Point Lookout
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Project Management

Here are links to the previous issues of Point Lookout that touch on project management. Bookmark this page. Or browse the Point Lookout archive by date. Subscribe now.

A meeting that's probably a bit too largeComing March 20: Top Ten Ways to Make Meetings More Effective
Meetings are just about everybody's least favorite part of working in organizations. We can do much better if only we take a few simple steps to improve them. The big one: publish the agenda in advance. Here are nine other steps to improve meetings. Available here and by RSS on March 20.
An informal meeting in a loungeAnd on March 27: Allocating Action Items
From time to time in meetings we discover tasks that need doing. We call them "action items." And we use our list of open action items as a guide for tracking the work of the group. How we decide who gets what action item can sometimes affect our success. Available here and by RSS on March 27.

Other topical archives:

March 13, 2024

The S.S. Eastland, in Cleveland, Ohio, around 1911On Anticipating Consequences
Much of what goes wrong when we change systems to improve them falls into a category we call unanticipated consequences. Even when we lack models that can project these results accurately, morphological analysis can help us avoid much misery.

February 28, 2024

What most of us think of when we think of checklistsChecklists: Conventional or Auditable
Checklists help us remember the steps of complicated procedures, and the order in which we must execute them. The simplest form is the conventional checklist. But when we need a record of what we've done, we need an auditable checklist.

September 6, 2023

A metaphor for preventing risk propagationThe Risk Planning Fallacy
The planning fallacy is a cognitive bias that causes underestimates of cost, time required, and risks for projects. Analogously, I propose a risk planning fallacy that causes underestimates of probabilities and impacts of risk events.

August 23, 2023

Workers prepare the S-IC first stage in the transfer aisle of the Vehicle Assembly Building at NASA's Kennedy Space CenterLessons Not Learned: II
The planning fallacy is a cognitive bias that causes us to underestimate the cost and effort involved in projects large and small. Efforts to limit its effects are more effective when they're guided by interactions with other cognitive biases.

August 16, 2023

Opera house, Sydney, AustraliaLessons Not Learned: I
The planning fallacy is a cognitive bias that causes us to underestimate the cost and effort involved in projects large and small. Mitigating its effects requires understanding how we go wrong when we plan projects by referencing our own past experience.

July 19, 2023

A young girl and a puppy having a moment togetherOn Managing Life Event Risk
Life events are those significant personal occurrences that lie outside the context of work. Some life events cause enough stress and demand enough attention that they affect our performance at work. When they do, they can affect our employers' plans.

May 24, 2023

A workplace training sessionTen-Minute Training
Despite decades of evolution of technology-assisted workplace learning, instructor-led classroom formats remain the most popular and effective. Now perhaps videoconferencing can help to achieve that effectiveness at lower cost.

January 18, 2023

Tuckman's stages of group developmentTuckman's Model and Joint Leadership Teams
Tuckman's model of the stages of group development, applied to Joint Leadership Teams, reveals characteristics of these teams that signal performance levels less than we hope for. Knowing what to avoid when we designate these teams is therefore useful.

January 11, 2023

New York Fire Department Deputy Chief Joseph Curry calls for rescue teams at Ground Zero three days after the 9/11 terrorist attacksJoint Leadership Teams: Risks
Some teams, business units, or enterprises are led not by individuals, but by joint leadership teams of two or more. They face special risks that arise from the organizations that host them, from the teams they lead, or from within the joint leadership team itself.

December 28, 2022

A street sign at Maxwell Air Force Base, AlabamaJoint Leadership Teams: OODA
Some teams, business units, or enterprises are led not by individuals, but by joint leadership teams of two or more. They face special risks that arise from the organizations that host them, from the team they lead, or from within the joint leadership team itself.

May 4, 2022

A sturdy fence with a working gateRational Scope Management
In project management, rational, responsible scope management helps us focus on the task at hand. But rational scope management lets us adapt our work to changes in external factors, and changes in our understanding of the problem.

April 27, 2022

Aedes aegypti mosquito in Dar es Salaam, TanzaniaDepth First or Breadth First?
When investigating candidate solutions to a problem, we tend to focus first on what we believe is the "best bet." But a more systematic approach can sometimes yield dramatic advantages by reducing the cost of the investigation and the time it requires.

March 23, 2022

The side mirror view from an automobilePremortems
Premortems are simulated retrospective examinations of future events, conducted as if those future events had already occurred. By combining the benefits of psychological safety with a shift in temporal perspective, they offer advantages for planners.

February 16, 2022

A scientifically accurate atomic model of the external structure of the SARS-CoV-2Vendor Mismanagement
When we outsource knowledge work to vendors, we expect to achieve the desired result with less risk and uncertainty than if we did the work ourselves. But mission creep, mission retrenchment and employee capture can lead to less welcome results.

February 9, 2022

Big Spring, a giant karst spring in The Ozarks, MissouriDefect Streams and Their Sources
Regarding defects as elements of a stream provides a perspective that aids in identifying causes other than negligence. Examples of root causes are unfunded mandates, misallocation of the cost of procedure competence, and frequent changes in procedures.

