 Reforming Project Management |
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Friday, September 12, 2003
Variation as an Enabler
It seems I'm writing about the same topic over and over. I sense there's a new way of saying something about projects, but it is just beyond my reach. Greg Howell and I were discussing the various types of uncertainty on projects. There's always the uncertainty of the future. While we can take actions that shape our possibilities, the future is by nature uncertain and unknowable. It is this uncertainty we should stop fighting...embrace it. On the opposite end is the uncertainty of whether an individual who has a task to perform will get the task done to the satisfaction of the customer and at the time expected. This variation we can do something about. Through engaging in serious commitment conversations the performer can reach agreement with the customer or project manager when the task will be completed. Completing as promised allows others to start their work as they plan to start it. In fact, a reliable promissor creates the situation for others to plan and mobilize for action rather than waiting to see what gets finished. The two scenarios don't describe all the cases of uncertainty, but it is good enough to examine the kinds of actions we can take on projects. I can put those coping actions in the following four categories:
(I think I am missing some categories.) I'll go into more detail later. For now, consider what I am proposing and please help me with my thinking by offering either your comments to this post or send me email. Here's a metaphor for you to consider: Sailboats (under sail) are rarely on course. Sailors set their sails to capture the most wind. They 'tack' at an angle to their course. This requires zigging and zagging rather than a dead-on course. I've heard that rockets are also somewhat off-course. The 'guidance system' makes very frequent minor adjustments returning the craft to course. Thursday, September 11, 2003
Bloglet Readers have Missed Postings
For all you readers by email: Variation is an
Consider this a starting point in a series of postings. At this moment I'm just rambling. I'll use following postings to develop my thinking. My basic claim about the environment of projects has not changed. Projects are conducted in an uncertain and unknowable future. In addition, project participants learn, collaborate, innovate, and cope with each other and the circumstances as presented. These attributes are what make projects so exciting. Project work has a progressive or cumulative nature to it. One thing builds on another. One person's work waits on the completion of other work. While some conditions for project tasks are made explicit, there is often plenty of room for alternative courses of action and variety of finished characteristics. Projects are manifestations of the people who make up the project team. Team members bring their skills, talents, worries, prejudices, ambitions, distractions, moods, intentions, and on and on. This completely unpredictable medley also changes throughout the project. And it doesn't stop there. The friends and families of project team members influence the project circumstances in even less visible ways. How could anyone, let alone I, say that variation is an enemy of project success? As I described the setting of projects the only thing that one can be confident about is variation and uncertainty. Our usual interpretation is variation = risk. Risk is to be removed. In prior postings I urged people to reduce the variability in the linkages of one person's work to others' work by engaging in commitment conversations (requests and promises) that increase the reliability that work will start as re-planned. Notice the 're' in re-planned. I am placing an emphasis on an ongoing practice of planning among a broad group of project participants. Still the distinction is not quite right. Planning as action -- as a particular kind of conversation -- is understood to be separate from the actions of execution. And that is not what I mean. In the course of completing tasks there continues to be an opportunity for planning and adjusting. So I sit here stuck. The essence of the situation of projects is the unforeseeable possibilities and challenges. So if project settings are foresee ably unforeseen, then let's start managing projects taking advantage of serendipity rather than forcing an outcome. How? Good question! Wednesday, September 10, 2003
No Project e-Tip of the Week
I'm going to do these e-Tips on a more random basis, or should I say continue to do them on the random basis. I was expecting more people (readers) to jump in. At this moment I have a ton of projects underway that need my attention. Speaking of that...someone asked me how I go about my projects. I do them one-at-a-time. It's a critical chain project management thing. I learned that multi-tasking delays results. So I try not to multi-task. Here are two more tips based on my project habits:
While I could go on, I really need to get back to work! Anyone interested in sharing their practices for doing personal projects? Sunday, September 07, 2003
Let's Be Prudent
I love it when readers take me on...Particularly regular readers. Frank Winters commented on my Sept 3 posting titled Never on the Rails. Frank sees me as a pessimist: Hal - hate to say it but you sound like you might fall into the second cultural category - you don't believe (project) success is possible. Please read the comments. However, Frank raises a great point. I've come to expect that most projects will fall short of their intended outcomes. (There, I said it.) Projects take too long; they cost too much; clients are dissatisfied along the way; and project participants can't wait to get on to something else. I'm not saying that this is the case for all projects. I'm not even saying that all four conditions apply to disappointing projects. What I'm saying is we need to do something different. I got involved in the project world out of the love of the one-of-a-kind situation. I met great people. I was challenged in ways I didn't expect. I learned a ton. If only projects were routinely successful. Not always successful, but more often than not. While Frank implied I am a pessimist, I'd be equally concerned being called an optimist. Let's be prudent. Let's start tapping the great storehouse of talent, wisdom, experience, and good will that we find on each of our teams. Maybe then we will routinely succeed. Visit the Archives for more postings |
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