Glen had heard enough. "So what you're saying is that you need another three weeks to finish the requirements, and work on the specifications would begin three weeks after that, right?"
A little disturbed by Glen's manner, Bernice held her ground. "Right. We can shorten the requirements process, but for every day we cut, we should tack on about a month to the schedule overall."
Glen was exasperated. "Well, I don't believe your 20-to-1 ratio. There must be some way to get started on something while the requirements process finishes."
Glen and Bernice are locked in a common struggle — between "getting started on real work" and "thinking about it some more." How they resolve this can determine whether the project is a success or a money pit — or somewhere in between.
Typical factions in such struggles are "technical folks" advocating thought and planning, and "business folks" advocating "action." When their influence is balanced, the organization makes fairly good decisions. When one dominates, problems arise.
Both can learn from the finger puzzle.Sometimes the way out
of a trap is counterintuitive
A finger puzzle is a braided straw tube about 2-3 inches (5-8 cm) long, and about a half-inch (2 cm) in diameter. You put one finger into each end, and when you pull your fingers apart to remove them, the tube stretches, tightening its grip. Try as you might, you can't break free.
To free yourself, you have to do something counterintuitive — you push your fingers together, shortening the tube, and increasing its diameter. Then, holding the tube with your thumbs, you can easily extract your fingers.
Life is full of Finger Puzzles — situations that call for action that's almost exactly the opposite of what our "common sense" tells us to do.
The Requirements phase of a complex project is like a Finger Puzzle. The business folks want "progress" to start, but ironically, the project will finish sooner if we wait until the requirements are clear. During the requirements phase, the way to speed things up is to wait.
Action is a Finger Puzzle, too. The technical folks want to get the design right before going "public" with customers, but, ironically, we get things right faster when we have customer input. We think more clearly when we take action to get more information.
Even the debate between these two factions — "just do it" vs. "think about it some more" — can be a finger puzzle. While the antagonists contend, they give each other energy to continue the debate. Resisting one's opponent in debate, ironically, extends the debate. We reach agreement faster by exploring each other's positions, rather than asserting our own.
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More articles on Project Management:
- Nine 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?
- 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?
- 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?
- Avoid 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?
- Wishful 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
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- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.