False Summits: I

Projects are so notorious for overrunning their budgets and schedules that we all know what we mean by, "the second 90% of the work." Just as we feel like we're closing in on the goal, new tasks appear — things we overlooked, or things we were just clueless about. We can learn about how to deal with this by examining an experience from mountaineering — the false summit.

Some mountains are notorious for having false summits. One encounters a false summit when the contour of the terrain is such that what appears from below to be the summit is actually just a protruding ridge or shoulder that obstructs the view of the real summit — if you're lucky. If you're unlucky, the false summit merely obstructs your view of the next false summit. Either way, ascending further, it becomes clear what has happened, because there is more mountain above than first appeared.

Recognizing that the "summit" wasn't the summit can be discouraging. In physically trying situations, which are common in mountaineering, the added psychological stress and disappointment can actually threaten safety.

At work, the analog of encountering a false summit is the discovery that completing the project requires far more effort and time than we thought. After several such revelations, discouragement is common. The credibility of leaders becomes an issue, and that makes management more difficult. Failure looms.

Here are some tips for avoiding false summits in projects.

Have a good map

A map of the terrain is essential for planning your course up a mountain. The higher the peak, or the rougher the terrain, the more useful is a map. Still, things change. Maps aren't perfect.

In projects, In project work, we tend not to
employ advance reconnaissance
as often as we mightwe must often make plans based on experience with other efforts, because we've never done what we're now attempting. That experience can be misleading, but it's the best we can do. Use plans with care.

Reconnaissance helps

In climbing, the more you know about the route, the more likely is success. At times, we send someone ahead to gather data that helps us determine the best course forward.

In project work, we tend not to employ advance reconnaissance as often as we might, because we tend to view as wasteful any activity that doesn't directly contribute to deliverables. Send someone ahead to reconnoiter. Focus groups, piloting, and prototypes are usually helpful.

Use locator technologies

Maps are helpful even if you know your location only approximately, but knowing exactly where you are makes maps even more useful. Locator technologies do help.

In project work, there is no equivalent of a GPS locator. But we can often benefit from periodically re-estimating the work remaining to be done, using the insight we've acquired from the work done so far.

We'll continue next time by exploring the psychology of the experience of false summits.  Next in this series  Top    Next Issue

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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. Here's a date for this program:

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