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:
Communication Traps for Virtual Teams: II
- Communication can be problematic for any team, especially under pressure. But virtual teams face challenges
that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.
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.
Ten Approaches to Managing Project Risks: I
- Risk management usually entails coping with losses if they do occur. Here's Part I of a concise summary
of the options for managing risk.
Seven Planning Pitfalls: II
- Plans are well known for working out differently from what we intended. Sometimes, the unintended outcome
is due to external factors over which the planning team has little control. Two examples are priming
effects and widely held but inapplicable beliefs.
Rescheduling Collaborative Work
- Rescheduling is what we do when the schedule we have now is so desperately unachievable that we must
let go of it because when we look at it we can no longer decide whether to laugh or cry. The fear is
that the new schedule might come to the same end.
See also Project Management and Project Management for more related articles.
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And on May 21: Mismanaging Project Managers
- Most organizations hold project managers accountable for project performance. But they don't grant those project managers control of needed resources. Nor do they hold project sponsors or other senior managers accountable for the consequences of their actions when they interfere with project work. Here's a catalog of behaviors worth looking at. Available here and by RSS on May 21.
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