Nine Positive Indicators of Negative Progress

Chris pushed back from his desk and stared at his display. The earliest completion date was now three months later than before his latest schedule changes. Resting his chin on his left fist, he let out a deep sigh.

Just then, Warren walked by, waving as he went. 'Uh-oh,' Chris thought.

Sure enough, Warren stopped, turned back, leaned into Chris's office and said, "You don't look happy."

Chris looked up. "Dropping the Bluefield requirements didn't help. Actually, it got worse."

Warren looked at his watch. "Well, if you don't figure this out by Eleven, let's all meet in my conference room."

Chris and Warren are having a familiar conversation. When we make changes that ought to speed things up, things usually slow down.

Knowing about impending negative progress can be helpful. Here's a collection of tactics and events that can indicate the potential for negative progress.

Denying negative surprises

When you deny the significance of bad news, you start losing time immediately. Review carefully all denials of the significance of surprises.

A drumbeat of bad news

When you deny the
significance of bad news,
you start losing
time immediately

Troubles often travel in herds. When things aren't going well, staying the course could be a questionable strategy. See "Flanking Maneuvers," Point Lookout for September 8, 2004.

Outdated, inadequate, or shared equipment

Using obsolete or worn out equipment, or having to schedule the use of essential equipment, costs time and creates delay. See "The Cheapest Way to Run a Project Is with Enough Resources," Point Lookout for March 21, 2001.

Extremely tight or very lax deadlines

Reasonable deadlines encourage risk-taking, which is essential for discovering innovative solutions. Extreme pressure — or the absence of all pressure — threaten both creativity and quality. See "Make Space for Serendipity," Point Lookout for September 25, 2002, and "Critical Thinking and Midnight Pizza," Point Lookout for April 23, 2003.

Fractional people

When too many projects depend on a few people with critical skills, their time becomes fragmented, and they must constantly switch between tasks. Often their productivity falls as fast as the quality of their work. See "When Is Change for a Dollar Only 82 Cents?."

Relaxing requirements to maintain schedule

In today's environment, requirements do change. But relaxing requirements solely to maintain schedule could be a warning of trouble ahead. The tactic rarely saves time, and it often has the opposite effect.

Adding staff

Adding staff always slows things down, even if your intention is to speed up.

Meetings consistently running overtime

In a well-run project, some meetings run over — but some finish early. If you always run over, look out for trouble.

Underused consensus

Consensus produces the most durable decisions. If you never use consensus, even when time does permit, some decisions could be flawed. More important, avoiding the use of consensus could be an indicator of trouble on the team. See "Decisions, Decisions: I," Point Lookout for November 17, 2004.

Closed communications

If an elite group deals with bad news, making critical decisions without participation of the team at large, and controlling the circulation of information about the bad news, then it's possible that the bad news is worse than many people believe. See "See No Evil," Point Lookout for March 30, 2005.

Most projects exhibit at least some of these traits from time to time. Track their incidence. When many are present, and when they settle into a stable pattern, you might be in for a wild ride. Spend a little extra time looking around the next turn.  Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

Reader Comments

Ron Thompson, Eiscon Group, Ltd. (www.eiscon.com)

One of your best yet! I have stories about all of your nine indicators (I think eight of them come from the same project). I wanted to pass along a couple.

On adding staff I was once able to head this off. I was leading a pressure project where we were tracking on time, but tight. The manager asked me when we could deliver if he gave me another person. I looked him in the eye and said two months later. He never brought it up again (and we delivered on time).

On meetings consistently running overtime I was on a project that was running extremely late, so the manager started holding daily status meetings that usually ran at least an hour. At one, he asked if anyone had ideas to get the project back on track. A co-worker (and friend of mine) quietly says from the other end of the table, "We could try getting back to work instead of sitting in this ******* meeting." The manager never did get a clue and the project ended up dying a slow death.

On closed communications Even worse, the project team invents rumors that the bad news is worse than many people believe, even if the "elite group" isn't even dealing with bad news!

Your comments are welcome

Would you like to see your comments posted here? rbrenubcqSvusyBsQaEDwner@ChacfhuriyFKgDguTpuYoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Project Management:

Scheduling as Risk Management

When we schedule a complex project, we balance logical order, resource constraints, and even politics. Here are some techniques for using scheduling to manage risk and reduce costs.

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.

Risk Management Risk: I

Risk Management Risk is the risk that a particular risk management plan is deficient. It's often overlooked, and therefore often unmitigated. We can reduce this risk by applying some simple procedures.

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.

Vendor Mismanagement

When we outsource knowledge work to vendors, we expect to achieve the desired result with less risk and uncertainty than if we did the work ourselves. But mission creep, mission retrenchment and employee capture can lead to less welcome results.

See also Project Management and Project Management for more related articles.

Forthcoming issues of Point Lookout

Coming May 21: Mismanaging Project Managers: Mechanics

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.

And on May 28: Mismanaging Project Managers: Leadership

Most organizations hold project managers accountable for project performance. But they don't hold Project Sponsors or other Senior Managers accountable for the consequences of their actions when they interfere with the project manager's ability to lead the project team. Available here and by RSS on May 28.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenubcqSvusyBsQaEDwner@ChacfhuriyFKgDguTpuYoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info