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:
- Projects as Proxy Targets: I
- Some projects have detractors so determined to prevent project success that there's very little they
won't do to create conditions for failure. Here's Part I of a catalog of tactics they use.
- Projects as Proxy Targets: II
- Most projects have both supporters and detractors. When a project has been approved and execution begins,
some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.
- 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.
- Ten Approaches to Managing Project Risks: I
- Risk management usually entails coping with losses if they do occur. Here's Part I of a concise summary
of the options for managing risk.
- Managing Wishful Thinking Risk
- When things go wrong, and we look back at how we got there, we must sometimes admit to wishful thinking.
Here's a framework for managing the risk of wishful thinking.
Forthcoming issues of Point Lookout
- Coming April 24: Big, Complicated Problems
- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
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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.