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
- 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- Outdated, inadequate, or shared equipment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!
- 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? rbrenhEiRHHkcRVXsgyWXner@ChacSxHgqrDOOVSYAKbMoCanyon.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.
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.
More articles on Project Management:
- Who Would You Take With You to Mars?
- What makes a great team? What traits do you value in teammates? Project teams can learn a lot from the
latest thinking about designing teams for extended space exploration.
- Why Scope Expands: II
- The scope of an effort underway tends to expand over time. Why do scopes not contract just as often?
One cause might be cognitive biases that make us more receptive to expansion than contraction.
- Unnecessary Boring Work: I
- Work can be boring. Some of us must endure the occasional boring task, but for many, everything about
work is boring. It doesn't have to be this way.
- Ten Approaches to Managing Project Risks: II
- Managing risk entails coping with unwanted events that might or might not happen, and which can be costly
if they do happen. Here's Part II of our exploration of coping strategies for unwanted events.
- Wishful Interpretation: I
- Wishful thinking comes from more than mere imagination. It can enter when we interpret our own observations
or what others tell us. Here's Part I of a little catalog of ways our wishes affect how we interpret
Forthcoming issues of Point Lookout
- Coming April 24: Big, Complicated Problems
- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenEBlLmZCXQaIkSqiEner@ChacKKmFILkgFxGriyfSoCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 words in your inbox in one hour. License any article from this Web site. More info
- 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.