Martin dejectedly handed the message to Jeri, who read it out loud: "You've been volunteered for Amethyst. You'll be working with Weldon and the architecture team." Amethyst was by now the tail wagging the organizational dog, and everyone understood that when it came to Amethyst, "volunteered" meant "indentured."
"Probably the best place to be, if you have to be on Amethyst," Jeri said, trying to console Martin.
"Yeah, right," said Martin, "like the southern Yukon in February."
Amethyst was a "Monster" project — one that gradually claims more and more organizational resources. Monster projects are one type of toxic project. Even when they're "on track," they harm the organization by consuming resources that are much better used elsewhere.
Here are some other kinds of toxic projects.
- The Pet
- The pet project is funded because its champion not only has the urge to play around with a favorite idea, but also the political clout to gather the resources for the needed toys. What's the cost of not using these resources productively?
- The Turnover
- Toxic projects
harm their organizations
even when — especially when —
- Some projects are so frustrating and deadly to the morale of the project team that they cause skilled and productive team members to leave the organization. What's the cost of turnover?
- The Trap Door
- This is a project that commits the organization to a path that severely limits its future strategic options. What's the cost of lost flexibility?
- People adrift at sea, dying of thirst and desperate, sometimes drink seawater. Organizations do something analogous — they fund projects that seem useful, but which actually threaten the organization. What's the cost of treatment once you realize you've been drinking seawater?
Why don't organizations just cancel toxic projects? Often people don't realize that the projects are toxic, because the accounting system masks their impact.
When we compute project costs, we sometimes understate certain organizational costs. For instance, a Turnover project creates organizational costs that aren't actually charged to the project, such as increased recruiting costs, delays in other projects, and depressed morale. If these costs are recognized at all, they appear as overhead, and they're distributed across all organizational activity using a "flat tax" system that allocates them to all projects in proportion to labor hours, management time, square feet or dollars spent.
But projects differ, and these costs vary by project. A toxic project creates more than its share of these costs, but the organization never realizes it.
What can we do? Decision-makers can assess project toxicity by making a serious attempt to apportion organizational costs fairly. Computing these costs can be difficult, because it feels subjective, but almost any honest effort would be fairer than the flat tax system. Denying the reality of these costs doesn't eliminate them — they're real, they cannot be known exactly, and we must deal with them. Top Next Issue
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More articles on Project Management:
- Are 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.
- Team Thrills
- Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience
is rare. How can we make it happen more often?
- Films Not About Project Teams: II
- Here's Part II of a list of films and videos about project teams that weren't necessarily meant to be
about project teams. Most are available to borrow from the public library, and all are great fun.
- False Summits: II
- When climbers encounter "false summits," hope of an early end to the climb comes to an end.
The psychological effects can threaten the morale and even the safety of the climbing party. So it is
in project work.
- Ten Approaches to Managing Project Risks: III
- Project risk management strategies are numerous, but these ten strategies are among the most common.
Here are the last three of the ten strategies in this little catalog.
See also Project Management for more related articles.
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here are some upcoming dates for this program:
- 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.
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