Sometimes projects get stuck. They stratify; they stall. We cancel them if we can, but often we press on, hoping for the best. Since we can't always tell which project elements led to the problems, we often try to preserve the very elements that caused the stalls, and eventually the project ends in disappointment or even outright failure. Usually, we get something like what we wanted, but the experience is unsatisfying.
A third choice, between pressing on with a project and canceling it, is restarting. Restarting means halting, assessing what we have, reorganizing, reassigning, repartitioning responsibility, replanning, re-envisioning. It's energizing, and it can be painful.
When you restart, put everything on the table. Introduce new leadership, new team structures, new plans - even a new vision. Restarting a project creates turbulence. And that's exactly why it works. To learn why, let's take a trip to the North Atlantic.
Iceland lies in the path of the Gulf Stream. As branches of the Gulf Stream sweep past, they spin off huge eddies that warm the island. Meanwhile, the Greenland Current, as cold as the Gulf Stream is warm, creates its own eddies as it sweeps down from the North. Where the two systems collide, they create broad vortices that bring nutrients up from the ocean bottom. These nutrients support a rich marine ecology that has made the people of Iceland wealthy.
In Nature, living systems thrive on turbulence. Turbulence disrupts stratification, increasing the exchange of material between ecological subsystems. Restarting a project
And that's exactly
why it works.By providing resources to every element of an ecological system, turbulence keeps that system vital.
Restarting a project creates turbulence. Restarting is the project's Greenland Current meeting the project's Gulf Stream. A project is a candidate for a restart if:
- It has a history of repeated schedule slips or budget overruns.
- Its failure or cancellation would be a threat to the enterprise.
- There is no clear consensus about a path to success.
Three keys to successful restarts:
- Train before you try
- Learning about restarting while you're restarting is like having a driving lesson on the freeway at 5 PM on a Friday afternoon. Restart projects with care - it can be dangerous.
- Avoid blaming
- Some people who are displaced might think of themselves as being held responsible for the problem. Typically, they aren't responsible. Unblocking sometimes requires new faces to achieve turbulence. Communicate clearly that a systemic problem, not a personal one, caused the blockage.
- Get help
- If your organization has never restarted projects before, get some help for the first one or two. There's a lot to learn.
Just as the Gulf Stream and the Greenland Current stir up nutrients to support the Icelandic marine ecology, restarting a project can support the ecology of ideas that re-invigorates the project and puts it back on the path to success. Top Next Issue
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More articles on Project Management:
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- Some of what we "know" about managing projects just isn't so. Identifying the fallacies of
project management reduces risk and enhances your ability to complete projects successfully.
- Remote Facilitation in Synchronous Contexts: III
- Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or
video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part
III of a little catalog of suggestions for remote facilitators.
- More Limitations of the Eisenhower Matrix
- The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order.
It helps us by removing perceptual distortion about what matters most. But it can't help as much with
some kinds of perceptual distortion.
- The 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.
- The Ultimate Attribution Error at Work
- When we attribute the behavior of members of groups to some cause, either personal or situational, we
tend to make systematic errors. Those errors can be expensive and avoidable.
See also Project Management for more related articles.
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