February 2, 2022

Children playing a computer gameThe Risk of Astonishing Success
When we experience success, we're more likely to develop overconfidence. And when the success is so extreme as to induce astonishment, we become even more vulnerable to overconfidence. It's a real risk of success that must be managed.

December 22, 2021

A working meeting with an auditorInternal Audits Without Pain
If adhering to established procedures is part of your job, you probably experience occasional audits. You can manage the pain of the experience by regarding audit preparation as part of the job. Because it is. Here are some tips for navigating audits.

November 10, 2021

Official Department of Defense photo of Caspar WeinbergerShould We Do This?
Answering the question, "Should we do this?" is among the more difficult decisions organizational leaders must make. Weinberger's Six Tests provide a framework for making these decisions. Careful application of the framework can prevent disasters.

April 7, 2021

A reversed calendar pageSome Perils of Reverse Scheduling
Especially when time is tight, project sponsors sometimes ask their project managers to produce "reverse schedules." They want to know what would have to be done by when to complete their projects "on time." It's a risky process that produces aggressive schedules.

February 3, 2021

A vial of COVID-19 vaccineCost Concerns: Scale
When we consider the costs of problem solutions too early in the problem-solving process, the results of comparing alternatives might be unreliable. Deferring cost concerns until we fully understand the problem can yield more options and better decisions.

January 27, 2021

stacks of gold coinsCost Concerns: Comparisons
When we assess the costs of different options for solving a problem, we must take care not to commit a variety of errors in approach. These errors can lead to flawed decisions. One activity at risk for error is comparing the costs of two options.

January 20, 2021

A home officeAnticipating Absence: Quarantine and Isolation
When the pandemic compels some knowledge workers to quarantine or isolate, we tend to treat them as if they were totally unavailable. But if they're willing and able to work, even part-time, they might be able to continue to contribute. To make this happen, work out conditions in advance.

December 30, 2020

A candleAnticipating Absence: Passings
In times more normal than ours, co-workers who pass on tend to do so one at a time. Disease or accidents rarely strike many co-workers in the same week, month, or year. There are exceptions — 9/11 was one such. This pandemic is another.

December 23, 2020

An empty subway carAnticipating Absence: Internal Consulting
Most consultants are advisors from outside the organization. But when many employees are unavailable because of the Coronavirus pandemic, we need to find ways to access the knowledge that remains inside the organization. Internal consulting can help.

December 9, 2020

A plastic owl, used as a deterrent of unwanted birds and rodentsAnticipating Absence: How
Knowledge workers are professionals who "think for a living." When they suddenly become unavailable because of the pandemic, we consider substituting someone else. But substitutes need much more than skills and experience to succeed.

December 2, 2020

An empty officeAnticipating Absence: Why
Knowledge workers are scientists, engineers, physicians, attorneys, and any other professionals who "think for a living." When they suddenly become unavailable because of the Coronavirus Pandemic, substituting someone else to carry on for them can be problematic, because skills and experience are not enough.

October 7, 2020

Assembling an IKEA chairSeven More Planning Pitfalls: III
Planning teams, like all teams, are vulnerable to several patterns of interaction that can lead to counter-productive results. Two of these relevant to planners are a cognitive bias called the IKEA Effect, and a systemic bias against realistic estimates of cost and schedule.

September 30, 2020

The Bay of Pigs, CubaSeven More Planning Pitfalls: II
Planning teams, like all teams, are susceptible to several patterns of interaction that can lead to counter-productive results. Three of these most relevant to planners are False Consensus, Groupthink, and Shared Information Bias.

September 23, 2020

Auklet flock, Shumagins, March 2006Seven More Planning Pitfalls: I
Planners and members of planning teams are susceptible to patterns of thinking that lead to unworkable plans. But planning teams also suffer vulnerabilities. Two of these are Group Polarization and Trips to Abilene.

September 16, 2020

The Leonard P. Zakim Bunker Hill BridgeSeven Planning Pitfalls: III
We usually attribute departures from plan to poor execution, or to "poor planning." But one cause of plan ineffectiveness is the way we think when we set about devising plans. Three cognitive biases that can play roles are the so-called Magical Number 7, the Ambiguity Effect, and the Planning Fallacy.

September 9, 2020

Larix gmelinii forestSeven Planning Pitfalls: II
Plans are well known for working out differently from what we intended. Sometimes, the unintended outcome is due to external factors over which the planning team has little control. Two examples are priming effects and widely held but inapplicable beliefs.

September 2, 2020

A fly caught in a carnivorous plant known as a venus flytrap (Dionaea muscipula)Seven Planning Pitfalls: I
Whether in war or in projects, plans rarely work out as, umm well, as planned. In part, this is due to our limited ability to foretell the future, or to know what we don't know. But some of the problem arises from the way we think. And if we understand this we can make better plans.

June 24, 2020

Sherlock Holmes and Doctor WatsonThe Planning Dysfunction Cycle
Some organizations consistently choose not to allocate enough resources or time to planning for their most complex undertakings. Again and again, they decline to plan carefully enough despite the evidence of multiple disappointments and chaotic performance. Resource contention and cognitive biases conspire to sustain this cycle of dysfunction.

