with other project managers
Compare issues lists from several projects, looking for patterns and commonalities. Compare schedules to look ahead for contention for people or resources. Talk to other customers of suppliers or subcontractors, both within your organization and outside it if you can.
Learn from history
If you suspect a problem might be looming, interview past project managers who've worked with the people or subcontractor that might be at issue.
Use cluster analysis
Search defect reports and schedule slips to find clusters of problems. When you find a cluster around a single component, consider restarting that component from scratch, possibly with a different team. Look carefully at other components that were built the same way, possibly on other projects.
Be uniformly skeptical
Components that were built by people who are well regarded sometimes escape early rigorous testing because of favorable bias. Examine all test plans for bias and make sure that all components are treated equally skeptically.

Projects are usually in one of four states: not yet begun, finished, in crisis, and about to be in crisis. The only transition that happens unexpectedly is from about-to-be-in-crisis to crisis. By learning to see through the fog, you can make that transition a little more gracefully, and a lot less often. Go to top Top  Next issue: Think in Living Color  Next Issue

Rick BrennerThe article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More

Your comments are welcome

Would you like to see your comments posted here? rbrenAFAbsYMosFXIOUmjner@ChacagOjXFZtqvZJTUpuoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Project Management:

Moving the goal postsAre You Changing Tactics or Moving the Goal Posts?
When we make a mid-course correction in a project, we're usually responding to a newly uncovered difficulty that requires a change in tactics. Sometimes, we can't resist the temptation to change the goals of the project at the same time. And that can be a big mistake.
A traffic sign warning of trouble aheadNine Positive Indicators of Negative Progress
Project status reports rarely acknowledge negative progress until after it becomes undeniable. But projects do sometimes move backwards, outside of our awareness. What are the warning signs that negative progress might be underway?
Harry Stonecipher, former CEO of The Boeing CompanyPersonnel-Sensitive Risks: II
Personnel-sensitive risks are risks that are difficult to discuss openly. Open discussion could infringe on someone's privacy, or lead to hurt feelings, or to toxic politics or toxic conflict. If we can't discuss them openly, how can we deal with them?
A view from the false summit of the Manitou incline in ColoradoFalse Summits: I
Mountaineers often experience "false summits," when just as they thought they were nearing the summit, it turns out that there is much more climbing to do. So it is in project work.
North Fork Fire in Yellowstone, 1988The Risks of Too Many Projects: II
Although taking on too many projects risks defocusing the organization, the problems just begin there. Here are three more ways over-commitment causes organizations to waste resources or lose opportunities.

See also Project Management for more related articles.

Forthcoming issues of Point Lookout

Cargo containers at a port of entryComing May 31: Unresponsive Suppliers: III
When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
A blue peacock of IndiaAnd on June 7: The Knowledge One-Upmanship Game
The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenXmJXhNPuZmsDjnetner@ChacvgxqnThMRhmVgpqLoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Creating High Performance Virtual Teams
Many Creating High Performance Virtual Teamspeople experience virtual teams as awkward, slow, and sometimes frustrating. Even when most team members hail from the same nation or culture, and even when they all speak the same language, geographic dispersion or the presence of employees from multiple enterprises is often enough to exclude all possibility of high performance. The problem is that we lead, manage, and support virtual teams in ways that are too much like the way we lead, manage, and support co-located teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance. Read more about this program. Here's an upcoming date for this program:

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read more about this program. Here's an upcoming date for this program:

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
21st Century Business TravelAre your business trips long chains of stressful misadventures? Have you ever wondered if there's a better way to get from here to there relaxed and refreshed? First class travel is one alternative, but you can do almost as well (without the high costs) if you know the tricks of the masters of 21st-century e-enabled business travel…
101 Tips for Managing ConflictFed up with tense, explosive meetings? Are you the target of a bully? Learn how to make peace with conflict.
Reader Comments About My Newsletter
A sampling:
  • Your stuff is brilliant! Thank you!
  • You and Scott Adams both secretly work here, right?
  • I really enjoy my weekly newsletters. I appreciate the quick read.
  • A sort of Dr. Phil for Management!
  • …extremely accurate, inspiring and applicable to day-to-day … invaluable.
  • More
52 Tips for Leaders of Project-Oriented OrganizationsAre your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around.
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.
Comprehensive collection of all e-books and e-bookletsSave a bundle and even more important save time! Order the Combo Package and download all ebooks and tips books at once.