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
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? rbreniagvEYldmQWVZHlyner@ChacEjFzNZqeMnYacqTvoCanyon.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:
- Nine Project Management Fallacies: II
- Some of what we "know" about managing projects just isn't so. Identifying the fallacies of
project management reduces risk and enhances your ability to complete projects successfully.
- Long-Loop Conversations: Asking Questions
- In virtual or global teams, where remote collaboration is the rule, waiting for the answer to a simple
question can take a day or more. And when the response finally arrives, it's often just another question.
Here are some suggestions for framing questions that are clear enough to get answers quickly.
- Risk Management Risk: II
- Risk Management Risk is the risk that a particular risk management plan is deficient. Here are some
guidelines for reducing risk management risk arising from risk interactions and change.
- Communication Traps for Virtual Teams: II
- Communication can be problematic for any team, especially under pressure. But virtual teams face challenges
that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.
- Managing Non-Content Risks: I
- When project teams and their sponsors manage risk, they usually focus on those risks most closely associated
with the tasks — content risks. Meanwhile, other risks — non-content risks — get less
attention. Among these are risks related to the processes and politics by which the organization gets
See also Project Management for more related articles.
Forthcoming issues of Point Lookout
- Coming July 25: Exploiting Functional Fixedness: II
- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
- And on August 1: Strategies of Verbal Abusers
- Verbal abuse at work has special properties, because it takes place in an environment in which verbal abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers rely on to avoid disciplinary action. Available here and by RSS on August 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenrnfNCZcNdOONCpXXner@ChacqlaTJTicSnUXBdVqoCanyon.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.