Until very recently, ground war tactics emphasized control of the movement of forces and materiel. In this style of conflict, the flanking maneuver is a way of cutting off access of forces to resupply, and cutting off their ability to advance or retreat. In a typical flanking maneuver, force is applied to one side of the main opposing force, or perhaps to its rear, where the opponent's forces are less well protected. By contrast, a frontal assault applies force to the strongest face of the opposing configuration.
Project plans
generally consist
solely of plans
for "frontal assaults"In project management, we also perform flanking maneuvers, but we use other names for the tactics. Military flanking maneuvers, however, are often more sophisticated than those of project managers. We can learn much from studying even basic ground tactics.
When we encounter an obstacle in a project, we have three basic choices.
- We can quit
-
Gen. T.J. "Stonewall" Jackson executed a now-classic flanking maneuver at the Battle of Chancellorsville, during the U.S. Civil War. Photo by J.L. Giles, courtesy Prints and Photographs Division of the U.S. Library of Congress
- We can solve it
- In the military domain, we mount a frontal attack, possibly with enhanced forces. In project management, we add staff, budget or schedule.
- We can circumvent it
- In the military domain, we execute any of a variety of flanking maneuvers, or we bypass the position. In project management, we find a workaround, which might involve a redesign or using an alternative technology.
Project plans generally consist solely of plans for frontal assaults. We decide how we'll solve the problem, and we prepare a plan that implements that solution. We make few, if any, preparations for flanking maneuvers or alternatives of any kind that might be useful if we encounter obstacles. When we do, we call such plans "risk management," and too often, they're sketchy.
Military plans are usually more sophisticated. They include plans for acquiring intelligence, which is essential if adjustments are required. And they include possible adjustments too.
A more sophisticated project plan has resources allocated to three elements:
- Gathering and fusing intelligence
- Even though the plan focuses on a specific approach, we study alternative approaches right from the outset. If problems develop, we already know a fair amount about alternatives.
- Executing alternatives in parallel
- By executing at least one alternate approach in parallel, we facilitate collecting intelligence, and ensure a running start if the favored approach gets stuck. We might even provide insights that are useful in the favored approach.
- Looking far ahead
- A reconnaissance team working far ahead of the main body of the current effort searches for and provides early warning of hidden difficulty or unrecognized opportunity. If necessary, they use placeholders for yet-to-be-developed project elements.
The more expense-minded among us might resist allocating resources to these activities. Ask them this: What fraction of past projects was completed without flanking maneuvers? Top
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For an overview of tactics, see "65 Operational Firepower: the Broader Stroke" by Colonel Lamar Tooke, US Army, Retired. Combined Arms Center: Military Review, July-August 2001.
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Related articles
More articles on Project Management:
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- Making good guesses probably does take talent to be among the first rank of those who make guesses.
But being in the second rank is pretty good, too, and we can learn how to do that. Here are
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Guidelines for Sharing "Resources"
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Mitigating Risk Resistance Risk
- Project managers are responsible for managing risks, but they're often stymied by insufficient resources.
Here's a proposal for making risk management more effective at an organizational scale.
Symbolic Self-Completion and Projects
- The theory of symbolic self-completion holds that to define themselves, humans sometimes assert indicators
of achievement that either they do not have, or that do not mean what they seem to mean. This behavior
has consequences for managing project-oriented organizations.
Wishful Thinking and Perception: I
- How we see the world defines our experience of it, because our perception is our reality. But how we
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See also Project Management for more related articles.
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