January 29, 2020

A model of a space station proposed in 1952 by Wernher von BraunHigher-Velocity Problem Definition
Typical approaches to shortening time-to-market for new products often involve accelerating problem solving. Accelerating problem definition can also help, but a curious paradox stands in the way.

October 30, 2019

John Frank Stevens, who conceived the design and method of construction of the Panama CanalPower Distance and Risk
Managing or responding to project risks is much easier when team culture encourages people to report problems and to question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk.

October 23, 2019

An excavator loads spoil into rail cars in the Culebra Cut, Panama, 1904Power Distance and Teams
One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects.

September 25, 2019

The Leonard P. Zakim Bunker Hill BridgePlanning Disappointments
When we plan projects, we make estimates of total costs and expected delivery dates. Often these estimates are so wrong — in the wrong direction — that we might as well be planning disappointments. Why is this?

September 18, 2019

An unfinished building, known as SzkieletorThe Planning Fallacy and Self-Interest
A well-known cognitive bias, the planning fallacy, accounts for many unrealistic estimates of project cost and schedule. Overruns are common. But another cognitive bias, and organizational politics, combine with the planning fallacy to make a bad situation even worse.

March 13, 2019

A 1934 Packard Eight LimousineSome Risks of Short-Term Fixes
When we encounter a problem at work, we must choose between short-term fixes (also known as workarounds) and long-term solutions. Often we choose workarounds without appreciating the risks we're accepting — until too late.

February 21, 2018

Prof. Tom PettigrewThe Ultimate Attribution Error at Work
When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable.

November 8, 2017

Selling an ideaRisk Creep: II
When risk events occur, and they're of a kind we never considered before, it's possible that we've somehow invited those risks without realizing we have. This is one way for risk to creep into our efforts. Here's Part II of an exploration of risk creep.

November 1, 2017

Terminal 3 of Beijing Capital International AirportRisk Creep: I
Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep?

October 18, 2017

British mathematician Christopher Zeeman in 2009Missing 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?

October 11, 2017

Not a gorilla suit, the real thingMissing the Obvious: I
At times, when the unexpected occurs, we recognize with hindsight that the unexpected could have been expected. How do we miss the obvious? What's happening when we do?

May 31, 2017

Cargo containers at a port of entryUnresponsive Suppliers: III
When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case.

May 24, 2017

The Perito Moreno Glacier in ArgentinaUnresponsive Suppliers: II
When a project depends on external suppliers for some tasks and materials, supplier performance can affect our ability to meet deadlines. How can communication help us get what we need from unresponsive suppliers?

May 17, 2017

Boeing 747-409LCF Dreamlifter at Edinburgh AirportUnresponsive 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?

March 1, 2017

Rosemary Woods, President Richard Nixon's personal secretaryYet More Obstacles to Finding the Reasons Why
Part III of our catalog of obstacles encountered in retrospectives, when we try to uncover why we succeeded — or failed.

February 1, 2017

FlamesHow 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.

January 25, 2017

Firefighter lighting grass using a drip torchHow to Get Out of Firefighting Mode: I
When new problems pop up one after the other, we describe our response as "firefighting." We move from fire to fire, putting out flames. How can we end the madness?

January 4, 2017

Lt. Gen. Donald Kutyna, Ret., when he was Commander of the U.S. Space CommandMore Obstacles to Finding the Reasons Why
Retrospectives — also known as lessons learned exercises or after-action reviews — sometimes miss important insights. Here are some additions to our growing catalog of obstacles to learning.

October 12, 2016

An apple and a skyscraper full of windowsHow We Waste Time: II
We're all pretty good at wasting time. We're also fairly certain we know when we're doing it. But we're much better at it than we know. Here's Part II of a little catalog of time wasters, emphasizing those that are outside — or mostly outside — our awareness.

October 5, 2016

Astronauts Musgrave and Hoffman install corrective optics during the Hubble Telescope's Service Mission 1How We Waste Time: I
Time is the one workplace resource that's evenly distributed. Everyone gets exactly the same share, but some use it more wisely than others. Here's Part I of a little catalog of ways we waste time.

July 27, 2016

North Fork Fire in Yellowstone, 1988The Risks of Too Many Projects: II
Although taking on too many projects risks defocusing the organization, the problems just begin there. Here are three more ways over-commitment causes organizations to waste resources or lose opportunities.

July 20, 2016

Rapids in a northern streamThe Risks of Too Many Projects: I
Some organizations try to run too many development projects at once. Whether developing new offerings, or working to improve the organization itself, taking on too many projects can defocus the organization and depress performance.

May 18, 2016

A piece of chocolate cakeEgo Depletion and Priority Setting
Setting priorities for tasks is tricky when we find the tasks unappealing, because we have limited energy for self-control. Here are some strategies for limiting these effects on priority setting.

May 4, 2016

Magic Lantern Slide of a dog jumping through a hoopJust-In-Time Hoop-Jumping
Securing approvals for projects, proposals, or other efforts is often called "jumping through hoops." Hoop-jumping can be time-consuming and frustrating. Here are some suggestions for jumping through hoops efficiently.

April 6, 2016

The deadline at Rock Island Prison during the U.S. Civil WarIrrational Deadlines
Some deadlines are so unrealistic that from the outset we know we'll never meet them. Yet we keep setting (and accepting) irrational deadlines. Why does this happen?

