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:
- Shining Some Light on "Going Dark"
- If you're a project manager, and a team member "goes dark" — disappears or refuses to
report how things are going — project risks escalate dramatically. Getting current status becomes
a top priority problem. What can you do?
- Remote Facilitation in Synchronous Contexts: II
- Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone
or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II
of a little catalog of those problems, and some suggestions for addressing them.
- Scope Creep and Confirmation Bias
- As we've seen, some cognitive biases can contribute to the incidence of scope creep in projects and
other efforts. Confirmation bias, which causes us to prefer evidence that bolsters our preconceptions,
is one of these.
- Unresponsive Suppliers: II
- When a project depends on external suppliers for some tasks and materials, supplier performance can
affect our ability to meet deadlines. How can communication help us get what we need from unresponsive
- Missing the Obvious: I
- At times, when the unexpected occurs, we recognize with hindsight that the unexpected could have been
expected. How do we miss the obvious? What's happening when we do?
See also Project Management for more related articles.
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- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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- The Race to the South Pole: Lessons in Leadership
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. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
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44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.