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:
- Some Causes of Scope Creep
- When we suddenly realize that our project's scope has expanded far beyond its initial boundaries —
when we have that how-did-we-ever-get-here feeling — we're experiencing the downside of scope
creep. Preventing scope creep starts with understanding how it happens.
- Dispersity Adversity
- Geographically and culturally dispersed project teams are increasingly common, as we become more travel-averse
and more bedazzled by communication technology. But people really do work better together face-to-face.
Here are some tips for managing dispersed teams.
- Team Thrills
- Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience
is rare. How can we make it happen more often?
- How to Get Out of Firefighting Mode: II
- We know we're in firefighting mode when a new urgent problem disrupts our work on another urgent problem,
and the new problem makes it impossible to use the solution we thought we had for some third problem
we were also working on. Here's Part II of a set of suggestions for getting out of firefighting mode.
- Missing the Obvious: II
- With hindsight, we sometimes recognize that we could have predicted the very thing that just now surprised
us. Somehow, we missed the obvious. Why does this happen?
Forthcoming issues of Point Lookout
- Coming 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.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
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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.