November 18, 2015

Darrelle Revis, cornerback in the U.S. National Football LeagueWishful Interpretation: II
Wishful "thinking," as we call it, can arise in different ways. One source is the pattern of choices we make when we interpret what we see, what we hear, or any other information we receive. Here's Part II of an inventory of ways our preferences and wishes affect how we interpret the world.

November 11, 2015

Platform supply vessels battle the fire that was consuming remnants of the Deepwater Horizon oilrig in April 2010Wishful Interpretation: I
Wishful thinking comes from more than mere imagination. It can enter when we interpret our own observations or what others tell us. Here's Part I of a little catalog of ways our wishes affect how we interpret the world.

November 4, 2015

The U.S. F-35 Lightning II joint strike fighter lifts off for its first training sortie March 6, 2012, at Eglin Air Force Base, FloridaWishful Thinking and Perception: II
Continuing our exploration of causes of wishful thinking and what we can do about it, here's Part II of a little catalog of ways our preferences and wishes affect our perceptions.

October 28, 2015

The "Face on Mars" as seen by Viking 1 in 1976, compared to the MGS image taken in 2001Wishful 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.

October 21, 2015

The Satir Interaction Model as simplified by WeinbergManaging Wishful Thinking Risk
When things go wrong, and we look back at how we got there, we must sometimes admit to wishful thinking. Here's a framework for managing the risk of wishful thinking.

July 29, 2015

Ammi Visnaga, a nile weed that has medicinal valueDown in the Weeds: II
To be "down in the weeds," in one of its senses, is to be lost in discussion at a level of detail inappropriate to the current situation. Here's Part II of our exploration of methods for dealing with this frustrating pattern so common in group discussions.

July 22, 2015

An A-10 Thunderbolt II over Afghanistan in 2011Down in the Weeds: I
When someone says, "I think we're down in the weeds," a common meaning is that we're focusing on inappropriate — and possibly irrelevant — details. How does this happen and what can we do about it?

January 14, 2015

Panama Canal constructionAvoid Having to Reframe Failure
Yet again, we missed our goal — we were late, we were over budget, or we lost to the competition. But how can we get something good out of it?

December 17, 2014

A schematic representation of the blowout preventer that failed in the Deepwater Horizon incidentOn the Risk of Undetected Issues: II
When things go wrong and remain undetected, trouble looms. We continue our efforts, increasing investment on a path that possibly leads nowhere. Worse, time — that irreplaceable asset — passes. How can we improve our ability to detect undetected issues?

December 10, 2014

The damaged Apollo 13 Service Module, as seen from the command moduleOn 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?

December 3, 2014

Phoenix caissons being towed to form a Mulberry harbor off Normandy, June 1944Ten Approaches to Managing Project Risks: III
Project risk management strategies are numerous, but these ten strategies are among the most common. Here are the last three of the ten strategies in this little catalog.

November 26, 2014

Gen. Douglas MacArthur (left) and Willie Keeler (right)Ten Approaches to Managing Project Risks: II
Managing risk entails coping with unwanted events that might or might not happen, and which can be costly if they do happen. Here's Part II of our exploration of coping strategies for unwanted events.

November 19, 2014

Rick Piltz, former senior associate in the U.S. Climate Change Science ProgramTen Approaches to Managing Project Risks: I
Risk management usually entails coping with losses if they do occur. Here's Part I of a concise summary of the options for managing risk.

September 24, 2014

Two F-22A raptors line up for refuelingSymbolic Self-Completion and Projects
The theory of symbolic self-completion holds that to define themselves, humans sometimes assert indicators of achievement that either they do not have, or that do not mean what they seem to mean. This behavior has consequences for managing project-oriented organizations.

September 17, 2014

Illustrating the concept of local maximumFalse Summits: II
When climbers encounter "false summits," hope of an early end to the climb comes to an end. The psychological effects can threaten the morale and even the safety of the climbing party. So it is in project work.

September 10, 2014

A view from the false summit of the Manitou incline in ColoradoFalse Summits: I
Mountaineers often experience "false summits," when just as they thought they were nearing the summit, it turns out that there is much more climbing to do. So it is in project work.

September 3, 2014

Three simple carabinersTeam Risks
Working in teams is necessary in most modern collaborations, but teamwork does carry risks. Here are some risks worth mitigating.

August 27, 2014

Ross Marshall and Don Pugh at the kickoff meeting for the Expeditionary Combat Support System (ECSS) at Tinker Air Force BaseDeep Trouble and Getting Deeper
Here's a catalog of actions people take when the projects they're leading are in deep trouble, and they're pretty sure there's no way out.

July 30, 2014

A stretch of the Amazon rain forest showing storm damageUnnecessary Boring Work: II
Workplace boredom can result from poor choices by the person who's bored. More often boredom comes from the design of the job itself. Here's Part II of our little catalog of causes of workplace boredom.

July 23, 2014

Industrial robots assembling automobilesUnnecessary Boring Work: I
Work can be boring. Some of us must endure the occasional boring task, but for many, everything about work is boring. It doesn't have to be this way.

