Some of us have been in firefighting mode so long that getting far enough ahead of the fires to carve out some time to make sensible plans can seem like an unattainable goal. But by changing the way we deal with urgent problems, we can increase the likelihood of returning to routine. Here are four suggestions for breaking out of firefighting mode by changing how we address the fires.
- Triage the problems
- Instead of letting the order of discovering problems determine their priority, set priorities consciously. Designate a small team — two or three people are usually enough — to assign a priority to each problem as it arrives. Let them decide who is available to work each problem when its time comes.
- This is the group that must occasionally make the hard decisions to "let some fires burn." (See "How to Get Out of Firefighting Mode: I," Point Lookout for January 25, 2017) Such decisions will stick only if the members of this group have the respect of the team and their management.
- Empower the problem solvers
- Concentrating decision-making authority in the hands of a few carries a risk of creating bottlenecks, which then compromise a team's ability to get ahead of fires.
- With regard to problem solving, push decision making out onto a larger circle of problem-solvers by creating authority boundaries that enable more people to solve problems with autonomy. Some tactics that help:
- Specify classes of problem solutions that can be implemented at lower levels.
- Assign problems to the lowest level available team members who are qualified to deal with those problems.
- Provide expert advice and support to less-expert problem solvers rather than dedicating experts to solving problems.
- Search for common causes
- Sometimes Concentrating decision-making
authority in the hands of a
few carries a risk of
creating bottlenecksproblems that appear to be unrelated are actually different sets of consequences of the same underlying problem. When this happens, solving problems independently wastes resources. Worse, independent "solutions" are unlikely to succeed, and might even conflict.
- Keep in mind the possibility that a single issue can manifest itself differently in different contexts. Before investing significant time and resources in solving two problems independently, seek convincing evidence that they really are independent.
- Include firefighting in risk plans
- If your organization has much experience with firefighting mode, planning for firefighting risk can reduce the likelihood of fires, and reduce fire lifetime when fires erupt.
- A firefighting risk plan could include criteria for declaring and terminating states of fire danger. Three levels of fire danger are probably sufficient. Define routine procedures for each level. Examples:
- Level 3: Elective paid time off is suspended
- Level 2: Triage team is activated
- Level 1: Triage team deactivated and elective paid time off is encouraged
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. It helps readers learn the subtle cues that indicate that a project is at risk for wreckage in time to do something about it. It's an ebook, but it's about 15% larger than "Who Moved My Cheese?" Just . Order Now! .
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More articles on Project Management:
- Toxic Projects
- A toxic project is one that harms its organization, its people or its customers. We often think of toxic
projects as projects that fail, but even a "successful" project can hurt people or damage
the organization — sometimes irreparably.
- Guidelines for Sharing "Resources"
- Often, team members belong to several different teams. The leaders of teams whose members have divided
responsibilities must sometimes contend with each other for the efforts and energies of the people they
share. Here are some suggestions for sharing people effectively.
- On the Risk of Undetected Issues: I
- In complex projects, things might have gone wrong long before we notice them. Noticing them as early
as possible — and addressing them — is almost always advantageous. How can we reduce the
incidence of undetected issues?
- Wishful Thinking and Perception: I
- How we see the world defines our experience of it, because our perception is our reality. But how we
see the world isn't necessarily how the world is.
- Unresponsive Suppliers: I
- If we depend on suppliers for some tasks in a project, or for necessary materials, their performance
can affect our ability to meet deadlines. What can we do when a supplier's performance is problematic,
and the supplier doesn't respond to our increasingly urgent pleas for attention?
Forthcoming issues of Point Lookout
- Coming October 5: Downscoping Under Pressure: I
- When projects overrun their budgets and/or schedules, we sometimes "downscope" to save time and money. The tactic can succeed — and fail. Three common anti-patterns involve politics, the sunk cost effect, and cognitive biases that distort estimates. Available here and by RSS on October 5.
- And on October 12: Downscoping Under Pressure: II
- We sometimes "downscope" projects to bring them back on budget and schedule when they're headed for overruns. Downscoping doesn't always work. Cognitive biases like the sunk cost effect and confirmation bias can distort decisions about how to downscope. Available here and by RSS on October 12.
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- Get 2005-6 in Loopy Things We Do (PDF, )
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- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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