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:
- The Cheapest Way to Run a Project Is with Enough Resources
- Cost reduction is so common that nearly every project plan today should include budget and schedule
for several rounds of reductions. Whenever we cut costs, we risk cutting too much, so it pays to ask,
"If we do cut too much, what are the consequences?"
- Dubious Dealings
- Negotiating contracts with outsourcing suppliers can present ethical dilemmas, even when we try to be
as fair as possible. The negotiation itself can present conflicts of interest. What are those conflicts?
- Teamwork Myths: Formation
- Much of the conventional wisdom about teams is in the form of over-generalized rules of thumb, or myths.
In this first part of our survey of teamwork myths, we examine two myths about forming teams.
- Scope Creep, Hot Hands, and the Illusion of Control
- Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable
to prevent it. Two cognitive biases — the "hot hand fallacy" and "the illusion
of control" — might provide explanations.
- 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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- And on August 19: Motivated Reasoning: I
- When we prefer a certain outcome of a decision process, we risk falling into a pattern of motivated reasoning. That can cause us to gather data and construct arguments that lead to the outcome we prefer, often outside our awareness. And it can happen even when the outcome we prefer is known to threaten our safety and security. Available here and by RSS on August 19.
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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.
- Bullet Points: Mastery or Madness?
Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.
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