Sponsors, customers, and management all expect projects to deliver what they promised, for the price promised, by the date promised. When they perceive that progress isn't in line with expectations, they can apply pressure to the project team, and that pressure can itself become a hindrance.
Here are some insights about the unexpected that can help with managing and preventing pressure. See "Managing Pressure: Communications and Expectations," Point Lookout for December 13, 2006, and "Managing Pressure: Milestones and Deliveries," Point Lookout for December 27, 2006, for more.
- Educate everyone about the inevitability of setbacks
- When a setback happens, perceptions of progress can change permanently, even if the setback is eventually overcome, and even if time lost is recovered. If customers or sponsors have to report the setback to people who have great organizational power, they are sometimes subject to personal consequences.
- Outside the context of any specific project, educate sponsors and managers about setbacks. Explain that because project work has either never been done before, or has never been done by this organization, setbacks are inevitable. When setbacks happen, be open about them. Hiding them or spinning them puts your own credibility at risk.
- Be wary of near-delivery setbacks
- Setbacks just prior to delivery are especially problematic. Customers might have made preparations for the delivery and those arrangements constitute both financial and psychological commitment. A setback just prior to delivery creates embarrassment, frustration, and irritation, which can lead to distrust and perceived lack of progress that are otherwise unwarranted.
- Monitor internal status carefully just prior to any delivery. As soon as you know of problems that put delivery at risk, pass the information along. Help people mitigate the consequences of slips, and commit to all this in the project plan.
- Keep loads uniform
- Setbacks just
prior to delivery
- Uniform loads create a sense of steady progress. Load variations, especially spikes, degrade assessments of progress. For instance, if a project undergoes a crisis requiring an out-of-plan management decision, management endures a load spike. Afterwards, the incident isn't forgotten - it usually lingers in the form of degraded perceptions of progress. Similar effects occur within the project team.
- When trouble looms, inform management early, to give them time to prepare for decision-making. Balance the loads on project team members carefully, making schedule changes as necessary — if you can — to keep loads uniform.
- Don't expect breakthroughs to erase anxiety
- Breakthroughs usually seem less significant than setbacks of similar magnitude. Hyping breakthroughs to enhance morale, or to correct perceptions about progress, probably won't work — people tend to discount such announcements because they tend to serve the project's leaders' interests.
- Use breakthroughs instead to enhance the status of the people who achieve them. Honor them and recognize them. You'll do more for morale that way than you can accomplish by trying to send the all-is-now-well message to skeptical audiences.
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Micromanagement is a common source of pressure. For insights on micromanagers and micromanaging, see "When Your Boss Is a Micromanager," Point Lookout for December 5, 2001; "There Are No Micromanagers," Point Lookout for January 7, 2004; "Are You Micromanaging Yourself?," Point Lookout for November 24, 2004; and "How to Tell If You Work for a Nanomanager," Point Lookout for March 7, 2007.
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More articles on Workplace Politics:
- The Costs of Threats
- Threatening as a way of influencing others might work in the short term. But a pattern of using threats
to gain compliance has long-term effects that can undermine your own efforts, corrode your relationships,
and create an atmosphere of fear.
- When You Think Your Boss Is Incompetent
- After the boss commits even a few enormous blunders, some of us conclude that he or she is just incompetent.
We begin to worry whether our careers are safe, whether the company is safe, or whether to start looking
for another job. Beyond worrying, what else can we do?
- More Indicators of Scopemonging
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consequence of well-intentioned choices. But sometimes, it's part of a hidden agenda that some use to
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here are some of the best worst practices.
- How to Create Distrust
- A trusting environment is critical to high performance. That's why it's important to recognize behaviors
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Forthcoming issues of Point Lookout
- Coming May 23: Narcissistic Behavior at Work: IX
- An arrogant demeanor is widely viewed as a hallmark of the narcissist. But truly narcissistic arrogance is off the charts. It's something beyond the merely annoying arrogance of a sometimes-obnoxious individual. What is narcissistic arrogance and how can we cope with it? Available here and by RSS on May 23.
- And on May 30: Chronic Peer Interrupters: I
- When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters? Available here and by RSS on May 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenfpwuTnXhyOrYEKNkner@ChacDgkVMobgYFqZtgKhoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.