When a project's detractors have been unable to prevent the organization from committing to the undertaking, they sometimes feel compelled to prove their own objections valid by ensuring the project's failure. Unfortunately, there is much they can do. Here's Part II of our catalog, emphasizing tactics that cause chaos.
- Imposed outsourcing
- Although outsourcing advocates often claim cost advantages, results depend strongly on what is actually outsourced. If the outsourced work cannot be cleanly partitioned from other tasks, and if it demands close collaboration with those other tasks, outsourcing it could actually degrade project performance. By advocating for aggressive outsourcing policy affecting the target project, detractors can effectively hinder progress.
- Reorganization, relocation, and system upgrades
- Reorganizing, relocating, or imposing system upgrades on the segments of the enterprise that most directly provide project resources does introduce chaos. But for special harm, detractors can time these changes for the months immediately preceding major milestones.
- Staffing disruption
- Raiding the project and its task teams for staff for other projects can slow development in two ways. First, it deprives the project of needed capability. Second, the project will likely have to be replanned to account for the lower level of availability of the raided staff. Maximum disruption occurs when the staff reallocation takes place when work is already underway.
- Requirements volatility
- Changing requirements mid-project is another powerful approach. For detractors, customer-oriented requirements are difficult to change, unless the detractor is also a customer. For detractors who aren't customers, internal development procedures and regulatory compliance procedures offer rich possibilities. Imposing changes in these procedures can degrade project performance, if a way can be found to avoid affecting other more favored projects.
- Organizational policy changes
- Changes in organizational policies other than those affecting development procedures can also be disruptive. For example, if a detractor's subordinate is assigned to the project and has been telecommuting two days per week, the detractor can require that the subordinate telecommute at most one day per week. For someone with a long commute, such a restriction can be disruptive.
- Scope creep
- Combining the Combining the target project
with another project "to
achieve savings by reducing
duplication" can degrade
project performancetarget project with another project "to achieve savings by reducing duplication" can degrade project performance, especially if the target is combined with a troubled project.
- Reviews and investigations
- If the tactics above work as intended, and project performance falters, the missed deadlines and budget overruns can provide detractors with justifications for demanding a review of the project. The review in itself becomes another hindrance for the project, because it's a further burden on project leadership, and because it can lead to yet more turmoil if its recommendations include reorganization or changes in leadership. Threats of review can also make recruitment and retention of project staff more difficult.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenHUBKXvdBQmpUhfWiner@ChacwPutNsxUtkVkGjNCoCanyon.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 Workplace Politics:
- When You Think Your Boss Is Incompetent
- After the boss commits even a few enormous blunders, some of us conclude that he or she is just incompetent.
We begin to worry whether our careers are safe, whether the company is safe, or whether to start looking
for another job. Beyond worrying, what else can we do?
- How to Avoid a Layoff: Your Situation
- These are troubled economic times. Layoffs are becoming increasingly common. Here are some tips for
positioning yourself in the organization to reduce the chances that you will be laid off.
- How to Undermine Your Boss
- Ever since I wrote "How to Undermine Your Subordinates," I've received scads of requests for
"How to Undermine Your Boss." Must be a lot of unhappy subordinates out there. Well, this
one's for you.
- Workplace Politics and Integrity
- Some see workplace politics and integrity as inherently opposed. One can participate in politics, or
one can have integrity — not both. This belief is a dangerous delusion.
- You Can't Control What Other People Think
- Ever think that the world would be a much better place if you could control what other people think?
Maybe it would be. And maybe not...
Forthcoming issues of Point Lookout
- Coming August 15: Getting Value from Involuntary Seminars
- Whatever your organizational role, from time to time you might find yourself attending seminars or presentations involuntarily. The value you derive from these "opportunities" depends as much on you as on the presenter. Available here and by RSS on August 15.
- And on August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenfrRhbbiKuxkrfKCmner@ChacdofCLeYQALWtjSOfoCanyon.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.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.