We began an exploration of the value of the false summit metaphor last time, focusing on reducing the probability of surprise in projects by gathering intelligence in advance. That does help, but because false summit surprises can still happen, we can increase our chances of success by preparing for them. Here are some tips for preparing project teams and management teams — and the attitudes of the people involved — so that when false summits occur, we can better take them in stride.
- Accept that mountains have false summits
- When you set out to climb a mountain, you'll be better prepared for false summits if you accept the fact that some mountains have false summits — and maybe this one does. When you look ahead and see what looks like the summit, remember that it might not be.
- Because projects are inherently risky, it's unreasonable to expect or demand rigid adherence to budgets and schedules. Reserves are essential, because there are always — always — unknowns. Budgeting and scheduling as if there were no unknowns is naïve, if not unethical or criminal. This applies at every time scale. For example, allocating resources across multiple projects with the assumption that everything will be completed as projected is unrealistic. But scheduling meetings back-to-back all day long is also unrealistic. We need slack at all time scales to enable us to deal with the unexpected.
- Manage expectations
- In climbing, assuming that no false summits remain, or that "it's easy from this point on," exposes the party to the risk of disappointment. Climbing is an adventure. The unexpected can always arrive.
- In project work, where it can be unusual for even a single day to go as planned, we nonetheless cling to the attitude that when the unexpected does happen, something has "gone wrong." Usually, nothing has gone wrong. That's just the way things are when we On the mountain, when undesirable
situations develop, we must have
the psychological reserves necessary
to cope effectivelywork on projects. The occurrence of unexpected events is not in itself an indicator of substandard performance on anyone's part. Rather, it is an indicator that the organization is engaged in project work, and typically, nothing more. On the other hand, stretching resources — or over-committing the organization — so severely that people are unable to deal with unexpected events is an indicator of substandard performance.
- Manage stress
- On the mountain, when undesirable situations develop, we must have the psychological reserves necessary to cope effectively. Pushing people to their limits exposes the entire party to unmanageable risks.
- When project team members, leaders, managers, or sponsors experience elevated levels of stress day after day, for months or years, one disappointment can be enough to trigger behaviors that threaten not only the success of the project, but also the organization's ability to execute future projects. Manage stress. Operating too lean and too mean is too dumb.
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More articles on Project Management:
- Bois Sec!
- When your current approach isn't working, you can scrap whatever you're doing and start again —
if you have enough time and money. There's a less radical solution, and if it works, it's usually both
cheaper and faster.
- See No Evil
- When teams share information among themselves, they have their best opportunity to reach peak performance.
And when some information is withheld within an elite group, the team faces unique risks.
- Risk Management Risk: I
- Risk Management Risk is the risk that a particular risk management plan is deficient. It's often overlooked,
and therefore often unmitigated. We can reduce this risk by applying some simple procedures.
- Managing Non-Content Risks: I
- When project teams and their sponsors manage risk, they usually focus on those risks most closely associated
with the tasks — content risks. Meanwhile, other risks — non-content risks — get less
attention. Among these are risks related to the processes and politics by which the organization gets
- Why Scope Expands: I
- Scope creep is depressingly familiar. Its anti-partner, spontaneous and stealthy scope contraction,
has no accepted name, and is rarely seen. Why?
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