Looking around the room, Trish saw that her presentation was in trouble. Whether it was the slide on risks, or the one on budget, she knew that people were uncomfortable with her projections. The Gang of Six would probably follow Warren's lead, and Warren was unhappy.
Resuming projects is risky,
in part, because we
underestimate the risks
of rebuilding a team"From what I see," he said, "starting from scratch might be better than picking up where we left off. You agree?"
Trish was ready. "The operative word is 'might,'" she began. "Resuming projects isn't our strong suit. Our estimates are soft. So yes, it might be better to start over. And it might not. My estimate is that starting over would cost between 90 and 125% of the cost of resuming. But, then, the result would be cleaner and more current. It's a tough call."
Warren wasn't satisfied. "But how could that be? We've spent — let's see — 8.3? — on this so far! How could it be cheaper to start over? And why can't you answer with a simple 'yes, it will be cheaper' or 'no, it won't'?"
Trish, Warren, and the Gang of Six are struggling with one of the great paradoxes of project management: Resuming a paused project can cost more than starting over. The paradox lies in the conflict between the reality of the paused project and our own mental models of what's involved.
One part of this conflict lies in the special challenge of team formation for a resuming project. For various reasons, team rebuilders usually try to recruit former team members, and that creates special problems. Here are some reasons why:
- Many have difficult memories of the project from the period just before cancellation.
- Many may have "moved on" to success elsewhere in the organization.
- Many are no longer employed within the organization, and even if they're willing to be rehired, rehiring policies often present obstacles.
- Current managers of former team members might not permit them to rejoin the team, or they might attach difficult conditions to their release.
- Selectivity in re-recruiting by team rebuilders can create resentments about the exclusion of some former team members and the inclusion of others.
These factors threaten team morale. Some mitigation tactics are possible:
- Educate the team rebuilders about the difficulties they can expect when they try to reassemble the team, and how to address those difficulties.
- Provide strong, public, and unambiguous support from top management.
- Conduct a retreat for the whole team, facilitated by experts in team re-formation, to deal with the challenges.
When these tactics are available, safe conversations about taboo subjects are possible, and those conversations help overcome any ambivalence about (or opposition to) the resumed project. Without these tactics, you might be resuming not only a project, but a mass of problems, too. 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? rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.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.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
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:
- Team Thrills
- Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience
is rare. How can we make it happen more often?
- Bois Sec!
- When your current approach isn't working, you can scrap whatever you're doing and start again —
if you have enough time and money. There's a less radical solution, and if it works, it's usually both
cheaper and faster.
- Teamwork Myths: Formation
- Much of the conventional wisdom about teams is in the form of over-generalized rules of thumb, or myths.
In this first part of our survey of teamwork myths, we examine two myths about forming teams.
- Personnel-Sensitive Risks: I
- Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can
harm the enterprise or its people. Since most risk management plans are available to a broad internal
audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
- How to Get Out of Firefighting Mode: II
- We know we're in firefighting mode when a new urgent problem disrupts our work on another urgent problem,
and the new problem makes it impossible to use the solution we thought we had for some third problem
we were also working on. Here's Part II of a set of suggestions for getting out of firefighting mode.
See also Project Management for more related articles.
Forthcoming issues of Point Lookout
- Coming December 13: Contrary Indicators of Psychological Safety: I
- To take the risks that learning and practicing new ways require, we all need a sense that trial-and-error approaches are safe. Organizations seeking to improve processes would do well to begin by assessing their level of psychological safety. Available here and by RSS on December 13.
- And on December 20: Contrary Indicators of Psychological Safety: II
- When we begin using new tools or processes, we make mistakes. Practice is the cure, but practice can be scary if the grace period for early mistakes is too short. For teams adopting new methods, psychological safety is a fundamental component of success. Available here and by RSS on December 20.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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 500-1000 words in your inbox in one hour. License any article from this Web site. More info