April 23, 2014

Eugene F. Kranz, flight director, at his console on May 30, 1965, in the Control Room in the Mission Control Center at HoustonDesign Errors and Group Biases
Design errors can cause unwanted outcomes, but they can also lead to welcome surprises. The causes of many design errors are fundamental attributes of the way groups function. Here is Part II of our exploration.

April 16, 2014

Ice on Challenger's launch pad hours before the launchDesign Errors and Groupthink
Design errors cause losses, lost opportunities, accidents, and injuries. Not all design errors are one-offs, because their causes can be fundamental. Here's a first installment of an exploration of some fundamental causes of design errors.

March 26, 2014

An artist's conception of a planetary accretion diskWhy Scope Expands: II
The scope of an effort underway tends to expand over time. Why do scopes not contract just as often? One cause might be cognitive biases that make us more receptive to expansion than contraction.

March 19, 2014

The Bloomingdale's store in Stamford, Connecticut in January 1955Why 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?

March 12, 2014

The Great Wall of China near MutianyuScope Creep and Confirmation Bias
As we've seen, some cognitive biases can contribute to the incidence of scope creep in projects and other efforts. Confirmation bias, which causes us to prefer evidence that bolsters our preconceptions, is one of these.

February 26, 2014

Gachi Fernandez and Sergio Cortazzo, professional tango coupleScope Creep, Hot Hands, and the Illusion of Control
Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable to prevent it. Two cognitive biases — the "hot hand fallacy" and "the illusion of control" — might provide explanations.

February 19, 2014

A visual illusionScope Creep and the Planning Fallacy
Much is known about scope creep, but it nevertheless occurs with such alarming frequency that in some organizations, it's a certainty. Perhaps what keeps us from controlling it better is that its causes can't be addressed with management methodology. Its causes might be, in part, psychological.

December 25, 2013

Todd Park, United States Chief Technology OfficerProjects as Proxy Targets: II
Most projects have both supporters and detractors. When a project has been approved and execution begins, some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.

December 18, 2013

A Strangler Fig in AustraliaProjects as Proxy Targets: I
Some projects have detractors so determined to prevent project success that there's very little they won't do to create conditions for failure. Here's Part I of a catalog of tactics they use.

September 4, 2013

Eastern Redcedar in crossection, with white sapwood on the outside edges, and red to deep reddish-brown heartwoodThe Retrospective Funding Problem
If your organization regularly conducts project retrospectives, you're among the very fortunate. Many organizations don't. But even among those that do, retrospectives are often underfunded, conducted by amateurs, or too short. Often, key people "couldn't make it." We can do better than this. What's stopping us?

February 27, 2013

The breech plug of one of the nine 16-inch guns of the U.S.S. MissouriMore Limitations of the Eisenhower Matrix
The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order. It helps us by removing perceptual distortion about what matters most. But it can't help as much with some kinds of perceptual distortion.

November 7, 2012

Platform supply vessels battle the fire that was consuming remnants of the Deepwater Horizon oilrig in April 2010Managing Non-Content Risks: II
When we manage risk, we usually focus on those risks most closely associated with the tasks at hand — content risks. But there are other risks, to which we pay less attention. Many of these are outside our awareness. Here's Part II of an exploration of these non-content risks, emphasizing those that relate to organizational politics.

October 31, 2012

Robert F. Scott and three of his party arrive at a tent left by Roald Amundsen near the South PoleManaging 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 things done.

July 18, 2012

President Harry S. Truman, and Gen. Douglas MacArthur, meeting at Wake Island, 14 October 1950Ground Level Sources of Scope Creep
We usually think of scope creep as having been induced by managerial decisions. And most often, it probably is. But most project team members — and others as well — can contribute to the problem.

May 30, 2012

Dunlin flock at Nelson Lagoon, AlaskaNonlinear Work: Internal Interactions
In this part of our exploration of nonlinear work, we consider the effects of interactions between the internal elements of an effort, as distinguished from the effects of external changes. Many of the surprises we encounter in projects arise from internals.

May 9, 2012

Congestion on a U.S. highwayNonlinear Work: When Superposition Fails
Much of the work we do is confounding, because we consistently underestimate the effort involved, the resources required, and the time required to get it done. The failure of superposition can be one reason why we get it wrong.

December 14, 2011

Erecting a floating bridge in Korea (1952)When Change Is Hard: II
When organizational change is difficult, we sometimes blame poor leadership or "resistance." But even when we believe we have good leadership and the most cooperative populations, we can still encounter trouble. Why is change so hard so often?

May 25, 2011

Flooding in Metarie, Louisiana, following Hurricane Katrina in 2005Mitigating Risk Resistance Risk
Project managers are responsible for managing risks, but they're often stymied by insufficient resources. Here's a proposal for making risk management more effective at an organizational scale.

May 11, 2011

Vortex cores about an F18 fighter jetGuidelines 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.

March 16, 2011

Harry Stonecipher, former CEO of The Boeing CompanyPersonnel-Sensitive Risks: II
Personnel-sensitive risks are risks that are difficult to discuss openly. Open discussion could infringe on someone's privacy, or lead to hurt feelings, or to toxic politics or toxic conflict. If we can't discuss them openly, how can we deal with them?

