Martin dejectedly handed the message to Jeri, who read it out loud: "You've been volunteered for Amethyst. You'll be working with Weldon and the architecture team." Amethyst was by now the tail wagging the organizational dog, and everyone understood that when it came to Amethyst, "volunteered" meant "indentured."
"Probably the best place to be, if you have to be on Amethyst," Jeri said, trying to console Martin.
"Yeah, right," said Martin, "like the southern Yukon in February."
Amethyst was a "Monster" project — one that gradually claims more and more organizational resources. Monster projects are one type of toxic project. Even when they're "on track," they harm the organization by consuming resources that are much better used elsewhere.
Here are some other kinds of toxic projects.
- The Pet
- The pet project is funded because its champion not only has the urge to play around with a favorite idea, but also the political clout to gather the resources for the needed toys. What's the cost of not using these resources productively?
- The Turnover
- Toxic projects
harm their organizations
even when — especially when —
- Some projects are so frustrating and deadly to the morale of the project team that they cause skilled and productive team members to leave the organization. What's the cost of turnover?
- The Trap Door
- This is a project that commits the organization to a path that severely limits its future strategic options. What's the cost of lost flexibility?
- People adrift at sea, dying of thirst and desperate, sometimes drink seawater. Organizations do something analogous — they fund projects that seem useful, but which actually threaten the organization. What's the cost of treatment once you realize you've been drinking seawater?
Why don't organizations just cancel toxic projects? Often people don't realize that the projects are toxic, because the accounting system masks their impact.
When we compute project costs, we sometimes understate certain organizational costs. For instance, a Turnover project creates organizational costs that aren't actually charged to the project, such as increased recruiting costs, delays in other projects, and depressed morale. If these costs are recognized at all, they appear as overhead, and they're distributed across all organizational activity using a "flat tax" system that allocates them to all projects in proportion to labor hours, management time, square feet or dollars spent.
But projects differ, and these costs vary by project. A toxic project creates more than its share of these costs, but the organization never realizes it.
What can we do? Decision makers can assess project toxicity by making a serious attempt to apportion organizational costs fairly. Computing these costs can be difficult, because it feels subjective, but almost any honest effort would be fairer than the flat tax system. Denying the reality of these costs doesn't eliminate them — they're real, they cannot be known exactly, and we must deal with them. Top Next Issue
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More articles on Project Management:
- Start a Project Nursery
- In a Project Nursery, professionals from across the entire organization collaborate to conceive of new
projects. When all organizational elements help decide which projects to investigate, the menu they
develop best suits organizational needs and capabilities.
- The Weaver's Pathway
- When projects near completion, we sometimes have difficulty letting go. We want what we've made to be
perfect, sometimes beyond the real needs of customers. Comfort with imperfection can help us meet budget
and schedule targets.
- 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.
- 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?
See also Project Management for more related articles.
Forthcoming issues of Point Lookout
- Coming February 8: Kerfuffles That Seem Like Something More
- Much of what we regard as political conflict is a series of squabbles commonly called kerfuffles. They captivate us while they're underway, but after a month or two they're forgotten. Why do they happen? Why do they persist? Available here and by RSS on February 8.
- And on February 15: Four Razors for Organizational Behavior
- Deviant organizational behavior can harm the people and the organization. In choosing responses, we consider what drives the perpetrators. Considering Malice, Incompetence, Ignorance, and Greed, we can devise four guidelines for making these choices. Available here and by RSS on February 15.
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