Since companies sometimes tackle projects that they have no hope of completing successfully, your project might be completely wrong for your company. How can you tell whether your project is a fit for your company?
Canada Geese like to land on water, though sometimes they will land on ice, snow, or grass, if necessary. They never even try to land on twigs, as sparrows do. They're too big for that, and webbed feet aren't much good for gripping twigs. Canada Geese do some things well, and others less well. Somehow they know what works for them and what doesn't. They stick with what they do well. For goose or gander, a twig landing might be the last dumb move it makes.
Unlike geese, companies sometimes tackle projects that they have no hope of completing successfully. So there's always a chance that your project is wrong for your company. How can you tell if your company is a goose trying to land on a twig? Here are five factors that can keep a project from being the last dumb move your company makes.
- Organizational experience
- Flocks of geese know their territory pretty well. They know from experience where to find food and shelter. Make sure that your project is like something your company has done before. If it's a radical departure, keep it small.
- Staff experience
- Goslings spend their first summer of life learning from their elders how to be geese. They train hard until they know what they need to survive. Use your experienced people as mentors. Have them show the others, and use every project as an opportunity to transfer skills and to practice. If you don't have enough experienced people, hire more.
- Failure shouldn't threaten the enterprise
- If a goose did try to land on a twig, it couldn't hold on. It would fall, and it might break a wing or leg. Geese don't try to land on twigs. If you don't successfully complete your project, failure shouldn't threaten the existence of the enterprise. A bet-the-ranch proposition is a bad bet.
- When it's time to migrate, migrate
- Geese stay in a place as long as it meets their needs. When it gets too cold or too hard to find food, they move on. Even though a project is compatible with what your company has done before, it can still be a mistake if the marketplace has moved on and left the company behind.
- Stretch projects should be compatible
- Unlike geese,companies
sometimes tackle projects
that they have no hope
of completing successfully
- Geese are large, in part, because they eat leaves and grass and have to process lots of food. If a goose wanted to land on twigs, it would have to be small, which would require a change of diet and lots of evolution. "Stretch" projects can help adapt a company to changing markets. But choose stretch projects wisely. A project that's inherently incompatible with what the company already does well isn't a "stretch" project — it's a "break" project.
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For more about Canada Geese, visit the Web site of the US Fish and Wildlife Service Horicon National Wildlife Refuge or the Stillwater National Wildlife Refuge Complex.
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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.
- Managing Risk Revision
- Prudent risk management begins by accepting the possibility that unpleasant events might actually happen.
But when organizations try to achieve goals that are a bit out of reach, they're often tempted to stretch
resources by revising or denying risks. Here's a tactic for managing risk revision.
- Projects as Proxy Targets: II
- Most projects have both supporters and detractors. When a project has been approved and execution begins,
some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.
- 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.
- 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.
See also Project Management for more related articles.
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- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
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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:
- 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.
- 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.
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- 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.
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