March 2, 2011

The first page of Thomas Paine's pamphlet Common SensePublish an Internal Newsletter
If you're responsible for an organizational effort with many stakeholders, communicating with them is important to success. Publishing an internal newsletter is a great way to keep them informed.

February 23, 2011

The interior of an Apple store, location unknownPersonnel-Sensitive Risks: I
Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can harm the enterprise or its people. Since most risk management plans are available to a broad internal audience, personnel-sensitive risks cannot be managed in the customary way. Why not?

January 12, 2011

A fancy diagram of the kind that often accompanies management fadsWhy Do Business Fads Form?
The rise of a business fad is due to the actions of both its advocates and adopters. Understanding the interplay between them is essential for successful resistance.

November 24, 2010

Firefighter lighting grass using a drip torchBeyond Our Control
When bad things happen, despite our plans and our best efforts, we sometimes feel responsible. We failed. We could have done more. But is that really true? Aren't some things beyond our control?

November 17, 2010

The Japanese battleship Yamato during machinery trials 20 October 1941Durable Agreements
People at work often make agreements in which they commit to cooperate — to share resources, to assist each other, or not to harm each other. Some agreements work. Some don't. What makes agreements durable?

November 10, 2010

Sherlock Holmes and Doctor WatsonHow to Make Good Guesses: Tactics
Making good guesses probably does take talent to be among the first rank of those who make guesses. But being in the second rank is pretty good, too, and we can learn how to do that. Here are some tactics for guessing.

November 3, 2010

The Bay of Whales off the Ross Ice Shelf, AntarcticaHow to Make Good Guesses: Strategy
Making good guesses — guessing right — is often regarded as a talent that cannot be taught. Like most things, it probably does take talent to be among the first rank of those who make conjectures. But being in the second rank is pretty good, too, and we can learn how to do that.

October 13, 2010

The Dalles of the St. Croix RiverThe Politics of the Critical Path: II
The Critical Path of a project is the sequence of dependent tasks that determine the earliest completion date of the effort. We don't usually consider tasks that are already complete, but they, too, can experience the unique politics of the critical path.

September 22, 2010

A section of the Rose Kennedy Greenway in Boston in 2008The Politics of the Critical Path: I
The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest completion date of the effort. If you're responsible for one of these tasks, you live in a unique political environment.

July 7, 2010

A Kemp's Ridley sea turtle (Lepidochelys kempi), ashore, probably to lay eggsSeven Ways to Get Nowhere
Ever have the feeling that you're getting nowhere? You have the sense of movement, but you're making no real progress towards the goal. How does this happen? What can you do about it?

June 2, 2010

A fiddler crab, resident of the Ashepoo Combahee Edisto (ACE) Basin National Estuarine Research Reserve in South Carolina, USACommunication 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.

May 26, 2010

Edward Bernays, nephew of Sigmund Freud and an early pioneer in the field of Public RelationsCommunication Traps for Virtual Teams: I
Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges do they face, and what can we do about them?

April 28, 2010

Captain Robert F. Scott and most of his team returning from the South PoleProject Improvisation and Risk Management
When reality trips up our project plans, we improvise or we replan. When we do, we create new risks and render our old risk plans obsolete. Here are some suggestions for managing risks when we improvise.

April 14, 2010

Dunlin flock at Nelson Lagoon, AlaskaProject Improvisation as Group Process
When project plans contact reality, things tend to get, um, a bit confused. We can sometimes see the trouble coming in time to replan thoughtfully — if we're nearly clairvoyant. Usually, we have to improvise. How a group improvises tells us much about the group.

April 7, 2010

In-flight portrait of the Apollo 13 Environmental Control SystemProject Improvisation Fundamentals
Project plans are useful — to a point. Every plan I've ever seen eventually has problems when it contacts reality. At that point, we replan or improvise. But improvisation is an art form. Here's Part I of a set of tips for mastering project improvisation.

March 24, 2010

"Taking an observation at the pole."Risk Management Risk: II
Risk Management Risk is the risk that a particular risk management plan is deficient. Here are some guidelines for reducing risk management risk arising from risk interactions and change.

March 17, 2010

Example of an unsecured driver-side floor mat trapping the accelerator pedal in a 2007 Toyota Lexus ES350Risk 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.

February 17, 2010

USS Indianapolis' last Commanding Officer, Captain Charles B. McVay, IIIThe Politics of Lessons Learned
Many organizations gather lessons learned — or at least, they believe they do. Mastering the political subtleties of lessons learned efforts enhances results.

January 6, 2010

The Shining Flycatcher, native of Northern Australia and Southwest Pacific islandsBacktracking in Incremental Problem Solving
Incremental problem solving is fashionable these days. Whether called evolutionary, incremental, or iterative, the approach entails unique risks. Managing those risks sometimes requires counterintuitive action.

June 24, 2009

Carl Philipp Gottfried von ClausewitzLong-Loop Conversations: Clearing the Fog
In virtual or global teams, conversations can be long, painful affairs. Settling issues and clearing misunderstandings can take weeks instead of days, or days instead of hours. Here are some techniques that ease the way to mutual agreement and understanding.

