After 20 minutes of struggling with the arcane language of the auditor's memo, Patricia was finally beginning to understand what she needed to know. She asked Geoff, "And how many projects have people who've been on site over 180 days?"
"Hard to say," he replied. "I'd guess that most do, but only the project managers know for sure."
"OK, can you have a summary by tomorrow at Two? We have to know our exposure."
"I doubt it," said Geoff. "We'd have to find out who the project managers are first. The regional offices keep that sort of information — there's no central repository."
"Well, OK, do what you can for tomorrow," said Patricia. "But meanwhile, I can't believe that we don't know who the project managers are. Can't the regions just send us the basics on every project?"
Geoff and Patricia are about to enter a world that seems strange to non-specialists — the world of electronic Database Management. In that world, our paper-based intuition misleads us. Although it's counter to our intuition, it would be a mistake for Patricia to take a "snapshot" — to collect the project manager data and keep it around until she needs it. By then, it will be out of date.
Organizations are in
They don't pause
for snapshots.Although photographic snapshots do capture all the elements of a scene simultaneously (or nearly so), we can't collect management data that way. If the organization is large enough or scattered enough, no team of practical size can gather simultaneous data from across the organization. The phone tag alone prevents it. But even if it were possible, the data is volatile. People are reassigned, projects begin or end, and phone numbers change. As soon as the data is collected, it's out of date in unknown ways. Snapshots don't work because the subject can't sit still.
Centralized databases work, but since data owners typically don't have write access, the data must still be collected. The price of central databases is agility and flexibility.
Often, a better solution is to leave the data in the hands of its "owners," and compile summaries on demand using automation. Most large organizations are networked, so it's possible to give the owners of the data the responsibility for maintaining up-to-date local versions in standard form on their own file servers. Then, using the organizational Intranet, anyone can use automated network software to poll the local data stores, compiling an organizational summary whenever they need one.
We don't think of doing things this way because our mental models of how we work haven't caught up to our networked reality. We imagine looking up what we need in a continuously updated central data store, analogous to a Rolodex or paper ledger. But in the networked organization, where data is constantly changing, we gain an advantage if we automatically compile data just in time — on demand. Top Next Issue
The 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 welcomeWould you like to see your comments posted here? rbrenkQqocBFNEtKrrhQuner@ChacnpwjMaPPWPfpOmTOoCanyon.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.
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.
More articles on Personal, Team, and Organizational Effectiveness:
- High Falutin' Goofy Talk
- Business speech and business writing are sometimes little more than high falutin' goofy talk, filled
with pretentious, overused images and puff phrases of unknown meaning. Here are some phrases that are
so common that we barely notice them.
- Virtual Communications: II
- Participating in or managing a virtual team presents special communications challenges. Here's Part
II of some guidelines for communicating with members of virtual teams.
- Trying to Do It Right the First Time Isn't Always Best
- You've probably heard the slogan, "Do it right the first time." It makes sense for some kinds
of work, but not for all. For more and more of the work done in modern organizations, doing it right
the first time — or even trying to — might be the wrong way to go.
- Why Do Business Fads Form?
- The rise of a business fad is due to the actions of both its advocates and adopters. Understanding the
interplay between them is essential for successful resistance.
- Communication Refactoring in Organizations
- Inadequate communication between units of large organizations is one factor that maintains the dysfunction
of "silo" structures in large organizations, limiting their ability to act coherently. Communication
refactoring can help large organizations to see themselves as wholes.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming 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.
- And 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.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenrVDrKpkPauUtLAYVner@ChacWgPntnTcGpggpfmFoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- Creating High Performance Virtual Teams
- Many people 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:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 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:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- 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.