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.
Get a finger puzzle. Tack it on your wall. It will remind you to question your common sense. Top Next Issue
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Related articles
More articles on Project Management:
- Films Not About Project Teams: I
- Here's part one of a list of films and videos about project teams that weren't necessarily meant to
be about project teams. Most are available to borrow from the public library, and all are great fun.
- Backtracking in Incremental Problem Solving
- Incremental problem solving is fashionable these days. Whether called evolutionary, incremental, or
iterative, the approach entails unique risks. Managing those risks sometimes requires counterintuitive action.
- Design Errors and Groupthink
- Design errors cause losses, lost opportunities, accidents, and injuries. Not all design errors are one-offs,
because their causes can be fundamental. Here's a first installment of an exploration of some fundamental
causes of design errors.
- On the Risk of Undetected Issues: II
- When things go wrong and remain undetected, trouble looms. We continue our efforts, increasing investment
on a path that possibly leads nowhere. Worse, time — that irreplaceable asset — passes.
How can we improve our ability to detect undetected issues?
- Just-In-Time Hoop-Jumping
- Securing approvals for projects, proposals, or other efforts is often called "jumping through hoops."
Hoop-jumping can be time-consuming and frustrating. Here are some suggestions for jumping through hoops
efficiently.
See also Project Management and Project Management for more related articles.
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- If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.
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