June 10, 2009

A Katrina rescue in New OrleansLong-Loop Conversations: Asking Questions
In virtual or global teams, where remote collaboration is the rule, waiting for the answer to a simple question can take a day or more. And when the response finally arrives, it's often just another question. Here are some suggestions for framing questions that are clear enough to get answers quickly.

May 27, 2009

Statue of Hermes with modern headTeamwork Myths: Formation
Much of the conventional wisdom about teams is in the form of over-generalized rules of thumb, or myths. In this first part of our survey of teamwork myths, we examine two myths about forming teams.

December 10, 2008

Shackleton, Scott and Wilson, of the British Antarctic Expedition 1902The Injured Teammate: II
You're a team lead, and one of the team members is suddenly very ill or has been severely injured. How do you handle it? Here are some suggestions for breaking the news to the team.

December 3, 2008

Rough-toothed dolphinThe Injured Teammate: I
You're a team lead, and one of the team members is very ill or has been severely injured. How do you handle it? How do you break the news? What does the team need? What do you need?

May 28, 2008

Damage to the Interstate 10 Twin Bridge across Lake PontchartrainManaging Risk Revision
Prudent risk management begins by accepting the possibility that unpleasant events might actually happen. But when organizations try to achieve goals that are a bit out of reach, they're often tempted to stretch resources by revising or denying risks. Here's a tactic for managing risk revision.

April 23, 2008

"Taking an observation at the pole."The Risky Role of Hands-On Project Manager
The hands-on project manager manages the project and performs some of the work, too. There are lots of excellent hands-on project managers, but the job is inherently risky, and it's loaded with potential conflicts of interest.

April 9, 2008

The Samuel Morse Telegraph ReceiverRemote Facilitation in Synchronous Contexts: III
Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part III of a little catalog of suggestions for remote facilitators.

April 2, 2008

Mess line, noon, Manzanar Relocation Center, California, 1943Remote Facilitation in Synchronous Contexts: II
Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II of a little catalog of those problems, and some suggestions for addressing them.

March 26, 2008

An air traffic controller using a display system at an Air Route Traffic Control CenterRemote Facilitation in Synchronous Contexts: I
Whoever facilitates your distributed meetings — whether a dedicated facilitator or the meeting chair — will discover quickly that remote facilitation presents special problems. Here's a little catalog of those problems, and some suggestions for addressing them.

March 19, 2008

The Marx brothers: Chico, Harpo, Groucho and ZeppoTINOs: Teams in Name Only
Perhaps the most significant difference between face-to-face teams and virtual or distributed teams is their potential to develop from workgroups into true teams — an area in which virtual or distributed teams are at a decided disadvantage. Often, virtual and distributed teams are teams in name only.

January 30, 2008

A recently reclaimed property near Buffalo, New YorkThe True Costs of Cost-Cutting
The metaphor "trimming the fat" rests on the belief that some parts of the organization are expendable, and we can remove them with little impact on the remainder. Ah, if only things actually worked that way...

May 17, 2006

My right foot. Arrow indicates the location of the break.My Right Foot
There's nothing like an injury or illness to teach you some life lessons. Here are some things I learned recently when I temporarily lost some of my independence.

March 22, 2006

A cup of coffeeDubious Dealings
Negotiating contracts with outsourcing suppliers can present ethical dilemmas, even when we try to be as fair as possible. The negotiation itself can present conflicts of interest. What are those conflicts?

February 15, 2006

The U.S. Capitol at nightNepotism, Patronage, Vendettas, and Workplace Espionage
Normally, you terminate or reassign team members who actually inhibit progress. Here are some helpful insights and tactics to use when termination or reassignment is impossible.

January 11, 2006

A white shark off the California coastNine Project Management Fallacies: IV
Some of what we "know" about managing projects just isn't so. Understanding these last three of the nine fallacies of project management helps reduce risk and enhances your ability to complete projects successfully.

December 28, 2005

Chocolate chip cookiesNine Project Management Fallacies: III
Some of what we "know" about managing projects just isn't so. Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully.

December 14, 2005

Chocolate chip cookiesNine Project Management Fallacies: II
Some of what we "know" about managing projects just isn't so. Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully.

November 30, 2005

Two colleagues chatting on their morning breakNine Project Management Fallacies: I
Most of what we know about managing projects is useful and effective, but some of what we "know" just isn't so. Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully.

May 25, 2005

Water bottlesAn Agenda for Agendas
Most of us believe that the foundation of a well-run meeting is a well-formed agenda. What makes a "well-formed" agenda? How can we write and manage agendas to make meetings successful?

May 11, 2005

A traffic sign warning of trouble aheadNine Positive Indicators of Negative Progress
Project status reports rarely acknowledge negative progress until after it becomes undeniable. But projects do sometimes move backwards, outside of our awareness. What are the warning signs that negative progress might be underway?

April 13, 2005

The Cone NebulaShining Some Light on "Going Dark"
If you're a project manager, and a team member "goes dark" — disappears or refuses to report how things are going — project risks escalate dramatically. Getting current status becomes a top priority problem. What can you do?

March 30, 2005

Two infants exchanging secretsSee 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.

