Glen had heard enough. "So what you're saying is that you need another three weeks to finish the requirements, and work on the specifications would begin three weeks after that, right?"
A little disturbed by Glen's manner, Bernice held her ground. "Right. We can shorten the requirements process, but for every day we cut, we should tack on about a month to the schedule overall."
Glen was exasperated. "Well, I don't believe your 20-to-1 ratio. There must be some way to get started on something while the requirements process finishes."
Glen and Bernice are locked in a common struggle — between "getting started on real work" and "thinking about it some more." How they resolve this can determine whether the project is a success or a money pit — or somewhere in between.
Typical factions in such struggles are "technical folks" advocating thought and planning, and "business folks" advocating "action." When their influence is balanced, the organization makes fairly good decisions. When one dominates, problems arise.
Both can learn from the finger puzzle.Sometimes the way out
of a trap is counterintuitive
A finger puzzle is a braided straw tube about 2-3 inches (5-8 cm) long, and about a half-inch (2 cm) in diameter. You put one finger into each end, and when you pull your fingers apart to remove them, the tube stretches, tightening its grip. Try as you might, you can't break free.
To free yourself, you have to do something counterintuitive — you push your fingers together, shortening the tube, and increasing its diameter. Then, holding the tube with your thumbs, you can easily extract your fingers.
Life is full of Finger Puzzles — situations that call for action that's almost exactly the opposite of what our "common sense" tells us to do.
The Requirements phase of a complex project is like a Finger Puzzle. The business folks want "progress" to start, but ironically, the project will finish sooner if we wait until the requirements are clear. During the requirements phase, the way to speed things up is to wait.
Action is a Finger Puzzle, too. The technical folks want to get the design right before going "public" with customers, but, ironically, we get things right faster when we have customer input. We think more clearly when we take action to get more information.
Even the debate between these two factions — "just do it" vs. "think about it some more" — can be a finger puzzle. While the antagonists contend, they give each other energy to continue the debate. Resisting one's opponent in debate, ironically, extends the debate. We reach agreement faster by exploring each other's positions, rather than asserting our own.
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More articles on Project Management:
- An Agenda for Agendas
- Most of us believe that the foundation of a well-run meeting is a well-formed agenda. What makes a "well-formed"
agenda? How can we write and manage agendas to make meetings successful?
- The True Costs of Cost-Cutting
- The metaphor "trimming the fat" rests on the belief that some parts of the organization are
expendable, and we can remove them with little impact on the remainder. Ah, if only things actually
worked that way...
- Publish an Internal Newsletter
- If you're responsible for an organizational effort with many stakeholders, communicating with them is
important to success. Publishing an internal newsletter is a great way to keep them informed.
- Team Risks
- Working in teams is necessary in most modern collaborations, but teamwork does carry risks. Here are
some risks worth mitigating.
- Missing the Obvious: II
- With hindsight, we sometimes recognize that we could have predicted the very thing that just now surprised
us. Somehow, we missed the obvious. Why does this happen?
Forthcoming issues of Point Lookout
- Coming July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
- And on July 10: Barriers to Accepting Truth: I
- In workplace debates, a widely used strategy involves informing the group of facts or truths of which some participants seem to be unaware. Often, this strategy is ineffective for reasons unrelated to the credibility of the person offering the information. Why does this happen? Available here and by RSS on July 10.
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- 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.