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.
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More articles on Workplace Politics:
- How to Get a Promotion in Line
- If you want a promotion in line — a promotion to the next supervisory level in your organization
— what should you do now to make it come about? What risks are there?
- Nasty Questions: I
- Some of the questions we ask each other aren't intended to elicit information from the respondent. Rather,
they're poorly disguised attacks intended to harm the respondent politically, and advance the questioner's
political agenda. Here's part one a catalog of some favorite tactics.
- 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.
- No Tangles
- When we must say "no" to people who have superior organizational power, the message sometimes
fails to get across. The trouble can be in the form of the message, the style of delivery, or elsewhere.
How does this happen?
- Pariah Professions: II
- In some organizations entire professions are regarded as pariahs — outsiders. They're expected
to perform functions that the organization does need, but their relationships with others in the organization
are strained at best. When pariahdom is tolerated, organizational performance suffers.
Forthcoming issues of Point Lookout
- Coming June 20: Managing Dissent Risk
- In group decision making, dissent risk is the risk that dissents about important decisions will be rejected without due consideration. As a result, group decision quality can suffer, and some groups will actually eject dissenters. How can we manage dissent risk? Available here and by RSS on June 20.
- And on June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
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- The Race to the South Pole: The Power of Agile Development
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227:
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
- 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.