January 12, 2005

Emergency extrication trainingEmergency Problem Solving
In emergencies, group problem solving is unusually challenging, especially if lives, careers, or companies depend on finding a solution immediately. Here are some tips for members of teams that are solving problems in emergencies.

November 3, 2004

FootprintsStatus Risk and Risk Status
One often-neglected project risk is the risk of inaccurately reported status. That shouldn't be surprising, because we often fail to report the status of the project's risks, as well. What can we do to better manage status risk and risk status?

October 27, 2004

A flapjack breakfastBois 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.

September 8, 2004

Gen. T.J. "Stonewall" JacksonFlanking Maneuvers
Historically, military logistics practice has provided a steady stream of innovations to many fields, including project management. But project managers can learn even more if we investigate battlefield tactics.

August 11, 2004

A phoenixFilms Not About Project Teams: II
Here's Part II of a list of films and videos about project teams that weren't necessarily meant to be about project teams. Most are available to borrow from the public library, and all are great fun.

July 28, 2004

Apollo 13 Shoulder PatchFilms Not About Project Teams: I
Here's part one of a list of films and videos about project teams that weren't necessarily meant to be about project teams. Most are available to borrow from the public library, and all are great fun.

June 16, 2004

A bobsled teamTeam 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?

April 21, 2004

Two U.S. Army soldiers use binoculars and a riflescope to watch for insurgentsScheduling as Risk Management
When we schedule a complex project, we balance logical order, resource constraints, and even politics. Here are some techniques for using scheduling to manage risk and reduce costs.

April 7, 2004

Mars as seen by Hubble Space TelescopeWho Would You Take With You to Mars?
What makes a great team? What traits do you value in teammates? Project teams can learn a lot from the latest thinking about designing teams for extended space exploration.

February 18, 2004

Tape recorder AKAI GX-260DResuming Projects: Team Morale
Sometimes we cancel a project because of budgetary constraints. We reallocate its resources and scatter its people, and we tell ourselves that the project is on hold. But resuming is often riskier, more difficult and more expensive than we hoped. Here are some reasons why.

August 6, 2003

Finger PuzzlesFinger Puzzles and "Common Sense"
Working on complex projects, we often face a choice between "just do it" and "wait, let's think this through first." Choosing to just do it can seem to be the shortest path to the goal, but it rarely is. It's an example of a Finger Puzzle.

May 7, 2003

An example of a Weaver's PathwayThe Weaver's Pathway
When projects near completion, we sometimes have difficulty letting go. We want what we've made to be perfect, sometimes beyond the real needs of customers. Comfort with imperfection can help us meet budget and schedule targets.

January 8, 2003

Bottle of poisonToxic 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.

November 6, 2002

The worldDispersity 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.

September 4, 2002

US Space Shuttle LaunchSome 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.

June 19, 2002

Mountain fogSeeing Through the Fog
When projects founder, we're often shocked — we thought everything was moving along smoothly. Sometimes, with the benefit of hindsight, we can see that we had — or could have had — enough information to determine that trouble was ahead. Somehow it was obscured by fog. How can we get better at seeing through the fog?

January 23, 2002

Stuffed bearsStart a Project Nursery
In a Project Nursery, professionals from across the entire organization collaborate to conceive of new projects. When all organizational elements help decide which projects to investigate, the menu they develop best suits organizational needs and capabilities.

December 19, 2001

Moving the goal postsAre You Changing Tactics or Moving the Goal Posts?
When we make a mid-course correction in a project, we're usually responding to a newly uncovered difficulty that requires a change in tactics. Sometimes, we can't resist the temptation to change the goals of the project at the same time. And that can be a big mistake.

August 22, 2001

Hurricane Warning flagsDeclaring Condition Red
High-performance teams have customary ways of working together that suit them, their organizations, and their work. But when emergencies happen, operating in business-as-usual mode damages teams — and the relationships between their people — permanently. To avoid this, train for emergencies.

June 13, 2001

Canada GeeseGeese Don't Land on Twigs
Since companies sometimes tackle projects that they have no hope of completing successfully, your project might be completely wrong for your company. How can you tell whether your project is a fit for your company?

May 2, 2001

The inaccessible cubicles at Diamond SquareMake a Project Family Album
Like a traditional family album, a project family album has pictures of people, places, and events. It builds connections, helps tie the team together, and it can be as much fun to look through as it is to create.

April 25, 2001

Icelandic currentsRestarting Projects
When a project gets off track, we sometimes cancel it. But since canceling projects takes a lot of courage, we look for ways to save them if we can. Often, things do turn out OK, and at other times they don't. There's a third choice, between pressing on with a project and canceling it. We can restart.

March 21, 2001

The Leonard P. Zakim Bunker Hill BridgeThe Cheapest Way to Run a Project Is with Enough Resources
Cost reduction is so common that nearly every project plan today should include budget and schedule for several rounds of reductions. Whenever we cut costs, we risk cutting too much, so it pays to ask, "If we do cut too much, what are the consequences?"

February 14, 2001

Allison presentingQuantum Management
When we plan projects, we estimate the duration and cost of something we've never done before. Since projects are inherently risky, our chances of estimating correctly are small. Quantum Management tells us how to think about cost and schedule in new ways.

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