Mort now understood why Ginny had wanted to meet off-site. "I'm worried," she was saying, "Dave always seems to be overloaded. Even back in March, when things were going smoothly on both our projects. So I thought I'd check with you."
"Hmm. I've been getting the same story," Mort replied. "He keeps saying that work on other projects is making him miss his dates."
Mort and Ginny then talked with Sid, the lead on Dave's third project team. Sid told them that he'd heard the same thing from Dave, too. Once all three of them — Mort, Ginny, and Sid — pooled their information, they knew they needed help from HR. That way they could possibly save all three projects, and the career of a bright but troubled employee.
By working together, and being open with each other, Mort, Ginny, and Sid combined what they knew. The information each one had wasn't enough in itself to tell any one of them what to do, but combined, they were able to choose an effective management intervention. By fusing together all they knew, they could see the real problem through the fog.
To see through the fog that hides the rocks, you sometimes need information from outside your project. Here are a few tips for seeing through the fog.To see through the
fog, you sometimes need
- Share what you know with other project managers
- Compare issues lists from several projects, looking for patterns and commonalities. Compare schedules to look ahead for contention for people or resources. Talk to other customers of suppliers or subcontractors, both within your organization and outside it if you can.
- Learn from history
- If you suspect a problem might be looming, interview past project managers who've worked with the people or subcontractor that might be at issue.
- Use cluster analysis
- Search defect reports and schedule slips to find clusters of problems. When you find a cluster around a single component, consider restarting that component from scratch, possibly with a different team. Look carefully at other components that were built the same way, possibly on other projects.
- Be uniformly skeptical
- Components that were built by people who are well regarded sometimes escape early rigorous testing because of favorable bias. Examine all test plans for bias and make sure that all components are treated equally skeptically.
Projects are usually in one of four states: not yet begun, finished, in crisis, and about to be in crisis. The only transition that happens unexpectedly is from about-to-be-in-crisis to crisis. By learning to see through the fog, you can make that transition a little more gracefully, and a lot less often. Top Next Issue
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More articles on Project Management:
- Scheduling as Risk Management
- When we schedule a complex project, we balance logical order, resource constraints, and even politics.
Here are some techniques for using scheduling to manage risk and reduce costs.
- Why Scope Expands: I
- Scope creep is depressingly familiar. Its anti-partner, spontaneous and stealthy scope contraction,
has no accepted name, and is rarely seen. Why?
- On the Risk of Undetected Issues: I
- In complex projects, things might have gone wrong long before we notice them. Noticing them as early
as possible — and addressing them — is almost always advantageous. How can we reduce the
incidence of undetected issues?
- The Risks of Too Many Projects: I
- Some organizations try to run too many development projects at once. Whether developing new offerings,
or working to improve the organization itself, taking on too many projects can defocus the organization
and depress performance.
- Risk Creep: II
- When risk events occur, and they're of a kind we never considered before, it's possible that we've somehow
invited those risks without realizing we have. This is one way for risk to creep into our efforts. Here's
Part II of an exploration of risk creep.
See also Project Management for more related articles.
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- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
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