Turning the car key in the door lock, Marian was relieved that they'd finally agreed to get out for lunch, because she wanted a change of scene for the conversation she and Kevin and James were about to have. The door locks all clicked open, and the three of them hopped in.
"Where to," she said.
Kevin answered from the back seat: "You have to ask?"
Marian looked up at Kevin in the rear-view mirror. "Just trying to give you an opportunity for input," she replied. At the end of the loop road, she turned left towards Mike's, where they always went for lunch when projects were in trouble.
James began immediately. "I wish we'd found out about the Georgetown products before we did the Pyramid modules — we wouldn't be here now. But how could we have known?"
Kevin, of course, had the answer. "They could've told us," he said dryly. Marian and James laughed weakly.
"Yeah, there is that," Marian said. "But they've done this to us before. You'd think we would have learned by now."
Projects are full
of surprises — that's
them projectsIndeed. Projects are full of surprises — that's what makes them projects. Still, we can reduce the incidence of surprises by cleverly sequencing the project's tasks. Here are some tips for using schedule to manage risk.
- Avoid the logical-order trap
- Some projects impose a logical order on task sequence. A building, for example, has to have its foundation in place before the first structural elements go up. But unless the laws of physics intervene, keep an open mind about the order of things.
- Exploit leverage
- Give preference to tasks that reduce costs, either because they spin off tools you can use, or because you can learn something valuable, or because they provide a morale boost.
- Delay creating what you don't need
- Building or designing something before it's needed creates constraints through commitment. Delaying preserves flexibility.
- If you think something might be difficult, find out early
- Schedule the solutions to unsolved problems so that bad news arrives early, when you have time to sort out alternate approaches, and before other elements impose constraints.
- Use reconnaissance teams
- Designate teams to perform reconnaissance in force, looking for traps before the main body of the project reaches them. Give these teams enough budget to run tests that reveal weaknesses before you've made major commitments.
- Avoid resource optimization
- Shortening the critical path by optimizing resource allocation is a risky strategy. Most development projects aren't predictable enough for this kind of fine-tuning.
- Get comfortable with placeholders
- We use placeholders when scheduling requires them, especially in the critical path. But building placeholders is a wonderful way to reconnoiter — to find out about trouble early. Use them more often.
You can do the same things when you read. Sometimes reading the end first gives you a useful mental framework for the beginning and middle. If you're doing that right now, I hope you enjoy reading the beginning and the middle of this article. Top Next Issue
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More articles on Project Management:
- Communication Traps for Virtual Teams: I
- Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges
do they face, and what can we do about them?
- Ground Level Sources of Scope Creep
- We usually think of scope creep as having been induced by managerial decisions. And most often, it probably
is. But most project team members — and others as well — can contribute to the problem.
- 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?
- Anticipating Absence: Internal Consulting
- Most consultants are advisors from outside the organization. But when many employees are unavailable
because of the Coronavirus pandemic, we need to find ways to access the knowledge that remains inside
the organization. Internal consulting can help.
- Anticipating Absence: Quarantine and Isolation
- When the pandemic compels some knowledge workers to quarantine or isolate, we tend to treat them as
if they were totally unavailable. But if they're willing and able to work, even part-time, they might
be able to continue to contribute. To make this happen, work out conditions in advance.
See also Project Management for more related articles.
Forthcoming issues of Point Lookout
- Coming October 12: Downscoping Under Pressure: II
- We sometimes "downscope" projects to bring them back on budget and schedule when they're headed for overruns. Downscoping doesn't always work. Cognitive biases like the sunk cost effect and confirmation bias can distort decisions about how to downscope. Available here and by RSS on October 12.
- And on October 19: Bullying by Proxy: I
- The form of workplace bullying perhaps most often observed involves a bully and a target. Other forms are less obvious. One of these, bullying by proxy, is especially difficult to control, because it so easily evades most anti-bullying policies. Available here and by RSS on October 19.
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