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:
- 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?
- Nine Positive Indicators of Negative Progress
- Project status reports rarely acknowledge negative progress until after it becomes undeniable. But projects
do sometimes move backwards, outside of our awareness. What are the warning signs that negative progress
might be underway?
- Managing Risk Revision
- Prudent risk management begins by accepting the possibility that unpleasant events might actually happen.
But when organizations try to achieve goals that are a bit out of reach, they're often tempted to stretch
resources by revising or denying risks. Here's a tactic for managing risk revision.
- Why Scope Expands: I
- Scope creep is depressingly familiar. Its anti-partner, spontaneous and stealthy scope contraction,
has no accepted name, and is rarely seen. Why?
- Unnecessary Boring Work: II
- Workplace boredom can result from poor choices by the person who's bored. More often boredom comes from
the design of the job itself. Here's Part II of our little catalog of causes of workplace boredom.
See also Project Management for more related articles.
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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.