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:
- Films Not About Project Teams: II
- Here's Part II 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.
- Shining Some Light on "Going Dark"
- If you're a project manager, and a team member "goes dark" — disappears or refuses to
report how things are going — project risks escalate dramatically. Getting current status becomes
a top priority problem. What can you do?
- 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.
- Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers
are a special case.
- Some Risks of Short-Term Fixes
- When we encounter a problem at work, we must choose between short-term fixes (also known as workarounds)
and long-term solutions. Often we choose workarounds without appreciating the risks we're accepting
— until too late.
See also Project Management for more related articles.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.