Martin dejectedly handed the message to Jeri, who read it out loud: "You've been volunteered for Amethyst. You'll be working with Weldon and the architecture team." Amethyst was by now the tail wagging the organizational dog, and everyone understood that when it came to Amethyst, "volunteered" meant "indentured."
"Probably the best place to be, if you have to be on Amethyst," Jeri said, trying to console Martin.
"Yeah, right," said Martin, "like the southern Yukon in February."
Amethyst was a "Monster" project — one that gradually claims more and more organizational resources. Monster projects are one type of toxic project. Even when they're "on track," they harm the organization by consuming resources that are much better used elsewhere.
Here are some other kinds of toxic projects.
- The Pet
- The pet project is funded because its champion not only has the urge to play around with a favorite idea, but also the political clout to gather the resources for the needed toys. What's the cost of not using these resources productively?
- The Turnover
- Toxic projects
harm their organizations
even when — especially when —
- Some projects are so frustrating and deadly to the morale of the project team that they cause skilled and productive team members to leave the organization. What's the cost of turnover?
- The Trap Door
- This is a project that commits the organization to a path that severely limits its future strategic options. What's the cost of lost flexibility?
- People adrift at sea, dying of thirst and desperate, sometimes drink seawater. Organizations do something analogous — they fund projects that seem useful, but which actually threaten the organization. What's the cost of treatment once you realize you've been drinking seawater?
Why don't organizations just cancel toxic projects? Often people don't realize that the projects are toxic, because the accounting system masks their impact.
When we compute project costs, we sometimes understate certain organizational costs. For instance, a Turnover project creates organizational costs that aren't actually charged to the project, such as increased recruiting costs, delays in other projects, and depressed morale. If these costs are recognized at all, they appear as overhead, and they're distributed across all organizational activity using a "flat tax" system that allocates them to all projects in proportion to labor hours, management time, square feet or dollars spent.
But projects differ, and these costs vary by project. A toxic project creates more than its share of these costs, but the organization never realizes it.
What can we do? Decision-makers can assess project toxicity by making a serious attempt to apportion organizational costs fairly. Computing these costs can be difficult, because it feels subjective, but almost any honest effort would be fairer than the flat tax system. Denying the reality of these costs doesn't eliminate them — they're real, they cannot be known exactly, and we must deal with them. Top Next Issue
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More articles on Project Management:
- Status 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?
- An 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?
- Nonlinear 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.
- Symbolic 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.
- Risk 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?
See also Project Management for more related articles.
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- And on May 9: Unethical Coordination
- When an internal department or an external source is charged with managing information about a large project, a conflict of interest can develop. That conflict presents opportunities for unethical behavior. What is the nature of that conflict, and what ethical breaches can occur? Available here and by RSS on May 9.
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