Do you know how many projects are underway in your organization? Make sure you include those that are still in gestation. If you make a list, you'll likely be surprised at how many there are.
You'll be even more surprised at how many of the early-stage projects — those in gestation — are "off the books" and therefore out of control. Many of these are simply impractical. They aren't bad ideas, necessarily, but they're out of reach of the organization or its customers.
Every project began when someone — or maybe a few people — thought of an idea, talked about it with others for a while, and convinced the organization to back it. While technical organizations, such as IT or Product Development, can usually generate a vast array of ideas for projects, those ideas have a predominantly technical slant. Some ideas are beyond the organization's capacity to exploit. At the same time, other simpler ideas that could truly transform the organization and its markets are overlooked.
A Project Nursery fosters collaborations of professionals from across the organization — technologists, marketers, customer service experts, account executives, senior managers, infrastructure specialists, and administrators. When all organizational elements help decide which projects to investigate, the menu they develop better suits organizational needs and capabilities.
The Project Nursery works, in part, because it provides ready access to three bodies of knowledge.Every project began
when someone thought of
an idea and convinced
to back it
- Market trends
- What customer need will the project satisfy? Will customers care? Will customers understand the offering, or will they need educating? Example: if we eliminate paper forms internally, and move to electronic signatures for internal requisitions, how can we ensure that people will stop printing copies for their files?
- Infrastructure trends
- What elements of the delivery, usage, or production context are needed for project success? Will they be present? At what cost? Does the customer have all the skills and facilities needed to make use of the output of the project? If not, what do they require? Example: We can put streaming video on our Web site, but do our customers have fast Internet connections?
- Organizational trends and capabilities
- Is the project in alignment with organizational intentions? If other ideas are competing for organizational resources, can we forge alliances somehow? Are the needed organizational capabilities available? If not, can we acquire them somehow? Example: Before we consider enhancing the Marigold product line with Internet options, are we certain that Customer Support has enough Internet capacity to support the enhancements?
Since all affected constituencies participate in the activities of the Project Nursery, the projects proposed are more likely to take into account the needs of those constituencies. And a project that has received good care in a well-staffed Project Nursery is less likely to later end up in the Project Emergency Room. 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? rbrennhFOtdoYSeORFHZzner@ChacUJrbHOLUOKYBwwryoCanyon.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 Project Management:
- See No Evil
- When teams share information among themselves, they have their best opportunity to reach peak performance.
And when some information is withheld within an elite group, the team faces unique risks.
- My Right Foot
- There's nothing like an injury or illness to teach you some life lessons. Here are some things I learned
recently when I temporarily lost some of my independence.
- Personnel-Sensitive Risks: I
- Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can
harm the enterprise or its people. Since most risk management plans are available to a broad internal
audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
- How to Get Out of Firefighting Mode: II
- We know we're in firefighting mode when a new urgent problem disrupts our work on another urgent problem,
and the new problem makes it impossible to use the solution we thought we had for some third problem
we were also working on. Here's Part II of a set of suggestions for getting out of firefighting mode.
- Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite
our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep?
See also Project Management for more related articles.
Forthcoming issues of Point Lookout
- Coming December 19: Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.
- And on December 26: Embarrassment, Shame, and Guilt at Work: Coping
- Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense of balance that's the foundation of clear thinking. And thinking clearly at work is important if you want to avoid feeling embarrassment, shame, or guilt. Available here and by RSS on December 26.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenVdDIjKISyueZWBNCner@ChacHZGjpwwlQBJjrJsVoCanyon.com or (650) 787-6475, 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
- 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.
- 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.