Peter loved his chocolate chip cookies, but he liked this conversation with Trish and Nan even more. Holding his hands over the side of his chair to brush the cookie crumbs off them onto the ground, he added "And his discussion of wishful thinking was really insightful."
Nan broke off a tiny chunk of her cookie, ate it, and sipped her coffee. "Mmmm, I thought so too," she said. "Knowing that we fall into these fallacy traps because of our humanness made me more accepting of it, less guilty."
Trish was puzzled. "Yeah, but how does that help the project?"
"That's just it," said Nan. "Knowing that the fallacies are part of being human makes it easier to acknowledge these errors when we make them."
Peter finished Nan's thought. "And that way we can own up to them faster, maybe even before they do any damage."
Fallacies aren't just false. Because they have a deep connection to what we are as human beings, they'll never go away. Here's Part III of a little catalog of the fallacies of project management. For Part II, see "Nine Project Management Fallacies: II," Point Lookout for December 14, 2005, and for Part IV, see "Nine Project Management Fallacies: IV," Point Lookout for January 11, 2006.
- The Fungibility Fallacy
- The Fungibility Fallacy holds that each person produces one hour of output in one hour, and that we can substitute people for one another. Terms that suggest this fallacy are man-month headcount and FTE.
- Often, only a few people can perform certain tasks. Using the project management tools that distinguish the skills of large numbers of unique individuals takes time and effort, and even then they produce somewhat fictitious results.
- And running "lean and mean" makes the problem worse. If you count the cost of delays and lost market windows due to overloading key people, running a little "fatter and kinder" might actually be more profitable.
- The Linearity Fallacy
- Fallacies have
a deep connection
to what we are
as human beings
- This fallacy holds that the human effort required to execute a project scales in proportion to project attributes such as project size or total budget.
- Not only do operating costs per unit of output grow rapidly with project size, but the converse is also true: costs decline unexpectedly slowly as we scale the project down in size. This happens because we have difficulty abandoning control processes as we move down in size. We lose in both directions.
- Project management is an inherently nonlinear activity. The complexity of an effort grows not in proportion to the effort, but combinatorially with the size of the effort, following the growth in the number of possible person-to-person interactions with increasing team size.
These two fallacies both arise because of our hopes and wishes. We long for a world where we can substitute any person for any other; for a world where doubling resources halves the schedule. But longing doesn't make it so. In the next and final installment of this series we'll look at fallacies that arise from failures of critical thinking. First in this series | Next in this series Top Next Issue
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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.
- Films Not About Project Teams: I
- Here's part one of a list of films and videos about project teams that weren't necessarily meant to
be about project teams. Most are available to borrow from the public library, and all are great fun.
- Status Risk and Risk Status
- One often-neglected project risk is the risk of inaccurately reported status. That shouldn't be surprising,
because we often fail to report the status of the project's risks, as well. What can we do to better
manage status risk and risk status?
- Nine Project Management Fallacies: IV
- Some of what we "know" about managing projects just isn't so. Understanding these last three
of the nine fallacies of project management helps reduce risk and enhances your ability to complete
- The Injured Teammate: II
- You're a team lead, and one of the team members is suddenly very ill or has been severely injured. How
do you handle it? Here are some suggestions for breaking the news to the team.
Forthcoming issues of Point Lookout
- Coming June 19: I Don't Understand: II
- Unclear, incomplete, or ambiguous statements are problematic, in part, because we need to seek clarification. How can we do that without seeming to be hostile, threatening, or disrespectful? Available here and by RSS on June 19.
- And on June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
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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.